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© Pearson Education 2012 1 Chapter 2 Personnel Planning and Recruiting
© Pearson Education 2012 2 1.Explain the main techniques used in employment planning and forecasting. 2.Effectively recruit job candidates. 3.Name and describe the main internal sources of candidates. 4.Explain how to recruit a more diverse workforce. After studying this chapter, you should be able to:
© Pearson Education 2012 3 The Recruitment and Selection Process 1.Decide what positions to fill through personnel planning and forecasting. 2.Build a pool of candidates for these jobs, by recruiting internal or external candidates. 3.Have candidates complete application forms and perhaps go through initial screening interviews. 4.Use selection tools such as tests, background investigations, and physical exams to identify suitable candidates. 5.Decide who to make an offer to, by having the supervisor and perhaps others interview the candidates.
© Pearson Education 2012 Personnel Planning and Recruiting Recruiting: any activity carried on by the organization with the main purpose of identifying and attracting potential employees. Employment or Personnel Planning: The process of deciding what positions the firm will have to fill, and how to fill them. 4
© Pearson Education 2012 5 What to Forecast? - Overall personnel needs. - The supply of inside candidates. - The supply of outside candidates.
© Pearson Education 2012 1.Outside recruiting: Managers look outside the firm for people who have not worked at the firm before. Managers advertise in newspapers, hold open houses, recruit at universities, and on the Internet. External recruitment is difficult since many new jobs have specific skill needs. A multi-prong approach to external recruiting works best. 6
© Pearson Education 2012 2.Internal Recruiting : Positions filled within the firm. Internal recruiting has several benefits: 1. Workers know the firm’s culture. 2. Managers likely already know the candidates. 3. Internal development can motivate employees. 7
© Pearson Education 2012 8 FIGURE 5-1 Steps in the Recruitment and Selection Process
© Pearson Education 2012 9 FIGURE 5 - 2Linking Employer ’ s Strategy to Plans
© Pearson Education 2012 The Complexities of Recruiting 1.Recruitment efforts should make sense in terms of the company’s strategic plans. 2.Some recruiting methods are better to others, depending on the type of job recruited for. 3.The firm’s image affects its recruiting results. For instance, the better the image and reputation of a company, the more it will attract candidates. 10
© Pearson Education 2012 11 Effective Recruiting Advantages of Centralizing Recruitment: - Facilitates applying strategic priorities. - Strengthens employment brand. - Reduces duplication of HR activities. - Spreads the cost of new HR technologies. - Builds teams of HR experts. - Provides better measurement of HR performance - Allows for sharing of applicant pools.
© Pearson Education 2012 Effective Recruiting Decentralizing Recruitment: In General : If the firm’s divisions are independent, or their recruitment needs are varied, it may be more sensible to decentralize the recruitment function. 12
© Pearson Education 2012 13 Measuring Recruiting Effectiveness What to Measure How to Measure Evaluating Recruiting Effectiveness
© Pearson Education 2012 14 Internal Candidates: Hiring from Within Foreknowledge of candidate’s strengths and weaknesses More accurate view of candidate’s skills Candidates have a stronger commitment to the company Less training and orientation required. Failed applicants become dissatisfied. Time wasted interviewing inside candidates who will not be considered AdvantagesDisadvantages
© Pearson Education 2012 15 Finding Internal Candidates Hiring from Within Job Posting Succession Planning (HRIS) Rehiring Former Employees
© Pearson Education 2012 16 Outside Sources of Candidates 12 3 Advertising Recruiting via the Internet Employment Agencies 45 67 On-Demand Recruiting Services (ODRS) Executive Recruiters College Recruiting Walk-Ins Locating Outside Candidates
© Pearson Education 2012 17 1- Recruiting via the Internet 1.Recruiting via the Internet: - Advantages: ○ Cost-effective way to publicize job openings. ○ More applicants are attracted over a longer period. ○ Immediate applicant responses. ○ Online pre-screening of applicants. ○ Links to other job search sites. ○ Computerization of applicant tracking and evaluation.
© Pearson Education 2012 1- Recruiting via the Internet (cont) - Disadvantages: ○ Extreme number of unqualified applicants. ○ Personal information privacy concerns of applicants. 18
© Pearson Education 2012 19 2- Advertising for Outside Candidates The Media Choice: - Selection of the best media depends on the positions for which the firm is recruiting. ○ Newspapers: local and specific labor markets. ○ Professional journals: specialized employees. ○ Internet job sites: global labor markets.
© Pearson Education 2012 20 3-Employment Agencies Private Agencies Executive Recruiters Types of Employment Agencies Temporary Agencies
© Pearson Education 2012 3- Employment Agencies Why Use a Private Employment Agency? - No HR department: firm lacks recruiting and screening capabilities. - To attract a pool of qualified applicants. - To fill a particular opening quickly. - To attract a greater number of applicants. - To reach currently employed individuals who are more comfortable dealing with agencies 21
© Pearson Education 2012 22 3- Employment Agencies (cont) Avoiding Problems with Employment Agencies: - Provide the agency with accurate and complete job descriptions. - Make sure tests, application blanks, and interviews are part of the agency’s selection process. - Screen agency for effectiveness in filling positions – check with other managers or HR for the most effective agencies.
© Pearson Education 2012 23 4-On-Demand Recruiting Services (ODRS): - Short-term specialized recruiting: ○ Paid by the hour/project. ○ Handles recruiting, analysis, and pre-screening. 5- College Recruiting - On-campus recruiting goals: ○ To determine if the candidate is worthy of further consideration. ○ To attract good candidates. Outside Sources of Candidates (cont)
© Pearson Education 2012 24 6- Walk-ins: - Seek employment through a personal, direct approach to the employer. Outside Sources of Candidates (cont)
© Pearson Education 2012 25 Developing and Using Application Forms Applicant’s education and experience Applicant’s probability of success Applicant’s progress and growth Uses of Application Information Applicant’s employment stability
© Pearson Education 2012 26 FIGURE 5-9 Employment Application
© Pearson Education 2012 Human Resource Information System (HRIS) HRIS is a software or online solution for the data management needed by the HR department. Such data includes information about employee skills and qualifications, and their personal updates. HRIS also includes company-related documents such as safety guidelines, and other financial information. 27
© Pearson Education 2012 It is useful in facilitating the succession planning which helps companies to understand their available talent and identify who is available for transition into other positions. When combined with career development, succession planning allows companies to build a talent pool and employees to stay committed to their career and employer. 28 Human Resource Information System (HRIS)
© Pearson Education 2012 29 applicant tracking systems application form computerized forecasts employee recruiting employment or personnel planning job posting on-demand recruiting services (ODRS) position replacement card qualifications inventories ratio analysis recruiting yield pyramid scatter plot succession planning trend analysis Key Terms
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