1. MGT 430 – Spring 2016 Class 6 Chapter 6
Planning For and Recruiting Human Resources

2. HR Planning Process
Directly helps organizations meet business objectives and gain competitive advantages over competitors.
Compares the present state of the organization with its future goals
Identifies what changes it must make in its HR to meet those goals
(Hint, Hint)
HR personnel must be fully aware of the business plans for their employer
Trends and events that affect the economy also create opportunities and problems in obtaining HR. To prepare for and respond to these challenges, organizations engage in HR planning to the numbers and types of employees the organization will require to meet its objectives.
The first step in human resource planning is personnel forecasting. Through trend analysis and good judgment, the planner tries to determine the supply of and demand for various human resources. Based on whether a surplus or a shortage is expected, the planner sets goals and creates a strategy for achieving those goals. The organization then implements its HR strategy and evaluates the results.

3. THOUGHT STARTER - Nurses
Task: Forecast nursing needs for a small (50-bed) hospital in Lake
Placid, NY
HR would need to know information on:
Medical services provided (e.g. emergency, Hospice, surgery, etc.)
Population shifts (e.g. older, younger, active, retirees, etc.)
Patient services demand (e.g. heart, eyes, pediatric, Ob/Gyn, etc.)
Health care trends
Health care vs. government regulation/oversight
Nursing labor costs
Other

4. Historical Nursing Needs – Lake Placid
Nurse to patient ratio
Number of medical treatments expected
General nursing skills
Specialized nursing skills
Nurse turnover ratio
Cost/benefit analysis

5. Figure 5.1: Overview of HR Planning Process
Figure 5.1 shows the HR planning process. HR tries to determine supply of and demand for various types of human resources. x
The process consists of three stages:
Forecasting
Goal setting and strategic planning
Program implementation and evaluation
Forecasting - The attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortage or surpluses.

6. Forecasting Forecasting:
Attempt to determine supply and demand for various types of HR to predict areas within the organization and where there will be labor shortages or surpluses.
Forecasting steps:
Forecast labor demand
Determine labor supply
Determine labor surplus or shortage
The first step in HR planning is forecasting.
The primary goal is to predict which areas of the organization will experience labor shortages or surpluses.
5-6

7. Goal Setting and Strategic Planning
Recruiting goals must be consistent with and supportive of the organizational strategy and business plan
Recruiting goals should come directly from analysis of supply and demand.
Our organizations should focus on attracting and retaining employees who provide or improve on a company’s core competency (what makes it better than competitors)
This is the second step in HR planning as shown in the middle of Figure 5.1.

8. Recruitment
Process of identifying potential employees, communicating job and organizational attributes to them, and convincing them to apply for available jobs
Focuses on finding qualified applicants

9. Full Time Equivalent (FTE)
Types of Employees
Full Time Equivalent (FTE)
FTE traditionally works a 40 hour work week with the expectation that exempt employees will work the hours necessary to accomplish their jobs
Part Time Employee (PTE)
A part time employee has traditionally worked less than a 40 hour work week. Today, though, some employers count employees as full time if they work 30, 32, or 36 hours a week.

10. Temporary & Contract Employees
Short term (Seasonal)
Legal issues: Are they employees or contractors
Loyalty or motivation to company – customers – owners
Temporary spike in business

11. Recruitment Process Acknowledge a recognized need
Identify best sources for finding targeted applicants
Craft a clear and compelling recruitment message
Clarify role of recruiter

12. Required/Desired Characteristics - Nurse
Critical KSAs
Certifications/licensing
Inter-personal skills
Level of experience
Ability to travel
Multiple discipline settings
Problem solving
Other?????????

13. Internal Recruiting
Process of seeking applicants from within the firm using, e.g.:
Job postings
Employee inventories (H.R.I.S.)
Intra-net websites
Personal referrals
Promotions & transfers

15. External Recruitment
Process of recruiting employees from outside the organization
Requires identifying the relevant labor market (RLM),
Non-exempt = local community
Exempt = regional, national, and international community

16. External Recruitment Methods
Advertising – print – social media
Educational institutions
Career fairs
Employment agencies and employee search firms
Internet – e.g. Monster – Careers – Job Opportunities
Trade organizations
Employee referrals
Temporary – to- permanent

19. Employer Brand
Developing a long-term strategy to manage how a firm’s stakeholders—including its current and future employees—perceive the company How does my company become an employer of choice

21. Recruiting Practical Exercise
You are an HR specialist and the company’s recruiting manager.
You are tasked to recruit and recommend for hire five
professionals:
Chemical engineer Exempt
Chief marketing officer Exempt
Credit department manager Exempt
Fork lift operator Non-exempt
Payroll specialist Non-exempt
How do you prepare to find, interview, and select qualified candidates?

22. Recruiting Exercise #2
You are in charge of recruiting for a global division of your company. Your company is opening up three sales territories in Australia. From Albany, you are tasked to find sales managers and staff for these three territories. Identify some of the issues that will impact your search.

23. Recruiting Exercise #2 Considerations
Compensation & benefits Office financial support Logistics International Legal Technology Administration Family

25. Recruitment in Practice: Environmental Influences
Labor market
Target audience
Amount of recruitment needed
Technology
Management of recruitment
Skills needed

26. Recruitment in Practice: Environmental Influences
Globalization
Recruitment strategy used
Where recruiting occurs
Ethics and corporate social responsibility
Value proposition offered
Truth-in-hiring

27. Recruitment in Practice: Regulatory Issues
Content of message – is there potential for discrimination claims?
What you can and cannot say during interviews (Keep it strictly job related
Record-keeping

28. Interviewing Questionnaire
Are these questions permissible or not permissible during an interview?