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Fundamentals of Human Resource

Management
Fifth Edition

Chapter 5
Personnel
Planning and
Recruiting

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Review of Ch. 4
•  Talent management: plan, recruit, select, develop,
manage and compensate employees
•  Job analysis: describe the job, and specify who
should be hired for it
•  Job posting: https://tinyurl.com/jobpostex
•  Click the link and we’ll be looking at each job
posting to see if they are effective examples

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2nd ePortfolio submission (out of 7)
Writing Activity (p. 118)
•  Answer questions 4-17 to 4-19
•  For 4-19, you can write or make an
example of a job posting for a store
manager’s job (examples: 100-101,
108 & 111-112)
•  You can also use templates online or
Word
•  Send it to mariakasuncion@gmail.com

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Learning Objectives (1 of 2)
1.  Explain the main techniques used in
employment planning and forecasting.
2.  Answer the question: “Why is effective recruiting
important?”
3.  Name and describe the main internal sources of
candidates.

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Learning Objectives (2 of 2)
4.  Discuss a workforce planning method you would
use to improve employee engagement.
5.  List and discuss the main sources of outside
candidates.
6.  Explain how to recruit a more diverse workforce.
7.  Discuss the main issue to address in developing
application forms.

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Introduction (p. 120)

•  Marlene was a sales
representative for Epoch
Holdings, where she was
responsible for leading a
sales team to sell real estate and condominium
apartments.
•  Most of the candidates for the job didn’t fit.
•  Job analysis can help her in her situation.

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Review: Job Analysis
•  Job analysis:
–  Identifies the duties and human requirements
of each of the company’s jobs
1.  To decide which of these jobs you need to fill
2.  To recruit and select employees for them

•  Turn to p. 120, Figure 5.1 to read through the
recruiting and selecting process of Workforce
Planning and Forecasting

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Explain the main techniques used in
employment planning and forecasting

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Review: Job Analysis
1.  Decide what positions you will need to fill,
through workforce 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 have initial screening interviews
4.  Use selection tools like tests and background
investigations to screen candidates
5.  Decide to whom to make an offer, by having the
supervisor interview the candidates
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Steps in Recruitment and Selection Process

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Workforce Planning (p. 121)
•  Workforce (or employment or personnel) planning:
the process of deciding what positions the firm will
have to fill, and how to fill them
•  Succession planning: the ongoing process of
systematically identifying, assessing, and
developing organizational leadership to enhance
performance
•  Strategy and workforce planning (Figure 5.2) &
Towers Watson example

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Linking Employer’s Strategy to Personnel
Plans

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Towers Watson Example (p. 121)
1.  Towers Watson first reviews the client’s business
plan and workforce data, which helps them
understand how projected business changes
2.  They forecast and identify what positions the firm
will have to fill and potential workforce gaps,
which helps them understand what new position
they have to fill and which employees can be
promoted to those positions
3.  They develop a workforce strategic plan, which
help them fill workforce gaps
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Towers Watson Example (p. 121)
•  Lastly, they implement the plans (e.g., new
recruiting and training programs) and use various
metrics to monitor the process
•  From Ch. 4, we learned that companies can also
use technology software to help them with this
process
•  Towers Watson uses “MAPS” software (p. 122)
–  Workforce scan, dashboards
–  Workforce projection model
–  External labour scan
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Workforce Planning System

Source: © Towers Watson 2012 Used with permission.

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Forecasting Personnel Needs (p. 122)
•  A business has many parts of it that need to be
maintained or changed
•  For example, a business could be in the market
for selling products
•  Sales of products needs to be projected, so the
workforce’s employees need to match this
•  Businesses also need to look over projected
turnover, technological changes and financial
resources for each department
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Forecasting Personnel Needs (p. 122)
•  Trend Analysis: study of a firm’s past employment,
which needs over a period of years to predict
future needs
•  Ratio Analysis: a forecasting technique for
determining future staff needs by using ratios
between certain parts of a business
•  Scatter Plot: a graphical method used to help
identify the relationship between two variables

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Forecasting Personnel: RN Example

Size of Hospital Number of Registered
(Number of Beds) Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860

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Improving Performance Through HRIS (p. 124)

•  It’s important that projection or prediction involves
very good managerial judgment
•  Computerized Forecasts: enable managers to
build more variables into their projections
•  Using Microsoft Excel sheets can help show
trends and predictions for businesses
•  For example: making a graph based on schedules
during certain seasons can help predict required
staffing for the future
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Improving Performance Through HRIS (p. 125)

•  Personnel replacement charts: company records
showing present performance and promotability of
inside candidates for the most important positions
•  Position replacement card: a card prepared for
each position in a company to show possible
replacement candidates and their qualifications

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Management Replacement Chart Example

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Keeping Data Safe (p. 126)
Since intruders can strike from outside an
organization or from within, HR departments can
help screen out potential identity thieves by following
four basic rules:
•  Perform background checks on anyone who is
going to have access to personal information.
•  If someone with access to personal information is
out sick or on leave, don’t hire a temporary
employee to replace him or her. Instead, bring in a
trusted worker from another department.
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Keeping Data Safe
•  Perform random background checks
such as random drug tests. Just
because someone passed 5 years ago
doesn’t mean their current situation is
the same.
•  Limit access to information such as
SINs, health information, and other
sensitive data to HR managers who
require it to do their jobs.

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Workplace Planning and Forecasting (p. 126)
•  Forecasting the Supply of Outside Candidates
–  It will be challenging for a manager or HR
representative to find out what’s going on in
their market, outside of their company
–  O*NET and Statistics Canada can help
•  Predictive Workforce Monitoring
–  Monitoring requires paying continuous attention
or predictive workforce monitoring
–  e.g., HR as a Profit Center – Predicting Labor
Needs
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Answer the question: “Why is effective
recruiting important?”

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Why Recruiting Is Important (p. 128)
•  Employee Recruiting: Finding and/or attracting
applicants for the employer’s open positions
•  Recruiting Yield Pyramid: The historical arithmetic
relationships between
–  Recruitment leads and invitees
–  Invitees and interviews
–  Interviews and offers made
–  Offers made and offers accepted

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Why Recruiting Is Important (p. 129)

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Why Recruiting Is Important
•  Improving Recruitment Effectiveness
–  In one study with 41 graduating students, they
noticed a few things about unappealing
recruiters
§ 39 didn’t like the nature of the jobs
§ 23 didn’t like the recruiter (some were
sloppy, illiterate, rude and offensive)
•  It is therefore very important to train recruiters

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Why Recruiting Is Important
•  Recruitment sourcing: involves determining what
your recruitment options are, and then assessing
which are best for the job in question
•  Internal (within company) sources include
employee referrals and job posting systems
•  External (outside company) sources range from
social media sites like LinkedIn and Indeed
•  Employer brand is also very important; e.g.,
Google, Amazon, Disneyworld

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Name and describe the main internal
sources of candidates

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Main Internal Sources of Candidates (p. 130)
•  Advantages of hiring inside candidates:
–  Know someone’s strengths & weaknesses
–  Loyal & committed, less orientation
•  Disadvantages that could possibly happen:
–  Inbreeding: posting for no reason
–  Rejected inside candidates may be discontented
•  Job Posting: publicizing an open job to employees
and listing its attributes; e.g., qualifications,
supervisor, working schedule and pay rate

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Discuss a workforce planning method you
would use to improve employee
engagement

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Workforce Planning for Employee
Engagement
•  Internal recruiting (or hiring within the company) is
shown to improve employee engagement
•  For example, FedEx’s founder Frederick Smith
had a belief that “when people are placed first they
will provide the highest possible service, and
profits will follow”
•  FedEx has policies that promote-from-within,
including annual employee attitude surveys,
employee recognition and reward programs

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List and discuss the main sources of outside
candidates

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Outside Sources of Candidates
•  Informal Recruiting and Hidden Job Market
–  About half of jobs are filled by informal
recruiting (no resumes, no interviews)
–  28% claimed that their most recent job was
through word-of-mouth (someone said it)
•  Recruiting via the Interne
–  Companies hire through their website (under
Careers or Work With Us)
–  Indeed, LinkedIn, and even Instagram

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Social Media and HR
•  Other Online Recruiting Practices
–  Zhaopin.com in China
–  Baitoru.com in Japan
•  2 problems:
–  Older people and some minorities may not use
the Internet
–  Internet overload may happen, which is when
employers will have many resumes to go
through

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Improving Performance Through HRIS
•  Using Applicant Tracking
–  ATS: online systems that help employers
attract, gather, screen, compile and manage
applicants
–  Examples: ADP.com, hrsmart.com,
silkroad.com and monster.com
•  Improving Online Recruiting Effectiveness (p. 133)
–  Use online applications
–  Effective writing

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Ineffective and Effective Web Ads

Ineffective Ad, Recycled Effective Online Ad
from Magazine to the Web (Space Not an Issue)
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$65k–$85k/year
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a Wastewater Treatment companies in the world, with installations from Miami
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a min. 4–7 years Industrial for an experienced process engineer to join our team.
Wastewater exp. Reply If you have at least 4–7 years’ experience designing
KimGD@WatersCleanX.com processes for wastewater treatment facilities and a
dedication to make this a better world, we would like to
hear from you. Pay range depending on experience is
$65,000–$85,000. Please reply in confidence to
KimGD@WatersCleanX.com

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Outside Sourcing of Candidates (p. 135)
•  Advertising
•  Constructing
(Writing) the Ad

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Outside Sourcing of Candidates
•  Employment
Agencies
•  Temporary Workers
•  Alternative Staffing:
use of nontraditional
recruitment sources

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Outside Sourcing of Candidates
Alternative Staffing
•  Contract Employees
•  Poaching
•  Offshoring and Outsourcing Jobs

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Outside Sourcing of Candidates
•  Executive Recruiters (also
known as headhunters)
•  Referrals
•  Walk-ins: direct applications
made at the company’s
office
•  Recruiting Process
Outsourcers (RPOs):
special vendors that handle
recruiting temporarily
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Outside Sourcing of Candidates (p. 142)
•  On-Demand Recruiting Services: services that
provide short-term specialized recruiting to
support specific prohects without the expense of
retaining traditional search firms (paid by hour or
project instead of a percentage fee)
•  College Recruiting: sending an employer’s
representatives to colleges campuses to
prescreen applicants and create an applicant
pool from the graduating class
•  2 goals: Is a candidate worthy? If so, attract them
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Outside Sourcing of Candidates (p. 142)
•  Internships
•  Telecommuters
•  Military Personnel

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Explain how to recruit a more diverse
workforce

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Recruiting a More Diverse Workforce
•  Recruiting Women
•  Recruiting Single Parents
•  Older Workers
•  Recruiting Minorities
•  The Disabled

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Discuss the main issue to address in
developing application forms

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Developing and Using Application Forms (p. 146)
•  Application form: a form used by employers to
compile information regarding an applicant’s
identity and educational, military and work
history
•  Substantive matters: whether or not the
applicant has the education and experience
for the job
–  Previous Progress
–  Stability
–  Predict
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Application Forms and EEO Law
Discriminatory Items to be aware of:
•  Education
•  Arrest Record
•  Notify in case of Emergency
•  Membership in Organizations
•  Physical Handicaps
•  Marital Status
•  Housing
•  Video Resumes
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Summary
1.  Workforce planning and forecasting with recruitment
and selection
2.  All managers need to understand why effective
recruitment is important
3.  Filling positions with internal sources of candidates
4.  Workforce plans influence employee engagement
5.  Employers use a variety of outside sources of
candidates
6.  Recruiting a diverse workforce
7.  Employers use of application forms
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Class Activity (about 30 minutes)
•  Find at least 5 employment ads online that
suggest that the company is family friendly and
should appeal to minority groups (or should not
discriminate against any minority group).
•  Try to see what these employments ads are doing
to be family friendly and anti-discriminatory.
•  Suggestions for employment ads:
–  Indeed.ca
–  Workopolis.com
–  Monster.ca
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3rd ePortfolio submission (out of 7)
Writing Activity (p. 152)
•  Answer questions 5-17 to 5-19
•  Send it to mariakasuncion@gmail.com

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Copyright

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