Chapter 5

Personnel Planning and Recruiting

1. List the steps in the recruitment and selection process.

2. Explain the main techniques used in employment planning and forecasting.
3. Explain and give examples of the need for branding in effective recruiting.
4. Name and describe the main internal sources of candidates.
5. List and discuss the main sources of outside candidates.
6. Explain how to analyze recruiting effort effectiveness.
7. Explain how to recruit a more diverse workforce.

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 Workforce Planning and Forecasting

Workforce (or employment or personnel) Planning

The process of deciding what positions the firm will have to fill, and how to fill
them.

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Workforce Planning and Forecasting
Linking Employer’s Strategy to Plans

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Workforce Planning and Forecasting

The steps in the Recruitment and Selection Process

Step 1 Decide what positions to fill

Step 2 Build a pool of candidates

Step 3 Have candidates complete application forms

Step 4 Use selection tools

Step 5 Decide who to make an offer to,

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Workforce Planning and Forecasting

Human Resource Planning Process

Step 1 Forecasting personnel demand

Step 2 Forecasting personnel supply

Step 3 Comparing demand to supply

Step 4 Develop human resource plan

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 Workforce Planning and Forecasting

Forecasting Personnel Needs (Labor Demand)

The study of a firm’s past employment needs over a period of years to predict
Trend Analysis future needs.

A forecasting technique for determining future staff needs by using ratios

Ratio Analysis between a causal factor and the number of employees needed

A graphical method used to help identify the relationship between two

Scatter Plot variables.

The use software packages to determine of future staff needs by projecting

Computerized
sales, volume of production, and personnel required to maintain a volume of
Forecasts output.
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 Workforce Planning and Forecasting

Forecasting the Supply of Inside Candidates

Manual or computerized records listing employees’ education,

Qualifications /
career and development interests, languages, special skills, and so
Skills Inventories
on, to be used in selecting inside candidates for promotion.

Personnel Company records showing present performance and

Replacement promotability of inside candidates for the most
Charts important positions.
Manual Systems and
Replacement Charts
A card prepared for each position in a company to show
Position
possible replacement candidates and their
Replacement Card
qualifications.

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 Workforce Planning and Forecasting

Forecasting the Supply of Inside Candidates

Computerized Skills
Computerized records listing employees’ …..
Inventories

The Matter of Privacy

Keeping the information private

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Workforce Planning and Forecasting

Forecasting the Supply of Outside Candidates

1 General economic condition

2 Expected unemployment rate

How to find the needed data?

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Workforce Planning and Forecasting

Talent Management and Predictive Workforce Monitoring

1 Paying continuous attention

2 Being proactive

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 Workforce Planning and Forecasting
Developing an Action Plan to Match Projected Labor Supply and
Labor Demand

1 Demand more than supply Shortage

2 Supply more than demand Surplus

2 Supply equals demand Balance

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 Workforce Planning and Forecasting

Recruiting yield pyramid

The historical arithmetic relationships between recruitment leads and invitees,

invitees and interviews, interviews and offers made, and offers made and offers
accepted.

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 The Need for Effective Recruiting

Employee Recruiting

Finding and/or attracting applicants for the employer’s open positions

Why recruiting is important? Developing the Brand

The Supervisor’s Role

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 Internal Sources of Candidates

Internal Sources of Candidates

Hiring from Within

What are the advantages? What are the disadvantages?

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 Internal Sources of Candidates

Internal Sources of Candidates

Publicizing an open job to employees (often by literally posting it on

Job Posting
bulletin boards) and listing its attributes.

Rehiring Former
Some one who left the firm
Employees

Succession The process of ensuring a suitable supply of successors for current

Planning and future senior or key jobs.

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 Sources of Outside Candidates

Outside Sources of Candidates

Hiring from outside the organization

What are the advantages? What are the disadvantages?

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 Sources of Outside Candidates

Outside Sources of Candidates

Recruiting via the Advantages – disadvantages – ATS – effective internet ads and
Internet systems

Advertising The media – constructing the ad – employment ad and image

Employment Public and nonprofit agencies – agencies associated with nonprofit

Agencies organizations - private agencies

Temp Agencies and

Benefits & costs – guidelines – alternative staffing
Alternative Staffing
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 Sources of Outside Candidates

Outside Sources of Candidates

Off shoring /
Main issues
Outsourcing Jobs

Executive Recruiters Pros & cons - guidelines

A service that provides short-term specialized recruiting to support

On Demand
specific projects without the expense of retaining traditional search
Recruiting Services
firms

College Recruiting On campus recruiting goals – on sites visits - Internship

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 Sources of Outside Candidates

Outside Sources of Candidates

Referrals Pros and cons

Walk Ins Pros and cons

Telecommuters Pros and cons

Military Personnel Pros and cons

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Sources of Outside Candidates

Outside Sources of Candidates

Recruiting source use and effectiveness

Evidenced-Based HR: Measuring Recruiting Effectiveness

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Recruiting A More Diverse Workforce

Single Parents Older Workers

Recruiting Minorities Welfare-to-Work

The Disabled

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 Developing and Using Application
Forms
Application Form

The form that provides information on education, prior work record, and skills.

Purpose of Application Forms Application Guidelines

Using Application Forms to Predict

Application Forms and EEO Law
Job Performance

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Mandatory Arbitration