Personnel Planning and RecruitingWHERE ARE WE NOW? “ie purpose ofthis chopter ato improve your efactivancesin recruiting candidates. The topics we discuss inclide personnel planning and forecasting, recruiting job candidates, nd developing and using application forms. Recruit Pec AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 4. Explor the main techniques use in employment planning and forecasting. 2, List and discus the main outside sources of candidates. 3. Effectvly recruit job candidates. 4 Name and dotribe the main internal sources of candidates. 5. Cevelep a ‘help wanted! ad 4, Explain how to rect» more diverse workforce. ”98 PART 2 RECRUITMENT AN PLACEMENT FIGURE 5.1 steps in he Recrotment an Seinen Process sreomengenrt see Pons fei ve Erato am ‘ere sh so Ne ee ee ea ‘THE RECRUITMENT AND SELECTION PROCESS Job analysis defines the duties and human requirements ofthe company’sjobs. The ext step i 10 recruit and select employees. We can envision the reruiment ond ‘ebrtion procs asa series of hades (Figure 1): 1. Decide what postions t fil, chrough personne planning and owcating. 2 Build a poo! of candicates for thee jobs, by rating internal or external candidates 3. Have candidates complete oppliation forms and perhaps undergo inial screening interviews 4. Use selection tol lke ests, background investigations, and physical exams to identify suitable candidates. 5. Decide who to make an offer to, by having the siperisor and perhaps others Intervie the candidates We discuss reeruitment and selection inthis and the next two chapter. This chapter focuses on personnel planting and forecasting, and on recruiting techniques, (Chapter 6 addresses selection techniques, including tess, background checks, and physical exams. Chapter 7 feuses on interviewing-—by far the most widely wed felection technique, PLANNING AND FORECASTING ‘The recruitment and selection process tarts with employment or personnel ‘This isthe proces of deciding what positions the firm wil have to fil, and how t fill them. Fenonnel planning embraces all future postions, fom maintenance clerk to CEO, However, most firms cll the process of deciding how to Bl execuve jobs seceton planing "Employment planning should flow fom the firm's strategie plans, Plans to enter new businesses, build new plant, or reduce costs all influence the pes of postions the firm wll need to fil (or eliminate). For example, KFC (previous Kentucky Fried ‘Ghicken) was introduced to the Arab region by Americana, oe ofthe Arab world’s successful companies working in consumer foods restaurants, and food-related products. The Americana Group operates more than 1,000 restaurants with more than 45,000 employees across 15 countries, The fst KFCstore was opened in Kuwait in 1973, Since 1973, KFC’ presence has expanded to more than 450 restaurants across 12 countries and 74 ces inthe region. To do thi is managers knew they'd have to expand its employment. The human resources team needed plas for who tw hi, how to screen applicants, and when to put the plans into plac.’ Figure 5:2 summarizes the link between strategic and personnel planning,JRE 5:2 Linking pyar Svategy fo Mane rnd ane Shy ora es pan erpoyrane Decor peceastyeen ederim nese eam ‘demining tre sa ned by ‘argratosbetwaen, rear, ‘Site tchne sngumberat Srpayoernonse CHAPTERS PERSONNEL PLANNING AND RECRUITING 99 ‘One big question HR managers need to answer is whether to fill dheir projected ‘openings Irom within or ottside the firm. Each option produces its own set of ‘personnel plans. Current employees may require training, development, and ‘Coaching. Going ouside requires deciding what recruiting sources to use, among ‘other things. Like al good plans, management builds employment plans on basi forecast this cae of thre things: personnel needs, the Supply of inside candidates and the supply of outside candidates, We'll start with personnel needs Forecasting Personnel Needs ‘Managers should consider several factors when forecasting personnel needs? The ‘asl proces isto forecatt revenues and then, from that, estimate the size of the Staff required (o achieve this sales volume, However, in practice, the manager will Ineed to consider other factors as well such as projected turnover (resignations oF ‘isnistal) decisions to upgrade (or downgrade) products or services, tethnological ‘Shanges,and the department financial sources In any ese, manager: use several ‘Sime tools for projecting personnel needs as follows. “Trond Analysis Trendanalysiameansstudyingvariationsinyourfirm’semployment levels over the past few years. For example, you might compute the number of tmployees atthe end of each of the lat five years, or perhaps the number in each fubsroup (like sales, production, secretarial, and administrative). The purpose isto [dentiy trends that might continue into the future, ‘Trend analss can. provide an initial estimate of fone staffing needs, but employment levels rarely depend just on the passage of time. Other ftors (ke ‘changes in sales volume and prods) also affect staffing needs. Ratio Analysis Another approach, rato analis, means making forecasts bad ‘on he historical ratio between (1) some causal Factor (Hike sles volume) andl (2) the hhunber of employees required ((or instance, numberof salespeople). For example, ‘suppose a salesperson traditionally generates $500,000 in sles. I the sles revenue tosilespeople rato remains the same, you would require six new salespeople next year (each of whom produces an extra $500,000) to produce a hopefor extra $8 milion in sales. Like trend analysis, ratio analysis assumes that productivity remains about the same—for instance that each salesperson can't be motirated to produce much more] 100. rat 2 ReCRUTMENT AND FUICEMENT | seater pet ‘Sanh wap Bates FIGURE §:2 Determining the Relationship Between Hosp Se and Number of Nurses, han $500,000 in sales. If sales productivity were to rise ofl, the ratio of sles to salespeople would change. forecast based slely on historical ratios would then tg longer be accurate, ‘The Scatter Plot A scatter plot shows graphically how two varables—such asa measure of busines activity like sales, and Your firm's staffing levely—are related they are, and you can forecast the level of busixes activity you shouldalo beable ty ‘estimate your personnel requirements | For example, ane that 3 50 Resa expects co expand to 1200 bed, lover the next five years. The director of nursing and the human resource diectoe ‘want to forecast the requirement for reisterednurses. The human resource director decides to determine the relationship beweer sre of hospital (in terns of number ‘of beds) and numberof nurses required, She calls eight hospital of vats lesan fgets the figures shown in Table 51 Figure 58 shows hospital size on the horiontl axl, and the number of nurses fon the vertical axis. Ifthe ovo factors are related, then the point will tnd to fll along a straight line, a they do hete. Ifyou exefuly draw inline to minimize the distance between the lie and each one of the plotted poins, you vill be ale to ‘estimate the number of nurses needed for each hospital siz, Thus, for a 1200S hospital the human resource director would expec to need about 1210 sharsee™ Figures: Host ‘of Nurses ‘Size of Hospital (Number af Beet 0 20 20 0 so 200 esee 20 an ogc ines "RO WOO eo GOD TaN0 2400 oer Ma tes ing the a,c res hw many pes outed gen yor pce vaneuctos inventories Moni orcompacond con Tang ploy esacson, fos ara cela inwes, entobeansineciginade rds ter parction CHAPTERS PERSONNEL PLANNING ANORECRUTTNG 101 ‘While simple, there are several drawbacks techniques like trend or ratio anys and seater plots 1. They focus almost exclusively on projected sles wolume and historical sles/ personnel relationships and generally anime that the Rn’ exsting structure nd activities wil continue into the future. 2 They generally do not consider the impact the company's strategic initiatives may have on fare stafing levels They tend to support outdated compensation plans that reward managers for managing everlarger staffs, and don't reveal managers who expand their stalls ‘mmespective ofthe company’s strategic needs. 4. They tend to support the nonproductive idea that increases in staff are inewable 5, They tend to validate and isticationalize existing planning processes and ways of doing things, even inthe face of rapid change. {In summary, using these techniques requires a heavy dose of realism and common, Using Computers to Forecast Personnel Requirements Computed {forecast calle the manager toinchide more arablesin the personnel praections? “These variables might ince direct labor hour requited to produce one unit ‘A pret (menue of presi). and tee sles proeedons—ninimun. “Shakur, aed probable—fr the produc line in question Based on such inp ‘pial program gencrates average tales equed to meet product demands a wel as separate computerized forcast for dre labor (sich a assemby workers), Indirect atic a secretaries), and exempr tall (uch executives) ‘With programs like thes, employers can more acurately translate projected productnty and sles levels nto forecast personnel needs. And, they eau existe the effects of various producti” and sles level asumpiions on ersonnel requirements? ‘Many fas wie automated computerized employee forecasting stems. In reuiling, formance, tomated labor schedaling systems help rete estimate Fouled stag needa based on ales forecats and esimated store wa” ‘Whichever method you se, managerial judgment il playa big role. Kes ae that any historia wend, rao, oF laonship wl simpy conte unchanged into the future. You wl ieefore have to modify the forecast based on any facton—such as prsjected turnover or a deste to enter new market—you belie wl be important Forecasting the Supply of Inside Candidates “Knowing your staffing seeds satisfies only half the salfing equation. Next, ou have ‘o.etmae the likely supply ofboth inside and ouside candidates, Most finns start vith the inside candidates “The main task here is determining which current employees might be qualified {or the projected openings. For ths you need to know current cmployees skis sets—ther current qualifeations, Sometimes i's obvious how you should proceed. For example, when BillGates needed somcone tolead Microsoft's new user terface projec hs fie question wa, "Where's Kar Fu” His rn voce recognition expert, KGHFu Lee, was in China atthe time establishing anew research ab for the Art! (Gai lates went to work for Google Cina.) ‘Sometines ifs oto obvious and manager tr to qualification inventories. “These contain data on employees performance records, educational balground, nd promotabliy, Whether anvalor computerized, theschelpmanagersdeternine “hich employees ae svallable for promotion or wane.102. Rr 2 RECRUTMENT AND LACEMENT FIGURE 5-4 Monagerent Replacernent Chare Showing Development Needs of Potent Future Disonl Vee Presents formance and prometbty Srna ends he moet ‘port pon poston elect card Read pepored for oth potion In seampay tee posable (pales ownnsnt sco A tint A. Manual Systems and Replacenent Charts Department managers or owners of smaller firms may sill use several simple manual devices to track employee ‘qualifications. A personnel endo) anddeulopment cod frm compiles qualifeations Information on each employee. The information includes education, company sponsored courses taken, career and development interes, languages, desited ‘assignments, and skills. Personnel replacement chars (see Figure 5) are another ‘option, particulary for the firm's top positions. They show the present performance {and promotailgy for each posion's potential replacement Asan alternative, you ‘an develop a positon replacement card. Here, create a cad for each positon, showing posible replacements 35 well as their present performance, promotion potendal, and taining Computerized Information Systems Companies don't generally track the qualfcaions of hundreds or thousands of employees manually. Most Sims ‘computerize thisinformaton, using various packaged software stems. Increasing 4s we'll se, they abo link these with ther other human resource systems 50, 1 Instance, the employee's sis inventory might automatically update based on his oF Ihe annal performance appralsal or taining. ‘Mos computerized sls inventories work mote ores the same, The employees, their supervisors, and/or human reources professionals enter information sbout the employee's background, experience, and kl usualy athe compan intranet. ‘Then, when amanager needa perion fra portion, horde describes the postions specifications (for instance, in terms of education and skis). After scanning i database, the satem produces alist of qualified candidates. Computerized sil Inventory data type include wor expr od: rect noe, the employe’ deat offoitariy with the employers product lines or services: the person's indy espriencs, snce for some postions work in related indusies is very useful; and Joma escation ‘The Matter of Privacy The employer should secure the data in the fim’ personnel databanks. First, there salot of employee information in most databanks, ‘often ofa personal nature. Second, internet/intranet access means i relative ‘easy today for more people to access this data? Third, employees have ethical ight "regarding who has acces to information about chem For example, any information ‘regarding thelr health should not be shared without their agreement.‘CHMPTERS PERSONNEL PLANNING AND ECRUTING 108 ArabRec’s website (hup://winArabReccom/) provides an example of how ‘one Arab recrultment website manages the privacy of individuals, After the success, ‘of FuyRec.com in recruitment in Egypt, SaudiReccom in Saudi Arabi, and EmiratesRec.com in the UAE. itwas decided to merge these websites and databases, {nto a unique website offering recruitment series all over the Arab world on one ‘website, ArabRee.com. This website now har more than one milion applicants, and ‘more than 52,000 companies offering over 60,000 jobs. It offers a fst, easy, and Affordable way for employers to find qualiied candidates, and for eb seekers to find jobs in the Arab world. ArabRec makes sure that a candidate's dats accessible only to the companies registered. Nevertheles, ArabRec does not guarantee that ‘CVs will noe be viewed by anyone online, In order to manage such 3 tsk, ArabRee recommends that candidates hide their confidential data on their CV’. Zor example, ifa candidate chooses to hide his/her email address, no one can viewit Moreover, ‘if user finds job itis recommended that he/she hides personal da, including name, telephone numbers, and email. Tis not easy balancing (1) the employer's right to make this information accesible to those in the frm (or outside it) who need it with (2) the employees" Fights to privacy. One solution isto incorporate an access matrix in the database management system. These matrices define the rights of users (specifed by name, rank, or funcional identification) to various kinds of access (such a8 "ead only" oF ‘write onl’ to each databare clement So, the system might authorize employees in accounting to read information such asthe employees addrese and Social Security hnumber, whereas the human resource director may both tead and wite all tens Box 5:1 summarizes some guidelines for keeping employee data safe. BOX 5.1. Keeping Dara Safe Since intruders can srk from ousdean organization or from within, HR departments ‘an lp screen out potential ienty thieves by ellowing four base ules. + Perform background checks an anyone who gong to have acces wo personal information, ‘+ Irvomeone with accesso personal information i off sick or on leave, don’ hire 4 temporary employee ofeplace this person. Instead, bing ina usted worker fiers snoics department. «+ Perform random tackground checks such at random drug tet Just because Someone pase five years ago doesn't mean ther curent station isthe same. “+ Limic accesso sensitive data such as health information to HR managers who require tte do hee jot, ‘Sarena, “Saeguring HE formation HR Mag, Neves 25, Forecasting the Supply of Outside Candidates If there won't be enough inside candidates to fill the anticipated openings (or you ‘want to go outside for another reason), the employer may want to forecast the ralabiliy of outside endidates. Nevereles, owing tothe Randal ei, he job ‘market has recently winessed serious elfficalies, For instance, Dubai lost 17 percent ‘of ts professional wortforce in 2009, with Wester expatriates being hit the hardest, Aacorling to recruioment agency Gulf Talent Services. In recent Years, Dubai has “changed rom dhe fastest growing Arab economy, relying on the talents of expatriates, tw acy in severe economic crisis.” However, there have been recent indications of some counties ating to witness an economic recovery. In such situation, decrease in unemployment rates in the Arab countries would signal to HR managers that they may have to increase recruitment effors to fil heir open postions.“104 PART 2 RECRUITMENT AND PLACEMENT Fitig mr ing ap ‘Grew employers open pstons EFFECTIVE RECRUITING ‘Assuming the company authorizes you o fila positon, the next step iso develop, through recruiting, an applicant pool. Employee recruiting means finding and/or attracting applicants for the employers open positions. Why Recruiting Is Important 1s hard to overemphasize the importance of effective recruiting. If only two ‘candidates apply for cwo openings, you may have lide choice but to hire them, “However, i 10 of 20 applicans appear, you can use techniques ike interviews and ‘ena wosereen out all but che best Rocruiting'’s Comploxities Recruiting does not just involve placing ads or calling employment agencies. There are several things that make it more complex. Fs, recruitment efforts should make sense in terms of the company’s strategic plans. Forexample, decisions to expand abroad oro fillalarge numberof anticipated ‘openings imply that you've carefully thought through when and how you will do your reer "Second, wise thatsomerecrutingmethodsare superior others. depending ‘onthe ype of jab you're ecrulting for “Third, che success you have recruiting depends greaty on non-tecrutment issues and polices For example, paying 10 percent more than mast firms in yous locale, ‘other things are equal, should help you buld a bigger applicant pool faster" Fourth, good recruiting preferably requires simultaneously. prescreening ‘employees—it only by listing the job's requirements in the ad, or by providing a realise preview ofthe job during the initial call or contact 1's useless wasting time ‘on applicants who have no rel intrest inthe job Filth the firm's image affects its recruiting results. For instance, the better the image and reputation of a company, the more ie will attract candidates. Successful people are always attracted by sucessful companies, ‘Organizing the Recruitment Function Larger firms, in particular, must decide if they will conduct all their recruiting companywide from a central recruitment office, or decentalize recruiting to the ‘There are advantages to centralizing recruitment. First, doing so makes it “easier to apply the company’s sre prions companyie. For example, each of GAs geographical units, including its manufacturing plants, formerly did is wn recruiting. GM decided to centralize recruitment because it wanted to strengthen its employment brand, Tao many potential applicants wrongly saw GM as somewhat “oldashioned. "We wanted to break away from the old views and be portrayed more Fealiaically” says GMs manager of talent acquision. About 45 professional ia GMs talent acquisition department” now handle recruiting forall of GM's North “American plants!® ‘Recruiting centrally as other advantages. It reduces duplication (by having one recruitment offices instead of several), makes it easier (0 spread the cast of new technologies (sich as intemetbased recruitment and prescreening solutions) over more departments, builds a taam of eruinent exes, and makes it easier to identity “why remanent eforsare going well (or bay), Iealso produces smerges For instance, Instead of looking for one nancial analy, you can recruit fr ve related posons from the same applicant pool.” ‘On the other hand, ifthe firm's divisions are autonomous, or thei recruitment needs are varied tay be more sensible to decentraize the recruitment function.(CHAPTERS PERSONNEL PLANNING AND RECRUTING 105 Line and Staff Cooperation The human resources profesional charged with ‘recruiting fora vacant job isnot akways esponsible for supervising its performance, He or she must therefore know exactly what the job entails. This means speaking ‘with the supervisor Por example (in addition to needing to know exactly what the _job entail and its job specificaons), the rerulter might want to know about the supervisors leadership style and about the work group—is it a tough group t get long wit, for insanee? He or she might also want to vst the work ste, co review the job description withthe supervisor to ensure thatthe job hasn't changed, and to obtain any additional insight into the skills and alens the new worker wil need, Tine and sult coordination is therefore estentia, Measuring Recruiting Effectiveness Even small employers may spend tens of thousands of dollars per year reeriting applicants, yet few rms aes the effectivenes oftheir recruitment efforts Tsitmore {osveffetive to advertise for applicans on the internet or in Annahar's newspaper (Gewannahar com)? Should we use this employment agency or that one? One survey ound that only about 44 percent ofthe 279 firms surveyed made formal aempts to evaluate the outcomes oftheir reruitment efforts Such inattention fies in the Tce of common sense What to Measure The question is what ro measure and how to measure it In terms of what to measure, one answer i, “How many applicants did we generate through each of our recruitment sources?” This makes sense. Ifmore applicants are ‘generated than there are positions to fil the firm can be more selective "The problem is that more m net slviye beter The employer needs qualified, Ihirable applicants, not just applicans. An internet ad may generate thousands of applicants, many from so faraway tha there's no chance they're viable, Even with ‘computerized prescrening and tracking software (discussed below), there are still ‘costs involved in managing applicant pools: more applicant to correspond with and screen for instance.” Furthermore, more applicants may not mean more select. Realitcally the manager looking to hire five engincers probably won't be twice a= selective with 2,000 applicants as with 10,000 S, it’ not just quantity but quality hat mates How to Measure How then to measure each recruiting source's effecivenes? ‘One ways to assess applicants rom each souree using simple prescreening selection ‘devices. For example, (Gee Table 52) having applicants perform several job tasks {a "work sample’ text), oF testing the applicant’ job knowledge, are simple ways to asses the quality ofthe applicants from each source, Having astered the quality of ‘each recruitment source, the employer may then want to redirect recruiting dollars from sources that produce more applicants but lower quality ones to sourees that produce fewer but beter candidates. Al Futtaim Let us examine the example of AbFuttaim. Established in the 19805 ‘asa uading busine, AlFunaim isa key business in the Arab world, headquartered in Dubai in the United Arab Emirstes, A-Futaim operates through more than 65 ‘companies across sectorsas diverse as commerce industry, and services, and employs ‘more than 20,000 people acros the U-AE., Bahrain, Kuwait, Oman, Qatar, Saudi ‘Arabia, Egypt, Pakistan, ri Lanka, Sri, and Singapore, aswell asin Europe. In order to source good candidates, ALFuuaim has adopted a strategy of using technology in the recruitment process. For instance, the company has created a website {Gewwafurnrewidhis.com) that atyacts international job candidates and helps 10 market AFFutaim's corporate culture. Ths website is easy to use, hasan automatic ‘scoring system, and requires a simple and fast proces. This allows for an increased rhumber of job applications and: makes the recruitment process very fast and efficient.”106 PART: RECRUTWENT AND PLACEMENT ‘ecring ld pyramid ‘Renae alone ‘Ser reno sted FGURE 5.5 Recniting Yield Frama ality for Predicting Job Performance” (General mental aii ee Consentiounes tat (comeitment'o doing one’ du) nei ents Matt Work sample ess Job Anowesge es Biographical ts (Grade point average (sed in most American-based ‘univers inte rab region) Rating of taining and experence Nae igre ‘Sea Adaped fry Kev Caan ol “Recinet atonThe Cae fr eng he Qa ‘Stepan tected Poser Pho Se 00, p70 a ae In groups ike ALFutaim, management needs to predict its specific hiring need ‘one or two years ahead. In sich group, ifs important to manage the recruitment [proven cle vely uel as y sniping te eet fra, lining beast Submission procedures, and adding a small reward, such as a gift certificate, for refering a qualified candidate “The Recruiting Yield Pyramid ‘Some employers ie areruiing yeld pyramid to calculate the number oF applicants they must generate o hire the required number of new employees. In Figure 55, the ‘company knows it needs 50 new entry-level accountants next yer. Prom experience, the firm also knows the following: 1 The ratio of fers made to actual new hires 201 1 The rato of endidates interviewed to offers made is 3102 + The ratio of candidates invited for interviews to candidates actually interviewed. feabout4to5 «+ Finally the fim knows that ofsix leads thatcome in fromallits recruiting sources, ‘only ane applicant ypically gets invited for an interiew-—a 640-1 rato. ‘Given these ratios the im knows it must generate 1,200 leads tobe able to invite 200, ‘Mable candidates ois offices for intervie. The frm wil den get wo interew about 150 of those invited, and from these it wil make perhaps 100 offers. OF those 100 ‘ffes, about 50 wil be accepted, (The employer may ako want ctr inthe number ‘of people itmust hice, given dhe number that typically depart in he fist eae) ones ee 2:3) cms anions 8:2) caine 4:3) ets rt: 3)Tavis ia qultestar CGHAPIENS PERSONNEL ANWNG ANDKSCHUIING 107 INTERNAL SOURCES OF CANDIDATES ‘Recruiting pically brings to mind Monstercom, ArabRec*om, employment ‘agencies, andelasfied ads, but internal sources in other words, current employees ‘F ‘promotions from within’—ate often the bes source of candidates. Internal Sources: Pros and Cons. Filing open postions with inside candidates has several adantages. Fist, there 4s really no sibstiute for knowing a candidate's strengths and weaknesses, a5 You [Presumably do after working with them for some time. Current employees may ko ‘he more committed tothe company. Morale may rte i employees see promotions as revards for loyalty and competence. And inside candidates should require les ‘orientation and perhaps es training than outsiders However, hitng from within can also baekfite. Employees who apply forjobsand ‘don’t get them may become discontented therefore itis crac to tell unsuccesfal, Sntemal applicants why they were rejected and what actions they might take to be ‘more succesful in dhe future, Many employers require managetso inform existing ‘Emp oyees ofall job openings and to interview all inside candidates. Yet managers ‘often know ahead of time exactly whom they want to hire. Requiring the person to imerview a steam of additional inside candidates can be «waste of time fo all ‘concerned, Finding Internal Candidates “Tobe effective, promotion from within requires usingjb posting personnel records, nd sills bas, Job posting means publicizing the open job to tmployees (usally ‘by Iterally posting ition company intranets or bulletin Boards) These Ist the job attributes, ke qualifications, supervisor, work schedule, and payrate ‘Qualifications inventory tool ike those described earlier (such as computerized skills banks) also play a role. Thus, perusing the skills bank dutabase may reveal, "persons who have the potential for further taining or the right background for the pen job Rehiring ‘Should you rehice someone who left your employ? It depenis. On the plus side, {former employees are known (mote or les), and are already familar with the “company’s culture, sil, and ways of doing things. On the other hand, employees “whowere let go may resum with les-than positive atitudes. Hirmg former employees ‘who resigned in the past and giving them a beter postion may signal to current “Cmployees that the best way to get ahead ito leave the firm. Tn any event, there are several ways to reduce the chance of adverse reactions. “After rehired employees have been back on the job for a certain period, credit them with the yeas of service they had accumulaied before the left. In addition, ingure (before rehiring them) about how they feel about returning to the frm: “You don’t want someone coming back who feel they've been mistreated,” said one manger? Succession Planning Forecasting the avalabiliy of inside execuive candidates i particularly important in succession planningthe ongoing process of systematically idendifing, assessing, fand developing orginizadonal leadership 10 enhance "performance, “Where Suzceson planning aims to identify and develop empioyees to il specific slows, talent ‘managements a broader activity. Talent managenewtinvoles identifying, recruiting, hiring, and developing high-potential employees About 86 pereent of employers hhave formal succession planning programs in place.®108 paar RECRUTMENT AND PLACEMENT ‘The Arab region as is own specificities where family businesses are concerned, For example, there is cultural tend in the Arab world for cousins who share the same paternal but sot maternal lineage, due to muliple marriages, being aligned to {he new structure, shich ame tobe incisive rather than excise, Over 80 percent fof business i the Middle Fast are family busines, with a great share expected ta be transferred tothe next generation in the coming five ten Years. Yt, almost half of them have no secession pan,” ‘Succesion planningentallsthree steps dentifyingandanalyzingkeyjobs, creating and assessing cancidates, and selecting those who wil fl the key posiions. First based on the frm stategic goals, top management and the HR direcor identify what the company’s Fate ke poston needs wil be, and formulate job deseripions tnd specifications for them. Thus, plans to expand sbroad may saggest balking "up the management talent in the Gem's international division. As one succession planning expert sos, “a strategic business plan can only be realized when the right people are at the right place and at the right mes to do the right things"? ‘After idenuiying future key postion needs, management cars to the job of| creatingandassesingcandidatesfor these jobs. Creaing meansidentiing potential intemal and exteraal candidates for future key posions, and then providing them withthe developmental experiences they requte o be viable candidates when its {ime wo Bl he postions. Organizations develop high-potential employees through 2 varies of means Most use internal taining and crosefanetional experiences: they also use job rotation, external taining, and global/regional assignments Finally, suecesson planning requires asesing these candidates and selecting hose who wil actly fil the Key positions * Improving Producti Systems ‘A Humar Resource Information Stem (HRIS) isa software o online soliton for the dita management needed by HR. Sach data includes information about canployes sl and qualifeatooe and thir pero updates, company rte ‘dacumens such as safety guidelines, payroll and other nancial information More large employers rely software to facliat the succession planning proce For example, HRamart (ronehramar.com) Began operating inthe Arab world i 2006. HRmart asa suppor centri Beit, Lebanon, anda office Ab Dab UAE, and covers the busines development forthe egion interns of HR oftware “The company plans to open a new ofc in Quan the coming years Hatt Actives ean by guning strategic cstomersin the private and pili sectors the “Arab worl. The company provides complete site of talent management schon inciudingearer development and suecesion planning. Succession planning help -companics to understand their swallable talent and slenfy who w avaiable fe transion int other posons, When combined with carer development, allows companies to til talent pol and employees to say commited to thee carer ‘within an organization ity Through HRIS: Succession Planning OUTSIDE SOURCES OF CANDIDATES ‘Firms can't alvays get all the employees they need from their current staff and Ssomedimes thes just don't want to, We'll ook atthe sources Brmsuse to Find outside ‘candidates nex Recruiting via the Internet Most people today go online to look for Jobs, One survey found shaton a pal day ‘more than 4 million people tur to the internet looking fr jobs. For example: ‘we glftalent com sa good platform andone othe eadingarabonlinererultmentapplicant wading stems erento ere va, gtr sven, ep od mie epoca. CHAPTERS PERSONNEL PLANNING ANO RECRUITING 109 ports. Surveys show that for most employers and for most jobs, internet based fds and secrulting ae by far the most popular recruitment source.™ Rather than, placing their own internet ads on their own sites or onsite like Monster.com, many ‘managers do Keyword searches on sites ike ArabRee com, which contains a résumé database "New sites are capitalizing on the popularity of social networking to provide ecrulting asistance. For example, users register by supplying ther name, location, nd the kind of work they do on sites ike Monstercom, and LinkedIn.com. These Sites facilitate developing perional relationships for networking, hising, and employee referrals” ‘Advantages. In general, the internet i coseffective way to publicize openings: Jk generates more responses quicker, and for a longer time at less cost, than just, about any other method. For example, Careerjet (wwscareerjecae) operates on a price perlick fee basi. Therefore, employers pay only when ajob seeker interested fn one of their job ads clicks on the job tle to read it. Companies Uke General lect, Microsoft, Michael Page, and many others advertise on this website Disadvantages Internet reeniting is often too much of good thing: employers fend up witha large number of résumés. There are several ways to handle this, for ‘ample, by dealing job dutics, so those not interested need not apply. Another approach sto havejob seekers complete a shor online prescreening questionnaire, land then se these responses to identify those that may proceed in the hising process Using an ApplicationService Provider(ASP)Intemethasedadstendtogenerate 0 many applicans that some Arab firms are using application service providers (ASP) to support their om and offine recruiting efforts, For example, Bay's ASP recruiting solution is designed to facilitate the matching of talent with opportunity. Energy company ADNOC Distribution (UAE) and the National Commercial Bank (KSA) have already implemented Bay's ASP solution.* Employers can also use applicant tracking stems, to which we now turn.” ‘Applicant tracking systems Applicant tracking stems ace online systems that, help employers atract, gather, screen, compile, and manage applicants They also provide several services, such as monitoring the fms open jobs and applicant data collection (for sanning applicant data into the jtem), and creating various recruitingrelated reports such as costperhire and hirebysource)* Designing Effective Internat Ads anc Systems Designing effective internet {ads and gstemsis important. For one thing, some estimate that employers have only about four minutes "before online applicants wil tur ther attention elsewhere," Employers are therefore making teary to use their websites to hunt for jobs, Job seekers can submit thie résumés online at almost allFrtane500 websites; Gnlysome ‘of which give jobseekers the option of completing online applications although this isthe method many applicants prefer, according to one expert.” “The best internet ads don't just transpose your newspaper ads to the website, ‘As one specialist put it "geting tecruters out ofthe ‘shrunken want ad mental isa big problem.” Figure 5-6 isan example of recyling a print ad to the internet ‘The ineffective imernet ad i poorly written, has many needless abbreviations, and ‘doesn't say much about why the job seeker should want that job or that employer "Now look atthe effective intemet ad in Figure 56, It uses compelling keywords ‘such a ‘excellent commissions and ‘outsanding’ It provides good reaons (uch a= “no wave for you to want wo work fr this company And it starts with an attention ‘grabbing heading.170 paw 2 RECRUIT AND RACINE Un Sole Admln/ Werk fr he Wont | Wind 2000 Amintator tot bos ou! { eee Geena Sere trins poaifanacecersee an “Wight ws consider subconbac canada has or years ye Ad thi a tg ini the soc yar. ed 1 Perel eevee cars auras! ise era rae aa Sao ate ae Sia aieretace!” | Gekeeswwsnmaeto Soinisinhemeass astnaiiesone cra a Ease | Semon See ee) am NT eee en ‘Stat Wee 200d ig mene ih ‘ovkeGacoer en mst 500 sn Se) ote j Powe tsetse | (eugene j eta mds | FIGURE 5-6 inelactve and Eflactve intmet de ‘One survey of 256 alumni from graduate business schools showed why many firms! internet-based recruiting turned them of The objectons included + Job openings lacked relevant information (such ab descriptions). ‘Teas often dificult co format résumés and post them in the form requited by the employers reerutment site ‘+ Many respondents expressed concerns about the privacy ofthe information they provided + Poor graphies often made i dificult wo use dhe websie + Slow feedback from the employers (in following up responses and providing fnline applications) was also annoying” ‘inaly, now thar online recruiting always requires caution on the part of the applicants, Many job boards do litle to assure the legitimacy of the “recruiters who ‘se tel sites Advertising While interetused recruiting is rapaly replacing help wanted’ ads a glance at almost any newspaper or busines or profesional magazine wil confirm that print ‘asa stl popular To use “help wanted ads succesfully, employers have adress to ues: the averting medium and the as comtroeon ‘The Media The selection ofthe best medium—te ithe local or national paper, the TV (or some other)—depends on the position for which you're reeriting ‘Ouilets sch Al Waseet are frequent used as adverisement outlets. For intemational profesional employes, you can advertise in journals like the Wal Soe fournatand International Herald Trbunetha:can be good sources of middlle- “or seniormanagement personnel, Most ofthese prin outlets nw include online ad ‘ith the purchave of print help wanted? ade ‘Technology is enabling companies to be more creative about how they advertise {or job applicants. For example, Electronic Arts, ‘he world’s largest video game publisher, knows that its best job candidates “hang out online and read gaming Imagazines”" The company therefore uses its produ to hep solicit job applicantCHAPTERS PERSONNEL PUNNING AND RECRUTING 114 For example, Electron Ars includes information abeut its internship program on the back ofits vdeo game manuals, Thanks to non-tradiional techniques like these, the frm nov has a database of over 200.000 potential Job candidates, It also uses ‘special tracking software to ident potental appliaats wih specific sil, and to ‘alta ongoing communications (ua email) with everyone in its database, ‘Constructing the Ad Experienced advertisers use a fourpoint guide labeled AIDA {atiendon, interest, deste, action) to consirust ads. You must, of course, aturact attention tothe ad, oF readers may jst mis er ignore it. Figure 57 shows an ad from Bayt.com. Why does this ad attract attenton? The words “asa leading Fecruiment conslig Ree” eertiny help, Employes wal we keyword Uke ‘hese in their ads. "Nest, create interest in the jb. You can develop interest by the nature ofthe job ‘tse with lines sich a8 “are you looking to make an spac?” You can also se other aspect ofthe joy such 25s location, wo ereateintere. ‘Create deste by spotighting the job's interes acer wth words such as travel or ‘allzge Asan example, having graduate school nearby may appeal to engineers nd professional people Finally, the ad should prompe action, witha statement ike “all today” or “please forward your résumé” Corporate Communication Director b Robert Walters Feber Wie haig reser cnt fin, dingo Carocte Conmunizohon Draco tao of ena oi cl, leding ‘nse spcized mie franca rie “1. pstin wil bo pale sree recon and hadi on Corpora Carman ond wi wok clay wih he Aiea ‘Net Ragehip noms Sod ey lables “ss la wiley be bse in Cosoblox, Moro. 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FIGURE §:7 Keyword That raw Atenfon Sexe spon spd fom sayenn, p/n conlenbaid» 1662004, acess Dear, 20112. paar? RECRUTMENT AND PLACEMENT Employment Ads and Image Smart employers don’t just use ads to atraee ecru, they also te them vo create the company image they wat wo projec Employers slould ty wo cteate the right impressions of their companies through ‘thelr job posings, websites, and other means For example, Bares & Noble wants femployeet who are passionate about books and who generally have scholarly backgrounds Emplyees here tend to wear collared shits and have a clean-cut ook, Barnes de Noble's ads tend to project this image Employment Agencies ‘Tivo main ypes of exployment agencies are present in Arab countries (1) privately owned agencies; and (2) temp agencies. We will discuss some examples of these agencies, Private Agencies Private employmentagencies are important sources of cevea, wwhitecollay, and managerial personnel, They charge fees for each applicant they place. Most are ‘Teepal’ jobs, in which the employer pays the fee. Fee-paid ig generally the best way to airactcurrenty employed applicants, who might not be $9 willing 1 pursue other jobs they had 0 pay the fees, ‘Why use an agency? Reasons include: 1. Your firm doesn't have its own human resources department and is not geared to doing reeruling and screening. 2. ‘Your firm has found it dificult in the past to generate a pool of qualified applicants You must fill a particular opening quicly. 44. There isa perceived need to auract a greater number of applicants. 5. You seant to reach currently employed individuals, who might fel more comfortable dealing with agencies than wth competing companies. 6. You want to cutdown on the time you're devoting to recruiting. * “Yet using employment agencies requires avoiding potential ptlls. For example, the employment agercy' screening may let poor applicants bypass the preliminary "tages of your awn selection process, Unqualified applicants may go direct to the supervisors responsitle for hiring who may in turn maively hire them, Conversely Jmproper testing and screening at the employment agency could block potently ssccesful applicants rom entering your applicant pool ‘To help avoid problems: 1. Give the agencyan accurate and complete job description. 2 Make sure tess application blanks, and interviews are part of the agency’ selection proces. Screen the agency. Check with other managers or human resource people to find out which agencies have been the mos effective at filling the sorts of positions you need filled. Revew the internet and classified ads to discover the Agencies that handle dhe positon you want. 44. Make sure ta supplement the agency's reference checking by checking at leas. the final candidate's references yourself, Temp Agencies Enployers increasingly supplement their permanent workforces by hiring temporary workers, often through teroporary help employment agencies Also known a% perttine oF justine nares, the contingrt store is big and ‘rowing. "The contingent workforce isn't limited to clerical or maintenance staff It includes thousands cf engineering, science, or management support occapations(CHAPTERS PERSONNEL LANNING AND RECRUTING 113 {forinsance, including temporary chief nancial officers, human resource managers, and CLOs. Employers can hire temp workers either directly or through temporary taf agencies, Direct hiring involves simply hiring workers and placing them on the job ‘The employer usualy pays these people direc, as it does all its employees, but classifies them separately from regular employees, as casual, seasonal, oF temporary ‘employees, and often pays few if any benefits** The other approach is to retin a temp agency to supply the employees. Here the agency handles all the recruiting, screening, and payroll administration for the temps. Thus Nike recently hired Kelly ‘Services to manage its temporary staffing needs. Many Arab companies in KSA, “Kovritand Bahrain beneBt fom the services of Aramco Nauki, a recruiunent ‘agency hated in India. The company provides temporary employees and other forms ‘of flexible stating. Benefits and Costs Contingent salfing is on the vse for several reasons. “Historely, ofcourse, employers have alway used “temps «0 Sill in for permanent “employees who are avay sik or on vacation. However, today’s deste for everhigher ‘producity also contributes to temp workers’ groving popular. Productivity Is mesured in terms of output per hour paid for, and temps are generally paid ‘only when they're working not for days af, in other words. Many firms also use temporary hiring to give prospective employees atrial run before hiring Uhem as regular employees © "The benefits of contingent staff don’t come without a price. They may be more productive and less expensive to recrit and tain, but generally cst employers 200 “bo percent more than comparable permanent workers (pee hou or per week) since the agency gets afe. Furthermore, "people have a psychological reference point to tele place of employment. Once you put them in the contingent category, you're saying theyre expendable. Concerns In order to make temp relationships as futfil as posible, managers _superising tempe should understand the main concerns of these employees. In one ‘suey six key concerns emerged, Temporary staff ad they were: 1. Treated byemployersina dsrespecifl impersonal, and ulimaely discouraging vay. 2 Insecure about their employment and pessimistic about the future. ‘3. Worried about their lack of insurance benefits 4. Misled about theirjob assignments and, in particular about whether temporary asignments were likely to become falhsime postions 15. “Underemployed” (particularly those ying to return to the fulsime labor sarked) 5. In general angry toward the corporate world and its values; parteipants repeatedly expresed felings of alienation and dsenchanunent Guidelines _ When working wth emporaryagences, ensure that basic poiciesand procedures ae in place, including + Inoicing. Geta sample copy of the agency’s invoice. Make sure it fits your ‘caanpany’s needs + Time shen. With temps, the ime sheet is notjusta verification of hours worked, (eedheworherSsupersorsgsititsusalvan agreement pay theageneys + Timpocporm policy. What is the policy if the client wants to hive one of the ‘agency's temps as a permanent employee? + Reruionont of and boafis for tmp employes. Find out how the agency plans to recruit employees and what sorts of bene i pays114g 2 RECRUTIENT AND PLACEMENT * Dressage. Speci the appropmate atte at each ot your otces or plants + Jobdescripion information. Have procedure whereby you can ensure the agency “understands the job to be filed and the sort of person, sil, and so forth, yo vant to fi ‘Offshoring/Outsourcing White-Collar and Other Jobs Firing workers abroad todo the jobs of those who would otherwise work in the Ara counties may not be the fir thing managers think of when “recruitment” comey to mind." However, outsourcing ivan increasingly important employment option in developed counties. This wend i starting to emerge in Arab counties, where ‘oubourcngisinereasinglyscenas.aay to foeuson core competencies rather than oh ‘suppor functions such as finance, HR, procurement, logistic, and maintenance. “Although this has a costadvantage, ican create problems or example by removing busines departments, and therefore decreasing the cohesvenes ofa company. “Theiss of nding jobs abroad is problematic; there are advocates of both the -employer’ and employee’ points of view. However, regardless ofthe pros ad cons, there sem ide dubs that most managers wl have to deal with outoureng Main Issues The question is, what specific ies should the human resources _manager keepin mind when formulating plans to outsource jobs abroad? One ithe ‘potental for instability or military tension in countries sich a Iraq and Lebanon, ‘Other sues include the likelihood of cultural misunderstandings (between the ‘employees abroad and your customers, or between Your employees abroad and local employee); security and privacy concerns (suchas giving creditcard information to Strange abroad, for instance}; and the need to deal wth foreign contrac, lability and legal systems issues. Executive Recruiters Executive recruiters (also called headhunters) are special employment agencies retained by employers to seek out topmanagement talent for thei client, The ereentage of your firm's postions led by these services might be small. However these jobs include key executive and technical postions. For executive positions, ‘headhunters may be your ony source of candidates. The employe always pay the feces. “Two trends—technology and specialization—are changing the exeetivexearch business. Most recruiting firms have or use ineemneclinked computerized databases the alm of which, according to one senior recruiter, i "to create a long list [ol potential candidates} by pusting 2 button. Executive recruiters are ako becoming more specialize, and the large ones such as Executive Solutions are reiting new businesses aimed specially at specialized finetions or industries Pros and Cons Recrutersare often esental. They have many contacts and are especialy slilled at contacting qualified, currently employed candidates who aren't actively looking t change jebs. They can also keep your firm’ name confidential “until late in the search proces, The recruiter can save top management's Gime by advertiing for the poston and screening what could sara out to be hundreds of applicant. The recruiter’ fee might actally turn out tobe insignificant compared ‘with the cos of the executive tine saved. However, there are pitfalls. As an employer, its essential to explain completely ‘what sore of candidate is required—and why. Ako, some recruiters may be more interested in persuading you to hire a candidate than in finding one who vil really so the job, Recruiters also caim that what their clients say they want is often not {really what the client want. Therefore, be prepared for some indepth examination ‘of your request (See also the accompanying ‘When You're On Your Ova’ feature)‘CHAPTERS PERSONNEL PLANNING ANORECRUTING 115 [B Waen You'Re ON Your OwN Recruiting 101 HR for Line Managers and Entrepreneurs ‘There comes time in the life of most small Businesses when it dawns onthe owner that his or her managers are incapable of taking the company tothe next level Hf the company isto expend, the owner must hire from outside. Should the owner tecrut this person? Orisan outside expert requiced? ‘While most large firms don't think twice about hiring executive search fms, smallfirm overs will understandably hestate before commiting to a fee that could reach $50,000 or so fora marketing manager. As an entrepreneur, however, you should keep in ming that auch thinking can be shortsighted, Engaging i esearch ie this by youself snot at al ike looking fr secretaries, ‘supervisors, or data ent clerks, When you are ooking to hire a Key executive to help run your frm, chances are you'r not going to find the right porson by placing {308 or using mast of the other traditional sources, For ane ting, the person you {seks probably not reading the wanted ade, So, what you'll end up with i 8 drawer of résumés of people who ar, for one ‘eaton or another ut of work, unhappy with their work, oF unsuited for your ob. wl then fall on you tot to find several gems inthis group by devoting the time to interview and acess ese applicants “This shar than it sounds, aven for someane familar with the basics of HR First, you may not even know where to place of how to write the ads; you won't know where to search, who to contact, or how todo the sort of jo that needs tobe done to screen out the laggards and misfits who may appear on te surface to be Viable cancidates. You ako won'tknow enough to realy do the kind of background checking a poston at ths eve quires. Second, this process s going tobe time- ‘onsuming, and wil diver your attention from other duties. Many business owners find that when they comider the opportunity costs (of not making sales cali, for instance, they are not saving any money at al. If yeu'de decide todo thejob yourself or even i you retina recruiter), consider retaining an Indusval paychologist to =pend four or five hours assessing the problem-solving ability personality interess, and energy level of your top to oF three candidates. The int ean provide a valuable perspective on the candidates. Exercise special care when recruiting applicants from competing companies. ‘Aways check to 220 # applicants are bound by legal obligations with another ‘employer that would prevent hinvher from working for you (Le. non-compete oF ‘non-disclosure agreement), forinstance. In general, even withoutawitn contract, ‘courts generallyhold that employees have a duty of loyalty to thelr curent employers uring their emplaymert. For example, they are generally expected to maintain the confidentiality of employer information such as customer lists. To the extent ‘tha the hiring manager participates in breaking that loyaty—for instance, inquisng {bout customers" buying pattems or about new products under developmant—the hing manger may shae inthe responsibilty forthe beach" If you'r a department manager wth an open poston to fillin a Fortune 500 ‘company, even you may find you havea cllemma. You may find that your local HR ‘office wll do litle reruting other than, perhaps, placing an ad on Monstercom oF ‘other recruiting websites On the ather hand, your frm almost surely willnt let you place your own ‘help wanted’ ads. What to do? Use word of mouth to ‘advertise {your open postion within and outside your compeny. Make sre everyone in yout ‘Company who may know of a cancidate know thatthe postion is open, and what itrequires. And, contact your fiends and colleagues in other fms to let them know you are recruting, and to watch out for possible candidates.116 par 2 RECAUTMENT AN PLACEMENT ‘ons Species ecutng to uepoe rome ieee Guidelines In choosing a recruiter, guidelines include! 1, Make sue the firm ie capable of conducting a thorough search. 2 Meet the individual who will actually handle your asigament 3. Make sure to ask how much the search firm charges. Get the agreement in writing 4. Newer ely solely on the executive recruiter (or other search profesional, such ‘an employment agency) to do all the reference checking. Certainly, let therm check the candidates references, but get notes of these references in writing from the reeritr (i possible). And, in any event, make sure to check at least the final candidate's references yourself (On-Demand Recruiting Services ‘On-demand recruiting services (ODRS) provide shortterm specialized recruiting assistance to support specific projects without the expense of retaining traditional Search firms. They are basialy recruiters who get paid by the hour or projec ‘tetead af feseentnge fe! For exarale, hen a Hinech fm falta bir real ‘dozen people with scent degrees atl experience in pharmaceutical, he human resource manager decided an ODRS firm was the est option. radional recruiting firm night charge 20 t0 30 percent ofeach hires salary, a prohibidve amount for 3 small company. The ODRS frm charged by dine, rather than per hie. It handled reervting, analysis, and prescreening, and left the cient wth short i of salfed ‘anddltes wo put through the employer's own intemal screening process** Collage Reeruiting Coleg rerting sending an empoyers representatives to college campuses 0 presereenxppliants and eeate an applicant pool from the graduating clas—is an Importantsource of management trance, promotable candates and profesional and technical employees. One study several years ago conchuded, or instance, that new college grate led about 38 percent of all externally ile jobs requiring a college degree ® ‘Theproblemathaton-campusrerulngisexpensveand imeconsumingifdone right. Schedules must be set well in advance, company brochures printed, records ofinteriews kept and much time spent on campus. And recrters themselves are Sometimes ineffective, or wore. Some eeriter are unprepared, show ile interest inthe candidate, and set superior Many don’t screen candidates effectively. Sich experiences undercore the need tc train recruiter in how to interview candidates, hhow wo explain wha the company has (oofer, and how t put candidates a ease. (On-Campus Recruiting Goals The campus recruiter has two main goals. One is to determine ifa candidate is worthy of further consideration, Exactly which walt to look for will depend on your company’s specific needs. Usual traits assess include ‘communication skis, education, experience, and interpersoal sk ‘The other aim is to attract goal candidates. A sincere and informal auitude, respect forthe applicant as an indivdual, and prompt followup letters can help se the employer to the interviewee “Employers have to choose recruiters and schools careflly. For reersiters, employers naturally sek employeeswho can do (and preferably have done) the best _job of ientitying and atracting top applicants. Factors in selecting schoo's include the school's reputation and the performance of previous hires from that source. ‘Bullding close tes with a college's career center can help employers achieve there goals, Doing o provides reeriters with useful feedback regarding things lke labor market conditions and the electiveness of one's on- and’ offline recriting 21" Shell reduced the list of Schodl its recruler at, wing factors sch a quality of academic program, number of students enrolled, and diversity ofthe student Sony(CHAPTERS PERSONNELPLAMMING ANO RECRUTING 117 ‘OnSite Visits Employers generally insite good candidates wo the office or plant foran onsite vist. ‘There are several ways to make this st succesful. The invitation letter should ‘be warm and friendly but businesslike, and should give the persona choice of dates to vst the company, Someone should be awigned to meet the applicant, preferably atthe airport or at his or her hotel, and to act as host. A package containing the “pplleant's schedule as wells other information regarding the company—such as fhnual reports and employee benefits should be waiting forthe applicant atthe hotel ‘Plan the interviews carefully and adhere to the schedule. Avoid interruption tive he candidate the undivided autencion of each person with whom he or she {htersiews Lunch should be hosted by ane or more other recently hired graduates, trith whom the applicant may feel more at ease. Make an offer, i any, as soon as possible, preferably at the time of the vs If this isnot possible, tll dhe candidate Inken to expecta decision. [fan ofer is made, Keep in ming that the applicant may hhave other offers, too. Frequent followups to “find out how the decision proces i {oing" or to “ashi there ae any other questions” may help wo ult the applicant in your for Internshipe Many college sucents get their jobs through college internships “Internships can bewin-vn situations for both stadents and employers. For students, jtimay mean being able to improve business skill, learn more about potential ‘employers, and discover their career likes (and dislikes). And employer, ofcourse, ‘Can use the interns to make wseful contributions while evaluating dem 3s posible {fulltime employers. One survey reports that employers offer obs i over 70 percent ‘of cheir interme Referrals and Walk-Ins “Employee referral’ campaigns are an important reeriting option. The firm posts announcements of openings and requests for referrals on its intranet website, Bulletin, and/or vallboards Prizes or cash awards are offered for referrals that lead ‘to hiring. Hiring Soltions Company isa large provider of erecruitment services in ‘the Arab Middle Zast and Africa. Working with DHL Middle East, the company got Tine managers more involved inthe hiring proces, and improved the quality and “uanty of eandiates by implementing an employee referrals program. Pros and Cons The biggest advange here—and the reason why so many fmployers favor this approsch—is that referrals tend to generate high-quality Candidates, Gurrent employees will usually provide accurate information about the job applicans they are refering, especially since they're puting their own ‘epatations on th line” The new employees may also come with a more realistic picture of what working inthe firm i ke. Referrals can also faite diversifying our workforce. "A survey bythe Society for Human Resource Management (SHRM) found that ‘of $86 employer respondents, 69 percent said employee referral programs are more ‘costeffectve than other recriiing practices and 80 percent specifically sald they are {more costeffecie than employment agencies, On average, referral programs cost, tpetveen $400 and $900 per hire in incentives and rewards "However, the sicees ofthe campaign obviously depends on employee morale." ‘And the campaign can backve if the frm rejects the employee's referral, and he or she becomes dissatisfied. Particularly fir hourly workers, walkins—direct applications made at your office are 2 big source of applicant. Fmpiojers encairage walk-ins by posting ‘Now Hiring’ signs on the property. Treat walleins courteously and diplomatically,118 PART 2 cRUTMENT AND PLACEMENT FIGURE 5-8 Relate ‘Eectvenst of Recrating Sources raed on New Hes Simguc eee Raia ‘ecring arc and Prtorscon cron Repo and oe ‘Bonaned by Ras facet Eenmaneatore SOE! SOE YES? ria ects s,sscephermacpate ‘er neres jb oarscorinae be he mate arcs lowe y mpegs {nl pte aed ne media macs {for the sake of both the employer's community reputation and the applicant’ sel “teem, Many employers ge every walkin a bret interview wih someone inthe IR ‘office, even if only to get information on the applicant “in ease a position should ‘open in tie future” Good business practice also requires answering al eters of inquiry fom applicants prompdy and courteously. And fom a pracical point of ‘ew, simply posting a Help Wanted’ sigh outside the door Isa coscetfecve Way (2 tact good local applicants Recruiting Source Use and Effectiveness Faure 58 summarizes a survey of best recruiting sources. Intemet job boards received the most votes, followed by profesional/ rade job boards, and employee referral programs." Research also reveals several guidelines employers can use 10 improve the ‘etectivenestof their recruiting efforts see Table6. 3). For example, some recrultment Sources produce higherqualy candidates than other sources do. Referrals from ‘current employees yield appicans who are Tes likely to leave and more likly to perform beter" Image Again, notjust dhe ads bur the overall image the firm projects important in auracting tp candidates. Companies like Al Jazeera, Emaar, and Aramex have ‘been building an image in the Arab region and making thelr presence fet globally ‘With increasing competition in the Arab region, a brand has become a great tol {or a company to disingulsh Wel? and its products from is competitors. Sich 3 company requires a good understanding of the local cultures and religions (0 succeed, In return, eis makes the company atratve to jo candidates, locals, and ‘expatriates who ate willing to workin siceesful Arb companies, Forbes Arabia's ‘Top 40 Arab Brands list highlights Arab companies that sre gaining an excellent international recognition. The Top 40 lst considers curtent brand performance and future growth opportunities, nd reflects the trust of Arab customers in these brands and their broader image. In an online surey of 1,200 consumers in Ara counties, the top three companies were Al Jazeera, The Emirates Group (including Emirates Airlines), and Almarai (which conuols 40 percent of the Saudi dairy Dusines)RSONNEL PLANNING AND RECRUITING 11° al Jazeera's image haps thom et top candicatos, ‘TABLE 5.3 Recruitment Research Findings and Applications Reseach Ping Practical Appiations Recruitment sources fet he ‘Ure sources sch at eer (6 from ‘arnciunc apc anracied, | carck employec) taped spac lee ltey co tumnover and more lye be ener performer crc ter pose "Prod mpl vith information on Jeph conan more pena rev afiejhintesporanto ‘Organizational mage nduences applicant’ Ensure all communications regarding the nial eactons to employers. forgantation provide a postive mesage ‘cringe agente Applicants with greater number affo>—Ensure inal eerultment actites eg Cthornierae ore ntentne and wie, cheap eg) Recruiter demographics haves relly Worry les about matching recrater/ Sal efectonappeans avacion othe applant demographis and mare about ‘organo, ‘conten o ering mages athe Crematories a Videos gfoupducasios hat highlight of eo and organization, notte othe adanagesand the dadrantages poste (Fthejo) reduce sbnequent carorers Applica wllinferjob and orpaniational Pron clear specif, and complete Image projected and treaty ineractoos that applicant do not misunderstand the mie cpuicnion ihe formation ratte othe ob or the penton ao Sotclesty provided bythe oranizaton. employer ‘Afton applicants decioastosecepts applicants oul be chosen forthe joo tterpersonal al ‘Applica Belin good between Prone applica wth acorat information ‘28 values andthe rgticaon’s Shout wt he orunzaon ke so at Inttence their jbshote dec (hey can make secuate eanenment ‘er Sc eh pi Tl M ii}.8) “Ornie (ey nud nd Opal Peg ttn hay ts Pas Oar OB Seca Morie ye na Nancy Tom, “Atacand Seeing Wht Poi Reeach {Us Haman scree Managmon ©, wen, 4 p30, Rpt pemaon ‘Sey or na Reet Nanspeant Cop Chacon Cree120. ART 2 RECRUTHENT AND PLACEMENT Improving Productivity Through IRIS: An Integrated Technology Approach to Recruiting Employers may we several compuerized mems to support their recrutmes process preferably negating them into comprehensive employee rece Sem. Element inaich sn negated soliton would include: + A repiton managment yon vtch facilites the requison creation, rung Spproal, and posting ofaob opening, +A neabing sation, Including the Job advenement, recrltment marke Spplcant tracking. and onli rcrment vendor ranagement, to Ine Sd improve the qualiy ofthe applicant poo + Sonning servis such asbackground checks, and lil and behavioral asessmen + tring mangement sofware to captre and manage candidat information whi ‘roiding standard workflow practices RECRUITING A MORE DIVERSE WORKFORCE, -Enstman Kodak Co, incide disability nde their diversity reflects their recognition that disabled people representa large, untapped pool of potential employees.) ‘Older Workers ‘When it comes to hiring older workers, employers in many counties workwide don't have much choice, For example, over the next few years in the US.A., the Iastese growing labor force segment will be ose from 45 1 4 years ol. Those aged 25 wo St wll decline by almost three milion, reflecting fewer births in dhe late 19605 And early 19705. On the postive side, a survey in the USA. concluded that older ‘workers tend to be more relisbe and have lower absentecism and better work habit than younger workers! While che overall population in many Western countries though growing, proportion of older people. The Arab youth population suffers rom high unemployment rates, 60 Years and asznvers 75-59 Years “Yes so10 sm 20102050 so10 amo eo 4 6 one Sura Untea Nato Deparment of coma Sac fy, "Wo Poplin Popa ‘fom bepraunorpunpaivppltc! Dstapopasson tem sessed 2%dn yb pe Gorka ‘CHVPTERS PERSONNELPLANNING AND RECRUITING 121 Recruiting Minorities and Women Worldwide, similar prescriptions that apply o reenting older workers apply to recruiting minorities and women Ider sa bslguldelin, is ths tke he goal ‘frecruting moreminardesand women seriously and pune this goalenergetial In practice, tis requires a Ueeprt effort’ undestand the rerulunen brie formulate the reguedrecruionent plans and state the specie daytoday programs! Understand Understanding the barriers that prevent minorities and women from applving the first step. For example, many minority applicans dont meet the ‘educational or experience standards forthe job, so many companies oer remedial ‘taining in basic arithmetic and writing, For many, lack of role models also is 3 problem. Plan After identijing the potential constrains, the employer, preferably wth the hhelp of a diversity employment executive, should formulate plans to atract and ‘retin minorities and women, These may inchade reealuating personel polices, Saglslfeo aoe Mend) [op Ob En] eeetOno [—] rare na elves! [orton Daabines Heer Cone 0 bane Mae iter tee [Oe ‘ee aS oe FIGURE 597 Empoyrmnt Applcatn ‘Sse wm ingabslsety con/e/DewrlodlEmploymerosiconFom do, ced cba 12,201124 age 2 RECRUTHENT AND PLACEMENT Cente FIGURE 5.9 Certinued(CHAPTERS PERSONNEL FLANNING AND RECRUTING 125, Employers should keep several practical application ferm guideline in ming. 1 the Euployient Hinwsy” sees, sequen detatled ifnation ou cal prot ‘employer, including the name of the supervisor and his orher telephone number; {hisieal sential for following up onthe reference Also, i signing the application, ‘the applicant should cer hs or her understanding of seeral things: chat falsitied statements may be cause for dismissal that investigation of credit and employment i And driving records is authorized; that a medical examination may be required that rug screening tests may be required; and thatemploymentis for no definite period ‘of time, Some applications also sate an employer's ‘mandatory arbitration" policy for ssnations where problem aie. Using Application Forms to Predict Job Performance Ieis posible to use application form information to predict which candidates wil ‘be sccesful and which won’, in much the same way Dat one might use tests for screening. The basic process involves conducting statcal studies t analyze the Telaonship between (1) biodata responses on the appicaton form (dance from ‘work, fo instance) and (2) measures of success onthe pb. Vere itis important w choose the biodata ites (such a6 “does not own awtomobil’ or not living at home’) with wo things in mind. Fist of course, ethical ‘considerations limit dhe items you'll want to use (or example, whenever posible, ‘don't useage, race, or gender) And, noninvasive questions are best. In one stu subjects pereeited items such as ‘dolar sales achieve” “received eash bonus for {good job and grade point average in mathematica a egiimate, and not invasive ‘Other items such as "birth order: and frequent dats ax senior in high school ‘were considered more invasive and unacceptable. Basal the items tha subjects Perecived as less inva were more verifiable, more wamyparent in purpove, aad Imore impersonal. SUMMARY I-Developing personnel plans requires three forecar ‘efor peronnel requirement, one forthe supply of tuts candidate, and one for the apply of nde Candidates. To predict the need for personnel, fist, rofeet the demand forthe product or service: Next, jer the youve of production required to meet Thee estimates finally relate personnel needs to thee roducon estimates, ‘With personnel nesds projected, the next step iso Inds pool of quale applicants. Thee are several sources of candidates, both internal (promotion ‘fom mtn} and external (2aserasng, empoyment ISCUSSION QUESTIONS. What are the pros and cons of five surcesofjob ‘andidates What are the four main ypes of information thae application forms provide? ‘agencies, executive reeuiters college recruiting, the internet and referral and walkin), 8, Remember that itis unethical discriminate against the employment of any individual because of ace, oot religion, sex, national origin or age (unless Feligion, sex, or origin are necesary occupational ‘qualifications. 4. The inal selection screening in most organizations begins wih an appicaton form, Most managers use these justo obtain background data. However, you ‘an alio se aplication form data to make predictions bout the applicant’ fre performance. 1S Whatae key things employers should Keepin mind 4. What are the main things ou would dato recruit and retain a more diverse worfore?126 PART 2 RECRUITMENT AND PLACEMENT INDIVIDUAL AND GROUP ACTIVI TES 1. Working individually or in groups, bring wo das Several ‘lawfied and display acs rom the website om ‘qljbsives com Analyze the effectiveness of these ads ting she guidelines dlscassed sn this chapter. 2, Working individually orn groups, develop a Sveyear areca of eccupational market conditions fr five ‘occupations such as accountant, nurse, and enginee. ‘3. Working indvally orn group, vt the loealofce ‘of Adetco ME (or another recruitment agency in ‘our area). Come back to clas prepared to discuss the follwing questions: What pes of jobs seem wo be ost aailable through this agency? To what extent ‘do youthink this particular agency would be a good ‘source of profesional, technical, and/or managerial EXPERIENTIAL EXERCISE ‘applcana? What other services does the office [rovide? Wha‘ ther opinions do yon form booths -4. Working indhidally or in groups, find atleast fe employment as, either on the mernet oF alr Srempapes, ht auggest thatthe company if friendly and ould appeal o women o nor Discuss what hye doing t be family end ‘5. Working ndhialy ori groupe interview a manager berween the ages of 5 and 86a local busines ‘who managesemployecs aged 40 or older. Ask the Thanager © cle ee or four ior her ost ‘allenging experiences managing older employees “The Nursing Shortage In Arab countries, unemployment stil disappointingly high and employer ae sil obsously holding back on theirhiring: However, while many people are employed, this's not the ease wih nursing professionals, and oving to shortage of nurses inthe region, many hospitals in the _Arah world are turning to foreig-traned nurses. Experts ‘expect mre oe in short ply in years to come.” Panjos The purpose ofthis exercise 0 give ou “experience in erty a reeruunent program. opsved Undertanding: You should be thoroughly familar APPLICATION CASE ‘Al Jazeera News Channel “Finding Talented People A Jazeera is one of the Ingest Arabic News Channels in the Middle East, offenng news coverage 24 hours 2 day rom around the world. The channel a plobal name 1 reeple grorenmentsanel decison makers ‘ron the word ‘Specialy he Arab counties. thas morethan 80 ofces fin dotera of eorrepondents covering the four comers of the world. Relatively fee fom censorship, lJncer offers itcauences in the Arab conntres much needed freedom “of thought, independence, and room for debate Tt boasts 4 talented eum of Intemational journals with diverse Irckgrounds, Headquartered in Doha, Sute of Qatar attempt (tel sories with a dtinee ale of journalism “AL Jzcera wants the best talent worldwide for ie Broadeast Centers Doli, Kuala Lumpur, Washington DC, London, snd nother News Bureaus across the world lisexpenenced Profesional are encouraged to challenge the satus quo.” ‘ith the contents ofthis chapter, and withthe nurse Feeruitment program ofa hospital in your county Hi St Up the Esaenstrcsins: Setup groups of four ve students fortis exercise. The groups should ‘work separately and should not convene with ach other: ach group should addres the following ask: 1 Create a hark copy a forthe hop to place inthe Al awrtand Daty Str newspaper. 2, Analy and eique the hospital’ current online ‘uses ad. How would you improve ‘8. Prepare in oun form a complete nurses eeruing rogram for this homital nchding all ecrling ources your group would we. Assume that you are @ new trainee in human resource smanagetment at Alazera, Your manager ake you to prepare ‘lito tectniques to reer alented people various els, Including computer engineering, elecccal engineering, ecountanc. marketing andcommunicaton Manyemployee wal pe etiog soon, Tink in terms of what we have lead. inthis chapterand anmer the felon questions Questions 1. Identity some techniques that Al Jazeera can wse 19 plan, forecast and recruit 2. What pacar elements of Al Janzer's cule are most key to appeal to international candidates? How tan it convey these elements nob prospect? 8, Would AlJazcers appeal to you asan employer? Why or ‘why not Ifaot, what woul i take fr you to accept a Job offer from Aljaneera?ONTINUING CASE Ai Nazafa Company fps were 10 ask Thouraya and Zid what eheir main Poobless i running the Rin, ther answer would be fick and short hiring good people. Employes generally faye no more chan a high school educa (often les) and Inatket for dhem i very competive. Al Nara is faced the continuing ak of recruiting and hiring qualified pres out of pol of immigrant who move om area vo eae jb to job. Turnorer in thei stares (asin the tones at ofthe compeators) i often high TAL Nazafa Company needs to answer the following lors i the MENA rin" Gin ssl mision, KAMCOs dspriment neded ta formulae factional poles and ‘oli the employe basis nd comptes ncesery ris compte strat KALCO HR department was well aware of the portance of effective employee recruitment. If KAMCO get enough applicant, it coulda’ be selective about hoiohire. And tit coul't be selective in hiring, tan’. Mikey to enjoy the centoriented behaviors that KAMCO's deg celedon, The HRteam wasthereforediappointed.o foyer that the reenitnent hnton did nothavean upto- recruitment policy oF procedure. The HR departaent simply taken a logical and subjective approach to rnonnel planning and recruitment, and deparunental agers wsualy took te pa of lea ressance when a jb became aailble. In addition, there was no sense of retin from the HR department regarding how many ple were needled to achieve the company’s strategic tjecives, what sort of appleatons the company preferred, hat mess and alternative sources of recruit should "There mas no online reerting, and no measurement of eecvenes of the recruitment process CHAPTERS PERSONNEL PLANNING ANDRECRUTING 127 ‘Questions 1. First, ow would you recommend thatthe Al Nazafa Company gors about recruiting and reducing sail turnover tee 2, Provide «detailed list of recommendations concern how the AI Nezafa Company shold goabout increasing its pool of acceptable job applicants so the company race more highly quaiied workers. Include Rll Wrorded ‘online and hard-copy adversemens, and strategies they should we. ‘The HR team knew it was time to step forvard and lake contol of the company’s personnel planning and Fecruitment funciona tafe to ty to say that achieving the company’s strategic aims depended on the quality of the people i attracted and then selected for employment KAMCO wanted t hie emplojees who would put eens first, use dei iniaive to see that KAMCO'S cients were ‘atid, and work rele to provide dents with service that exceeded expectations. The HR department knew that to hire and keep employees commited ti srategic foals, they had to start sstematie personne! planing and Fens ‘The HR department, with the support of top management, gave the consultants the green ight 9 design few polices and procedures for personnel planning and renting once te job anales were completed Questions In teams or individually, answer the folowing questions 1 Given the company's tated employee preterences, hat recruiting sourees would you nugget hey se, and wy? 2, HowwouldyousuggestKAMCO measuetheetfectieness fis reeling Shoe?“120° pe 2 RECRUITMENT AND PLACEMENT era Pee aaron ao el hess, = psec t Biba ase aa eres aay ese eer | Organizational Jend/or complains | matics eareat Be eee rou t ae cee 3 siaogecly_[enelometrnow [Enpoyenmace[Enpojercien [Enslomm oss [Prconage ol aay Ee Sa ee ae ee See eee eee iscinieael nese aed es Besats Soro teen Samet [i Satagie FE [Chapter 5: Personnel we sn eres eran re \Smacreaey ears = abel seit eae eS ; TL RAWCO te [Genie clnaraned [Eniedcae votes [Ecovepe pened [Eas leceetetiener | ctlee lanpeyes ron ond |patmesip rd ree tones races omar ole KACO [Soren towpe lett) FIGURE 9-19. HR scorecard fc KAMCO: Penonnel Planing and Recta Eocre Preporedby De pre fora lc Ph he vee oe ot Ret KEY TERMS appliant ackingsmems, 9.109 job posting, 107 ratioanalss, p99 pplication form, p12 fndemantl ecrtng services Tecruling yield pyramid, p. 106 ‘computerized forecas, p01 (ODRS), p15 seater plot 100 employee recruling, p. 104 personnel replacementchars, . 12. succession planning, p. 107, employment orpersome! Posldon eplacementeard, p. 102 trendanayi p99 planning, p38 ‘qualifcauons inventeres, p01