Return to Chapter 4

deciding the use of the job analysis information >> reviewing relevant
Steps in job analysis background information >> analyzing the job >> verifying the
information >> developing job descriptions and job specifications

Methods for collecting interviews, questionnaires, observation, participant diary/logs,

job analysis information and quantitative techniques

job identification, a job summary, a listing of responsibilities and duties, the

Job descriptions job incumbent’s authority, and performance standards, working conditions,
job specifications

Job specifications come from the educated guesses of people and are based mostly on judgment

Job analysis is the procedure through which you determine the duties of the department’s positions and
fdd
the characteristics of the people to hire for them
Part 2: STAFFING: WORKFORCE PLANNING
AND EMPLOYMENT
Chapter 5

PERSONNEL PLANNING AND

RECRUITING
Learning Objectives
By the end of this week, you should have a good
understanding of:

✔ Explain the main techniques used in employment

planning and forecasting.
✔ Answer the question: “Why is effective recruiting
important?”
✔ Name and describe the main internal sources of
candidates.
✔ Discuss a workforce planning method you would use to
improve employee engagement.
✔ List and discuss the main sources of outside candidates.
✔ Explain how to recruit a more diverse workforce.
✔ Discuss the main issues to address in developing
application forms
Learning Contents
01 Workforce Planning and Forecasting

02 Why Effective Recruiting Is Important

03 Internal Sources of Candidates

04 Outside Sources of Candidates

05 Recruiting a More Diverse Workforce

06 Developing and Using Application Forms

1 – PERSONNEL PLANNING
Towers Watson Workforce Planning Process
First, Towers Watson reviews the client’s business plan and
workforce data (for instance, on how revenue influences staffing levels).
This helps them understand how projected business changes may Workforce
projection
influence the client’s headcount and skills requirements.
model
Second, they forecast and identify what positions the firm will
have to fill and potential workforce gaps; this helps them understand
what new future positions they’ll have to fill, and what current
employees may be promotable into them.
Third, they develop a workforce strategic plan; here they prioritize
Dashboards
key workforce gaps (such as, what positions will have to be filled, and
who do we have, who can fill them?) and identify specific (recruitment,
training, and other) plans for filling any gaps.
Finally, they implement the plans (for instance, new recruiting and
training programs) and use various metrics to monitor the process.
Towers Watson clients can use its special MAPS software to
facilitate this workforce planning process. MAPS contain dashboards. External
The managers use these, for instance, to monitor key recruitment labor scan
metrics and to conduct a detailed analysis of the current workforce and
historical workforce trends.
Workforce Planning

workforce | employment | personnel planning

the process of deciding what positions the firm will have to fill, and how to fill them
▷ the required number of employees with the appropriate knowledge, skills, and abilities
▷ succession planning: the process of deciding how to fill executive jobs

organization’s the current

Forecasting employees Forecasting the
forecasted
Workforce Needs who might Supply of
workforce
(Labor Demand) be suitable Candidates
needs
for filling
those needs
Workforce Planning
Forecasting HR Supply & Demand

1. demand for human resources within the organization [personnel demand]

2. supply of human resources available within the organization [supply of inside candidates]
3. supply of external human resources to the organization [supply of outside candidates]
 1. Forecasting Workforce Needs (Labor Demand)

▷ forecasting revenues >> determining the volume of production needed to meet sales
requirements >> estimating the staff needed to maintain this volume of output
▷ basic tools:
▪ Trend analysis: Study of a firm’s past employment needs over a period of years to
predict future needs.
▪ Ratio analysis: A forecasting technique for determining future staff needs by using
ratios between, for example, sales volume and number of employees needed.
▪ Scatter plot: A graphical method used to help identify the relationship between
two variables (for example, sales and firm’s staffing levels).
▪ Human Resource Information System (HRIS)
 Workforce Forecasting
1. Forecasting Workforce Needs [Labor demand]

Trend analysis
Study of a firm’s past
employment needs over a period
of years to predict future needs.
 Workforce Forecasting
1. Forecasting Workforce Needs [Labor demand]

Ratio analysis YEAR SALES HR DEMAND HR DEMAND RATIO

A forecasting technique for
determining future staff needs by 2019 2,800 155 18.06
using ratios between, for 2020 3,050 171 17.83
example, sales volume and 2021 3,195 166 19.25
number of employees needed
2022 3,300 177 18.64
2023 3,500 18.64
2024 3,600 18.64
2025 3,800 18.64
 Workforce Forecasting
1. Forecasting Workforce Needs [Labor demand]

Scatter plot
A graphical method used to help
identify the relationship
between two variables (for
example, sales and firm’s staffing
levels).
 Workforce Forecasting
2. Forecasting the Supply of Inside Candidates [Labor supply]

▷ which current (inside) employees are

qualified or trainable for the projected
openings
▷ basic tools:
▪ Personnel skills inventory and
development record form
▪ Personnel replacement charts & position
replacement card
▪ Markov Analysis (transition analysis)
▪ Human Resource Information System
(HRIS)
 Workforce Forecasting
2. Forecasting the Supply of Inside Candidates [Labor supply]

▪ 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.
 Workforce Forecasting
2. Forecasting the Supply of Inside Candidates [Labor supply]

Human Resource Information System (HRIS):
Computerized inventory of information that
can be accessed to determine employees’
background, experience, and skills that may
include:
▪ Work experience codes
▪ Product or service knowledge
▪ Industry experience
▪ Formal education
▪ …
Markov Analysis (or “transition analysis”):
involves creating a matrix that shows the
probabilities that employees in the chain of
feeder positions for a key job will move
from position to position and therefore be
available to fill the key position.
Workforce Forecasting
2. Forecasting the Supply of Outside Candidates [Labor supply]

▷ depends on the manager’s sense of general economic conditions & expected

unemployment rate
▷ basic tools: Expert opinion | the Rule of Thumb | Delphi technique | Nominal
group technique | Statistical regression | Simulation models | Productivity
ratios | Staffing ratios
2 – RECRUITING
Recruiting & Why recruiting is important
finding and/or attracting
applicants for the employer’s
open positions
▷ to generate A Pool Of Qualified
Applicants for organizations to
choose from
▷ Effective Recruiting
o Financial limits
o Time limits
o Labor market dynamics
o Business strategy
o Quantity of good candidates
o Quality of good candidates
o HR, Line, & Staff cooperation
Improving recruitment effectiveness

o recruiters’ presentation; interpersonal skills; knowledge about

recruiters
recruiting, recruitment process, pros & cons of working for the
employer; etc.

o determine recruitment options, assess

recruitment
and select one best for the job.
sourcing
o internal sources + external sources

Employer o distinct image of the company that

Branding captures the essence of it to engage
employees & outsiders’
Internal sources of candidates

▷ Current employees or “hiring from within”

“when people are placed
▷ Promotion-from-within
▷ Methods:
first they will provide the
highest possible service,
⌕ qualifications skills inventories
⌕ job posting
and profits will follow.”
Frederick Smith (founder of FedEx)
Outside sources of candidates

▷ Methods:
⌕ Recruiting via the Internet
⌕ Advertising: printed ads and online ads
⌕ Employment agencies
⌕ Executive Recruiters (Headhunters)
⌕ Referrals and Walk-ins
⌕ College/ University recruiting
⌕ Internship
⌕ Poaching
⌕ Global Implications for Recruitment: outsourcing, offshoring, reshoring
IN SUMMARY

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

Workforce forecasting
• forecasting personnel needs, forecasting the supply of inside and outside candidates by
quantitative and qualitative methods

Employee recruiting
• find and/or attract applicants for open positions; to generate a pool of qualified applicants

Effective recruiting
• is important since without enough candidates, employers cannot effectively screen the
candidate or hire the best.
• open positions can be filled out with internal sources and outside sources of candidates.
Recruitment methods
• Employers use different methods to recruit.
• They develop and use application forms to collect essential information.
 Carter Cleaning Company: Getting Better Applicants
Read The case study ‘Carter Cleaning company’ in your Textbook, pg. 177).

Questions:

Provide a detailed list of recommendations concerning how the

company should go about increasing its pool of acceptable job
applicants so they no longer face the need to hire almost anyone
who walks in the door.

CASE STUDY
ANALYSIS
To Our Next Week

Job Analysis & Design

Read
Chapter 6 – Selecting employees (pg. 178)