Chapter 5: Personnel planning and

Recruiting

5–1
The perfect fit

Recruitment can be a tough exercise - whether it's a role or an intake of hundreds. It is no

wonder HR has a raft of third party recruiters to partner with. But as HRM discovers, it often
takes the perfect partner, to find the perfect candidate match

© 2008 Prentice Hall, Inc. All rights reserved. 5–2

 • “It doesn’t make
sense to hire
smart people and
then tell them what
to do: We hire
smart people so
they can tell us
what to do”

© 2008 Prentice Hall, Inc. All rights reserved. 5–3

The Recruitment and Selection Process
- Job analysis (types of jobs, duties and responsibilities in those jobs,
types of human requirements)

1. Decide what positions to fill through personnel planning

and forecasting.
2. Build a candidate pool by recruiting internal or external
candidates.
3. Have candidates complete application forms and
undergo initial screening interviews.
4. Use selection tools to identify viable candidates.
5. Decide who to make an offer to, by having the
supervisor and others interview the candidates.

5–4
FIGURE 5–1 Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

© 2008 Prentice Hall, Inc. All rights reserved. 5–5

Forecasting personnel needs (Labour demand)

How many people with what skills will we need?

1.Forecast revenue first
2.Estimate the size of staff required to support the forecasted sales
volume
3. Consider some other factors:
- Demand for products or services
-Decision to upgrade or downgrade changes
-Productivity changes (technological and administrative changes)
-Projected employee turnover
-Financial resources
-Decision to enter or leave business

5–6
 Tools for Forecasting/projecting Personnel
Needs

Forecasting
Tools

Trend Analysis Ratio Analysis Scatter Plotting

© 2008 Prentice Hall, Inc. All rights reserved. 5–7

FIGURE 5–3
Determining the
Relationship
Between Hospital
Size and Number
of Nurses

Note: After fitting the

line, you can project
how many employees
you’ll need, given your
projected volume.

Size of Hospital Number of

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

© 2008 Prentice Hall, Inc. All rights reserved. 5–8

RECRUITMENT
-
briefly

•Know what you are looking for – first

•Communicate what you are looking for – somewhat
•Have a process mapped out – and stick to it
•Choose your approach wisely considering:
• Your potential ‘pool’ of candidates
• Internal candidates, or not, and possible impacts
• Potential biases, intended or otherwise
• Lower cost alternatives
• Equity issues

5–9
Why effective recruitment is important?
-finding and/or attracting employees for the
employer’s open positions

- Improving recruitment effectiveness: Recruiters,

sources (internal and external) and branding
(employers reputation)

5–10
Internal Candidates: Hiring from Within

Advantages Disadvantages
• Foreknowledge of • Failed applicants become
candidates’ strengths and discontented/dissatisfied/
weaknesses fed up
• More accurate view of • Time wasted interviewing
candidate’s skills inside candidates who will
• Candidates have a not be considered
stronger commitment to
the company
• Increases employee
morale
• Less training and
orientation required

© 2008 Prentice Hall, Inc. All rights reserved. 5–11

 Finding Internal Candidates

Rehiring Former
Job Posting
Employees

Hiring from
Within

Succession
Planning (HRIS)

© 2008 Prentice Hall, Inc. All rights reserved. 5–12

Outside Sources of Candidates

Locating Outside Candidates

1 Recruiting via the Internet On Demand Recruiting

Services (ODRS)
5
2 Advertising
6 College Recruiting
Referrals and Walk-ins, Job
3 Employment Agencies 7 Fairs

4 Outsourcing

© 2008 Prentice Hall, Inc. All rights reserved. 5–13

Outside Sources of Candidates (cont’d)
• Recruiting via the Internet
 Advantages
 Cost-effective way to publicize job openings
 More applicants attracted over a longer period
 Immediate applicant responses
 Online prescreening of applicants
 Links to other job search sites
 Automation of applicant tracking and evaluation
 Disadvantages
 Exclusion of older and minority workers
 Excessive number of unqualified applicants
 Personal information privacy concerns of applicants

© 2008 Prentice Hall, Inc. All rights reserved. 5–14

Advertising for Outside Candidates
• The Media Choice
 Selection of the best medium depends on the
positions for which the firm is recruiting.
 Newspapers: local and specific labor markets
 Trade and professional journals: specialized
employees
 Internet job sites: global labor markets
• Effective Ads
 Create attention, interest, desire, and action (AIDA).
 Create a positive impression of the firm.

© 2008 Prentice Hall, Inc. All rights reserved. 5–15

 Employment Agencies

Types of
Employment
Agencies

Public Nonprofit Private

Agencies Agencies Agencies

© 2008 Prentice Hall, Inc. All rights reserved. 5–16

FIGURE 5–12 Best Recruiting Sources

Percentage of employers reporting best-performing

Note: Survey of 2,294 organizations. sources for hiring without regard to cost, 2004.
Source: Workforce Management, December 2004, p. 98.
© 2008 Prentice Hall, Inc. All rights reserved. 5–17
© 2008 Prentice Hall, Inc. All rights reserved. 5–18
Trend shaping HR: Digital and Social Media

(LinkedIN, TWITTER, FACEBOOK…...)

© 2008 Prentice Hall, Inc. All rights reserved. 5–19

 Recruiting A More Diverse Workforce

Single Parents

The Disabled Older Workers

Minorities and
Welfare-to-Work
Women

© 2008 Prentice Hall, Inc. All rights reserved. 5–20

From you experiences/understanding-

Which of the recruitment methods are the

most effective and why?

5–21
 Developing and Using Application Forms

Uses of Application
Information

Applicant’s Applicant’s Applicant’s Applicant’s

education and progress and employment likelihood of
experience growth stability success

© 2008 Prentice Hall, Inc. All rights reserved. 5–22

 Application Forms and the Law

Education
Achievements

Housing Arrest
Arrangements Record

Areas of Personal
Information Notification in
Marital
Case of
Status
Emergency

Physical Memberships in
Handicaps Organizations

© 2008 Prentice Hall, Inc. All rights reserved. 5–23

• Finally…..Do you agree that Company branding
is very much important for smart
recruiting?????

5–24
FIGURE 5–11 Guidelines for Using Temporary Employees

1. Do not train your contingent workers. Ask their staffing agency to handle training.
2. Do not negotiate the pay rate of your contingent workers. The agency should
set pay.
3. Do not coach or counsel a contingent worker on his/her job performance.
Instead, call the person’s agency and request that it do so.
4. Do not negotiate a contingent worker’s vacations or personal time off. Direct
the worker to his or her agency.
5. Do not routinely include contingent workers in your company’s employee
functions.
6. Do not allow contingent workers to utilize facilities intended for employees.
7. Do not let managers issue company business cards, nameplates, or employee
badges to contingent workers without HR and legal approval.
8. Do not let managers discuss harassment or discrimination issues with
contingent workers.
9. Do not discuss job opportunities and the contingent worker’s suitability for
them directly. Instead, refer the worker to publicly available job postings.
10. Do not terminate a contingent worker directly. Contact the agency to do so.

Source: Adapted from Bohner and Selasco, “Beware the Legal

Risks of Hiring Temps,” Workforce, October 2000, p. 53.
© 2008 Prentice Hall, Inc. All rights reserved. 5–25
 Chapter 6:
Employee testing and Selection
 Who decides
 How
 The tools:
 Assessment centers  Traditional Interviews
 Psychometric testing  Telephone Interviews
 Psychological assessments  Pre-screening Tools
 Behavioural interviews
 Panel Interviews
 Role playing
 Work samples

 Training the interviewers

Class 3: Attraction, Recruitment,

Instructor: Alex Gallacher MBA, CHRE, ICD.D Selection & Integration
 Selection and Integration

• Topics to avoid
• Communicating decisions:
 Who
 How
 Reserve Candidates
 Timing

• Integration:
 Builds on the traditional orientation
 Significant area for potential improvement
 Interdependencies
 Links to performance, development, training & comp

Class 3: Attraction, Recruitment,

Instructor: Alex Gallacher MBA, CHRE, ICD.D Selection & Integration
 Employee testing and Selection
Why Careful Selection is Important
The Importance of
Selecting the Right
Employees

Costs of Legal
Organizational
Recruiting and Obligations and
Performance
Hiring Liability

© 2008 Prentice Hall, Inc. All rights reserved. 6–28

Using Tests at Work
• Major Types of Tests
 Basic skills tests

 Job skills tests

 Psychological tests

• Why Use Testing?

 Increased work demands = more testing

 Screen out bad/poor or dishonest employees

 Reduce turnover by personality profiling

© 2008 Prentice Hall, Inc. All rights reserved. 6–29

 Types of Tests

What Tests
Measure

Cognitive Motor and Personality

(Mental) Physical and Achievement
Abilities Abilities Interests

© 2008 Prentice Hall, Inc. All rights reserved. 6–30

FIGURE 6–6 Sample Personality Test Items

Source: Elaine Pulakos, Selection Assessment

Methods, SHRM Foundation, 2005, p. 9.

Reprinted by
permission of Society
for Human Resource
Management via Copyright
Clearance Center.

© 2008 Prentice Hall, Inc. All rights reserved. 6–31

 The “Big Five”

Extraversion

Emotional Stability/
Conscientiousness
Neuroticism

Openness to
Agreeableness
Experience

© 2008 Prentice Hall, Inc. All rights reserved. 6–32

The “Big Five”
• Neuroticism-poor emotional adjustment,
anxiety,
• Extraversion: Sociable, active energy, zeal.
• Openness to experience: nonconforming,
unconventional,
• Agreeableness: trusting complaint, caring and
gentle.
• Conscientiousness: achievement and
dependability

© 2008 Prentice Hall, Inc. All rights reserved. 6–33

 Work Samples and Simulations

Measuring Work
Performance Directly

Miniature
Video-Based
Work Job Training
Situational
Samples and
Testing
Evaluation

6–34
 Background Investigations and
Reference Checks
• Investigations and Checks
 Reference checks
 Background employment checks
 Criminal records
 Driving records
 Credit checks

• Why?
 To verify factual information provided by applicants.
 To uncover damaging information.

6–35
Background Investigations and
Reference Checks (cont’d)

Former Employers

Current Supervisors

Sources of Commercial Credit

Rating Companies
Information

Written References

Social Networking Sites

6–36
Honesty Testing Programs:
What Employers Can Do
• Antitheft Screening Procedure:
 Ask blunt questions.
 Listen, rather than talk.
 Do a credit check.
 Check all employment and personal references.
 Use paper-and-pencil honesty tests and
psychological tests.
 Test for drugs.

6–37
Physical Examination
• Reasons for preemployment medical
examinations:
 To verify that the applicant meets the physical
requirements of the position.
 To discover any medical limitations to be taken into
account in placing the applicant.
 To establish a record and baseline of the applicant’s
health for future insurance or compensation claims.
 To reduce absenteeism and accidents.
 To detect communicable diseases that may be
unknown to the applicant.

6–38