Chapter5recruiting 120614094444 Phpapp01

Human Resource
Management
TWELFTH EDITION
GARY DESSLER
BIJU VARKKEY
Part 2 | Recruitment and Placement
Chapter 5
Personnel Planning and Recruiting

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
The Recruitment and Selection Process

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.

52
FIGURE 51
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.

53
FIGURE 52
Linking Employers Strategy to Plans

54
Planning and Forecasting

Employment or Personnel Planning
The process of deciding what positions the firm
will have to fill, and how to fill them.
Succession Planning
The process of deciding how to fill the companys
most important executive jobs.
What to Forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates

55
Forecasting Personnel Needs
Forecasting
Tools
Trend Analysis

Ratio Analysis
Scatter Plotting
56
FIGURE 53
Determining the
Relationship
Between Hospital
Size and Number
of Nurses
Note: After fitting the
line, you can project
how many employees
youll need, given your
projected volume.
Size of Hospital
(Number
of Beds)
Number of
Registered
Nurses
200
240
300
260
400
470
500
500
600
620
700
660
800
820
900
860

57
Drawbacks to Traditional Forecasting

Techniques
They focus on projections and historical relationships.
They do not consider the impact of strategic initiatives

on future staffing levels.
They support compensation plans that reward
managers for managing ever-larger staffs.
They bake in the idea that staff increases are
inevitable.
They validate and institutionalize present planning
processes and the usual ways of doing things.
58
Using Computers to Forecast Personnel

Requirements
Computerized Forecasts
Software that estimates future staffing needs by:
Projecting
sales, volume of production, and

personnel required to maintain different volumes
of output.
Forecasting
staffing levels for direct labor, indirect

staff, and exempt staff.
Creating
metrics for direct labor hours and three

sales projection scenariosminimum, maximum,
and probable.

59
FIGURE 54
Management
Replacement
Chart Showing
Development
Needs of
Potential Future
Divisional Vice
Presidents

510
Forecasting the Supply of

Inside Candidates
Qualification
Inventories
Manual
Systems and
Replacement
Charts

Computerized
Information
Systems
511
The Matter of Privacy

Ensuring the Security of HR Information
Access to records and employee privacy

512
Effective Recruiting
External Factors Affecting Recruiting
Supply of workers
Outsourcing of white-collar jobs
Fewer qualified candidates
Other Factors Affecting Recruiting

Consistency of recruitment with strategic goals
Types of jobs recruited and recruiting methods

Nonrecruitment HR issues and policies
Successful prescreening of applicants
Public image of the firm
513
Effective Recruiting (continued)

Advantages of Centralizing Recruitment
Strengthens employment brand
Facilitates applying strategic priorities
Reduces duplication of HR activities
Reduces cost of new HR technologies
Builds teams of HR experts

Provides better measurement of HR performance
Allows for sharing of applicant pools

514
Measuring Recruiting Effectiveness
Evaluating
Recruiting
Effectiveness
What to
Measure

How to
Measure
515
Internal Candidates: Hiring from Within

Advantages
Foreknowledge of
candidates strengths and
weaknesses
More accurate view of
candidates skills
Candidates have a
stronger commitment to the
company
Increases employee
morale
Less training and
orientation required
Disadvantages
Failed applicants become
discontented
Time wasted interviewing
inside candidates who will
not be considered
Inbreeding strengthens
tendency to maintain the
status quo.
516
Finding Internal Candidates
Rehiring Former
Employees
Job Posting
Hiring from
Within
Succession
Planning (HRIS)
517
Outside Sources of Candidates

Locating Outside Candidates
1
Recruiting via the Internet
Executive Recruiters
Advertising
On Demand Recruiting
Services (ODRS)
Employment Agencies
College Recruiting
Temp Agencies and Alternative

Staffing
Referrals and Walk-ins
Offshoring/Outsourcing

518
Outside Sources of Candidates (continued)

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

519
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.

520
Employment Agencies
Types of Employment
Agencies
Government
Employment
Exchanges

Nonprofit
Agencies
Private
Agencies
521

Why Use a Private Employment Agency
No HR department: firm lacks recruiting and
screening capabilities.
To attract a pool of qualified applicants.
To fill a particular opening quickly.
To attract more minority or female applicants.
To reach currently employed individuals who are
more comfortable dealing with agencies.

To reduce internal time devoted to recruiting.
522

Avoiding Problems with Employment Agencies
Provide the agency with accurate and complete job
descriptions.
Make sure tests, application blanks, and interviews
are part of the agencys selection process.

Review candidates accepted or rejected by your firm
or the agency for effectiveness and fairness of

agencys screening process.
Screen agency for effectiveness in filling positions.
Supplement the agencys reference checking by
checking the final candidates references yourself.

523
Temp Agencies and Alternative Staffing

Benefits of Temps
Increased productivitypaid only when working
Allows trial run for prospective employees
No recruitment, screening, and payroll
administration costs
Costs of Temps
Increased labor costs due to fees paid to temp
agencies
Temp employees lack of commitment to the firm

524
Concerns of Temp Employees

Dehumanizing, impersonal, and discouraging treatment
by employers.
Insecurity about employment and pessimism about the
future.
Worry about the lack of insurance and pension benefits.
Being misled about job assignments and whether
temporary assignments are likely to become full-time
positions.
Being underemployed while trying return to the fulltime labor market.
Anger toward the corporate world and its values;
expressed as alienation and disenchantment.
525
FIGURE 59 Things Managers Should Avoid When Supervising Temp 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 persons agency and request that it do so.
4. Do not negotiate a contingent workers vacations or personal time off. Direct
the worker to his or her agency.
5. Do not routinely include contingent workers in your companys 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 workers 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.
526
Working with a Temp Agency
Invoicing. Make sure the agencys invoice fits your companys

needs.
Time sheets. The time sheet is a verification of hours worked and

an agreement to pay the agencys fees.
Temp-to-perm policy. What is the policy if you want to hire a temp

as a permanent employee?
Recruitment of and benefits for temp employees. How does the

agency plan to recruit and what sorts of benefits it will it pay?
Dress code. Specify the attire at each of your offices or plants.
Equal employment opportunity statement. Get a statement from the

agency that it does not discriminate when filling temp orders.
Job description information. Ensure that the agency understands

the job to be filled and the sort of person you want to fill it.

527

Executive Recruiters (Headhunters)
Contingent-based recruiters
Retained executive searchers

Internet technology and specialization trends
Guidelines for Choosing a Recruiter

1. Make sure the firm is capable of conducting a
thorough search.
2. Meet individual who will handle your assignment.
3. Ask how much the search firm charges.

4. Never rely solely on the recruiter to do reference
checking.
528

College Recruiting
On-campus recruiting
goals
To determine if the
candidate is worthy of
further consideration
To attract good
candidates
On-site visits
Invitation letters
Assigned hosts
Information packages
Planned interviews
Timely employment
offer
Follow-up
Internships

529

Employee Referrals
Referring employees become stakeholders.
Referral is a cost-effective recruitment program.
Referral can speed up diversifying the workforce.
Relying on referrals may be discriminatory.
Walk-ins
Seek employment through a personal direct
approach to the employer.

Courteous treatment of any applicant is a good
business practice.
530
Improved Productivity Through HRIS:

An Integrated Technology Approach to Recruiting
Requisition Management System
Integrated Recruiting Solution

Integrated Employee
Recruitment System
Screening Services
Hiring Management

531
Recruiting A More Diverse Workforce

Single Parents
The Disabled
Welfare-to-Work

Older Workers
Minorities and
Women
532
Developing and Using Application Forms

Uses of Application
Information
Applicants
education and
experience
Applicants
progress and
growth

Applicants
employment
stability
Applicants
likelihood of
success
533
FIGURE 513
Employment
Application

534

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Human Resource

Personnel Planning and Recruiting

The Recruitment and Selection Process

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Steps in Recruitment and Selection Process

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Linking Employers Strategy to Plans

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Planning and Forecasting

will have to fill, and how to fill them.

most important executive jobs.

The supply of outside candidates

Forecasting Personnel Needs

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Drawbacks to Traditional Forecasting

They do not consider the impact of strategic initiatives

Using Computers to Forecast Personnel

sales, volume of production, and

staffing levels for direct labor, indirect

metrics for direct labor hours and three

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Forecasting the Supply of

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

The Matter of Privacy

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Fewer qualified candidates

Other Factors Affecting Recruiting

Types of jobs recruited and recruiting methods

Effective Recruiting (continued)

Builds teams of HR experts

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Measuring Recruiting Effectiveness

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Internal Candidates: Hiring from Within

Finding Internal Candidates

Outside Sources of Candidates

Recruiting via the Internet

Temp Agencies and Alternative

Referrals and Walk-ins

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Outside Sources of Candidates (continued)

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

Exclusion of older and minority workers

Excessive number of unqualified applicants

Personal information privacy concerns of applicants

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Advertising for Outside Candidates

positions for which the firm is recruiting.

local and specific labor markets

and professional journals: specialized

job sites: global labor markets

Create a positive impression of the firm.

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Outside Sources of Candidates (continued)

more comfortable dealing with agencies.