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  • Chapter 5: Personnel Planning & Recruitment1) Decide what positions youll have to fill through personnel planning and forecasting.2) Build a pool of candidates for these jobs by recruiting internal or external candidates.3) Have candidates complete application forms and perhaps undergo an initial screening interview.4) Use selection techniques like tests, background investigations, and physical exams to identify viable candidates.5) Decide who to make an offer to, by having the supervisor and perhaps others on the team interview the candidates.

  • Steps in Recruitment and Selection ProcessThe recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

  • Planning and ForecastingEmployment or personnel planningThe process of deciding what positions the firm will have to fill, and how to fill them.Succession planningThe process of deciding how to fill the companys most important executive jobs.What to forecast?Overall personnel needsThe supply of inside candidatesThe supply of outside candidates

  • Determining the Relationship Between Hospital Size and Number of NursesHow many nurses should we hire?

  • Forecasting the Supply of Inside CandidatesQualifications inventoriesHuman Resource Information System (HRIS)Manual or computerized records listing employees:Education levelCareer & development interestsExperienceProduct/Service knowledgeLanguagesSpecial skills

    To be used in selecting inside candidates for promotion.

  • Forecasting the Supply of Outside CandidatesFactors impacting the supply of outside candidatesGeneral economic conditionsExpected unemployment rateSources of informationPeriodic forecasts in business publicationsOnline economic projectionsU.S. Congressional Budget Office (CBO)Bureau of Labor StatisticsU.S. Department of Labor: O*NetOther federal agencies

  • Effective RecruitingExternal factors affecting recruiting:Looming undersupply of workersLessening of the trend in outsourcing of jobsIncreasingly fewer qualified candidatesInternal factors affecting recruiting:The consistency of the firms recruitment efforts with its strategic goalsThe available resources, types of jobs to be recruited and choice of recruiting methodsNonrecruitment HR issues and policiesLine and staff coordination and cooperation

  • Effective Recruiting (contd)Centralizing recruitment

    Advantages:Strengthens employment brandEase in applying strategic principlesReduces duplication of HR activiitesReduces the cost of new HR technologiesBuilds teams of HR expertsProvides for better measurement of HR performanceAllows for the sharing of applicant pools

  • Measuring Recruiting EffectivenessWhat to measure and how to measureHow many qualified applicants were attracted from each recruitment source?Assessing both the quantity and the quality of the applicants produced by a source.High performance recruitingApplying best-practices management techniques to recruiting.Using a benchmarks-oriented approach to analyzing and measuring the effectiveness of recruiting efforts such as employee referrals.

  • Recruiting Yield PyramidRecruiting yield pyramidThe historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted.

  • Internal Sources of Candidates: Hiring from WithinAdvantagesForeknowledge of candidates strengths and weaknessesMore accurate view of candidates skillsCandidates have a stronger commitment to the companyIncreases employee moraleLess training and orientation requiredDisadvantagesFailed applicants become discontentedTime wasted interviewing inside candidates who will not be consideredInbreeding of the status quo

  • Finding Internal CandidatesJob postings (e.g., web, newsletters, bulletin boards)Rehiring former employees (pros and cons)Succession planning (for higher levels in the organization)

  • Outside Sources of CandidatesAdvertisingThe Media: selection of the best medium depends on the positions for which the firm is recruiting.Newspapers (local and specific labor markets)Trade and professional journalsInternet job sites Marketing programsConstructing an effective adWording related to job interest factors should evoke the applicants attention, interest, desire, and action (AIDA) and create a positive impression of the firm.

  • Outside Sources of Candidates (contd)Employment agencies (public, private)Temporary agencies.Benefits of Temps:Paid only when workingMore productiveNo recruitment, screening, and payroll administration costs Costs of TempsFees paid to temp agenciesLack of commitment to firm

  • Temp Agencies and Alternative StaffingBenefits of TempsPaid only when workingMore productiveNo recruitment, screening, and payroll administration costs Costs of TempsFees paid to temp agenciesLack of commitment to firm

  • Offshoring/Outsourcing White-Collar and Other JobsSpecific issues in outsourcing jobs abroadPolitical and military instabilityLikelihood of cultural misunderstandingsCustomers security and privacy concernsForeign contracts, liability, and legal concernsSpecial training of foreign employeesCosts associated with companies supplying foreign workers

  • Outside Sources of Candidates (contd)Executive recruiters (headhunters)Special employment agencies retained by employers to seek out top-management talent for their clients.Contingent-based recruiters collect a fee for their services when a successful hire is completed.Retained executive searchers are paid regardless of the outcome of the recruitment process.Internet technology and specialization trends are changing how candidates are attracted and how searches are conducted.

  • Outside Sources of Candidates (contd)College recruitingRecruiting goalsTo determine if the candidate is worthy of further considerationTo attract good candidatesOn-site visitsInvitation lettersAssigned hostsInformation packagePlanned interviewsTimely employment offerFollow-upInternships

  • Outside Sources of Candidates (contd)Employee referralsApplicants who are referred to the organization by current employeesReferring employees become stakeholders.Referral is a cost-effective recruitment program.Referral can speed up diversifying the workforceWalk-insDirect applicants who seek employment with or without encouragement from other sources.Courteous treatment of any applicant is a good business practice.

  • Outside Sources of Candidates (contd)Recruiting via the InternetMore firms and applicants are utilizing the Internet in the job search process.Advantages of Internet recruitingCost-effective way to publicize job openingsMore applicants attracted over a longer periodImmediate applicant responsesOnline prescreening of applicantsLinks to other job search sitesAutomation of applicant tracking and evaluation

  • Example Recruitment Web Sites

  • Issues in Recruiting a More Diverse WorkforceSingle parentsProviding work schedule flexibility.Older workersRevising polices that make it difficult or unattractive for older workers to remain employed.Recruiting minorities and womenUnderstanding recruitment barriers.Formulating recruitment plans.Instituting specific day-to-day programs.

  • Issues in Recruiting a More Diverse Workforce (contd)Welfare-to-workDeveloping pre-training programs to overcome difficulties in hiring and assimilating persons previously on welfare.The disabledDeveloping resources and policies to recruit and integrate disable persons into the workforce.