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Human Resource

ManagementTWELFTH EDITION

G A R Y D E S S L E R

B I J U V A R K K E Y

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of HumanResource Management, 12/e

Personnel Planning and RecruitingChapter 5

Part 2 | Recruitment and Placement


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Authorized adaptation from the United States edition of HumanResource Management, 12/e52

The Recruitment and Selection Process

1. Decide what positions to fill throughpersonnel

planning and forecasting.

2. Build a candidate pool by recruitinginternal or external

candidates.

3. Have candidates complete application formsandundergo initial screening interviews.

4. Use selection toolsto identify viable candidates.

5. Decide who to make an offer to, by having the

supervisor and others interviewthe candidates.


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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.


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FIGURE 52 Linking Employers Strategy to Plans


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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 companysmost important executive jobs.

What to Forecast?

Overall personnel needs The supply of inside candidates

The supply of outside candidates


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Authorized adaptation from the United States edition of Human

Resource Management, 12/e56

Forecasting Personnel Needs

Trend Analysis Scatter Plotting

Forecasting

Tools

Ratio Analysis


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FIGURE 53

Determining the

Relationship

Between Hospital

Size and Numberof 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


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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 rewardmanagers 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.


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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.


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FIGURE 54

Management

Replacement

Chart Showing

DevelopmentNeeds of

Potential Future

Divisional Vice

Presidents


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Forecasting the Supply of

Inside Candidates

Manual

Systems andReplacement

Charts

Qualification

Inventories

ComputerizedInformation

Systems


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The Matter of Privacy

Ensuring the Security of HR Information

Access to records and employee privacy


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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


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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 performanceAllows for sharing of applicant pools


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Internal Candidates: Hiring from Within

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

Failed applicants become

discontented

Time wasted interviewing

inside candidates who will

not be considered Inbreeding strengthens

tendency to maintain the

status quo.

Advantages Disadvantages


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Outside Sources of Candidates

1

2

3

4

5

Advertising

Recruiting via the Internet

Employment Agencies

Temp Agencies and Alternative

Staffing

Offshoring/Outsourcing

6

7

8

9

On Demand Recruiting

Services (ODRS)

Executive Recruiters

College Recruiting

Referrals and Walk-ins

Locating Outside Candidates


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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


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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: specializedemployees

Internet job sites: global labor markets

Effective Ads

Create attention, interest, desire, and action (AIDA).

Create a positive impression of the firm.


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Employment Agencies

Government

Employment

Exchanges

Private

Agencies

Types of Employment

Agencies

Nonprofit

Agencies


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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.


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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


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FIGURE 59 Things Managers Should Avoid When Supervising Temp Employees

Source:Adapted from Bohner and Selasco, Beware the Legal

Risks of Hiring Temps, Workforce, October 2000, p. 53.

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.


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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 theagency 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.


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Executive Recruiters (Headhunters)

Contingent-based recruiters

Retained executive searchers

Internet technology and specialization trends

Guidelines for Choosing a Recruiter1. 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.


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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


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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.


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Improved Productivity Through HRIS:

An Integrated Technology Approach to Recruiting

Requisition Management System

Integrated Recruiting Solution

Screening Services

Hiring Management

Integrated EmployeeRecruitment System


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Recruiting A More Diverse Workforce

Single Parents

Older Workers

Welfare-to-Work Minorities andWomen

The Disabled


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Developing and Using Application Forms

Applicants

education and

experience

Applicants

likelihood of

success

Applicants

progress and

growth

Uses of Application

Information

Applicants

employment

stability


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Resource Management, 12/e

FIGURE 513

Employment

Application

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