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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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of HumanResource Management, 12/e53
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of HumanResource Management, 12/e54
FIGURE 52 Linking Employers Strategy to Plans
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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of HumanResource Management, 12/e55
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e57
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e58
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e59
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e510
FIGURE 54
Management
Replacement
Chart Showing
DevelopmentNeeds of
Potential Future
Divisional Vice
Presidents
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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e511
Forecasting the Supply of
Inside Candidates
Manual
Systems andReplacement
Charts
Qualification
Inventories
ComputerizedInformation
Systems
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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e512
The Matter of Privacy
Ensuring the Security of HR Information
Access to records and employee privacy
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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e513
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e514
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e516
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e518
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e519
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e520
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e521
Employment Agencies
Government
Employment
Exchanges
Private
Agencies
Types of Employment
Agencies
Nonprofit
Agencies
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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e523
Outside Sources of Candidates (continued)
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e524
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e526
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e527
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e528
Outside Sources of Candidates (continued)
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e529
Outside Sources of Candidates (continued)
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e530
Outside Sources of Candidates (continued)
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e531
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e532
Recruiting A More Diverse Workforce
Single Parents
Older Workers
Welfare-to-Work Minorities andWomen
The Disabled
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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e533
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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Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
FIGURE 513
Employment
Application
Top Related