Human Resource Management

1
ELEVENTH EDITION

GARY DESSLER

Part 2 | Recruitment and Placement

Chapter 5

Personnel Planning and Recruiting

2008 Prentice Hall, Inc. All rights reserved. www.bzupages.com PowerPoint Presentation by Charlie Cook The University of West Alabama

HRP
The process by which management determines how an organization should move from its current manpower position to its desired manpower position . Through it management strives to have the right number and the right kind of people at the right place, at the right time; doing things, which result in maximum long range benefit of both the organization and the individual. Objectives: To ensure optimum use of existing Human resources To forecast future requirements for human resources To link human resource planning with Orgn planning
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HRP
Objectives: To assess surplus and shortage of Human resources To determine levels of recruitment and training. To estimate the cost of Human resources

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HRP
Process Of Human Resource Planning: 1. Analyzing Organizational Plans 2. Forecasting demand for Human resources 3. Forecasting Supply of Human resources 4. Estimating Manpower Gaps 5. Action Planning

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Process Of Human Resource Planning: 1. Analyzing Organizational Plans 2. Forecasting demand for Human resources 3. Forecasting Supply of Human Resources 4. Estimating Manpower Gaps 5. Action Planning

2008 Prentice Hall, Inc. All rights reserved.

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Process Of Human Resource Planning: 1. Analyzing Organizational Plans

Plans concerning technology, production, expansion, diversification etc give an idea about the volume of future work activity

2. Forecasting demand for Human resources

On the basis of corporate plans and future activity, future manpower requirement is anticipated. Trend Analysis- Study of firms past employment needs over a Analysisperiod of years to predict future needs. Ratio analysis- Forecasting technique for determining future staff analysisneeds by using ratios, eg:-between sales volume and sales eg: executives Scatter Plot-Graphical method used to identify relationship Plotbetween 2 variables.g
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Process Of Human Resource Planning: 3. Forecasting Supply of Human Resources * 2 sources of supply- Internal & External supplyQualification Inventories 4. Estimating Manpower Gaps By comparing demand forecasts and supply forecasts Either deficit or surplus * HR(recruitment/termination/ redeployment/ training)

5. Action Planning

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Employee Recruiting -Finding and/or attracting applicants for the employers open positions. Why recruiting is Important? Recruiting Complexities:
1. 2. 3. 4. 5. Recruitment efforts should make sense in terms of Organizations strategic plans Selection of appropriate method, depending on the type of job you are recruiting for Emphasize on recruitment success factors/policies Pre-screeningPre-screening-Listing job requirements in Ad, Realistic preview of job on the initial call/contact Poor diversity reputation needs to be taken care of- Project the ofright message.
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Evaluating Recruiting Effectiveness

What to Measure

How to Measure

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Recruiting Yield Pyramid (Calculating the no. of Candidates)

 Recruiting yield pyramid

The 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 Within

Advantages
 Foreknowledge of

Disadvantages
 Failed applicants

 

 

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

become discontented  Time wasted interviewing inside candidates who will not be considered  Inbreeding of the status quo

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Finding Internal Candidates

Job Posting

Rehiring Former Employees

Hiring from Within

Succession Planning

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Finding Internal Candidates

Job posting
 Publicizing an open job to employees (often by

literally posting it on bulletin boards) and listing its attributes. attributes.  Qualifications Inventory

Rehiring former employees

 Advantages:

are known qualities. qualities.  They know the firm and its culture.  Disadvantages:  Rehiring may sent the wrong message to current employees about how to get ahead.
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Finding Internal Candidates (contd)

Succession planning
 The process of ensuring a suitable supply of

successors for current and future senior or key jobs.

Succession planning steps:

 Identifying and analyzing key jobs.  Creating and assessing candidates.  Selecting those who will fill the key positions.

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Employment Agencies

Types of Employment Agencies

Public Agencies

Nonprofit Agencies

Private Agencies

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Offshoring/Outsourcing White-Collar Whiteand Other Jobs

Political and Military Instability

Resentment and anxiety of U.S. employees/unions

Cultural Misunderstandings

Costs of foreign workers

Main Issues

Customers security and privacy concerns

Special training of foreign employees

Foreign contracts, liability, and legal concerns

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Recruiting A More Diverse Workforce

Single Parents

The Disabled

Older Workers

Welfare-to-Work

Minorities and Women

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Developing and Using Application Forms

Uses of Application Information

Applicants education and experience

Applicants progress and growth

Applicants employment stability

Applicants likelihood of success

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Application Forms and the Law

Education Achievements

Housing Arrangements

Arrest Record

Marital Status

Areas of Personal Information

Notification in Case of Emergency

Physical Handicaps

Memberships in Organizations

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KEY TERMS
employment or personnel planning trend analysis ratio analysis scatter plot computerized forecast qualifications inventories personnel replacement charts position replacement card recruiting yield pyramid job posting succession planning alternative staffing on demand recruiting services (ODRS) application form

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