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Chapter 4. Personnel Planning and Recruiting. What You Should Be Able to Do. Explain the main techniques used in employment planning and forecasting Name and describe the main internal sources of candidates List and discuss the main outside sources of candidates

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Chapter 4

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    1. Chapter 4 Personnel Planning and Recruiting

    2. What You Should Be Able to Do • Explain the main techniques used in employment planning and forecasting • Name and describe the main internal sources of candidates • List and discuss the main outside sources of candidates • Explain how to recruit a more diverse workforce • Develop an application blank

    3. Steps in Recruitment and Selection Process Employment planning and forecasting Recruiting builds pool of candidates Applicants complete application form Selection tools like tests screen out most applicants Supervisors and others interview final candidates to make final choice

    4. EMPLOYMENT PLANNING AND FORECASTING Definition • Employment or personnel planning is the process of deciding what positions the firm will have to fill, and how to fill them. • Also known as HR Planning

    5. How to Forecast Personnel Needs • Project revenues first then estimate the size of the staff required to achieve it • Staffing plans also must reflect: • Projected turnover • Quality and skills of your employees • Strategic decisions • Technological and other changes • Financial resources

    6. Methods to Predict Employment Needs • Trend analysis • Ratio analysis • Scatter plot • Managerial judgment plays a big role

    7. Using Computers to Forecast Personnel Requirements Definition • Computerized forecast • Determination of future staff needs by projecting sales, volume of production, and personnel required to maintain this volume of output, using software packages

    8. Forecasting the Supply of Inside Candidates Definition • Qualifications inventories • Manual or computerized records listing employees’ education, career and development interests, languages, special skills, and so on, to be used in selecting inside candidates for promotion

    9. Markov Analysis Boxes represent % chance remain in job after one year or leave

    10. Markov Analysis Supply Analysis

    11. Manual Systems and Replacement Charts • Personnel inventory & development record help track employee qualifications • Personnel replacement charts are often used for filling a company’s top positions

    12. Forecasting the Supply of Inside Candidates Definition • Personnel replacement charts • Company records showing present performance and promotability of inside candidates for the most important positions

    13. Forecasting the Supply of Inside Candidates Definition • Position replacement card • A card prepared for each position in a company to show possible replacement candidates and their qualifications

    14. Work experience codes Product knowledge Industry experience Formal education Training courses Foreign language skills Relocation limitations Career interests Performance appraisals Skills Computerized Information Systems

    15. Management Replacement Chart

    16. The Matter of Privacy • Several things make it important to protect employee information: • Computerized information systems • Network access makes this information available • Legislation • Federal Privacy Act of 1974 • New York Personal Privacy Act of 1985 • Access matrices may help

    17. Forecasting the Supply of Outside Candidates • Monitoring general economic conditions • Business Week, Fortune, Economist and Wall Street Journal • U.S. Government

    18. New hires Offers made (2 : 1) Interviewed (3 : 2) Invited (4 : 3) Leads generated (6 : 1) Effective Recruiting: The Yield Pyramid

    19. Internal Sources of Candidates • No substitute for knowing a candidate’s strengths and weaknesses • Inside candidates may be more committed to the company and can increase morale • Can backfire • Can promote inbreeding

    20. Finding Candidates • Position Requisition must be OKed • Job posting • publicizing the open job to employees and listing its attributes like qualifications, supervisor, work schedule, and pay rate • Rehiring former employees • an option today due to the tight labor market

    21. Finding Internal Candidates • Succession planning: ensuring a suitable supply of successors for future senior jobs • Planning includes: • Determine projected need • Audit current talent • Planning career paths • Career counseling • Accelerated promotions • Performance related training • Planned strategic recruitment • Filling

    22. Outside Sources of Candidates • Advertising – the advertising media and ad content • Select the best media – local paper, WSJ, TV, or internet depending on the position

    23. Outside Sources of Candidates American Psychologist THE WALL STREET JOURNAL

    24. Ad Construction • Use the AIDA guide (attention, interest, desire, and action) to construct ads • Be creative - use of ad agencies might help develop and promote a companies image

    25. Employment Agencies • Types of agencies: • Public agencies and non profit • Private agencies

    26. How to Avoid Problems With Employment Agencies • Provide full and accurate job description • Specify the screening tools to use • Review data on candidates accepted or rejected by your firm and by the agency • Develop a long-term relationships with one or more agencies • Screen the agency

    27. Temp Agencies • Alternative staffing often used to supplement a permanent workforce • One year 100,000 people found temp work in engineering, science and management support

    28. Guidelines for Success • Dehumanized • Insecure • Worried • Misled • “Underemployed” • Angry • Some temp workers felt

    29. Guidelines for Temp Workers • Honest information • Policies for fair treatment • Use independent contractors and permanent part-time workers • Consider impact on permanent workers • Provide training and orientation • Beware of legal snares in your payroll decisions

    30. Policies to Use With Agencies • Invoicing • Time sheets • Temp-to-perm policy • Recruitment of and benefits for temp employees • Dress code • EEO statement • Job description information

    31. Executive Recruiters • Headhunters • Special employment agencies used to seek out top management and technical talent • Internet databases have shortened time required to find talent • Online executive recruiting firm futurestep

    32. Tips on Choosing a Recruiter • Ask about the cost • Be sure you can trust them with privileged information • Talk to prior clients • Can they conduct a thorough search? • Meet individual who will handle the search

    33. Outside Hiring • College recruiting goals are: • Attract good candidates • Cull candidates for further consideration • Onsite visits • Internships • Referrals and walk-ins

    34. Campus Interview Report Name of person interviewed Applying for position Department Qualifications Excellent Satisfactory Poor Communication Education Related Experience Interpersonal Skills Problem Solving Skills Adaptable to change Comments: Completed by

    35. Recruiting on the Net • Many companies are turning to the Internet as a recruiting tool • Corporate and employment web pages are one approach • Internet recruiting is cost effective and timely careerbuilder

    36. Network Recruiting Resources • Visit these sites.

    37. Internet Recruiting • While may have 5 million online resumes there may be 2-3x that on the internet • Go to • Conduct searches for specific areas and talents • Tripod and Yahoo also search resume databases for locating possible employees

    38. Recruiting High-tech • GE medical is an industry leader which illustrates the best practices of recruiting high-tech workers • GE medical applies benchmarked purchasing techniques to dealing with recruiters • Recruitsoft powers enterprise recruiting

    39. Recruiting a More Diverse Workforce • Recruiting single parents – you must understand their concerns • Older workers – 80% of baby boomers will work beyond retirement age • Check policies – don’t force oldsters to leave • Use flexible work options • Remake suitable jobs • Offer customized benefit plans

    40. Older Workers As a Source of Candidates • Supply and demand • Retirees will double to 4 million • Fewer young people entering the workforce • Practicality • Physical and cognitive abilities • Drop in absenteeism

    41. Recruiting a More Diverse Workforce • Recruiting minorities and women – formulate comprehensive plans • Welfare-to-work – the key is training • Searching globally – many global companies actively recruit foreign nationals

    42. Developing Application Forms • Application forms provide 4 types of info Does candidate have the necessary education or experience ? Provides applicants previous progress and growth Provides previous work record to assess the applicants suitability Application data can determine if applicant will succeed

    43. Developing Application Forms • Must NOT have questions in an application form to be EEO compliant • Education dates • Arrest record • Relationship of a “notify in case of emergency” • Membership in organizations • Physical handicaps • Marital status • Housing status

    44. Sample Applications • Governor's Job Bank • South Carolina State Government Application for Employment • Federal Employment Application

    45. Applications to Predict Job Performance • Much like screening, some firms use job applications as a tool to predict future performance • They conduct statistical studies to find relationships between responses and success • Risk here is asking overly intrusive question

    46. Summary of Chapter • Steps in recruitment and selection process • Employment planning and forecasting • How to forecast personnel needs • Methods to predict employment needs

    47. Summary of Chapter (Cont.) • Using computers to forecast personnel requirements • Forecasting the supply of inside candidates • Computerized information systems • Management replacement chart

    48. Summary Slide (Cont.) • Forecasting the supply of outside candidates • Effective recruiting: the yield pyramid • Internal sources of candidates • Finding internal candidates • Outside sources of candidates

    49. Summary Slide (Cont.) • Employment agencies • How to avoid problems with employment agencies • Temp agencies • Guidelines for success • Guidelines for temp workers • Policies to use with agencies

    50. Summary Slide (Cont.) • Executive recruiters • Tips on choosing a recruiter • Outside hiring • Internet recruiting • Recruiting high-tech • Recruiting a more diverse workforce • Older workers as a source of candidates