Chapter 5

Personnel Planning
and Recruiting

Part Two | Recruitment and Placement

Copyright
Copyright ©© 2011
2011 Pearson
Pearson Education,
Education, Inc.
Inc. PowerPoint
PowerPoint Presentation
Presentation by
by Charlie
Charlie Cook
Cook
publishing
publishing as
as Prentice
Prentice Hall
Hall The
The University
University of
of West
West Alabama
Alabama
The Recruitment and Selection Process
1. Decide what positions to fill through personnel planning
and forecasting.
2. Build a candidate pool by recruiting internal or external
candidates.
3. Have candidates complete application forms and
undergo initial screening interviews.
4. Use selection tools to identify viable candidates.
5. Decide who to make an offer to, by having the
supervisor and others interview the candidates.

5–2
FIGURE 5–1 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.

5–3
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
company’s most important executive jobs.
• What to Forecast?
 Overall personnel needs
 The supply of inside candidates
 The supply of outside candidates

5–4
 Forecasting Personnel Needs

Forecasting Tools

Trend analysis Ratio analysis Scatter plotting

5–5
 Forecasting the Supply of
Inside Candidates

Qualification
Inventories

Manual systems and Computerized skills

replacement charts inventories

5–6
Forecasting Outside Candidate Supply
• Factors In Supply of Outside Candidates
 General economic conditions
 Expected unemployment rate

5–7
The Need for Effective Recruiting

Recruiting Challenges

Effectiveness of Effects of Legal requirements

chosen recruiting nonrecruitment associated with
methods issues and policies employment laws

5–8
Effective Recruiting
• External Factors Affecting Recruiting
 Supply of workers
 Outsourcing of white-collar jobs
 Fewer “qualified” candidates

• Other Factors Affecting Recruiting Success

 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
 Employment laws

5–9
Organizing How You Recruit

Advantages of Centralizing Recruiting Efforts

Facilitates Reduces Ensures Fosters effective

strategic duplication of compliance with use of online
priorities HR activities EEO laws recruiting

5–10
Internal Sources of Candidates
Advantages Disadvantages

• Foreknowledge of • Failed applicants become

candidates’ strengths discontented
and weaknesses • Time wasted interviewing
• More accurate view of inside candidates who will
candidate’s skills not be considered
• Candidates have a stronger • Inbreeding strengthens
commitment tendency to maintain the
to the company status quo
• Increases employee
morale
• Less training and
orientation required

5–11
 Finding Internal Candidates

Hiring-from-Within Tasks

Posting open Rehiring former Succession

job positions employees planning (HRIS)

5–12
Outside Sources of Candidates

Locating Outside Candidates

1 Recruiting via the Internet 6 Executive Recruiters

On Demand Recruiting
2 Advertising 7
Services (ODRS)

3 Employment Agencies 8 College Recruiting

Temp Agencies and Alternative

4 9 Referrals and Walk-ins
Staffing

5 Offshoring/Outsourcing

5–13
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
 Unqualified applicants overload the system
 Personal information privacy concerns of applicants

5–14
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: specialized employees
 Internet job sites: global labor markets
• Constructing (Writing) Effective Ads
 Create attention, interest, desire, and action (AIDA).
 Create a positive impression (image) of the firm.

5–15
 Employment Agencies

Types of Employment
Agencies

Public Nonprofit Private

agencies agencies agencies

5–16
Specialized Staffing and Recruiting
• Alternative Staffing
 In-house contingent (casual, seasonal, or temporary) workers
employed by the company, but on an explicit short-term basis.
 Contract technical employees supplied for long-term projects
under contract from outside technical services firms.
• On-Demand Recruiting Services (ODRS)
 Provide short-term specialized recruiting to support specific
projects without the expense of retaining traditional search firms.

5–17
Temp Agencies and Alternative Staffing
• Benefits of Temps
 Increased productivity—paid 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

5–18
 Offshoring and Outsourcing Jobs

Political and military

instability

Resentment and
Cultural
anxiety of U.S.
misunderstandings
employees/unions

Outsourcing/
Offshoring
Customers’ securing
Costs of foreign Issues and privacy
workers
concerns

Foreign contracts,
Special training of
liability, and legal
foreign employees
concerns

5–19
Executive Recruitment
• Executive Recruiters (Headhunters)
 Contingent-based recruiters
 Retained executive searchers
 Internet technology and specialization trends

• Guidelines for Choosing a Recruiter

1. 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. Make sure the recruiter and you agree on what sort of person
you need for the position.
5. Never rely solely on the recruiter to do reference checking.

5–20
College Recruiting
• On-campus recruiting goals • On-site visits
 To determine if the candidate is  Invitation letters
worthy of further consideration  Assigned hosts
 To attract good candidates  Information packages
 Planned interviews
 Timely employment offer
 Follow-up

• Internships

5–21
 Sources of Outside Applicants

Other Sources of Outside Applicants

Employee Military
Walk-ins Telecommuters
referrals personnel

5–22
Employee Referrals and Walk-ins
• 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.

5–23
Developing and Using Application Forms

Uses of Application Form

Information

Applicant’s Applicant’s Applicant’s Applicant’s

education and prior progress employment likelihood of
experience and growth stability success

5–24
Application Forms and the Law
Educational
achievements

Housing Arrest
arrangements record

Areas of
Personal
Marital Information Notification in case
status of emergency

Physical Membership in
handicaps organizations

5–25
Two-Stage Process

Is Applicant Yes Conditional

Qualified? Job Offer

Review application Make conditional job offer

information, personal contingent on meeting all
interview, testing, and “second stage” conditions
do background check

5–26