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    Fatima - 346 - 3052 - 1 - Lecture 4

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    Rajib Ali bhutto
    The document discusses techniques for workforce planning and recruiting, including forecasting personnel needs, succession planning, and using internal and external sources for candidates. Workforce planning involves deciding future positions and how to fill them, while recruiting aims to attract applicants to fill open positions.

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    © All Rights Reserved
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    Fatima - 346 - 3052 - 1 - Lecture 4

    Uploaded by

    Rajib Ali bhutto
    8 views26 pages
    The document discusses techniques for workforce planning and recruiting, including forecasting personnel needs, succession planning, and using internal and external sources for candidates. Workforce planning involves deciding future positions and how to fill them, while recruiting aims to attract applicants to fill open positions.

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    Human resources management

    Original Title

    Fatima_346_3052_1_lecture 4

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    The document discusses techniques for workforce planning and recruiting, including forecasting personnel needs, succession planning, and using internal and external sources for candidates. Workforce planning involves deciding future positions and how to fill them, while recruiting aims to attract applicants to fill open positions.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    8 views26 pages

    Fatima - 346 - 3052 - 1 - Lecture 4

    Uploaded by

    Rajib Ali bhutto
    The document discusses techniques for workforce planning and recruiting, including forecasting personnel needs, succession planning, and using internal and external sources for candidates. Workforce planning involves deciding future positions and how to fill them, while recruiting aims to attract applicants to fill open positions.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 26

    5 Personnel Planning

    and Recruiting
    Human Resource Management
    14th Edition, Global Edition

    4-

    Gary Dessler

    Copyright © 2015 Pearson Education Ltd.


    5-1
    Learning Objectives

    1. Explain the main techniques used in


    employment planning and forecasting.
    2. Explain and give4-examples for the
    need for effective recruiting.
    3. Name and describe the main internal
    sources of candidates.

    Copyright © 2015 Pearson Education Ltd. 5-2


    Learning Objectives

    4. List and discuss the main outside


    sources of candidates.
    5. Explain how to recruit a more diverse
    4-
    workforce.
    6. Developing and Using Application
    Forms: Discuss practical guidelines for
    obtaining application information.

    Copyright © 2015 Pearson Education Ltd. 5-3


    Workforce Planning and Forecasting

    • Workforce planning ideally precedes


    recruitment and selection
    4-
    o Differs from succession planning

    Copyright © 2015 Pearson Education Ltd.


    5-4
    Workforce Planning and Forecasting

    • Strategy and workforce planning (Figure 5.2)

    4-

    5-5
    workforce (or employment or personnel) planning

    The process of deciding what positions the firm will have to


    fill, and how to fill them.

    4-

    Copyright © 2015 Pearson Education,


    5-6
    Inc.
    Workforce Planning and Forecasting

    • Forecasting personnel
    needs (labor demand)

    4-
    o Trend analysis
    o Ratio analysis
    o The scatter plot

    Copyright © 2015 Pearson Education Ltd. 5-7


    Trend analysis
    Study of a firm’s past employment needs over
    a period of years to predict future needs.

    Ratio analysis
    A forecasting technique for determining future
    staff needs by using ratios between, for
    example, sales volume and number of
    employees needed. 4-

    Scatter plot
    A graphical method used to help identify the
    relationship between two variables.

    Copyright © 2015 Pearson Education,


    5-8
    Inc.
    Forecasting the Supply of Inside
    Candidates

    • Manual systems and replacement charts


    • Computerized skills inventories
    • Markov analysis 4-

    Copyright © 2015 Pearson Education Ltd. 5-9


    Personnel replacement charts

    Company records showing present performance and promotability of


    inside candidates for the most important positions.

    Position replacement card


    A card prepared for each position in a company to show possible
    replacement candidates and their qualifications.
    4-
    Markov analysis
    Employers also use a mathematical process known as Markov
    analysis (or “transition analysis”) to forecast availability of internal job
    candidates.

    Copyright © 2015 Pearson Education,


    5-10
    Inc.
    4-

    Copyright © 2015 Pearson Education,


    5-11
    Inc.
    Forecasting the Supply of Outside
    Candidates

    • Unemployment rates
    • The monthly monitor4-
    India Employment index
    • College Admission
    trends
    • Internet Websites
    Copyright © 2015 Pearson Education Ltd. 5-12
    Predictive Workforce Monitoring’s Role
    in Talent Management

    • Paying continuous attention to workforce planning


    issues 4-
    • The staffing department works with the firm’s
    business heads twice a year to assess workforce
    needs—both immediate and up to 2 years in the
    future.

    Copyright © 2015 Pearson Education Ltd. 5-13


    Developing an Action plan to Match
    Projected Labor supply and Labor demand

    This lays out the employer’s projected workforce


    demand–supply gaps, as well as staffing plans for filling
    the necessary positions.
    4-

    Copyright © 2015 Pearson Education Ltd. 5-14


    Succession Planning

    The ongoing process of systematically identifying,


    assessing, and developing organizational leadership to
    enhance performance.
    4-

    Copyright © 2015 Pearson Education,


    5-15
    Inc.
    Succession Planning

    • Developing workforce plans for the company’s top


    positions.
    • It entails three steps: identify key needs, develop inside
    4-
    candidates, and assess and choose those who will fill the
    key positions.

    Copyright © 2015 Pearson Education Ltd. 5-16


    4-

    Copyright © 2015 Pearson Education,


    5-17
    Inc.
    Why Effective Recruiting Is Important

    • The need for effective recruiting


    • What makes recruiting a challenge?
    • The Recruiting pyramid
    • Organizing how you recruit
    • The supervisor’s role 4-

    Copyright © 2015 Pearson Education Ltd. 5-18


    Employee Recruiting

    • Finding and/or attracting applicants for the employer’s open positions.


    • If only two candidates apply for two openings, you may have little choice
    but to hire them. But if 10 or 20 applicants appear, you can use
    techniques like interviews and tests
    4- to screen out all but the best.

    Copyright © 2015 Pearson Education,


    5-19
    Inc.
    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.

    4-

    Copyright © 2015 Pearson Education,


    5-20
    Inc.
    Internal Sources of Candidates

    • Using internal sources


    • Finding internal candidates
    • Job Postings 4-

    • Rehiring

    Copyright © 2015 Pearson Education Ltd.


    5-21
    Filling open positions with inside candidates has advantages

    • Already know about strength and weakness of employee.


    • Current employees may also be more committed to the company
    • Morale and engagement may rise if employees see promotions as
    rewards for loyalty and competence.
    4-
    • Inside candidates should require less orientation and (perhaps)
    training than outsiders.
    • External hires tend to come in at higher salaries than do those
    promoted internally.

    Copyright © 2015 Pearson Education,


    5-22
    Inc.
    Hiring from within4-can also backfire.

    Copyright © 2015 Pearson Education,


    5-23
    Inc.
    4-

    Copyright © 2015 Pearson Education,


    5-24
    Inc.
    Job posting

    • Publicizing an open job to employees (often by literally posting it on bulletin


    boards) and listing its attributes, like qualifications, supervisor, working
    schedule, and pay rate.
    • provide career-oriented appraisals; have
    4- a formal job-posting system; see
    that your employees have access to the training they need; and balance
    your desire to keep good employees with the benefits of helping them learn
    of and apply for other positions in your company.

    Copyright © 2015 Pearson Education,


    5-25
    Inc.
    4-

    Copyright © 2015 Pearson Education,


    5-26
    Inc.

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