Human Resource Management
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ELEVENTH EDITION
GARY DESSLER
Part 2 | Recruitment and Placement
Chapter 5
Personnel Planning and Recruiting
2008 Prentice Hall, Inc. All rights reserved. [Link] 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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2008 Prentice Hall, Inc. All rights reserved.
HRP
Objectives: To assess surplus and shortage of Human resources To determine levels of recruitment and training. To estimate the cost of Human resources
2008 Prentice Hall, Inc. All rights reserved.
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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
2008 Prentice Hall, Inc. All rights reserved.
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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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2008 Prentice Hall, Inc. All rights reserved.
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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They
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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