Human Resource Management TWELFTH EDITION G A R Y D E S S L E R B I J U V A R K K E Y Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e Human Resources Human Resources Planning and Recruiting Chapter 5 Part 2 | Recruitment and Placement Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 52 After studying this chapter, you should be able to: 1.List the steps in the recruitment and selection process. 2.List and discuss the main outside sources of candidates. 3.Effectively recruit job candidates. 4.Name and describe the main internal sources of candidates. 5.Develop a help wanted ad. 6.Explain how to recruit a more diverse workforce. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 53 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. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 54 FIGURE 51Steps in Recruitment and Selection Process The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 55 FIGURE 52Linking Employers Strategy to Plans Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 56 Planning and Forecasting Employment or Personnel PlanningEmployment or Personnel Planning The process of deciding what positions the firm will have to fill, and how to fill them. Succession PlanningSuccession Planning The process of deciding how to fill the companys most important executive jobs. What to Forecast?What to Forecast? Overall personnel needs The supply of inside candidates The supply of outside candidates Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 57 Forecasting Personnel Needs Trend AnalysisScatter Plotting Forecasting Tools Ratio Analysis Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 58 FIGURE 53 Determining the Relationship Between Hospital Size and Number of Nurses Note: After fitting the line, you can project how many employees youll need, given your projected volume. Size of Hospital (Number of Beds) Number of Registered Nurses Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 59 Drawbacks to Traditional Forecasting Techniques They focus on projections and historical relationships.They focus on projections and historical relationships. They do not consider the impact of strategic initiatives on future staffing levels.They do not consider the impact of strategic initiatives on future staffing levels. They support compensation plans that reward managers for managing ever-larger staffs.They support compensation plans that reward managers for managing ever-larger staffs. They bake in the idea that staff increases are inevitable.They bake in the idea that staff increases are inevitable. They validate and institutionalize present planning processes and the usual ways of doing things.They validate and institutionalize present planning processes and the usual ways of doing things. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 510 Using Computers to Forecast Personnel Requirements Computerized ForecastsComputerized Forecasts Software that estimates future staffing needs by: Projecting sales, volume of production, and personnel required to maintain different volumes of output. Forecasting staffing levels for direct labor, indirect staff, and exempt staff. Creating metrics for direct labor hours and three sales projection scenariosminimum, maximum, and probable. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 511 FIGURE 54 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 512 Forecasting the Supply of Inside Candidates Manual Systems and Replacement Charts Qualification Inventories Computerized Information Systems Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 513 The Matter of Privacy Ensuring the Security of HR InformationEnsuring the Security of HR Information Control of HR information through access matrices Access to records and employee privacy Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 514 Forecasting Outside Candidate Supply Factors In Supply of Outside CandidatesFactors In Supply of Outside Candidates General economic conditions Expected unemployment rate Sources of InformationSources of Information Periodic forecasts in business publications Online economic projections U.S. Congressional Budget Office (CBO) U.S. Department of Labors O*NET Bureau of Labor Statistics (BLS) Other federal agencies and private sources Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 515 Effective Recruiting External Factors Affecting RecruitingExternal Factors Affecting Recruiting Supply of workers Outsourcing of white-collar jobs Fewer qualified candidates Other Factors Affecting RecruitingOther Factors Affecting Recruiting 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 Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 516 Effective Recruiting (continued) Advantages of Centralizing RecruitmentAdvantages of Centralizing Recruitment Strengthens employment brand Facilitates applying strategic priorities Reduces duplication of HR activities Reduces cost of new HR technologies Builds teams of HR experts Provides better measurement of HR performance Allows for sharing of applicant pools Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 517 Measuring Recruiting Effectiveness What to Measure How to Measure Evaluating Recruiting Effectiveness Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 518 FIGURE 55Recruiting Yield Pyramid Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 519 Internal Candidates: Hiring from Within Foreknowledge of 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 Failed applicants become discontented Time wasted interviewing inside candidates who will not be considered Inbreeding strengthens tendency to maintain the status quo. AdvantagesDisadvantages Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 520 Finding Internal Candidates Hiring from Within Job Posting Succession Planning (HRIS) Rehiring Former Employees Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 521 Outside Sources of Candidates Advertising Recruiting via the Internet Employment Agencies Temp Agencies and Alternative Staffing Offshoring/Outsourcing On Demand Recruiting Services (ODRS) Executive Recruiters College Recruiting Referrals and Walk-ins Locating Outside Candidates Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 522 Outside Sources of Candidates (continued) Recruiting via the InternetRecruiting 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 Excessive number of unqualified applicants Personal information privacy concerns of applicants Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 523 FIGURE 56 An Indian Online Employment Portal Source:accessed in September 2010. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 524 FIGURE 57Ineffective and Effective Web Ads Source: Workforce, December 2001, Crain Communication, Inc. Reprinted with permission. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 525 Advertising for Outside Candidates The Media ChoiceThe 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 Effective AdsEffective Ads Create attention, interest, desire, and action (AIDA). Create a positive impression of the firm. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 526 Employment Agencies Government Employment Exchanges Private Agencies Types of Employment Agencies Nonprofit Agencies Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 527 Outside Sources of Candidates (continued) Why Use a Private Employment AgencyWhy Use a Private Employment Agency No HR department: firm lacks recruiting and screening capabilities. To attract a pool of qualified applicants. To fill a particular opening quickly. To attract more minority or female applicants. To reach currently employed individuals who are more comfortable dealing with agencies. To reduce internal time devoted to recruiting. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 528 Outside Sources of Candidates (continued) Avoiding Problems with Employment AgenciesAvoiding Problems with Employment Agencies Provide the agency with accurate and complete job descriptions. Make sure tests, application blanks, and interviews are part of the agencys selection process. Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agencys screening process. Screen agency for effectiveness in filling positions. Supplement the agencys reference checking by checking the final candidates references yourself. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 529 Temp Agencies and Alternative Staffing Benefits of TempsBenefits of Temps Increased productivitypaid only when working Allows trial run for prospective employees No recruitment, screening, and payroll administration costs Costs of TempsCosts of Temps Increased labor costs due to fees paid to temp agencies Temp employees lack of commitment to the firm Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 530 Concerns of Temp Employees Dehumanizing, impersonal, and discouraging treatment by employers.Dehumanizing, impersonal, and discouraging treatment by employers. Insecurity about employment and pessimism about the future.Insecurity about employment and pessimism about the future. Worry about the lack of insurance and pension benefits.Worry about the lack of insurance and pension benefits. Being misled about job assignments and whether temporary assignments are likely to become full-time positions.Being misled about job assignments and whether temporary assignments are likely to become full-time positions. Being underemployed while trying return to the full- time labor market.Being underemployed while trying return to the full- time labor market. Anger toward the corporate world and its values; expressed as alienation and disenchantment.Anger toward the corporate world and its values; expressed as alienation and disenchantment. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 531 FIGURE 59 Things Managers Should Avoid When Supervising Temp Employees Source: Adapted from Bohner and Selasco, Beware the Legal Risks of Hiring Temps, Workforce, October 2000, p Do not train your contingent workers. Ask their staffing agency to handle training. 2.Do not negotiate the pay rate of your contingent workers. The agency should set pay. 3.Do not coach or counsel a contingent worker on his/her job performance. Instead, call the persons agency and request that it do so. 4.Do not negotiate a contingent workers vacations or personal time off. Direct the worker to his or her agency. 5.Do not routinely include contingent workers in your companys employee functions. 6.Do not allow contingent workers to utilize facilities intended for employees. 7.Do not let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval. 8.Do not let managers discuss harassment or discrimination issues with contingent workers. 9.Do not discuss job opportunities and the contingent workers suitability for them directly. Instead, refer the worker to publicly available job postings. 10.Do not terminate a contingent worker directly. Contact the agency to do so. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 532 Working with a Temp Agency Invoicing. Make sure the agencys invoice fits your companys needs.Invoicing. Make sure the agencys invoice fits your companys needs. Time sheets. The time sheet is a verification of hours worked and an agreement to pay the agencys fees.Time sheets. The time sheet is a verification of hours worked and an agreement to pay the agencys fees. Temp-to-perm policy. What is the policy if you want to hire a temp as a permanent employee?Temp-to-perm policy. What is the policy if you want to hire a temp as a permanent employee? Recruitment of and benefits for temp employees. How does the agency plan to recruit and what sorts of benefits it will it pay?Recruitment of and benefits for temp employees. How does the agency plan to recruit and what sorts of benefits it will it pay? Dress code. Specify the attire at each of your offices or plants.Dress code. Specify the attire at each of your offices or plants. Equal employment opportunity statement. Get a statement from the agency that it does not discriminate when filling temp orders.Equal employment opportunity statement. Get a statement from the agency that it does not discriminate when filling temp orders. Job description information. Ensure that the agency understands the job to be filled and the sort of person you want to fill it.Job description information. Ensure that the agency understands the job to be filled and the sort of person you want to fill it. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 533 Outside Sources of Candidates (continued) Executive Recruiters (Headhunters)Executive Recruiters (Headhunters) Contingent-based recruiters Retained executive searchers Internet technology and specialization trends Guidelines for Choosing a RecruiterGuidelines 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. Never rely solely on the recruiter to do reference checking. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 534 Outside Sources of Candidates (continued) College RecruitingCollege Recruiting On-campus recruiting goals To determine if the candidate is worthy of further consideration To attract good candidates On-site visits Invitation letters Assigned hosts Information packages Planned interviews Timely employment offer Follow-up Internships Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 535 Outside Sources of Candidates (continued) Employee ReferralsEmployee 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-insWalk-ins Seek employment through a personal direct approach to the employer. Courteous treatment of any applicant is a good business practice. Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 536 Improved Productivity Through HRIS: An Integrated Technology Approach to Recruiting Requisition Management System Integrated Recruiting Solution Screening Services Hiring Management Integrated Employee Recruitment System Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 537 Recruiting A More Diverse Workforce Single Parents Older Workers Welfare-to-Work Minorities and Women The Disabled Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 538 Developing and Using Application Forms Applicants education and experience Applicants likelihood of success Applicants progress and growth Uses of Application Information Applicants employment stability Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 539 FIGURE 513 Employment Application Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 540 K E Y T E R M S 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