Strategic human resource management ch05

FIGURE 5–1 Steps in Recruitment and Selection ProcessThe recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job... If someone with acc

Personnel Planning and Recruiting

Chapter 5

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.

FIGURE 5–2 Linking Employer’s Strategy to Plans

Planning and Forecasting

will have to fill, and how to fill them

most important executive jobs

Forecasting Personnel Needs

Trend Analysis Scatter Plotting

Forecasting Tools

Ratio Analysis

Note: After fitting the

line, you can project

how many employees

you’ll need, given your

Drawbacks to Traditional Forecasting

Techniques

on future staffing levels

managers for managing ever-larger staffs

inevitable

Using Computers to Forecast Personnel

Requirements

personnel required to maintain different volumes

of output

staff, and exempt staff

sales projection scenarios—minimum, maximum,

Forecasting the Supply of

Computerized Information Systems

The Matter of Privacy

FIGURE 5–5 Keeping Data Safe

1 Perform background checks on anyone who is going to have access

to personal information.

2 If someone with access to personal information is out sick or on leave,

don’t hire a temporary employee to replace him or her Instead,

bring in a trusted worker from another department.

3 Perform random background checks such as random drug tests

Just because someone passed five years ago doesn’t mean their

current situation is the same.

4 Limit access to information such as SSNs, health information, and

other sensitive data to HR managers who require it to do their jobs.

Since intruders can strike from outside an organization or from within, HR

departments can help screen out potential identity thieves by following four

basic rules:

Forecasting Outside Candidate Supply

Effective Recruiting

Effective Recruiting (cont’d)

 Facilitates applying strategic priorities

TABLE 5–1 Selection Devices that Could be Used to Initially Screen Applicants

Selection Device Validity for Predicting Job Performance*

FIGURE 5–7 Recruiting Yield Pyramid

Internal Candidates: Hiring from Within

• Time wasted interviewing

inside candidates who will not be considered

• Inbreeding strengthens

tendency to maintain the status quo

Finding Internal Candidates

Hiring from Within Job Posting

Succession Planning (HRIS)

Rehiring Former Employees

Succession Planning

Outside Sources of Candidates

Executive Recruiters

College Recruiting Referrals and Walk-ins

Locating Outside Candidates

Outside Sources of Candidates (cont’d)

 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

FIGURE 5–9 Ineffective and Effective Web Ads

Advertising for Outside Candidates

positions for which the firm is recruiting

FIGURE 5–10 Help Wanted Ad That Draws Attention

Employment Agencies

Public

Agencies

Private Agencies

Types of Employment Agencies

Nonprofit Agencies

Outside Sources of Candidates (cont’d)

screening capabilities

 To fill a particular opening quickly

more comfortable dealing with agencies

Outside Sources of Candidates (cont’d)

descriptions

are part of the agency’s selection process

or the agency for effectiveness and fairness of

agency’s screening process

Temp Agencies and Alternative Staffing

Concerns of Temp Employees

by employers

future

temporary assignments are likely to become full-time

positions

full-time labor market

FIGURE 5–11 Guidelines for Using Temporary Employees

1 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 person’s agency and request that it do so.

4 Do not negotiate a contingent worker’s vacations or personal time off Direct

the worker to his or her agency.

5 Do not routinely include contingent workers in your company’s 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

Working with a Temp Agency

• Invoicing. Make sure the agency’s invoice fits your company’s

needs.

• Time sheets. The time sheet is a verification of hours worked and

an agreement to pay the agency’s fees.

• 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?

• 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.

Offshoring/Outsourcing White-Collar

and Other Jobs

Political and Military Instability

Cultural Misunderstandings

Customers’

security and privacy concerns

Foreign contracts, Special training of

Outside Sources of Candidates (cont’d)

thorough search

Outside Sources of Candidates (cont’d)

 On-campus recruiting

goals

 To determine if the candidate is worthy of further consideration

 To attract good candidates

 Follow-up

 Internships

Outside Sources of Candidates (cont’d)

FIGURE 5–12 Best Recruiting Sources

Improved Productivity Through HRIS:

An Integrated Technology Approach to Recruiting

Requisition Management System

Integrated Recruiting Solution

Screening Services

Hiring Management Integrated Employee

Recruitment System

Recruiting A More Diverse Workforce

Single Parents

Older Workers

Welfare-to-Work Minorities and Women

The Disabled

Developing and Using Application Forms

Applicant’s

education and

experience

Applicant’s likelihood of success

Applicant’s progress and growth

Uses of Application

Information

Applicant’s employment stability

Application Forms and the Law

Education Achievements

Arrest Record

Notification in Case of Emergency

Memberships in Organizations

Physical Handicaps