978-0134235455 Chapter 5 Solution Manual

Chapter 5: Personnel Planning and Recruiting 5-8

5-3: Filling open positions with internal sources of candidates has several advantages.

5-4: Workforce plans influence employee engagement.

5-5: Employers use a variety of outside sources of candidates when recruiting applicants.

5-6: Understanding how to recruit a more diverse workforce is important.

5-7. Employers develop and use application forms to collect essential background information

about the applicant.

Discussion Questions:

5-1: Briefly outline the workforce planning process.

This item can be assigned as a Discussion Question in MyManagementLab. Student

5-2: Briefly explain each step in the recruitment and selection process.

This item can be assigned as a Discussion Question in MyManagementLab. Student

5-3: What are the four main types of information that application forms provide?

The application form is a good means of quickly collecting verifiable, and therefore

potentially accurate, historical data from the candidate. It usually includes information on

5-4: How, specifically, do equal employment laws apply to personnel recruiting activities?

The student should be able to discuss the areas in which the laws and regulations covered

in Chapter 2 apply to the issues of planning and recruiting. This would include constraints

on sources used for candidates (i.e. not excessive reliance on referrals), the wording of

5-5: What are the five main things you would do to recruit and retain a more diverse

workforce?

The student should first be able to identify groups that would create a diverse workforce.

Examples found in the text are: single parents, older workers, minorities and women,

welfare recipients, and global candidates. In order to retain these employees, students

Chapter 5: Personnel Planning and Recruiting 5-9

employers could give employees schedule flexibility, and train the supervisors to have an

Individual and Group Activities:

5-6: Bring to class several classified and display ads from the Web or Sunday help wanted

ads. Analyze the effectiveness of these ads using the guidelines discussed in the

chapter.

The effectiveness should be analyzed using the following list: attracts attention, develops

5-7: Working individually or in groups, develop a 5-year forecast of occupational market

conditions for five occupations such as accountant, nurse, and engineer.

Be sure that the forecasts the students develop are grounded in information gleaned from

these sources. They should do an adequate analysis of the statistics. (Explain the process

5-9: Working individually or in groups, find at least 5 employment ads either on the

Internet or in a local newspaper that suggest that the company is family friendly and

should appeal to women, minorities, older workers, and single parents. Discuss what

they’re doing to be family friendly.

Students should identify statements in the ad that would suggest that an employer is

Chapter 5: Personnel Planning and Recruiting 5-10

5-10: Working individually or in groups, interview a manager between the ages of 25 and

35 at a local business who manages employees 40 or older. Ask the manager to

describe three or four of his or her most challenging experiences managing older

employees.

Students should probe the manager to see if he/she mentions that the older employee

5-11: Appendices A and B at the end of this book list the knowledge someone studying for

the HRCI (Appendix A) certification exam needs to know in each area of human

resource management (such as in Strategic Management and Workforce Planning).

In groups of several students, do four things: (1) review Appendix A and/or B; (2)

identify the material in this chapter that relates to the Appendix A and/or B required

knowledge lists; (3) write four multiple-choice exam questions on this material that

you believe would be suitable for inclusion in the HRCI exam and/or the SHRM

exam; and (4) if time permits, have someone from your team post your team’s

questions in front of the class, so that students in all teams can answer the exam

questions created by the other team.

Experiential Exercise: The Nursing Shortage

Purpose: The purpose of this exercise is to give you experience in creating a recruitment

program.

Required Understanding: You should be thoroughly familiar with the contents of this chapter,

and with the nurse recruitment program of a hospital, such as Lenox Hill Hospital in New York

How to Set up the Exercise/Instructions: Set up groups of four to five students for this

exercise. The groups should work separately and should not converse with each other. Each

group should address the following tasks:

5-12: Based on information available on the hospital’s website, create a hard-copy ad for

the hospital to place in the Sunday edition of the New York Times. Which (geographic)

editions of the Times would you use, and why?

5-13: Analyze the hospital’s current online nurses’ ad. How would you improve on it?

5-14: Prepare in outline form a complete nurses’ recruiting program for this hospital,

including all recruiting sources your group would use.

Application Case: Finding People Who Are Passionate About What They Do

5-15: Identify some of the established recruiting techniques that apparently underlie

Trilogy’s unconventional approach to attracting talent.

Chapter 5: Personnel Planning and Recruiting 5-11

Trilogy actively recruits potential employees early in the hiring cycle. Their techniques

include reviewing resumes (over 15,000 in one year), attending job and career fairs,

5-16: What particular elements of Trilogy’s culture most likely appeal to the kind of

employees it seeks? How does it convey those elements to job prospects?

A number of company characteristics may appeal to programmers, including: no dress

code, no regular work schedule, self-directed scheduling, coworkers with similar

5-17: Would Trilogy be an appealing employer for you? Why or why not? If not, what

would it take for you to accept a job offer from Trilogy?

Students may answer this either way. Students who require more structure may want to

know about career paths, mentoring, and measures of success. They may want the

5-18: What suggestions would you make to Trilogy for improving their recruiting

processes?

The student should refer to the section on outside sources of candidates and put themselves

Continuing Case: Carter Cleaning Company – Getting Better Applicants

5-19: First, how would you recommend we go about reducing the turnover in our stores?

The students should base their responses on the information presented in the advertising

section of the chapter, and their response should include placing and constructing ads that

5-20: Provide a detailed list of recommendations concerning how we should go about

increasing our pool of acceptable job applicants, so we no longer have to hire almost

anyone who walks in the door. (Your recommendations regarding the latter should

include completely worded online and hard-copy advertisements and

recommendations regarding any other recruiting strategies you would suggest we

use.)

The students should review the section on outside sources of candidates, and their

responses should include advertising and the possible use of employment and/or temp

Chapter 5: Personnel Planning and Recruiting 5-12

Hotel Paris: Improving Performance at the Hotel Paris – The New Recruitment

Process

5-21: Given the hotel’s required personnel skills, what recruiting sources would you

suggest they use, and why?

Though the local paper may bring in applicants, the development of a succession plan

will ensure that lower-level employees are ready to move into higher levels when an

5-22: What would a Hotel Paris help wanted ad look like?

Elements from the text should be incorporated into student responses, which will vary.

The hotel should consider developing a recognizable logo and color scheme, along with a

5-23: How would you suggest they measure the effectiveness of their recruiting efforts?

The number of qualified applicants per position, percentage of jobs filled from within, the

offer-to-acceptance ratio, acceptance by recruiting source, turnover by recruiting source,

My Management Lab

Students can find the following assisted-graded writing questions at mymanagementlab.com.

Answers to these questions are graded against rubrics in the MyLab.

5-24: What are the pros and cons of five sources of job candidates?

5-25: As explained in this chapter, technology is in many ways revolutionizing how

Employers recruit for employees. You manage a small women’s clothing store and

need to hire an assistant manager. How would you use social media to recruit

candidates?

Key Terms:

Workforce (or Employment or Personnel) Planning – The process of deciding what positions

the firm will have to fill, and how to fill them.

Trend Analysis – Study of a firm’s past employment needs over a period of years to predict

future needs.

Chapter 5: Personnel Planning and Recruiting 5-13

Ratio Analysis – A forecasting technique for determining future staff needs by using ratios

between, for example, sales volume and number of employees needed.

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

Personnel Replacement Charts – Company records showing present performance and

promotablity 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.

Succession Planning – The ongoing process of systematically identifying, assessing, and

developing organizational leadership to enhance performance.

Employee Recruiting – Finding and/or attracting applicants for the employer’s open positions.

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.

Job Posting – Publicizing an open job to employees (often by literally posting it on bulletin

boards) and listing its attributes, like qualifications, supervisors, working schedule, and pay rate.

Applicant Tracking Systems (ATS) – Online systems that help employers attract, gather,

screen, compile, and manage applicants.

Alternative Staffing – The use of nontraditional recruitment sources.

On-Demand Recruiting Services (ODRS) – Services that provide short-term, specialized

recruiting services to support specific projects without the expense of retaining traditional search

firms.

College Recruiting – Sending an employer’s representatives to college campuses to prescreen

applicants and create an applicant pool from the graduating class.

Application Form – The form that provides information on education, prior work record, and

skills.