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PART TWO STAFFING: WORKFORCE PLANNING AND EMPLOYMENT
C H A P T E R
T F i v e
Personnel Planning
and Recruiting
5
Lecture Outline
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I. Workforce Planning and Forecasting
A. Workforce Planning
B. Strategy and Workforce Planning
C. Forecasting Workforce Needs (Labor Demand)
D. Improving Performance through HRIS
E. Forecasting the Supply of Inside Candidates
F. Forecasting the Supply of Outside Candidates
G. Predictive Workforce Monitoring
II. Why Effective Recruiting Is Important
A. Finding the Best Employees
B. The Recruiting Yield Pyramid
C. Improving Recruitment Effectiveness: Recruiters,
Sources, and Branding
III. Internal Sources of Candidates
A. Some Advantages of Internal Recruiting
B. Identifying Internal Candidates
IV. Employee Engagement Guide for Managers
A. Internal Recruitment and Promotion-from-Within
V. Outside Sources of Candidates
A. Informal Recruiting and the Hidden Job Market
B. Recruiting via the Internet
C. Social Media and HR
D. Improving Performance through HRIS
E. Advertising
Recruiting Services
L. College Recruiting
E. Recruiting Minorities
F. The Disabled
In Brief: This chapter explains the
process of forecasting personnel
requirements, discusses the pros
and cons of methods used for
recruiting job candidates, describes
how to develop an application
form, and explains how to use
application forms to predict job
performance.
Interesting Issues: The Internet
less time and at less expense.
However, this tool has generated
some challenges. Employers may
ANNOTATED OUTLINE
I. Workforce Planning and Forecasting
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II. Why Effective Recruiting is Important
A. Finding the best employees takes time, and being effective is crucial to
organizational success. The justified belief is that the better the
B. The Recruiting Yield Pyramid — Used by some employers to calculate
the number of applicants they must generate to hire the required number
of new employees.
C. Improving Recruitment Effectiveness: Recruiters, Sources, and
Branding — Employers should carefully select and train recruiters.
Recruitment sourcing involves determining what your recruitment options
III. Internal Sources of Candidates
A. Some advantages of internal recruiting include the following: current
employees may be more committed to the company, morale may go up if
employees see promotions as rewards, and current employees may
require less orientation and training than new hires. Examples of
B. Identifying Internal Candidates — To be effective, promotion from within
requires using job posting, personnel records, and skills inventories. Job
IV. Employee Engagement Guide for Managers
A. Internal Recruitment and Promotion-from–Within — Employers
can use workforce planning to foster employee engagement.
Guidelines to engage employees include showing genuine
V. Outside Sources of Candidates
A. Informal Recruiting and the Hidden Job Market — Most openings aren’t
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I. Executive recruiters — Also called headhunters, are special employment
agencies retained by employers to seek out top-management talent for
their clients.
a. Internal Recruiting — Many organizations now use internal
management recruiters.
J. Referrals and Walk-Ins — Referrals and walk-ins are alternatives for
K. Recruitment Process Outsourcers and On-Demand Recruiting Services
— RPOs are special vendors that handle all or most of an employer’s
recruiting needs. ODRs are paid by the hour or project instead of a
percentage fee. This service provides short-term specialized recruiting to
support specific projects without the expense of retaining traditional
search firms.
L. College Recruiting — Involves sending employers’ representatives to
college campuses to prescreen applicants and create an applicant pool
of management trainees, promotable candidates, and professional and
technical employees.
1. Internships — A recruiting approach that can be a win-win situation
for the employer and the student. For employers, interns can make
M. Telecommuters — do all or most of their work remotely, often from home,
using information technology.
N. Military Personnel — Returning and discharged military personnel can be
a great source of trained recruits.
VI. Recruiting a More Diverse Workforce
A. Recruiting Women — Women still face challenges in certain occupations
and also in obtaining high-level jobs.
B. Recruiting Single Parents — Formulating an intelligent program for
attracting single parents should begin with understanding the
considerable problems they often encounter in balancing work and family
life. The first step is to make the workplace user friendly.
C. Older Workers — With the entire population aging, many employers are
encouraging retirement-age employees to stay. In addition, some
employers are actively recruiting employees who are at or beyond
retirement age. An image of older worker–friendliness and flexibility in
scheduling are vital.
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D. Diversity Counts — There are many stereotypes about older workers but
research has shown a positive relationship between age and motivation
and job involvement.
E. Recruiting Minorities — Requires employers to tailor their ways of
thinking and to design HR practices that make their firms attractive to
minority workers.
F. The Disabled — Employers can do several things to tap into this huge
potential workforce. The Department of Labor’s Office of Disability
VII. Developing and Using Application Forms
A. Purpose of Application Forms — Application forms are a good way to
quickly collect verifiable and reasonably accurate historical data from the
candidate.
B. Application Guidelines — Organizations should request detailed
information on each prior employer, including the name of the supervisor
and his or her email address and telephone number—this is essential for
reference checking. Also, in signing the application, the applicant should
C. Application Forms and EEO Law — Employers should carefully review
their application forms to ensure they comply with equal employment
D. Using Application Forms to Predict Job Performance — Some firms use
E. Mandatory Arbitration — Many employers, in order to avoid the high cost
of lawsuits, require applicants to agree to binding arbitration to settle
disputes.
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Workforce (or employment or
personnel) planning
The process of deciding what positions the firm will have to
fill, and how to fill them.
Succession planning
The ongoing process of systematically identifying,
assessing, and developing organizational leadership to
enhance performance.
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 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
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.
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 position to employees (often by literally
posting it on bulletin boards) and listing its attributes, such
as qualifications, supervisor, working schedule, and pay
rate.
Applicant tracking systems
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 to
support specific projects without the expense of retaining
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
A form used by employers to compile information regarding
an applicant’s identity and educational, military, and work
history.
KEY TERMS
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DISCUSSION QUESTIONS
5-1. What are the pros and cons of five sources of job candidates? (LO 5.3: Name and
5-2. What are the main types of information that application forms provide? (LO 5.7:
5-3. What should employers keep in mind when using Internet sites to find job
candidates? (LO 5.5: List and discuss the main sources of outside candidates.) Use
5-4. What are the main things you would do to recruit and retain a more diverse
workforce? (LO 5.6: Explain how to recruit a more diverse workforce.) The student
5-5. How would you describe the recruiting “brand” of your current or previous
employer, or your university? What would you do to revise that brand? Explain
what managers do in the strategic management process. (LO 5.2: Answer the
question: “Why is effective recruiting important?”)
5-6. What metrics would you use to analyze the effectiveness of the recruiting efforts of
your current or previous employer? Why did you choose these? (LO 5.1: Explain the
5-7. Choose two tools HR managers use for employment forecasting and explain how
to use them. (LO 5.1: Explain the techniques used in employment planning and
forecasting.) The choices include trend analysis, ratio analysis, and scatter plots. Trend
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5-18. 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? (LO 5.5:
5-19. 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? (LO 5.5: List and discuss the
5-20. What suggestions would you make to Trilogy for improving their recruiting
HR in Action Case Incident 2: Carter Cleaning Company: Getting Better Applicants
5-21. First, how would you recommend we go about reducing the turnover in our stores?
(LO 5.2: Answer the question: “Why is effective recruiting important?” and LO 5.5: List
5-22. 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
Experiential Exercise: The Nursing Shortage
As of August 2014, U.S. unemployment was still disappointingly high, and employers were still
holding back on their hiring. However, while many people were unemployed, that was not the
case with nurse professionals. Virtually every hospital was aggressively recruiting nurses. Many
were turning to foreign-trained nurses, for example, by recruiting nurses in the Philippines.
Experts expected nurses to be in very short supply for years to come.
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
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1. How can an employer determine what source should be used to recruit for a
specific position? (LO 5.5: List and discuss the main sources of outside candidates.) As
2. What can an employer do to increase the diversity of its workforce? (LO 5.6:
ADDITIONAL ASSIGNMENTS