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1. GARY DESSLER
HUMAN RESOURCE MANAGEMENT
Global Edition 12e
Chapter 5
Personnel Planning
and Recruiting
PowerPoint Presentation by Charlie Cook
The University of West AlabamaCopyright © 2011 Pearson Education
Part 2 Recruitment and Placement

2. Copyright © 2011 Pearson Education 5–2
WHERE WE ARE NOW…

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1.1.List the steps in the recruitment and selection process.List the steps in the recruitment and selection process.
2.2.Explain the main techniques used in employment Explain the main techniques used in employment
planning and forecasting.planning and forecasting.
3.3.Explain and give examples for the need for effective Explain and give examples for the need for effective
recruiting.recruiting.
4.4.Name and describe the main internal sources of Name and describe the main internal sources of
candidates.candidates.
5.5.List and discuss the main outside sources of List and discuss the main outside sources of
candidates.candidates.
6.6.Develop a help wanted ad.Develop a help wanted ad.
7.7.Explain how to recruit a more diverse workforce.Explain how to recruit a more diverse workforce.
LEARNING OUTCOMESLEARNING OUTCOMES

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The Recruitment and Selection ProcessThe Recruitment and Selection Process
1.1.Decide what positions to fill through Decide what positions to fill through personnel planning personnel planning
and forecastingand forecasting..
2.2.Build a candidate pool by Build a candidate pool by recruitingrecruiting internal or external internal or external
candidates.candidates.
3.3.Have candidates complete Have candidates complete application formsapplication forms and and
undergo initial screening interviews.undergo initial screening interviews.
4.4.Use Use selection toolsselection tools to identify viable candidates. to identify viable candidates.
5.5.Decide who to make an offer to, by having the Decide who to make an offer to, by having the
supervisor and others supervisor and others interviewinterview the candidates. the candidates.

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FIGURE 5–1Steps in Recruitment and Selection Process
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

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FIGURE 5–2Linking Employer’s Strategy to Plans

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Planning and ForecastingPlanning and Forecasting
•Employment or Personnel PlanningEmployment or Personnel Planning
The process of deciding what positions The process of deciding what positions
the firm will have to fill, and how to fill them.the firm will have to fill, and how to fill them.
•Succession PlanningSuccession Planning
The process of deciding how to fill the The process of deciding how to fill the
company’s most important executive jobs.company’s most important executive jobs.
•What to Forecast?What to Forecast?
Overall personnel needsOverall personnel needs
The supply of inside candidatesThe supply of inside candidates
The supply of outside candidatesThe supply of outside candidates

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Forecasting Personnel NeedsForecasting Personnel Needs
Trend analysis Ratio analysis
Forecasting Tools
Scatter plotting
Trend analysis can provide an initial estimate of future staffing needs, but employment levels rarely depend just on
the passage of time. Other factors (like changes in sales volume and productivity) also affect staffing needs.
Ratio analysis provides forecasts based on the historical ratio between (1) some causal factor (like sales volume) and (2)
the number of employees required (such as number of salespeople).
A scatter plot shows graphically how two variables—such as sales and your firm’s staffing levels—are related. If they are,
and then if you can forecast the business activity (like sales), you should also be able to estimate your personnel needs.

9. Copyright © 2011 Pearson Education 5–9
FIGURE 5–3Determining the Relationship Between
Hospital Size and Number of Nurses
Note: After fitting the line,
you can project how many
employees are needed,
given your projected volume.
Hospital Size
(Number
of Beds)
Number of
Registered
Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860

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Drawbacks to Traditional Forecasting Drawbacks to Traditional Forecasting
TechniquesTechniques
•They focus on projections and historical relationships.They focus on projections and historical relationships.
•They do not consider the impact of strategic initiatives on They do not consider the impact of strategic initiatives on
future staffing levels.future staffing levels.
•They support compensation plans that reward managers They support compensation plans that reward managers
for managing ever-larger staffs.for managing ever-larger staffs.
•They “bake in” the idea that staff increases are They “bake in” the idea that staff increases are
inevitable.inevitable.
•They validate and institutionalize present planning They validate and institutionalize present planning
processes and the usual ways of doing things.processes and the usual ways of doing things.

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Using Computers to Forecast Personnel Using Computers to Forecast Personnel
RequirementsRequirements
•Computerized ForecastsComputerized Forecasts
Software that estimates future staffing needs by:Software that estimates future staffing needs by:

Projecting sales, volume of production, and personnel Projecting sales, volume of production, and personnel
required to maintain different volumes of output.required to maintain different volumes of output.

Forecasting staffing levels for direct labor, indirect staff, and Forecasting staffing levels for direct labor, indirect staff, and
exempt staff.exempt staff.

Creating metrics for direct labor hours and three sales Creating metrics for direct labor hours and three sales
projection scenarios—minimum, maximum, and probable.projection scenarios—minimum, maximum, and probable.

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Forecasting the Supply of Forecasting the Supply of
Inside CandidatesInside Candidates
Manual systems and
replacement charts
Computerized skills
inventories
Qualification
Inventories

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FIGURE 5–4Management Replacement Chart Showing Development
Needs of Potential Future Divisional Vice Presidents

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The Matter of PrivacyThe Matter of Privacy
•Ensuring the Security of HR InformationEnsuring the Security of HR Information
Control of HR information through access matricesControl of HR information through access matrices
Access to records and employee privacyAccess to records and employee privacy
•Legal ConsiderationsLegal Considerations
The Federal Privacy Act of 1974The Federal Privacy Act of 1974
New York Personal Privacy Act of 1985New York Personal Privacy Act of 1985
HIPAAHIPAA
Americans with Disabilities ActAmericans with Disabilities Act

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Forecasting Outside Candidate SupplyForecasting Outside Candidate Supply
•Factors In Supply of Outside CandidatesFactors In Supply of Outside Candidates
General economic conditionsGeneral economic conditions
Expected unemployment rateExpected unemployment rate
•Sources of InformationSources of Information
Periodic forecasts in business publicationsPeriodic forecasts in business publications
Online economic projectionsOnline economic projections

U.S. Congressional Budget Office (CBO)U.S. Congressional Budget Office (CBO)

U.S. Department of Labor’s O*NETU.S. Department of Labor’s O*NET™™

Bureau of Labor Statistics (BLS)Bureau of Labor Statistics (BLS)

Other federal agencies and private sourcesOther federal agencies and private sources

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The Need for Effective RecruitingThe Need for Effective Recruiting
Effectiveness of
chosen recruiting
methods
Effects of
nonrecruitment
issues and policies
Recruiting Challenges
Legal requirements
associated with
employment laws

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Effective RecruitingEffective Recruiting
•External Factors Affecting RecruitingExternal Factors Affecting Recruiting
Supply of workersSupply of workers
Outsourcing of white-collar jobsOutsourcing of white-collar jobs
Fewer “qualified” candidatesFewer “qualified” candidates
•Other Factors Affecting Recruiting SuccessOther Factors Affecting Recruiting Success
Consistency of recruitment with strategic goalsConsistency of recruitment with strategic goals
Types of jobs recruited and recruiting methodsTypes of jobs recruited and recruiting methods
Nonrecruitment HR issues and policiesNonrecruitment HR issues and policies
Successful prescreening of applicantsSuccessful prescreening of applicants
Public image of the firmPublic image of the firm
Employment lawsEmployment laws

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Organizing How You RecruitOrganizing How You Recruit
Facilitates
strategic
priorities
Reduces
duplication of
HR activities
Ensures
compliance
with EEO laws
Advantages of Centralizing Recruiting Efforts
Fosters
effective use of
online
recruiting

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Measuring Recruiting EffectivenessMeasuring Recruiting Effectiveness
What to
measure
How to
measure
Evaluating Recruiting
Effectiveness

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FIGURE 5–6Recruiting Yield Pyramid
16% ● ● ● ● ● ●
75% ● ● ● ●
67% ● ● ●
50% ● ●
●

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Internal Sources of CandidatesInternal Sources of Candidates
•Foreknowledge of
candidates’ strengths
and weaknesses
•More accurate view of
candidate’s 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
Advantages Disadvantages

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Finding Internal CandidatesFinding Internal Candidates
Posting open
job positions
Rehiring former
employees
Hiring-from-Within
Tasks
Succession
planning (HRIS)

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Outside Sources of CandidatesOutside Sources of Candidates
1
2
3
4
5
Advertising
Recruiting via the Internet
Employment Agencies
Temp Agencies and Alternative Staffing
Offshoring/Outsourcing
6
7
8
9
On Demand Recruiting Services (ODRS)
Executive Recruiters
College Recruiting
Referrals and Walk-ins
Locating Outside Candidates

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FIGURE 5–7Some Top Online Recruiting Job Boards

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Recruiting via the InternetRecruiting via the Internet
•AdvantagesAdvantages

Cost-effective way to publicize job openingsCost-effective way to publicize job openings

More applicants attracted over a longer periodMore applicants attracted over a longer period

Immediate applicant responsesImmediate applicant responses

Online prescreening of applicantsOnline prescreening of applicants

Links to other job search sitesLinks to other job search sites

Automation of applicant tracking and evaluationAutomation of applicant tracking and evaluation
•DisadvantagesDisadvantages

Exclusion of older and minority workersExclusion of older and minority workers

Unqualified applicants overload the systemUnqualified applicants overload the system

Personal information privacy concerns of applicantsPersonal information privacy concerns of applicants

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FIGURE 5–8Ineffective and Effective Web Ads

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Advertising for Outside CandidatesAdvertising for Outside Candidates
•The Media ChoiceThe Media Choice
Selection of the best medium depends on the positions for which Selection of the best medium depends on the positions for which
the firm is recruiting.the firm is recruiting.

Newspapers: local and specific labor marketsNewspapers: local and specific labor markets

Trade and professional journals: specialized employeesTrade and professional journals: specialized employees

Internet job sites: global labor marketsInternet job sites: global labor markets
•Constructing (Writing) Effective AdsConstructing (Writing) Effective Ads
Create attention, interest, desire, and action (AIDA).Create attention, interest, desire, and action (AIDA).
Create a positive impression (image) of the firm.Create a positive impression (image) of the firm.

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FIGURE 5–9Help Wanted Ad that Draws Attention

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Employment AgenciesEmployment Agencies
Public
agencies
Private
agencies
Types of Employment
Agencies
Nonprofit
agencies

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Why Use a Private Employment Agency?Why Use a Private Employment Agency?
•No HR department: firm lacks recruiting and screening No HR department: firm lacks recruiting and screening
capabilities to attract a pool of qualified applicants.capabilities to attract a pool of qualified applicants.
•To fill a particular opening quickly.To fill a particular opening quickly.
•To attract more minority or female applicants.To attract more minority or female applicants.
•To reach currently employed individuals who are more To reach currently employed individuals who are more
comfortable dealing with agencies than competing comfortable dealing with agencies than competing
companies.companies.
•To reduce internal time devoted to recruiting.To reduce internal time devoted to recruiting.

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Avoiding Problems with Avoiding Problems with
Employment AgenciesEmployment Agencies
•Give agency an accurate and complete job description.Give agency an accurate and complete job description.
•Make sure tests, application blanks, and interviews are Make sure tests, application blanks, and interviews are
part of the agency’s selection process.part of the agency’s selection process.
•Review candidates accepted or rejected by your firm or Review candidates accepted or rejected by your firm or
the agency for effectiveness and fairness of agency’s the agency for effectiveness and fairness of agency’s
screening process.screening process.
•Screen agency for effectiveness in filling positions.Screen agency for effectiveness in filling positions.
•Supplement the agency’s reference checking by Supplement the agency’s reference checking by
checking the final candidate’s references yourself.checking the final candidate’s references yourself.

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Specialized Staffing and RecruitingSpecialized Staffing and Recruiting
•Alternative StaffingAlternative Staffing
In-house contingent (casual, seasonal, or temporary) workers In-house contingent (casual, seasonal, or temporary) workers
employed by the company, but on an explicit short-term basis.employed by the company, but on an explicit short-term basis.
Contract technical employees supplied for long-term projects Contract technical employees supplied for long-term projects
under contract from outside technical services firms.under contract from outside technical services firms.
•On-Demand Recruiting Services (ODRS)On-Demand Recruiting Services (ODRS)
Provide short-term specialized recruiting to support specific Provide short-term specialized recruiting to support specific
projects without the expense of retaining traditional search firms.projects without the expense of retaining traditional search firms.

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Temp Agencies and Alternative StaffingTemp Agencies and Alternative Staffing
•Benefits of TempsBenefits of Temps
Increased productivityIncreased productivity—p—paid only when workingaid only when working
Allows “trial run” for prospective employeesAllows “trial run” for prospective employees
No recruitment, screening, and payroll administration costs No recruitment, screening, and payroll administration costs
•Costs of TempsCosts of Temps
Increased labor costs due to fees paid to temp agenciesIncreased labor costs due to fees paid to temp agencies
Temp employees’ lack of commitment to the firmTemp employees’ lack of commitment to the firm

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Working with a Temp AgencyWorking with a Temp Agency
•Invoicing.Invoicing. Make sure the agency’s invoice fits your firm’s needs. Make sure the agency’s invoice fits your firm’s needs.
•Time sheets.Time sheets. The time sheet is a verification of hours worked and an The time sheet is a verification of hours worked and an
agreement to pay the agency’s fees.agreement to pay the agency’s fees.
•Temp-to-perm policy.Temp-to-perm policy. What is the policy if you want to hire a temp What is the policy if you want to hire a temp
as a permanent employee?as a permanent employee?
•Recruitment of and benefits for temp employees.Recruitment of and benefits for temp employees. How does the How does the
agency plan to recruit and what sorts of benefits will it pay?agency plan to recruit and what sorts of benefits will it pay?
•Dress code.Dress code. Specify the attire at each of your offices or plants. Specify the attire at each of your offices or plants.
•Equal employment opportunity statement.Equal employment opportunity statement. Get a statement from the Get a statement from the
agency that it does not discriminate when filling temp orders.agency that it does not discriminate when filling temp orders.
•Job description information.Job description information. Ensure that the agency understands Ensure that the agency understands
the job to be filled and the sort of person you want to fill it.the job to be filled and the sort of person you want to fill it.

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Concerns of Temp EmployeesConcerns of Temp Employees
•Dehumanizing, impersonal, and discouraging treatment Dehumanizing, impersonal, and discouraging treatment
by employers.by employers.
•Insecurity about employment and pessimism about the Insecurity about employment and pessimism about the
future.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 Being misled about job assignments and whether
temporary assignments are likely to become full-time temporary assignments are likely to become full-time
positions.positions.
•Being “underemployed” while trying to return to the full-Being “underemployed” while trying to return to the full-
time labor market.time labor market.
•Anger toward the corporate world and its values; Anger toward the corporate world and its values;
expressed as alienation and disenchantment.expressed as alienation and disenchantment.

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FIGURE 5–10Ten Things Managers Should Avoid When
Supervising Temporary Employees
1.Train your contingent workers. Ask their staffing agency to handle training.
2.Negotiate the pay rate of your contingent workers. The agency should set pay.
3.Coach or counsel a contingent worker on his/her job performance. Instead, call
the person’s agency and request that it do so.
4.Negotiate a contingent worker’s vacations or personal time off. Direct the worker
to his or her agency.
5.Routinely include contingent workers in your company’s employee functions.
6.Allow contingent workers to utilize facilities intended for employees.
7.Let managers issue company business cards, nameplates, or employee badges
to contingent workers without HR and legal approval.
8.Let managers discuss harassment or discrimination issues with contingent
workers.
9.Discuss job opportunities and the contingent worker’s suitability for them
directly. Instead, refer the worker to publicly available job postings.
10.Terminate a contingent worker directly. Contact the agency to do so.
Do Not:

37. Copyright © 2011 Pearson Education 5–37
Offshoring and Outsourcing JobsOffshoring and Outsourcing Jobs
Political and
military instability
Cultural
misunderstanding
s
Customers’
securing and
privacy concerns
Foreign contracts,
liability, and legal
concerns
Special training of
foreign
employees
Costs of foreign
workers
Resentment and
anxiety of U.S.
employees/unions
Outsourcing/
Offshoring
Issues

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Executive RecruitmentExecutive Recruitment
•Executive Recruiters (Headhunters)Executive Recruiters (Headhunters)
Contingent-based recruitersContingent-based recruiters
Retained executive searchersRetained executive searchers
Internet technology and specialization trendsInternet technology and specialization trends
•Guidelines for Choosing a RecruiterGuidelines for Choosing a Recruiter
1.1.Make sure the firm is capable of conducting a thorough Make sure the firm is capable of conducting a thorough
search.search.
2.2.Meet individual who will handle your assignment.Meet individual who will handle your assignment.
3.3.Ask how much the search firm charges.Ask how much the search firm charges.
4.4.Make sure the recruiter and you agree on what sort of person Make sure the recruiter and you agree on what sort of person
you need for the position.you need for the position.
5.5.Never rely solely on the recruiter to do reference checking.Never rely solely on the recruiter to do reference checking.

39. Copyright © 2011 Pearson Education 5–39
College RecruitingCollege Recruiting
•On-campus recruiting goalsOn-campus recruiting goals
To determine if the candidate is To determine if the candidate is
worthy of further considerationworthy of further consideration
To attract good candidatesTo attract good candidates
•On-site visitsOn-site visits
Invitation lettersInvitation letters
Assigned hostsAssigned hosts
Information packagesInformation packages
Planned interviewsPlanned interviews
Timely employment offerTimely employment offer
Follow-upFollow-up
•InternshipsInternships

40. Copyright © 2011 Pearson Education 5–40
Sources of Outside Applicants Sources of Outside Applicants
Employee
referrals
Walk-ins Telecommuters
Other Sources of Outside Applicants
Military
personnel

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Employee Referrals and Walk-insEmployee Referrals and Walk-ins
•Employee ReferralsEmployee Referrals
Referring employees become stakeholders.Referring employees become stakeholders.
Referral is a cost-effective recruitment program.Referral is a cost-effective recruitment program.
Referral can speed up diversifying the workforce.Referral can speed up diversifying the workforce.
Relying on referrals may be discriminatory.Relying on referrals may be discriminatory.
•Walk-insWalk-ins
Seek employment through a personal direct approach to the Seek employment through a personal direct approach to the
employer.employer.
Courteous treatment of any applicant is a good business Courteous treatment of any applicant is a good business
practice.practice.

42. Copyright © 2011 Pearson Education 5–42
FIGURE 5–11Relative Recruiting Source Effectiveness Based on New Hires

43. Copyright © 2011 Pearson Education 5–43
TABLE 5–1Recruitment Research Findings: Practical Applications for Managers
Recruitment Research Finding Practical Applications for Managers
The recruitment source affects the characteristics
of applicants you attract.
Use sources such as referrals from current
employees that yield applicants more likely to
be better performers.
Recruitment materials have a more positive
impact if they contain more specific information.
Provide applicants with information on aspects
of the job that are important to them, such as
salary, location, and diversity.
Organizational image influences applicants’ initial
reactions.
Ensure all communications regarding an
organization provide a positive message
regarding the attractiveness of the organization
as a place to work.
Applicants with a greater number of job
opportunities are more attentive to early
recruitment activities.
Ensure initial recruitment activities (e.g., Web
site, brochure, on-campus recruiting) are
attractive to candidates.
Realistic job previews that highlight both the
advantages and the disadvantages of the job
reduce subsequent turnover.
Provide applicants with a realistic picture of the
job and organization, not just the positives.
Applicants will infer (perhaps erroneous)
information about the job and company if the
information is not clearly provided by the
company.
Provide clear, specific, and complete
information in recruitment materials so that
applicants do not make erroneous inferences
about the job or the employer.
Recruiter warmth has a large and positive effect
on applicants’ decisions to accept a job.
Choose individuals who have contact with
applicants for their interpersonal skills.

44. Copyright © 2011 Pearson Education 5–44
Improving Productivity Through HRIS:Improving Productivity Through HRIS:
An Integrated Approach to RecruitingAn Integrated Approach to Recruiting
Requisition
management
system
Recruiting
solution
Screening
services
Elements of an HRIS
Hiring
management

45. Copyright © 2011 Pearson Education 5–45
Recruiting A More Diverse WorkforceRecruiting A More Diverse Workforce
Single parents
Older workers
Welfare-to-work
Minorities and
women
The disabled

46. Copyright © 2011 Pearson Education 5–46
Developing and Using Application FormsDeveloping and Using Application Forms
Applicant’s
education and
experience
Applicant’s
prior progress
and growth
Applicant’s
employment
stability
Uses of Application Form
Information
Applicant’s
likelihood of
success

47. Copyright © 2011 Pearson Education 5–47
Application Forms and the LawApplication Forms and the Law
Educational
achievements
Arrest
record
Notification in
case of
emergency
Membership in
organizations
Physical
handicaps
Marital
status
Housing
arrangements
Areas of
Personal
Information

48. Copyright © 2011 Pearson Education 5–48
Two-Stage ProcessTwo-Stage Process
Conditional
Job Offer
Is Applicant
Qualified?
Make conditional job
offer contingent on
meeting all “second
stage” conditions
Review application
information, personal
interview, testing, and
do background check
Yes

49. Copyright © 2011 Pearson Education 5–49
FIGURE 5–13Sample Acceptable Questions Once Conditional Offer Is Made
1.Do you have any responsibilities that conflict with the job vacancy?
2.How long have you lived at your present address?
3.Do you have any relatives working for this company?
4.Do you have any physical defects that would prevent you from
performing certain jobs where, to your knowledge, vacancies exist?
5.Do you have adequate means of transportation to get to work?
6.Have you had any major illness (treated or untreated) in the past 10
years?
7.Have you ever been convicted of a felony or do you have a history of
being a violent person? (This is a very important question to avoid a
negligent hiring or retention charge.)
8.What is your educational background? (The information required here
would depend on the job-related requirements of the position.)

50. Copyright © 2011 Pearson Education 5–50
K E Y T E R M S
employment (or personnel) planning
trend analysis
ratio analysis
scatter plot
qualifications (or skills) inventories
personnel replacement charts
position replacement card
employee recruiting
recruiting yield pyramid
job posting
succession planning
applicant tracking systems
alternative staffing
on-demand recruiting services (ODRS)
college recruiting
application form

51. Copyright © 2011 Pearson Education 5–51
All rights reserved. No part of this publication may be reproduced,
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