The Future of Work Remote and Hybrid Workforce Management.ppt

The Future of Work Remote and Hybrid Workforce Management

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
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.

3. Copyright © 2011 Pearson Education 5–3
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.

4. Copyright © 2011 Pearson Education 5–4
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

5. Copyright © 2011 Pearson Education 5–5
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.

6. Copyright © 2011 Pearson Education 5–6
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
Advantages

7. Copyright © 2011 Pearson Education 5–7
Finding Internal CandidatesFinding Internal Candidates
Posting open
job positions
Rehiring former
employees
Hiring-from-Within
Tasks
Succession
planning (HRIS)

8. Copyright © 2011 Pearson Education 5–8
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

9. Copyright © 2011 Pearson Education 5–9
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

10. Copyright © 2011 Pearson Education 5–10
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.

11. Copyright © 2011 Pearson Education 5–11
FIGURE 5–9Help Wanted Ad that Draws Attention

12. Copyright © 2011 Pearson Education 5–12
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

13. Copyright © 2011 Pearson Education 5–13
Sources of Outside Applicants Sources of Outside Applicants
Employee
referrals
Walk-ins Telecommuters
Other Sources of Outside Applicants
Military
personnel

14. Copyright © 2011 Pearson Education 5–14
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.

15. Copyright © 2011 Pearson Education 5–15
Recruiting A More Diverse WorkforceRecruiting A More Diverse Workforce
Single parents
Older workers
Welfare-to-work
Minorities and
women
The disabled

16. Copyright © 2011 Pearson Education 5–16
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

17. Copyright © 2011 Pearson Education 5–17
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