Human Resource Management

Sixteenth Edition, Global Edition

Chapter 5

Personnel Planning and

Recruiting

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Learning Objectives (1 of 2)
5.1 Define workforce planning, and explain how to develop a
workforce plan.
5.2 Explain the need for effective recruiting and how to make
recruiting more effective.
5.3 Discuss the main internal sources of candidates.

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Learning Objectives (2 of 2)
5.4 Discuss the main outside sources of candidates, and
create an employment ad.
5.5 Explain how to recruit a more diverse workforce.
5.6 Discuss practical guidelines for obtaining application
information.

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Learning Objective 5.1: Define Workforce
Planning, and Explain How to Develop a
Workforce Plan

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Introduction

The recruitment and selection process is a series of hurdles aimed at

selecting the best candidate for the job.

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Workforce Planning and Forecasting
• Also known as employment or personnel planning.
• The process of deciding what positions the firm will have
to fill, and how to fill them.

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Strategy and Workforce Planning
• Workforce planning should be an integral part of the firm’s
strategic planning process.

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Forecasting Personnel Needs (Labor
Demands)
1. Trend Analysis
2. Ratio Analysis
3. Scatter Plot
4. Managerial Judgment

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Forecasting the Supply of Inside
Candidates
Personnel Replacement Charts
Figure 5-3 Personnel or Management Replacement Chart Showing
Development Needs of Potential Future Divisional Vice Presidents

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Forecasting the Supply of Outside
Candidates
• Managers’ sense of what’s happening
• Supplement with formal labor market analysis

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Predictive Workforce Monitoring
• Annual plans may not be sufficient.
– Plan continuously
• Matching projected labor supply and demand with a plan.

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Succession Planning
• Systematically identifying, assessing, and developing
organizational leadership to enhance performance.
• Three steps:
– Identify key position needs
– Develop inside candidates
– Assess and choose those who will fill the key positions

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Learning Objective 5.2: Explain the Need
for Effective Recruiting and How to Make
Recruiting More Effective

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Why Effective Recruiting Is Important
• Improving recruitment effectiveness:
– Recruiters
– Sources
– Branding

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The Recruiting Yield Pyramid
Figure 5-5 Recruiting Yield Pyramid

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Know Your Employment Law:
Recruiting Employees
In practice, “the key question in all recruitment procedures is
whether the method limits qualified applicants from applying.”

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Learning Objective 5.3: Discuss the
Main Internal Sources of Candidates

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Internal Sources of Candidates
• Finding Internal Candidates
• Current employees
• “hiring from within”
• Job posting
• Qualifications skills inventories

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Learning Objective 5.4: Discuss the Main
Outside Sources of Candidates, and Create
an Employment Ad

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Outside Sources of Candidates
• Employers can’t always get all the employees they need
from their current staff, and sometimes they just don’t
want to.

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Informal Recruiting and the Hidden Job
Market
• Job openings aren’t publicized.
• Jobs are created and become available when employers
come across the right candidates.

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Recruiting via the Internet
• Ads on company Website
• Job boards
• Virtual job fairs
• Pros and cons

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Using Recruitment Software and
Artificial Intelligence
• Applicant Tracking System (ATS)
– Online systems
– From application service providers (ASPs)
• Artificial intelligence systems
– Automating the resume analysis
– Beware of bias

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Improving Online Ads
Ineffective Ad, Recycled from Magazine to Effective Web Ad (Space Not an Issue)
the Web
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Immediate Need in Florida for a world?
Wastewater Treatment Process Engineer. We are one of the top wastewater
Must have a min. 4–7 years Industrial treatment companies in the world, with
Wastewater exp. Reply installations from Miami to London to
KimGD@WatersCleanX.com Beijing. We are growing fast and looking for
an experienced process engineer to join
our team. If you have at least 4–7 years’
experience designing processes for
wastewater treatment facilities and a
dedication to make this a better world, we
would like to hear from you. Pay range
depending on experience is $65,000–
$85,000. Please reply in confidence to
KimGD@WatersCleanX.com

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Trends Shaping HR: Digital and Social
Media

LinkedIn and Beyond

Let’s take a look …

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Advertising
• The media Figure 5-7 Help Wanted Ad That Draws
Attention
• Constructing (writing)
the ad

Source: “Help Wanted Ad That Draws Attention”, in

Giombetti Associates, Hampden, M A. Reprinted with
permission

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Employment Agencies
• Public agencies
• Nonprofit agencies
• Private agencies

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HR and the Gig Economy: Temporary
Workers and Alternative Staffing
• Alternative staffing
• Reason for using
• The Temp Agency
• Temp Employees’ Concerns

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Know Your Employment Law
• Contract Employees
– Employer’s liability
– Don’t treat temporary workers as “employees”

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Offshoring and Outsourcing Jobs
• Outsourcing
– Outside vendors supply services
• Offshoring
– Outside vendors or employees abroad supply services
– Not just blue-collar jobs

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Executive Recruiters
• Working with Recruiters
– Use caution

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Recruiting
• Referrals and Walk-ins
– Employee referral campaigns
– Walk-ins: direct applications
• On-Demand Recruiting Services
• College Recruiting
• Internships
• Military Personnel

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Learning Objective 5.5: Explain How
to Recruit a More Diverse Workforce

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Recruiting a More Diverse Workforce
• Women
• Single Parents
• Older Workers
• Minorities
• The Disabled

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Learning Objective 5.6: Discuss Practical
Guidelines for Obtaining Application
Information

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Developing and Using Application
Forms (1 of 2)
• Purpose of Application Forms
– First step in prescreening progress
– Quickly collect candidate data
• Application Guidelines
– Detailed employment history

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Developing and Using Application
Forms (2 of 2)
• Using Application Forms to Predict Job Performance
– Biodata

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Chapter 5 Review

What you should now know….

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