Chapter 5: Personnel Planning and Recruiting

1. HUMAN RESOURCE MANAGEMENT
Chapter 5
Personnel
Planning and
Recruiting

2. 5–2
CHAPTER 5
OBJECTIVES

3. The Recruitment and Selection Process
1. Decide what positions to fill through personnel planning
and forecasting.
2. Build a candidate pool by recruiting internal or external
candidates.
3. Have candidates complete application forms and undergo
initial screening interviews.
4. Use selection tools to identify viable candidates.
5. Decide who to make an offer to, by having the supervisor
and others interview the candidates.
5–3

4. 5–4
FIGURE 5–1 Steps in Recruitment and Selection Process
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

5. Planning and Forecasting
u Employment or Personnel Planning
uThe process of deciding what positions
the firm will have to fill, and how to fill
them.
uPersonnel plans require some forecasts or
estimates of future staffing events to
provide the workers needed for the
company in the short, medium, and long
term at the right place and at the right
time. 5–5

6. Personnel planning process
u Reviews the firm’s personnel needs and workforce data
u Forecast and identify what positions the firm will have to fill
and potential workforce gaps
u Analyze the current supply of inside and outside candidates
u Identify needs-supply gaps
u Develop personnel plans to fill the anticipated gaps
5–6

7. Planning and Forecasting
u What to Forecast?
u Overall personnel needs
uExternal factors: Economic, Technology, Consumer
Preference, Competitors, Politics, Legislation
uInternal factors: Business strategies/goals, company
structure, productivity
5–7

8. Example of analyzing personnel needs
Source: https://www.youtube.com/watch?v=4OeTSzfIZ28 5–8

9. Example of analyzing personnel needs
5–9

10. Forecasting Personnel Needs
5–10
Trend analysis Ratio analysis
Forecasting Tools
Scatter plotting

11. 5–11
FIGURE 5–3 Determining 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

12. Drawbacks to Traditional Forecasting
Techniques
u They focus on projections and historical relationships.
u They do not consider the impact of strategic initiatives on future
staffing levels.
u They support compensation plans that reward managers for
managing ever-larger staffs.
u They “bake in” the idea that staff increases are inevitable.
u They validate and institutionalize present planning processes and
the usual ways of doing things.
5–12

13. Forecasting the Supply of
Inside Candidates
5–13
Manual systems and
replacement charts
Computerized skills
inventories
Qualification
Inventories

14. 5–14
FIGURE 5–4 Management Replacement Chart Showing Development
Needs of Potential Future Divisional Vice Presidents

15. Forecasting Outside Candidate Supply
u Factors In Supply of Outside Candidates
u General economic conditions
u Expected unemployment rate
u Sources of Information
u Periodic forecasts in business publications
u Online economic projections
u U.S. Congressional Budget Office (CBO)
u U.S. Department of Labor’s O*NET™
u Bureau of Labor Statistics (BLS)
u Other federal agencies and private sources
5–15

16. Before Recruiting new employees!
u Improving workflow process
u Training
u Applying new technology, new digital
solutions
u Outsourcing/Offshore
u Budget
5–16

17. Effective Recruiting
5–17
Employee Recruiting
Finding and/or attracting applicants for the employer’s open
positions.
Improving Recruitment Effectiveness:
• Recruiters
• Sources
• Branding

18. Measuring Recruiting Effectiveness
5–18
What to
measure
How to
measure
Evaluating Recruiting
Effectiveness

19. 5–19
FIGURE 5–6 Recruiting Yield Pyramid
16% ● ● ● ● ● ●
75% ● ● ● ●
67% ● ● ●
50% ● ●
●

20. Candidate persona building
u Qualification requirements
u Trained vs. untrained candidates
u Being compatible with corporate culture
u Plus points: language competence, oversea experience, social
network, …
u Gather all information
u Demographics: gender, age, living places, current income level, marial
status
u Qualification: education level, skills, years of experiences, current position
u Goals & Interests: Career goals, hobbies
u Favorite channels: Websites, News sites, Tiktok, Facebook, Forum, Event,
Workshop,…
5–20

21. Chuyên viên Marketing
Source: Podcast Nhân Sự
5–21

22. Internal Sources of Candidates
5–22
u Foreknowledge of
candidates’ strengths
and weaknesses
u More accurate view of
candidate’s skills
u Candidates have a stronger
commitment
to the company
u Increases employee morale
u Less training and
orientation required
u Failed applicants become
discontented
u Time wasted interviewing
inside candidates who will
not be considered
u Inbreeding strengthens
tendency to maintain the
status quo
Advantages Disadvantages

23. Finding Internal Candidates
5–23
Posting open
job positions
Rehiring former
employees
Hiring-from-Within Tasks
Succession
planning (HRIS)

24. Outside Sources of Candidates
5–24
1
2
3
4
Advertising
Recruiting via the Internet
Employment Agencies
Offshoring/Outsourcing
5
6
7
8
On Demand Recruiting
Services (ODRS)
Executive Recruiters
College Recruiting
Referrals and Walk-ins
Locating Outside Candidates

25. Recruiting via the Internet
u Advantages
u Cost-effective way to publicize job openings
u More applicants attracted over a longer period
u Immediate applicant responses
u Online prescreening of applicants
u Links to other job search sites
u Automation of applicant tracking and evaluation
u Disadvantages
u Exclusion of older and minority workers
u Unqualified applicants overload the system
u Personal information privacy concerns of applicants
5–25

26. Advertising for Outside Candidates
u The Media Choice
u Selection of the best medium depends on the positions for which
the firm is recruiting.
u Newspapers: local and specific labor markets
u Trade and professional journals: specialized employees
u Internet job sites: global labor markets
u Constructing (Writing) Effective Ads
u Create attention, interest, desire, and action (AIDA).
u Create a positive impression (image) of the firm.
5–26

27. 5–27
FIGURE 5–9 Help Wanted Ad that Draws Attention

28. Employment Agencies
5–28
Public
agencies
Private
agencies
Types of Employment
Agencies
Nonprofit
agencies

29. Why Use a Private Employment Agency?
u No HR department: firm lacks recruiting and screening
capabilities to attract a pool of qualified applicants.
u To fill a particular opening quickly.
u To attract more minority or female applicants.
u To reach currently employed individuals who are more
comfortable dealing with agencies than competing
companies.
u To reduce internal time devoted to recruiting.
5–29

30. Avoiding Problems with
Employment Agencies
u Give agency an accurate and complete job
description.
u Make sure tests, application blanks, and interviews are
part of the agency’s selection process.
u Review candidates accepted or rejected by your firm
or the agency for effectiveness and fairness of
agency’s screening process.
u Screen agency for effectiveness in filling positions.
u Supplement the agency’s reference checking by
checking the final candidate’s references yourself.
5–30

31. Offshoring and Outsourcing Jobs
5–31
Political and military
instability
Cultural
misunderstandings
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

32. Executive Recruitment
u Executive Recruiters (Headhunters)
u Contingent-based recruiters
u Retained executive searchers
u Internet technology and specialization trends
u Guidelines for Choosing a Recruiter
1. Make sure the firm is capable of conducting a thorough search.
2. Meet individual who will handle your assignment.
3. Ask how much the search firm charges.
4. Make sure the recruiter and you agree on what sort of person you
need for the position.
5. Never rely solely on the recruiter to do reference checking.
5–32

33. College Recruiting
u On-campus recruiting goals
u To determine if the candidate is
worthy of further consideration
u To attract good candidates
u On-site visits
u Invitation letters
u Assigned hosts
u Information packages
u Planned interviews
u Timely employment
offer
u Follow-up
u Internships
5–33

34. Employee Referrals and Walk-ins
u Employee Referrals
u Referring employees become stakeholders.
u Referral is a cost-effective recruitment program.
u Referral can speed up diversifying the workforce.
u Relying on referrals may be discriminatory.
u Walk-ins
u Seek employment through a personal direct approach to the
employer.
u Courteous treatment of any applicant is a good business practice.
5–34

35. Sources of Outside Applicants
5–35
Employee
referrals
Walk-ins Telecommuters
Other Sources of Outside Applicants
Military
personnel

36. Developing and Using Application Forms
5–36
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