HRM10 e CH05
HRM10 e CH05
HRM10 e CH05
Recruiting
Figure 5–1
Planning and Forecasting
Employment or personnel planning
– The process of deciding what positions the firm
will have to fill, and how to fill them.
Succession planning
– The process of deciding how to fill the company’s
most important executive jobs.(CEO)
What to forecast?
– Overall personnel needs
– The supply of inside candidates
– The supply of outside candidates
Linking Employer’s Strategy to Plans
Figure 5–2
Forecasting Personnel Needs (labor
demand)
Trend analysis
– The 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 a causal factor
and the number of employees needed.
– Assumes that the relationship between the causal
factor and staffing needs is constant
The Scatter Plot
Scatter plot
– A graphical method used to help identify the
relationship between two variables.
Figure 5–3
Drawbacks to Scatter Plots (Drawbacks to
Traditional Forecasting Techniques)
Disadvantages or Problems
1. They focus on projections and historical relationships, and
assume that the firm’s existing structure and activities will
continue into the future.
2. They generally do not consider the impact the company’s
strategic initiatives may have on future staffing levels.
3. They tend to support compensation plans that reward
managers for managing ever-larger staffs, and will not uncover
managers who expand their staffs irrespective of strategic
needs.
4. They tend to “bake in” the nonproductive idea that increases in
staffs are inevitable (unavoidable).
5. They tend to validate and institutionalize existing planning
processes and ways of doing things, even in the face of rapid
change.
Using Computers to Forecast Personnel
Requirements
Computerized forecasts
– The use of software packages to determine future
staff needs by projecting sales, volume of
production, and personnel required to maintain a
volume of output.
• Generates figures on average staff levels required to meet
product demands, as well as forecasts for direct labor,
indirect staff, and exempt staff.
• Typical metrics: direct labor hours required to produce one
unit of product (a measure of productivity), and three sales
projections—minimum, maximum, and probable.
5–20
Sample Acceptable Questions
Once A 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. Educational background. (The information required here would
depend on the job-related requirements of the position.)
Figure 5–5
Measuring Recruiting Effectiveness
What to measure and how to measure
– How many qualified applicants were attracted
from each recruitment source?
• Assessing both the quantity and the quality of the
applicants produced by a source.
High performance recruiting
– Applying best-practices management techniques
to recruiting.
• Using a benchmarks-oriented approach to analyzing and
measuring the effectiveness of recruiting efforts such as
employee referrals.
Selection Devices that Could be used
to Initially Screen Applicants
Source: The Miami Herald, March 24, 2004, p. SF. Figure 5–7
Outside Sources of Candidates (cont’d)
Types of employment agencies:
– Public agencies operated by federal, state, or local
governments
– Agencies associated with nonprofit organizations
– Privately owned agencies
Outside Sources of Candidates (cont’d)
Reasons for using a private employment agency:
– When a firm doesn’t have an HR department and is not
geared to doing recruiting and screening.
– The firm has found it difficult in the past to generate a pool
of qualified applicants.
– The firm must fill a particular opening quickly. Or the firm
wants to cut down on the time it’s devoting to recruiting.
– There is a perceived need to attract a greater number of
minority or female applicants.
– The firm wants to reach currently employed individuals, who
might feel more comfortable dealing with agencies than with
competing companies.
Outside Sources of Candidates (cont’d)
Avoiding problems with employment agencies:
– Give the agency an accurate and complete job description.
– Make sure tests, application blanks, and interviews are part
of the agency’s selection process.
– Periodically review data on candidates accepted or rejected
by your firm, and by the agency. Check on the effectiveness
and fairness of the agency’s screening process.
– Screen the agency. Check with other managers or HR people
to find out which agencies have been the most effective at
filling the sorts of positions needed to be filled.
– Review the Internet and a few back issues of the Sunday
classified ads to discover the agencies that handle the
positions to be filled.
Contingent or Temp workers (part-time, just-in-
time workers ) Agencies and Alternative Staffing
Benefits of Temps Costs of Temps
– Paid only when working – Fees paid to temp
– More productive agencies
– No recruitment, – Lack of commitment to
screening, and payroll firm
administration costs – Those supervising temps
should understand their
– used “temps” for short-term
concerns
projects
– fill-in for employees who
were out sick or on vacation
Concerns of Temp Employees What supervisors
should know about temporary employees’
Treatment by employers in a dehumanizing, impersonal, and
ultimately discouraging way.
Insecurity about their employment and pessimistic about the
future.
Worry about their lack of insurance and pension benefits.
Being misled about their job assignments and in particular about
whether temporary assignments were likely to become full-time
positions.
Being “underemployed” half or semi employee (particularly
those trying to return to the full-time labor market).
In general they were angry toward the corporate world and its
values; participants repeatedly expressed feelings of alienation
and disenchantment.(disappointment)
Guidelines for Using Temporary Employees
1. Do not train your contingent workers.
2. Do not negotiate the pay rate of your contingent workers.
3. Do not coach or counsel a contingent worker on his/her job performance.
4. Do not negotiate a contingent worker’s vacations or personal time off.
5. Do not routinely include contingent workers in your company’s employee
functions.
6. Do not allow contingent workers to utilize facilities intended for
employees.
7. Do not let managers issue company business cards, nameplates, or
employee badges to contingent workers without HR and legal approval.
8. Do not let managers discuss harassment or discrimination issues with
contingent workers.
9. Do not discuss job opportunities and the contingent worker’s suitability for
them directly.
10. Do not terminate a contingent worker directly.
Source: Adapted from Bohner and Selasco, “Beware the Legal Risks of Hiring Temps,” Workforce, October 2000, p. 53.
Figure 5–8
Working with a Temp Agency
Invoicing. Get a sample copy of the agency’s invoice. Make sure it fits
your company’s needs.
Time sheets. With temps, the time sheet is not just a verification of
hours worked. Once the worker’s supervisor signs it, it’s usually an
agreement to pay the agency’s fees.
Temp-to-perm policy. What is the policy if the client wants to hire one of
the agency’s temps as a permanent employee?
Recruitment of and benefits for temp employees. Find out how the
agency plans to recruit what sorts of benefits it pays.
Dress code. Specify the attire at each of your offices or plants.
Equal employment opportunity statement. Get a statement from the
agency that it is not discriminating when filling temp orders.
Job description information. Have a procedure whereby you can ensure
the agency understands the job to be filled and the sort of person you
want to fill it.
Offshoring /Outsourcing White-Collar and
Other Jobs
Specific issues in outsourcing jobs abroad
– Political and military instability
– Likelihood of cultural misunderstandings
– Customers’ security and privacy concerns
– Foreign contracts, liability, and legal concerns
– Special training of foreign employees
– Costs associated with companies supplying foreign
workers
Outside Sources of Candidates (cont’d)
Executive recruiters (headhunters)
– Special employment agencies retained by
employers to seek out top-management talent for
their clients.
• Contingent-based recruiters collect a fee for their
services when a successful hire is completed.(paid on a
commission basis)
• Retained executive searchers are paid regardless of the
outcome of the recruitment process.(paid for their ongoing
services whether or not a candidate they present is hired )
Hiring Management
Figure 5–10
Issues in Recruiting a More Diverse
Workforce
Single parents
– Providing work schedule flexibility.
Older workers
– Revising polices that make it difficult or
unattractive for older workers to remain
employed.
Recruiting minorities and women
– Understanding recruitment barriers.
– Formulating recruitment plans.
– Instituting specific day-to-day programs.
Issues in Recruiting a More Diverse
Workforce (cont’d)
Welfare-to-work
– Developing pre-training programs to overcome
difficulties in hiring and assimilating persons
previously on welfare.
The disabled
– Developing resources and policies to recruit, train,
rehabilitate and integrate disable people into the
workforce.
Developing and Using Application Forms
Application form
– The form that provides information on education,
prior work record, and skills.
Uses of information from applications
– Judgments about the applicant’s educational and
experience qualifications
– Conclusions about the applicant’s previous
progress and growth
– Indications of the applicant’s employment stability
– Predictions about which candidate is likely to
succeed on the job
HR Scorecard
for Hotel Paris
International
Corporation*
Figure 5–11