Professional Documents
Culture Documents
C H A P T E R T F i v e
Personnel Planning
Lecture Outline
and Recruiting 5
Workforce Planning and Forecasting
Strategy and Workforce Planning
Forecasting Personnel Needs (Labor Demand)
Improving Productivity Through HRIS
Forecasting the Supply of Inside Candidates
Forecasting the Supply of Outside Candidates
Talent Mgmt. & Predictive Workforce Monitoring
Developing an Action Plan to Match Projected Labor Supply
and Demand
The Recruiting Yield Pyramid In Brief: This chapter
The Need for Effective Recruiting
explains the process of
Why Recruiting is Important
What Makes Recruiting a Challenge?
forecasting personnel
Organizing How You Recruit requirements, discusses the
Internal Sources of Candidates pros and cons of methods used
Using Internal Sources: Pros and Cons for recruiting job candidates,
Finding Internal Candidates describes how to develop an
Rehiring
application form, and explains
Succession Planning
Improving Productivity through HRIS
how to use application forms
Outside Sources of Candidates to predict job performance.
Recruiting via the Internet
Advertising Interesting Issues: The
Employment Agencies Internet has changed the face
Temp Agencies and Alternative Staffing of recruiting, particularly in
Offshoring and Outsourcing Jobs
advertising for applicants.
Executive Recruiters
On-Demand Recruiting Services
Employers can now reach
College Recruiting more potential applicants in
Referrals and Walk-Ins less time and at less expense.
Telecommuters However, this tool has
Military Personnel generated some challenges.
Recruiting Source Use and Effectiveness Employers may get too many
Improving Productivity through HRIS
applicants, or fail to reach
Recruiting a More Diverse Workforce
Single Parents
certain segments of the
Older Workers population.
Recruiting Minorities
Welfare-to-Work
The Disabled
Developing and Using Application Forms
Purpose of Application Forms
Application Guidelines
Application Forms and EEO Law
Using Application Forms to Predict Performance
Mandatory Arbitration
ANNOTATED OUTLINE
A. Why Recruiting is Important? Finding the best employees takes time, and
being effective is crucial to organizational success. The better the
employees, the better the company. Even with high unemployment rates,
finding qualified employees can be difficult.
B. Rehiring – Rehiring former employees has its pros and cons. On the
positive side, they are known quantities and are already familiar with the
organization. But former employees may return with negative
attitudes. Current employees may perceive that the way to get
ahead is to leave and come back.
B. Advertising
C. Employment Agencies
B. Older Workers – With the entire population aging, many employers are
encouraging retirement-age employees not to leave, or are actively
recruiting employees who are at or beyond retirement age by making
their companies an attractive place in which older workers can work. An
image of older worker-friendliness and flexibility in scheduling are vital.
E. The Disabled – Employers can do several things to tap into this huge
potential workforce. The Department of Labor’s Office of Disability
Employment Policy offers several programs, and all states have local
agencies that provide placement services and other recruitment and
training tools.
DISCUSSION QUESTIONS
1. What are the pros and con of five sources of job candidates? The text lists several
sources of job candidates, both internal and external. The student should clearly identify the
differences, as well as comparative strengths and weaknesses of each. There are at least
the following sources to choose from: advertisements, employment agencies, executive
recruiters, state job services, college recruiting efforts, referrals, employee databases,
internal, and talent searches. (LO 5.4-5; AACSB: Reflective Thinking Skills; Learning
Outcome: Explain the process of personnel planning and forecasting)
2. What are the four main types of information that application forms provide? The
application form is a good means of quickly collecting verifiable, and therefore potentially
accurate, historical data from the candidate. It usually includes information on education,
prior work history, and other experience related to the job The application form can provide
four types of information: 1. substantive matters (such as education and experience); 2.
previous progress and growth; 3. stability based on previous work history; and 4. prediction of
job success. (AACSB: Reflective Thinking Skills; Learning Outcome: Compare and contrast
different recruitment methods)
4. What should employers keep in mind when using Internet sites to find job candidates?
Use keyword searches, don’t recycle your newspaper ads, give quick feedback, ensure
privacy, use applicant tracking. (LO 5.5; AACSB: Use of Information Technology; Learning
Outcome: Compare and contrast different recruitment methods)
5. What are the five main things you would do to recruit and retain a more diverse
workforce? The student should first be able to identify groups that would create a diverse
workforce. Examples found in the text are: single parents, older workers, minorities and
women, welfare recipients, and global candidates. In order to retain these employees,
students would first need to understand the needs of each group, and then create plans and
programs that accommodate these specific needs. For example, to attract and keep single
mothers, employers could give employees schedule flexibility, and train the supervisors to
have an increased awareness of and sensitivity to the challenges single parents face. (LO
5.7; AACSB: Multicultural and diversity understanding; Learning Outcome: Compare and
contrast different recruitment methods)
1. Bring to class several classified and display ads from the Sunday help wanted ads.
Analyze the effectiveness of these ads using the guidelines discussed in the chapter.
The effectiveness should be analyzed using the following list: attracts attention, develops
interest, creates desire, and prompts action. (LO 5.6; AACSB: Analytic Skills; Learning
Outcome: Compare and contrast different recruitment methods)
2. Working individually or in groups, develop a forecast for the next five years of
occupational market conditions for various occupations such as accountant, nurse,
and engineer. Be sure that the forecasts that the students develop are grounded in
information gleaned from these sources. They should do an adequate analysis of the
statistics. (LO 5.2; AACSB: Analytic Skills & Use of Information Technology; Learning
Outcome: Explain the process of personnel planning and forecasting)
3. Working individually or in groups, visit the local office of your state employment
agency (or check out their website). Come back to class prepared to discuss the
following questions: What types of jobs seem to be available through this agency,
predominantly? To what extent do you think this particular agency would be a good
source of professional, technical, and/or managerial applicants? What sorts of
paperwork are applicants to the state agency required to complete before their
applications are processed by the agency? What other services does the office
provide? What other opinions did you form about the state agency? The answers to
this will vary greatly by state and local offices. Generally, these agencies may be more
oriented to unskilled than skilled positions; rarely do they handle professional and managerial
positions...although some do quite a bit. Although students may come back with a negative
view of these offices, help them to understand the valuable role that they do play. A special
note of courtesy: make sure that you have discussed this assignment with the local agency
office. Surprise visits by several groups during busy periods can create some especially
negative relations between the office and your school. Make sure the students are welcome
4. Working individually or in groups, find at least 5 employment ads either on the Internet
or in a local newspaper that suggest that the company is family friendly and should
appeal to women, minorities, older workers, and single parents. Discuss what they’re
doing to be family friendly. Students should identify statements in the ad that would
suggest that an employer is aiming to be family friendly. (LO 5.6-7; AACSB: Multicultural and
Diversity Awareness; Learning Outcome: Compare and contrast different recruitment
methods)
6. The HRCI “Test Specifications” appendix at the end of this book lists the knowledge
someone studying for the HRCI certification exam needs to know in each area of
human resource management (such as in Strategic Management, Workforce Planning,
and Human Resource Development). In groups of 4-5 students, do four things: (1)
review that appendix now; (2) identify the material in this chapter that relates to the
required knowledge the appendix lists; (3) write four multiple-choice exam questions
on this material that you believe would be suitable for inclusion in the HRCI exam; and
(4) if time permits, have someone from your team post your team’s questions in front
of the class, so the students on other teams can take each other’s exam questions.
(LO 5.1-7; AACSB: Analytic Skills; Learning Outcome: Explain the process of personnel
planning and forecasting and Compare and contrast different recruitment methods)
This is a good exercise for students to create a recruiting approach for nursing jobs and use their
creativity and what they have learned in the chapter. (LO 5.2 & 5.5; AACSB: Analytic Skills;
Learning Outcome: Compare and contrast different recruitment methods)
As stated in the case, each outlet requires 10 Full-Time Equivalent (FTE). To provide for
employees going on leave and absenteeism, we add a 10% allowance, making it 11 FTE.
2. What are the advantages and disadvantages of Ya Kun’s hiring part-time workers?
a) Flexibility in scheduling as they help to fill in the gaps when the full-time workers go on
leave or are taken ill.
b) Complement the full-time workers.
c) Allows Ya Kun to tap into a larger available pool of job applicants as many more people
may be willing and able to work part-time as opposed to full-time.
d) They may be deployed strategically during peak hours.
Disadvantages include:
3. A good attitude and commitment are two important attributes that Ya Kun looks for in
its job applicants. Is a job interview an effective method to assess these two
attributes? What else can Ya Kun do to get reliable information on these two
attributes?
A job interview may not be the most effective method to assess these two attributes as they
are not directly observable during the interview process.
In order to obtain reliable information on these two attributes, managers of Ya Kun may:
a) Ask the job applicants for referrals in the application pack, and contact the referrals to
obtain information regarding these two attributes.
b) Use critical incidence interviews to test if the job applicants have past examples of these
attributes.
c) Provide job applicants with a realistic job preview by telling them about all the challenges
and worst case scenarios that their staff face. This allows the applicants to have a better
idea of the job and make a better-informed choice of whether to take up the job or not.
d) Use role-playing exercises where the applicants play the role of the staff, and the
managers the customers, so that the managers may observe how the applicants may
potentially react when they are actually working for Ya Kun.
4. What suggestions would you make to Ya Kun to improve its recruiting processes?
Ya Kun’s low turnover rate and large pool of hardworking committed workers indicates that its
recruitment processes are working well. However, to improve their recruiting process, Ya
Kun’s managers may choose to:
a) Use more internal referrals as employees know what kinds of applicants will fit well with
the prevalent company culture.
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b) Hire a larger ratio of part-timers to full-timers as this allows them greater flexibility in
scheduling.
c) Convert part-timers to full-timers if they perform well and if they are open to the switch.
d) Maintain contact with the staff who have left the company so that they can be informed of
any new positions in the company.
Continuing Case: Carter Cleaning Company – Getting Better Applicants (LO 5.3-5; AACSB:
Analytic Skills; Learning Outcome: Compare and contrast different recruitment methods)
1. First, how would you recommend we go about reducing the turnover in our stores? The
students should base their responses on the information presented in the advertising section
of the chapter, and their response should include placing and constructing ads that will attract
candidates who will find the job attractive.
Translating Strategy into HR Policies and Practice Case: The Hotel Paris
The New Recruitment Process – The continuing case study of Hotel Paris is discussed here. In
this example, HR manager Lisa Cruz must formulate functional policies and activities that support
the hotel’s competitive strategy by eliciting the required employee behaviors and competencies.
Questions
1. Given the hotel’s stated employee preferences, what recruiting sources would you
suggest they use, and why? (LO 5.4-5; AACSB: Analytic Skills; Learning Outcome:
Compare and contrast different recruitment methods)
Though the local paper may bring in applicants, the development of a succession plan
will ensure that lower-level employees are ready to move into higher levels when an
opening occurs. College recruitment and employee referral may also be a good
resource. The company should begin using selection testing, particularly in the areas of
integrity and conscientiousness.
2. What would a Hotel Paris help wanted ad look like? (LO 5.6; AACSB: Analytic Skills;
Learning Outcome: Compare and contrast different recruitment methods)
Figure 5-9 displays an example of an ad. Elements from the text should be incorporated
into student responses, which will vary. The hotel should consider developing a
recognizable logo and color scheme, along with a standard format for ads, which should
be used by the various hotels.
3. How would you suggest they measure the effectiveness of their recruiting efforts?
(LO 5.3; AACSB: Analytic Skills; Learning Outcome: Comp.are and contrast different
recruitment methods)
The number of qualified applicants per position, percentage of jobs filled from within, the
offer-to-acceptance ratio, acceptance by recruiting source, turnover by recruiting source,
and selection test results by recruiting source are used by other hotels, and should be
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considered for use by Hotel Paris.
KEY TERMS
workforce (or employment The process of deciding what positions the firm will have to fill,
or personnel) planning and how to fill them.
trend analysis Study of a firm's past employment needs over a period of years
to predict future needs.
position replacement A card prepared for each position in a company to show possible
cards replacement candidates and their qualifications.
recruiting yield pyramid Calculating and using the historical arithmetic relationships
between recruitment leads and invitees, invitees and interviews,
interviews and offers made, and offers made and offers
accepted.
employee recruiting Finding and/or attracting applicants for the employer’s open
positions.
applicant tracking systems Online systems that help employers attract, gather, screen,
compile, and manage applicants.
application form The form that provides information on education, prior work
record, and skills.