2155515195013 Human Resource Management

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21555/15195013 Human Resource Management

• Lecture 4 01 September 14.10-15.50
• TOPICS
• HR Planning and Recruiting
• Dessler Chapter 4

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Steps in Recruitment and Selection Process
Employment planning and forecasting
Recruiting builds pool of candidates
Applicants complete application form
Selection tools like tests screen out most
applicants
Supervisors and others interview final candidates
to make final choice
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EMPLOYMENT PLANNING AND FORECASTING
Definition

• Employment or personnel planning is the process
  of deciding what positions the firm will have to
  fill, and how to fill them.

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Purpose of HR Planning

• To ensure that a predetermined number of persons
  with the correct skills are available at a
  specified time in the future
• HR planning systematically identifies what must
  be done to guarantee the availability of the HR
  needed by an organisation to meet its strategic
  business objectives
• HR planning cannot be undertaken in isolation
• must be linked to the organisations overall
  business strategy
• Strategic long-term approach
• Comprehensive staffing plan
• Close relationship with org strategies and
  objectives

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Linkages between strategic management and HR
planning

• Administrative HRM activities independent of
  strategic business planning processes
• One-way HR planning occurs as a reaction to
  strategic plans
• Two-way HR issues and activities serve as input
  into strategic business planning process to
  achieve strategic objectives
• Integrative HR activities totally integrated
  with other corporate/functional planning and
  decision making, with HRM staff accepted as full
  partners
• Source Golden and Ramanujam (1985)

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Indicators of Linkage between HRP and Strategic
Planning

• Main motivation for integrating HRM strategies
  with organisation strategies
• Organisations views towards its HR
• Organisations view towards its (strategic) HRM
  function
• Primary role of the senior HRM executive
• Primary role of the (strategic) HRM function
• Effectiveness of (strategic) HRM function and
• Triggers for (strategic) HRM programs or systems
• Source Golden and Ramanujam (1985)

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HRP Contemporary Issue

• McDonaldss CEO Tragedy holds Lessons, Wall
  Street Journal, April 20, 2004.
• Hours after the death of McDonalds 60 year old
  chairman and CEO, Jim Cantalupo, from an apparent
  heart attack, directors announced that Charlie
  Bell, the 43 year old president would succeed
  him. McDonalds directors, by immediately naming
  a battle-tested insider, showed the wisdom of
  having a succession plan in place.

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• The swift decision gave immediate reassurance to
  employees, franchisees and investors that the
  fast-food giant had a knowledgeable leader in
  place who could provide continuity and carry out
  the companys strategies.
• Most companies have only an interim succession
  plan for dealing with the sudden death of top
  executives. Jack Welch, the retired chairman and
  CEO of General Electric who spent several years
  choosing his own successor, believes there is no
  one perfect formula for succession planning when
  tragedy strikes. Boards who havent groomed
  someone for the job shouldnt make a call just
  for the sake of it

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How to Forecast Personnel Needs

• Project revenues first then estimate the size of
  the staff required to achieve it
• Staffing plans also must reflect
• Projected turnover
• Quality and skills of your employees
• Strategic decisions
• Technological and other changes
• Financial resources

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Methods to Predict Employment Needs

• Trend analysis
• Ratio analysis
• Scatter plot

• Managerial judgment plays a big role

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Using Computers to Forecast Personnel Requirements
Definition

• Computerized forecast
• Determination of future staff needs by projecting
  sales, volume of production, and personnel
  required to maintain this volume of output, using
  software packages

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Forecasting the Supply of Inside Candidates
Definition

• Qualifications inventories
• Manual or computerized records listing employees
  education, career and development interests,
  languages, special skills, and so on, to be used
  in selecting inside candidates for promotion

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Manual Systems and Replacement Charts

• Personnel inventory development record help
  track employee qualifications
• Personnel replacement charts are often used for
  filling a companys top positions

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Forecasting the Supply of Inside Candidates
Definition

• Personnel replacement charts
• Company records showing present performance and
  promotability of inside candidates for the most
  important positions

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Forecasting the Supply of Inside Candidates
Definition

• Position replacement card
• A card prepared for each position in a company to
  show possible replacement candidates and their
  qualifications

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Computerized Information Systems

• Work experience codes
• Product knowledge
• Industry experience
• Formal education
• Training courses

• Foreign language skills
• Relocation limitations
• Career interests
• Performance appraisals
• Skills

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The Matter of Privacy

• Several things make it important to protect
  employee information
• Computerized information systems
• Network access makes this information available
• Legislation to protect privacy

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Internal Sources of Candidates

• No substitute for knowing a candidates strengths
  and weaknesses
• Inside candidates may be more committed to the
  company and can increase morale
• Can backfire
• Can promote inbreeding

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Finding Candidates

• Job posting
• publicizing the open job to employees and listing
  its attributes like qualifications, supervisor,
  work schedule, and pay rate
• Rehiring former employees
• an option today due to the tight labor market

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Finding Internal Candidates

• Succession planning ensuring a suitable supply
  of successors for future senior jobs
• Planning includes
• Determine projected need
• Audit current talent
• Planning career paths
• Career counseling
• Accelerated promotions
• Performance related training
• Planned strategic recruitment
• Filling

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Outside Sources of Candidates

• Advertising the advertising media and ad
  content
• Select the best media local paper, TV, or
  internet depending on the position

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Employment Agencies

• Types of agencies
• Public agencies and non profit

• Private agencies

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How to Avoid Problems With Employment Agencies

• Provide full and accurate job description
• Specify the screening tools to use
• Review data on candidates accepted or rejected by
  your firm and by the agency
• Develop a long-term relationships with one or
  more agencies
• Screen the agency

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Temp Agencies

• Alternative staffing often used to supplement a
  permanent workforce
• One year 100,000 people found temp work in
  engineering, science and management support

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Guidelines for Temp Workers

• Honest information
• Policies for fair treatment
• Use independent contractors and permanent
  part-time workers
• Consider impact on permanent workers
• Provide training and orientation
• Beware of legal snares in your payroll decisions

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Policies to Use With Agencies

• Invoicing
• Time sheets
• Temp-to-perm policy
• Recruitment of and benefits for temp employees
• Dress code
• EEO statement
• Job description information

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Executive Recruiters

• Headhunters
• Special employment agencies used to seek out top
  management and technical talent
• Internet databases have shortened time required
  to find talent
• Online executive recruiting firm

futuestep
ATLANTIC RESEARCH TECHNOLOGIES, L.L.C. Strategic
Executive Search and Management Recruitment
Worldwide Asia  -  North America  -  Latin
America  -  Europe  -  Africa  -  Middle East
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Tips on Choosing a Recruiter

• Can they conduct a thorough search?
• Meet individual who will handle the search

• Ask about the cost
• Be sure you can trust them with privileged
  information
• Talk to prior clients

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Outside Hiring

• College recruiting goals are
• Attract good candidates
• Cull candidates for further consideration
• Onsite visits
• Internships
• Referrals and walk-ins

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Recruiting on the Net

• Many companies are turning to the Internet as a
  recruiting tool

• Corporate and employment web pages are one
  approach

• Internet recruiting is cost effective and timely

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Internet Recruiting

• While monster.com may have 5 million online
  resumes there may be 2-3x that on the internet
• Go to
• Conduct searches for specific areas and talents
• Tripod and Yahoo also search resume databases for
  locating possible employees

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• Internet-based eHR systems are also used to
  provide job applicants (applicants) with virtual
  previews of organizations
• For instance, some organizations use real time
  cameras to give prospects a preview of what it is
  like to work in the organization on a daily
  basis.
• Other organizations (e.g., Cisco Systems) use
  such systems to give job applicants the
  opportunity to make friends in the
  organization.
• Through the resulting contacts, prospects can
  gather considerable information about the
  benefits and challenges of working for the
  organization.
• As a result of the availability of information
  about role requirements and inducements,
  applicants can determine if their (a) needs can
  be satisfied by offered inducements, and (b)
  KSAOs are likely to enable them to meet role
  requirements.

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• Organizational goals are an important determinant
  of the nature of e-recruiting systems, which in
  turn affect the effectiveness of such systems
  (concept of Strategic HRM)
• All else constant, e-recruiting systems are more
  likely to be effective if they enable
  organizations to attract applicants who meet
  organizational expectations
• Research suggests that e-recruiting helps to
  attract candidates with high levels of drive,
  previous achievement and work experience
• Other studies indicate that relative to
  traditional recruiting systems, e-recruiting
  systems are more likely to produce candidates who
  have unfavorable backgrounds and are frequent job
  hoppers (McManus Ferguson, 2003)
• Research shows that e-recruiting systems are not
  always of higher quality than the applicants
  attracted by traditional recruiting systems
  (Chapman Webster, 2003)

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Recruiting High-tech

• GE medical is an industry leader which
  illustrates the best practices of recruiting
  high-tech workers
• GE medical applies benchmarked purchasing
  techniques to dealing with recruiters
• Recruitsoft powers enterprise recruiting

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Recruiting a More Diverse Workforce

• Recruiting single parents you must understand
  their concerns
• Older workers 80 of baby boomers will work
  beyond retirement age
• Check policies dont force oldsters to leave
• Use flexible work options
• Remake suitable jobs
• Offer customized benefit plans

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Recruiting a More Diverse Workforce

• Recruiting minorities and women formulate
  comprehensive plans
• Welfare-to-work the key is training

• Searching globally many global companies
  actively recruit foreign nationals

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Developing Application Forms

• Application forms provide 4 types of info

Does candidate have the necessary education or
experience ?
Provides applicants previous progress and growth
Provides previous work record to assess the
applicants suitability
Application data can determine if applicant will
succeed
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Developing Application Forms

• Must NOT have questions in an application form to
  be EEO compliant
• Education dates
• Arrest record
• Relationship of a notify in case of emergency
• Membership in organizations
• Physical handicaps
• Marital status
• Housing status

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Applications to Predict Job Performance

• Much like screening, some firms use job
  applications as a tool to predict future
  performance
• They conduct statistical studies to find
  relationships between responses and success
• Risk here is asking overly intrusive question