Personnel Planning and
Recruiting
Chapter - 5
Process of Recruiting and Selecting
1) Decide what positions to fill, through
workforce/personnel planning and forecasting.
2) Build a pool of candidates for these jobs, by
recruiting internal or external candidates.
3) Have candidates complete application forms and
perhaps undergo initial screening interviews.
4) Use selection tools like tests, background
investigations, and physical exams to screen
candidates.
5) Decide who to make an offer to, by having the
supervisor and perhaps others interview the
candidates.
Work Force Planning and Forecasting
The process of deciding what positions to fill and
how to fill them
Helps identify:
workforce today  Projected workforce needs
General Approach to WFP
• Review the business Plan – how the plan
influence headcount and skills
• Identify positions to be filled and gap analysis
– can be done by making Supply and demand
projections
• Workforce strategic Plan – Key workforce skills
and if gaps what trainings to provide
Strategic Planning
Strategic HRM follows Firm level strategic
planning (refer Chapter 3 for complete
discussion on strategic HRM)
Forecasting Workforce Needs
The process usually starts as:
• Forecast Revenue and revenue growth
• Estimate the staff required to support the
revenue
Points to consider:
- Projected turnover – Additional products or
services – Additional volumes – Retention strategies
Tools for making projections
• Trend Analysis
• Ratio Analysis
• Scatter plots
Limitation of tools should be carefully
considered
Forecasting supply of Internal
candidates
Determining which current employees are
qualified or trainable for the projected openings
How to accomplish:
1) Personnel skills inventory and development
record
2) Personnel replacement charts
Forecasting supply of External
candidates
• Calculate the unemployment rate
• Macro-economic outlook and forecast
Succession Planning
Succession planning is the ongoing process of
systematically identifying, assessing, and
developing organizational leadership.
Entails three steps
• Identify key position needs
• Develop inside candidates
• Assess and choose those who will fill the key
positions
The recruiting yield pyramid
Internal sources of candidates
• Benefits of internal candidates
1) Already know strengths and weaknesses
2) Increase morale and engagement
3) Less orientation and trainings
4) Low cost strategy
• Drawback of internal candidates
1) Settled with old ways of ding things
2) Rejected candidates becomes disconnected
3) Waste of time If manager knows no relevant
candidate from skills inventory
Outside Sources of Candidates
• Informal Recruiting
• Recruiting via internet – Recruiting through
own websites or job boards
Pros: Low cost, more responses, can be
comprehensive - Cons: Older people and
minorities can be excluded, too much clutter
• Advertising – local paper, professional
journals, on own products
Constructing an Ad
Using AIDA approach
• First, you must attract attention to the ad, or
readers may ignore it
• Next, develop interest in the job
• Create desire by spotlighting
• Finally, the ad should prompt action with a
statement
Outside Sources of Candidates Contd
• Employment Agencies
1) public agencies operated by federal, state, or local
governments
2) agencies associated with nonprofit organizations
3) privately owned agencies.
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Recruitment Process Outsourcing
Temp workers
Referrals and walk-ins
College Recruitment
Developing application form
• Purpose of Application form
1.
2.
3.
4.
Background information
Progress and growth
Stability
Prediction of success in job