Human Resource
Management
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ELEVENTH EDITION
GARY DESSLER
PowerPoint Presentation by Charlie Cook
The University of West Alabama
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Explain the main techniques used in
employment planning and forecasting.
List and discuss the main outside sources
of candidates.
Effectively recruit job candidates.
Name and describe the main internal
sources of candidates.
Develop a help wanted ad.
Explain how to recruit a more diverse
workforce.
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Decide what positions to fill through personnel
planning and forecasting.
Build a candidate pool by recruiting internal or
external candidates.
Have candidates complete application forms and
undergo initial screening interviews.
Use selection tools to identify viable candidates.
Decide who to make an offer to, by having the
supervisor and others interview the candidates.
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The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
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Employment or Personnel Planning
◦ The process of deciding what positions the firm will have
to fill, and how to fill them.
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Succession Planning
◦ The process of deciding how to fill the company’s most
important executive jobs.
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What to Forecast?
◦ Overall personnel needs
◦ The supply of inside candidates
◦ The supply of outside candidates
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Forecasting
Tools
Trend Analysis
Ratio Analysis
Scatter Plotting
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Note: After fitting the
line, you can project
how many employees
you’ll need, given your
projected volume.
Size of
Hospital
(Number
of Beds)
Number of
Registered
Nurses
200
240
300
260
400
470
500
500
600
620
700
660
800
820
900
860
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They focus on projections and historical relationships.
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They do not consider the impact of strategic initiatives on
future staffing levels.
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They support compensation plans that reward managers
for managing ever-larger staffs.
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They “bake in” the idea that staff increases are inevitable.
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They validate and institutionalize present planning
processes and the usual ways of doing things.
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Computerized Forecasts
◦ Software that estimates future staffing needs by:
 Projecting sales, volume of production, and personnel
required to maintain different volumes of output.
 Forecasting staffing levels for direct labor, indirect staff, and
exempt staff.
 Creating metrics for direct labor hours and three sales
projection scenarios—minimum, maximum, and probable.
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http://www.quantrix.com
Issues of Privacy…
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Ensuring the Security of HR Information
◦ Control of HR information through access matrices
◦ Access to records and employee privacy
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Legal Considerations
◦ The Federal Privacy Act of 1974
◦ New York Personal Privacy Act of 1985
◦ HIPAA- The Health Insurance Portability and
Accountability Act of 1996
(HIPAA) Privacy Rule -Regulates use of medical records
◦ Americans with Disabilities Act
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Health Information Privacy
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Since intruders can strike from outside an organization or from within, HR
departments can help screen out potential identity thieves by following four basic
rules:
1. Perform background checks on anyone who is going to have
access to personal information.
2. If someone with access to personal information is out sick or
on leave, don’t hire a temporary employee to replace him or
her. Instead, bring in a trusted worker from another
department.
3. Perform random background checks such as random drug
tests. Just because someone passed five years ago doesn’t
mean their current situation is the same.
4. Limit access to information such as SSNs, health information,
and other sensitive data to HR managers who require it to do
their jobs. Only on a “Need to Know basis!”
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Centralized or Decentralized Recruiting and
hiring…
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The centralization of a
staffing model is
defined as the extent
to which management
has direct control over
the staffing function.
In a highly centralized
staffing function,
management may
exercise control over
strategy, resources,
budget, and process.
http://www.ehow.com/info_8375742_adva
ntages-disadvantages-decentralization.html
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In a decentralized
staffing function,
responsibility for the
recruiting process is
managed locally, with
strategies and
processes that are
tailored to local
circumstances.
Both can co-exist….
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◦ Allows for sharing of applicant pools
◦ Strengthens employment brand
◦ Facilitates applying strategic priorities
◦ Reduces duplication of HR activities
◦ Reduces cost of new HR technologies
◦ Builds teams of HR experts
◦ Provides better measurement of HR performance
◦ “The corporate world heavily favors
centralization: 59% of companies structure the
staffing function on the centralized model,”
according to “2003 Recruiting Metrics and Performance Benchmark Report,
by Staffing.org.
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◦ Decentralization involves spreading the decisionmaking throughout an organization instead of a
few making all of the decisions. Decentralization
is a matter of degree. At one end of the
spectrum, a strongly decentralized organization
has lower-level managers and employees making
decisions.
◦ Decentralization provides lower-level managers
with crucial experience in making decisions.
Without this experience, they would not be
prepared to act decisively when they are
promoted into higher-level positions.
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Internal Candidates
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Rehiring Former
Employees
Job Posting
Hiring from
Within
Succession
Planning (HRIS)
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Advantages
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Foreknowledge of
candidates’ strengths
and weaknesses
More accurate view of
candidate’s skills
Candidates have a
stronger commitment to
the company
Increases employee
morale
Less training and
orientation required
Disadvantages
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Failed applicants
become discontented
Time wasted
interviewing inside
candidates who will not
be considered
Inbreeding strengthens
tendency to maintain the
status quo
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Outside Candidates
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Locating Outside Candidates
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Recruiting via the Internet
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Executive Recruiters
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Advertising
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On Demand Recruiting
Services (ODRS)
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Employment Agencies
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College Recruiting
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Temp Agencies and Alternative
Staffing
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Referrals and Walk-ins
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Offshoring/Outsourcing
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Recruiting via the Internet
◦ Advantages
 Cost-effective way to publicize job openings
 More applicants attracted over a longer period
 Immediate applicant responses
 Online prescreening of applicants
 Links to other job search sites
 Automation of applicant tracking and evaluation
◦ Disadvantages
 Exclusion of older and minority workers
 Excessive number of unqualified applicants
 Personal information privacy concerns of applicants
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Executive Recruiters (Headhunters)
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Contingent-based recruiters
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Retained executive searchers
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Internet technology and specialization trends
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. Never rely solely on the recruiter to do reference
checking.
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Employee Referrals
◦ Referring employees become stakeholders.
◦ Referral is a cost-effective recruitment program.
◦ Referral can speed up diversifying the workforce.
◦ Relying on referrals may be discriminatory.
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Walk-ins
◦ Seek employment through a personal direct approach to the
employer.
◦ Courteous treatment of any applicant is a good business practice.
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College Recruiting
◦ On-campus
recruiting goals
 To determine if the
candidate is worthy of ◦ On-site visits
further consideration
 Invitation letters
 To attract good
 Assigned hosts
candidates
 Information packages
 Planned interviews
 Timely employment
offer
 Follow-up
◦ Internships
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http://www.monster.com/
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Note: Survey of 2,294 organizations.
Percentage of employers reporting best-performing
sources for hiring without regard to cost, 2004.
Source: Workforce Management, December 2004, p. 98.
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Types of Employment
Agencies
Public
Agencies
Nonprofit
Agencies
Private
Agencies
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Why Use a Private Employment Agency
◦ No HR department: firm lacks recruiting and
screening capabilities.
◦ To attract a pool of qualified applicants.
◦ To fill a particular opening quickly.
◦ To attract more minority or female applicants.
◦ To reach currently employed individuals who are
more comfortable dealing with agencies.
◦ To reduce internal time devoted to recruiting.
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Avoiding Problems with Employment Agencies:
◦ Provide the agency with accurate and complete job
descriptions.
◦ Make sure tests, application blanks, and interviews are part
of the agency’s selection process.
◦ Review candidates accepted or rejected by your firm or the
agency for effectiveness and fairness of agency’s screening
process.
◦ Screen agency for effectiveness in filling positions.
◦ Supplement the agency’s reference checking by checking
the final candidate’s references yourself.
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Benefits of Temps:
◦ Increased productivity—paid only when working
◦ Allows “trial run” for prospective employees
◦ No recruitment, screening, and payroll administration costs
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Costs of Temps:
◦ Increased labor costs due to fees paid to temp agencies
◦ Temp employees’ lack of commitment to the firm
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Dehumanizing, impersonal, and discouraging treatment by
employers.
Insecurity about employment and pessimism about the
future.
Worry about the lack of insurance and pension benefits.
Being misled about job assignments and whether temporary
assignments are likely to become full-time positions.
Being “underemployed” while trying return to the full-time
labor market.
Anger toward the corporate world and its values; expressed
as alienation and disenchantment.
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1. Do not train your contingent workers. Ask their staffing agency to handle training.
2. Do not negotiate the pay rate of your contingent workers. The agency should
set pay.
3. Do not coach or counsel a contingent worker on his/her job performance.
Instead, call the person’s agency and request that it do so.
4. Do not negotiate a contingent worker’s vacations or personal time off. Direct
the worker to his or her agency.
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. Instead, refer the worker to publicly available job postings.
10. Do not terminate a contingent worker directly. Contact the agency to do so.
Source: Adapted from Bohner and Selasco, “Beware the Legal
Risks of Hiring Temps,” Workforce, October 2000, p. 53.
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Invoicing. Make sure the agency’s invoice fits your company’s needs.
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Time sheets. The time sheet is a verification of hours worked and an
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Temp-to-perm policy. What is the policy if you want to hire a temp as a
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Recruitment of and benefits for temp employees. How does the agency
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Dress code. Specify the attire at each of your offices or plants.
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Equal employment opportunity statement. Get a statement from the
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Job description information. Ensure that the agency understands the job
agreement to pay the agency’s fees.
permanent employee?
plan to recruit and what sorts of benefits it will it pay?
agency that it does not discriminate when filling temp orders.
to be filled and the sort of person you want to fill it.
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Political and
Military Instability
Resentment and
anxiety of U.S.
employees/unions
Costs of foreign
workers
Special training of
foreign employees
Cultural
Misunderstandings
Main
Issues
Customers’
security and
privacy concerns
Foreign contracts,
liability, and legal
concerns
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Education
Achievements
Arrest
Record
Housing
Arrangements
Areas of
Personal
Information
Marital
Status
Physical
Handicaps
Notification in
Case of
Emergency
Memberships in
Organizations
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employment or
personnel planning
trend analysis
ratio analysis
scatter plot
computerized forecast
qualifications inventories
personnel replacement
charts
position replacement
card
recruiting yield pyramid
job posting
succession planning
alternative staffing
on demand recruiting
services (ODRS)
application form
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