Human Resource Management Fifteenth Edition Chapter 5 Personnel

Learning Objectives (1 of 3) 5 -1. Explain the main techniques used in employment

Learning Objectives (2 of 3) 5 -3. Name and describe the main internal sources

Learning Objectives (3 of 3) 5 -7. Discuss practical guidelines for obtaining application information.

I. Explain the main techniques used in employment planning and forecasting. Copyright © 2017,

Introduction The recruitment and selection process is a series of hurdles aimed at selecting

Workforce Planning and Forecasting • is the process of deciding what positions the firm

Workforce Planning by Towers Watson MAPS Source: © Towers Watson 2012. Used with permission.

Strategy and Workforce Planning Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights

Improving Performance: The Strategic Context Four Seasons Let’s talk about it… Copyright © 2017,

Forecasting Personnel Needs (Labor Demands) (1 of 2) Copyright © 2017, 2015, 2013 Pearson

Forecasting Personnel Needs (Labor Demands) (2 of 2) 1. Trend Analysis 2. Ratio Analysis

Forecasting the Supply of Inside Candidates (1 of 2) Copyright © 2017, 2015, 2013

Forecasting the Supply of Inside Candidates (2 of 2) Personnel Replacement Charts Figure 5

Forecasting the Supply of Outside Candidates Copyright © 2017, 2015, 2013 Pearson Education, Inc.

Predictive Workforce Monitoring Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

Improving Performance: HR as a Profit Center (1 of 2) Predicting Labor Needs Let’s

Matching Projected Labor Supply and Labor Demand Copyright © 2017, 2015, 2013 Pearson Education,

Succession Planning Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

II. Explain and give examples for the need for effective recruiting. Copyright © 2017,

Why Effective Recruiting Is Important • The need for effective recruiting • What makes

The Recruiting Yield Pyramid FIGURE 5 -5 Recruiting Yield Pyramid Copyright © 2017, 2015,

Know Your Employment Law (1 of 3) Recruiting Employees Copyright © 2017, 2015, 2013

The Supervisor’s Role Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

III. Name and describe the main internal sources of candidates. Copyright © 2017, 2015,

Internal Sources of Candidates • Finding Internal Candidates Copyright © 2017, 2015, 2013 Pearson

IV. Discuss a workforce planning method you would use to improve employee engagement. Copyright

Employee Engagement Guide for Managers Copyright © 2017, 2015, 2013 Pearson Education, Inc. All

Promotion from Within Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

V. List and discuss the main outside sources of candidates. Copyright © 2017, 2015,

Outside Sources of Candidates Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights

Informal Recruiting and the Hidden Job Market • Job openings aren’t publicized • Jobs

Recruiting via the Internet • Pros and Cons Copyright © 2017, 2015, 2013 Pearson

Improving Performance Through HRIS: Using Applicant Tracking System (ATS) Let’s take a look …

Trends Shaping HR: Science in Talent Management Google’s People Operations (HR) Let’s take a

Improving Online Recruiting Effectiveness Ineffective Ad, Recycled from Magazine to the Web Effective Web

Trends Shaping HR: Digital and Social Media Recruiters Use of Social Media Let’s take

Advertising • The Media • Constructing (writing) The Ad Copyright © 2017, 2015, 2013

Constructing (writing) The Ad Figure 5 -7 Help Wanted Ad That Draws Attention Source:

Employment Agencies • Public • Nonprofit agencies • Privately owned agencies Copyright © 2017,

Recruiting Process Outsourcers Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

Temporary Workers and Alternative Staffing • Alternative staffing • Reason for using • The

Know Your Employment Law (2 of 3) Contract Employees Copyright © 2017, 2015, 2013

Trends Shaping HR: The New Extended Workforce Freelance Programmers, Designers or Marketers Let’s talk

Offshoring and Outsourcing Jobs Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights

Executive Recruiters • Working with Recruiters • Internal Recruiting Copyright © 2017, 2015, 2013

Improving Performance: HR Tools for Line Managers and Small Businesses Recruiting 101 Let’s talk

Recruiting (1 of 2) 1. Referrals and Walk-ins 2. On-Demand Recruiting Services 3. College

Recruiting (2 of 2) 4. Telecommuters 5. Military Personnel Copyright © 2017, 2015, 2013

Improving Performance: HR as a Profit Center (2 of 2) Cutting Recruitment Costs Let’s

VI. Explain how to recruit a more diverse workforce. Copyright © 2017, 2015, 2013

Recruiting a More Diverse Workforce (1 of 2) 1. Women 2. Single Parents 3.

Diversity Counts Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

Recruiting a More Diverse Workforce (2 of 2) 4. Minorities 5. The Disabled Copyright

VI. Discuss practical guidelines for obtaining application information. Copyright © 2017, 2015, 2013 Pearson

Developing and Using Application Forms (1 of 2) • Purpose of Application Forms •

Know Your Employment Law (3 of 3) Application Forms and EEO Law Copyright ©

Developing and Using Application Forms (2 of 2) • Using Application Forms to Predict

Chapter 5 Review What you should now know…. Copyright © 2017, 2015, 2013 Pearson

Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

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Learning Objectives (1 of 3) 5 -1. Explain the main techniques used in employment planning and forecasting. 5 -2. Explain and give examples for the need for effective recruiting. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

Learning Objectives (2 of 3) 5 -3. Name and describe the main internal sources of candidates. 5 -4. Discuss a workforce planning method you would use to improve employee engagement. 5 -5. List and discuss the main outside sources of candidates. 5 -6. Explain how to recruit a more diverse workforce. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

Workforce Planning and Forecasting • is the process of deciding what positions the firm will have to fill, and how to fill them. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

Forecasting the Supply of Inside Candidates (2 of 2) Personnel Replacement Charts Figure 5 -3 Personnel or Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

Informal Recruiting and the Hidden Job Market • Job openings aren’t publicized • Jobs are created and become available when employers come across the right candidates Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

Improving Online Recruiting Effectiveness Ineffective Ad, Recycled from Magazine to the Web Effective Web Ad (Space Not an Issue) Process Engineer Pay: $65 k–$85 k/year Immediate Need in Florida for a Wastewater Treatment Process Engineer. Must have a min. 4– 7 years Industrial Wastewater exp. Reply Kim. GD@Waters. Clean. X. com Do you want to help us make this a better world? We are one of the top wastewater treatment companies in the world, with installations from Miami to London to Beijing. We are growing fast and looking for an experienced process engineer to join our team. If you have at least 4– 7 years’ experience designing processes for wastewater treatment facilities and a dedication to make this a better world, we would like to hear from you. Pay range depending on experience is $65, 000– $85, 000. Please reply in confidence to Kim. GD@ Waters. Clean. X. com Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

Constructing (writing) The Ad Figure 5 -7 Help Wanted Ad That Draws Attention Source: “Help Wanted Ad That Draws Attention”, in Giombetti Associates, Hampden, MA. Reprinted with permission. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

Temporary Workers and Alternative Staffing • Alternative staffing • Reason for using • The Temp Agency • Temp Employee’s Concern Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved