Personnel Planning and Recruiting
Steps in Recruitment and Selection Process
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
Linking Employer’s Strategy to Plans
Planning and Forecasting
• Employment or Personnel Planning
The process of deciding what positions the firm
will have to fill, and how to fill them.
• Succession Planning
The process of deciding how to fill the company’s
most important executive jobs.
• What to Forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates
Forecasting Personnel Needs
Size and Number
Note: After fitting the
line, you can project
how many employees
you’ll need, given your
Size of Hospital
Drawbacks to Traditional Forecasting
• They focus on projections and historical relationships.
• They do not consider the impact of strategic initiatives
on future staffing levels.
• They support compensation plans that reward
managers for managing ever-larger staffs.
• They “bake in” the idea that staff increases are
• They validate and institutionalize present planning
processes and the usual ways of doing things.
Using Computers to Forecast Personnel
• Computerized Forecasts
Software that estimates future staffing needs by:
sales, volume of production, and
personnel required to maintain different volumes
staffing levels for direct labor, indirect
staff, and exempt staff.
metrics for direct labor hours and three
sales projection scenarios—minimum, maximum,
Forecasting the Supply of
The Matter of Privacy
• Ensuring the Security of HR Information
Control of HR information through access matrices
Access to records and employee privacy
• Legal Considerations
The Federal Privacy Act of 1974
New York Personal Privacy Act of 1985
Americans with Disabilities Act
Keeping Data Safe
Since intruders can strike from outside an organization or from within, HR
departments can help screen out potential identity thieves by following four
Perform background checks on anyone who is going to have access
to personal information.
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.
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.
Limit access to information such as SSNs, health information, and
other sensitive data to HR managers who require it to do their jobs.
Forecasting Outside Candidate Supply
• Factors In Supply of Outside Candidates
General economic conditions
Expected unemployment rate
• Sources of Information
Periodic forecasts in business publications
Online economic projections
Department of Labor’s O*NET™
of Labor Statistics (BLS)
federal agencies and private sources
• What Makes Recruiting a challenge
Consistency of recruitment with strategic goals
Types of jobs recruited and recruiting methods
Nonrecruitment HR issues and policies
Public image of the firm
Effective Recruiting (cont’d)
• Advantages of Centralizing Recruitment
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
Allows for sharing of applicant pools
Selection Devices that Could be Used to Initially Screen Applicants
Validity for Predicting Job
General mental ability tests
Work sample tests
Job knowledge tests
Grade point average
Ratings of training and experience
Note: *Higher is better.
Source: Kevin Carlson et al., “Recruitment Evaluation: The Case for Assessing
the Quality of Applicants Attracted,” Personnel Psychology 55 (2002), p. 470.
Recruiting Yield Pyramid
Internal Candidates: Hiring from Within
• Foreknowledge of
candidates’ strengths and
• More accurate view of
• Candidates have a
stronger commitment to
• Increases employee
• Less training and
• Failed applicants become
• Time wasted interviewing
inside candidates who will
not be considered
• Inbreeding strengthens
tendency to maintain the
Finding Internal Candidates
Identify key needs
Develop inside candidates
Assess and choose
Outside Sources of Candidates
Locating Outside Candidates
Recruiting via the Internet
On Demand Recruiting
Temp Agencies and Alternative
Referrals and Walk-ins
Outside Sources of Candidates (cont’d)
• Recruiting via the Internet
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
Exclusion of older and minority workers
Excessive number of unqualified applicants
Personal information privacy concerns of applicants
Ineffective and Effective Web Ads
Source: Workforce, December 2001, © Crain Communication, Inc. Reprinted with permission.
Advertising for Outside Candidates
• 1.The Media Choice
Selection of the best medium depends on the
positions for which the firm is recruiting.
local and specific labor markets
and professional journals: specialized
job sites: global labor markets
• 2.Constructing the Ad
Create attention, interest, desire, and action (AIDA).
Create a positive impression of the firm.
Help Wanted Ad That Draws Attention
Source: The New York Times, May 13, 2007, Business p. 18.