Professional Documents
Culture Documents
CHAPTER 5
Planning for and Recruiting
Human Resources
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All Rights Reserved.
What Do I Need to Know?
5-2
What Do I Need to Know? (continued)
5-3
The Process of Human Resource Planning
5-4
Figure 5.1: Overview of the Human
Resource Planning Process
5-5
Forecasting
5-6
Forecasting the Demand for Labor
5-7
Determining Labor Supply
5-8
Table 5.1: Transitional Matrix – Example
for an Auto Parts Manufacturer
5-9
Determining Labor Surplus or Shortage
5-10
Goal Setting and Strategic Planning
Pay
Downsizing Demotions
reductions
Work Hiring
Transfers
sharing freeze
Natural Early
Retraining
attrition retirement
5-12
As the average age of many workers in skilled trades grows, the coming
demand for workers in many trades is expected to outstrip supply in the
United States. There is a potential for employers in some areas to
experience a labor shortage because of this.
5-13
Options for Avoiding a Shortage
Temporary
Overtime Outsourcing
employees
Technological
innovation
5-14
Table 5.2: HR Strategies for Addressing a
Labor Shortage or Surplus
5-15
Test Your Knowledge
5-16
Implementing and Evaluating the HR Plan
5-18
Recruiting Human Resources
5-19
Figure 5.2: Three Aspects of Recruiting
5-20
Personnel Internal versus
external recruiting
Policies
Several personnel
policies are Lead-the-market pay
especially relevant strategies
to recruitment:
Employment-at-will
policies
Image advertising
5-21
• Image advertising, such
as in this campaign to
recruit nurses, promotes
a whole profession or
organization as opposed
to a specific job opening.
• This ad is designed to
create a positive
impression of the
profession, which is now
facing a shortage of
workers.
5-22
Recruitment Sources: Internal Sources
5-23
Advantages of Internal Sources
5-24
One in Three Positions Are
Filled with Insiders
5-25
Recruitment Sources: External Sources
Referrals
Private employment
agencies
Advertisements in
newspapers and
magazines
Colleges and
universities
Electronic recruiting
5-26
Figure 5.3: External Recruiting Sources –
Percentage of Employees Hired
5-27
Evaluating the Quality of a Source
5-28
Table 5.3:
Results of a Hypothetical Recruiting Effort
5-29
Your Experience
5-30
Recruiter Traits and Behaviors
5-31
Recruiter Characteristics and Behavior
True = A False = B
• Applicants respond more positively when the recruiter
is an HR specialist than line managers or incumbents.
• Applicants respond positively to recruiters whom are
warm and informative
• Personnel policies are more important than the
recruiter when deciding whether or not to take a job.
• Realistic job previews should highlight the positive
characteristics of the job rather than the negative.
5-32
Figure 5.4:
Recruits Who Were Offended by Recruiters
5-33
Enhancing the Recruiter’s Impact
5-34
Recruiting Exercise (1 of 2)
5-35
Recruiting Exercise (2 of 2)
5-36
Summary
5-37
Summary (continued)
5-38
Summary (continued)
5-39