personnel planning and recruiting
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
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3 Personnel Planning, Recruiting, and Talent Management
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives (1)
When you finish studying this chapter, you should be able to:
1. Define and list the main components of talent management.
2. Describe the basic methods of collecting job analysis information.
3. Conduct a job analysis.
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives (2)
4. Explain the process of forecasting personnel requirements.
5. Compare eight methods for recruiting job candidates.
6. Explain how to use application forms to predict job performance.
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The Talent Management Framework
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The Talent Management Framework
• What is Talent Management?– Necessary tasks– Decisions– The same “profile” of competencies– Active segmentation and management– Integrates/coordinates
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The Basics of Job Analysis
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The Basics Of Job Analysis (1)
• Methods of collecting job analysis information– Interviews– Questionnaires– Observation – Participant diary/logs– Internet-based data collection
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The Basics Of Job Analysis (2)
• Writing Job Descriptions– Job identification, summary– Relationships– Responsibilities and duties– Standards of performance– Working conditions, physical environment– Internet-based job descriptions – ADA
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The Basics Of Job Analysis (3)
• Writing Job Specifications• Competencies and profiles
– Why use profiles
• Competency-based job analysis– BP example
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The Recruitment and Selection Process
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The Recruitment and Selection Process
1. Determine positions to fill
2. Pool of candidates
3. Application forms
4. Various selection techniques
5. Job candidates to supervisor
6. Selection interviews
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Workforce Planning and Forecasting
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Workforce Planning and Forecasting (1)
• Strategy and personnel planning– Inside or outside candidates?
• Forecasting personnel needs– Trend analysis– Ratio analysis– Scatter plots– Computerized personnel forecasting
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Workforce Planning and Forecasting (2)
• Forecasting inside candidates– Computerized systems– Succession planning
• Forecasting outside candidates• Talent management, predictive
workforce monitoring• Projected labor supply and demand
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Recruiting Job Candidates
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Recruiting Job Candidates (1)
• Complex job of recruiting • Recruiting effectiveness• Internal candidates• Recruiting via internet
– Texting – Virtual job affairs– Applicant tracking services
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Recruiting Job Candidates (2)
• Advertising• Employment agencies
– Temps– Alternative staffing
• Executive recruiters• Pros and cons• Candidate’s caveats
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Recruiting Job Candidates (3)
• College recruiting– Internships
• Outsourcing, offshoring• Referral and walk-ins
– Walk-ins– Customers– Telecommuters– Unemployed
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Recruiting Job Candidates (4)
• Military• Recruiting a more diverse workforce
– Older workers– Single parents– Minorities and women– Welfare-to-work– Disabled
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Developing and Using Application Forms
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Developing and Using Application Forms
• Purpose– Exaggeration
• Equal opportunity– Mandatory dispute resolution
• After receiving the application– Courtesy
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Copyright
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
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