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138 PART 2 RECRUITMENT, PLACEMENT, AND TALENT MANAGEMENT 1 List the steps in the recruitment and selection process. INTRODUCTION Job analysis identifies the duties and human requirements for each of the company s jobs. The next step is to decide which of these jobs you need to fill, and to recruit and select employees for them. The traditional way to envision recruitment and selection is as a series of hurdles (Figure 5-1): 1. Decide what positions to fill, through workforce/personnel planning and forecasting. 2. Build a pool of candidates for these jobs, by recruiting internal or external candidates. 3. Have candidates complete application forms and perhaps undergo initial screening interviews. 4. Use selection tools like tests, background investigations, and physical exams to identify viable candidates. 5. Decide who to make an offer to, by having the supervisor and perhaps others interview the candidates. This chapter focuses on personnel planning and on recruiting employees. Chapter 6 addresses tests, background checks, and physical exams. Chapter 7 focuses on interviewing by far the most widely used selection technique. 2 Explain the main techniques used in employment planning and forecasting. WORKFORCE PLANNING AND FORECASTING Recruitment and selection ideally starts with workforce planning. After all, if you don t know what your team s employment needs will be in the next few months, why should you be hiring? Workforce (or employment or personnel) planning is the process of deciding what positions the firm will have to fill, and how to fill them. It embraces all future positions, from maintenance clerk to CEO. However, most firms call the process of deciding how to fill executive jobs succession planning. Strategy and Workforce Planning In either case, as at IBM (see page 137), employment planning should reflect the firm s strategic plans. Thus plans to enter new businesses or reduce costs all influence the types of positions you ll need to fill (or eliminate). Strategic issues are always crucial. In the short term, there s not much employers can do to overcome recessions, housing bubbles, or increases or decreases in consumer spending. However, the managers should control their strategy. So, knowing that the firm plans, say, to expand abroad, means making plans for ramping up hiring in the firm s international division. The accompanying Strategic Context feature illustrates this. FIGURE 5-1 Steps in Recruitment and Selection Process Employment planning and forecasting Recruiting: Build a pool of candidates Candidates Candidate becomes employee Applicants complete application forms Use selection tools like tests to screen out most applicants Supervisors and others interview final candidates to make final choice The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
CHAPTER 5 PERSONNEL PLANNING AND RECRUITING 139 THE STRATEGIC CONTEXT IBM IBM has been transitioning from supplying mostly computers to supplying software and consulting services. Therefore, in terms of IBMs strategic workforce needs, in three years, 22 percent of our workforce will have obsolete skills. Of the 22 percent, 85 percent have fundamental competencies that we can build on to get them ready for skills we ll need years from now. The remaining 15% will either self-select out of IBM or be let go. 2 As at IBM, workforce and succession planning should entail thinking through the skills and competencies the firm needs to execute its overall strategy. At IBM, for instance, human resource executives review with finance and other executives the personnel ramifications of their company s strategic plans. 3 In other words, What sorts of skills and competencies will we need to execute our strategic plans? Figure 5-2 summarizes the link between strategic and personnel planning. Like all plans, personnel plans require some forecasts or estimates, in this case, of three things: personnel needs, the supply of inside candidates, and the likely supply of outside candidates. The basic workforce planning process is to forecast the employer s demand for labor and supply of labor; then identify supply demand gaps and develop action plans to fill the projected gaps. We ll start with forecasting personnel needs. Forecasting Personnel Needs (Labor Demand) How many people will we need? Managers consider several factors. 4 For example, when Dan Hilbert took over staffing at Valero Energy, he reviewed Valero s demographics, growth plans, and turnover history. He discovered that projected employment shortfalls FIGURE 5-2 Linking Employer s Strategy to Plans Employer s strategic plan Diversify? Integrate vertically? Expand geographically? On what basis should we compete? Employer s functional plans Marketing and sales plans Production plans Financial plans HR plans Personnel plans Training and development plans Compensation plans Labor relations plans Security and safety plans Personnel forecasts Recruitment plans Employee selection plans workforce (or 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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HUMAN THIRTEENTH EDITION RESOURCE M
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DEDICATED TO SAMANTHA AND TAYLOR
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C O N T E N T S Preface xxiii Ackno
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CONTENTS IX Departmental Managers S
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CONTENTS XI Recruiting Source Use a
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CONTENTS XIII PART THREE TRAINING A
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CONTENTS XV Talent Management and E
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CONTENTS XVII INCENTIVES FOR SALESP
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CONTENTS XXI INDIVIDUAL AND GROUP A
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P R E F A C E Human Resource Manage
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PREFACE XXV This edition again cont
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A C K N O W L E D G M E N T S Every
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LEARNING OBJECTIVES 1. Explain what
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CHAPTER 1 INTRODUCTION TO HUMAN RES
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N A M E / O R G A N I Z A T I O N I
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NAME/ORGANIZATION INDEX 667 F Faceb
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NAME/ORGANIZATION INDEX 671 London,
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