1. PERSONNEL
PLANNING AND
RECRUITMENT

2. Introduction
 Job analysis identifies the duties and
human requirements for each of the
company’s job.
 Next is to decide which of these jobs
you need to fill, to recruit and select
employees for the jobs.

3.  The 5 steps in the recruitment and selection
process (see Figure 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.

4.  Positions
 Candidates
 Screening
 Selection
 Offers

5. Figure 1:
5 steps in the recruitment and selection process
Use
Supervisors
Recruiting selection
Employment Applicants and others
tools like
planning Build a complete interview final
and tests to
pool of application candidates to
forecasting screen out
candidates form make final
most
choice
applicants

6. Workforce/Personnel Planning and
Forecasting
 It is the process of deciding what
positions the firm will have to fill, and
how to fill them.
 Personnel plans require some
forecasts and estimates on 3 things:
a) Personnel needs (labor demand)
b) Supply of inside candidates
c) Supply of outside candidates

7. a) Forecasting personnel
needs (labor demand)
 Basic workforce planning process is to
forecast employer’s demand for labor
and supply of labor. Then, identify
supply-demand gaps and develop action
plans to fill the projected gaps.
 Start with estimating what demand will
be for your products or services: daily,
weekly, seasonal forecasts.
 Forecast revenue, turnover, financial
resources.

8.  Several tools for forecasting personnel
needs:
 Trend analysis
 Ratio analysis
 The scatter plot
 Markov analysis

9. b) Forecasting the supply of
inside candidates
 Most firm start with inside candidate to
fill the positions.
 Have to determine which current
employees might be competent with
skills and qualification for the projected
openings – refer to qualifications (or
skills) inventories
 Then managers determine which
employees are suitable for promotion or
transfer.

10. Methods use:
 Manual systems and
replacement charts –
personnel inventory and
development record form
 Computerized skills
inventories
 Privacy

11. c) Forecasting the supply of
outside candidates
 Talent management and predictive
workforce monitoring
 Action planning for labor supply and
demand
 The recruiting yield pyramid

12. The Need for Effective Recruiting
 Recruiting – finding applicants for the employer’s
open position
 Why recruiting is important? – best candidates
 What makes recruiting a challenge? – recruiting
methods, nonrecruitment issues and policies, laws
 Organizing how you recruit – centralize,
decentralize, online
 The supervisor’s role – knowledge of job analysis, job
description and job specification.

13. Internal Source of Candidates
 current employees or ―hiring from within‖—is often
the best source of candidates.
 Some advantages of internal recruiting:
 Current employees may be more committed
 Morale may go up since other employees will
know about your policy
 Current employees may require less orientation
and training than new hires.
 The disadvantages:
 employees may become discontented if they
apply for jobs and do not get them. There also is
a potential for inbreeding – maintaining the
status quo – to occur.

14. Internal Recruitment Methods
 Human resource databases
 Job posting
 Job bidding
 Rehiring
 Succession planning
 Intranet

15. Human resource database
 The database may reveal persons who
have potential for further training or who
have the right background for the open
job.

16. Job Posting and Job Bidding
 Job posting: Procedure to
inform employees of
existing job openings
 Job bidding: Procedure
that permits individuals in
organization to apply for
posted job – suit to job’s
attributes, qualification,
skills

17. Rehiring
 Should you rehire someone who left the
your employ? – depends
 Advantages – former employees are
known quantities, already familiar with
the tasks
 Risk – employees may return with
negative attitudes.

18. Succession Planning
 It is the ongoing process of systematically
identifying, assessing, and developing
organizational leadership to enhance
performance.
 To profile the competencies purposely to
formulate an integrated development /
appraisal / selection package for potential
candidates.
 3 steps: identify key needs, develop inside
candidates, and assess and choose those
candidates.

19. Outside Source of Candidates
Why external recruitment is
needed?
 Fill entry-level jobs
 Acquire skills not
possessed by current
employees
 Obtain employees with
different backgrounds to
provide diversity of idea

20. External Recruitment Methods
 Internet
 Advertising
 Employment agencies
 Outsourcing – having outside vendors supply
services e.g., market research, manufacturing
 Offshoring – having outside vendors supply services
that the company’s own employees previously did in-
house.
 Executive recruiters – special employment agencies
seek top management talent for their clients.
 College recruiting
 Referrals and walk-in

21. Selection of Potential

Candidates methods
Previously, we have discussed on the
managers use to build an applicant pool for job
opening.
 Candidates fill up the application forms – provides
information on education, prior work record, and
skills.
 Next step is to select the best candidates for the job
by using various tools.
 Why careful selection is important? – performance,
cost for hiring and training, legal obligations, and
person-job fit to match knowledge, skills, abilities and
competencies to perform the job
 Tools for selection – testing and interview

22. Test
 Test must both reliable and valid.
 Reliability – the consistency of scores
obtained by the same person when
retested / measuring something
consistently
 Validity – tells you whether the test is
measuring what you think it’s suppose to
be measuring.

23.  Types of test:
 Test of cognitive abilities – IQ, mental
abilities
 Test of motor and physical abilities
 Personality and interest
 Achievement tests – job knowledge
 Polygraph and honesty testing

24. Interview
 More than a discussion
 Is a procedure designed to obtain
information and predict future job
performance based on applicants’ oral
responses to oral inquiries.
 Classification of interviews based on:
 How structured they are
 Their content – types of questions
 How the firm administers the interview

25.  Types of interview:
 Structured – manager lists the questions
ahead of time, list and score possible
answer. Interviewers ask all applicants the
same questions, tend to be more reliable
and valid.
 Unstructured – manager follow no set
format, spontaneous questions
 Semi structured

26.  How to conduct an effective interview?
1. Make sure you know the job – study the job
descriptions
2. Structure the interview – job knowledge,
experience, situational, behavioral questions &
provide descriptive rating scales e.g., excellent,
fair, poor
3. Get organized – place, minimized interruptions
4. Establish rapport – greet the candidates, start
with noncontroversial questions
5. Ask questions
6. Take brief / notes during the interview
7. Close the interview