Activities to identify & attract potential
employees
Builds supply of potential hires when
needed
Internal: “Promote from within”
More attractive opportunities for advancement for
Internal vs. External
Helps meet biz objectives, gain competitive
applicants & employees
advantages
Pay important job characteristic for most
applicants
Compares present status with future goals
Lead-the-market Pay Strategies Identifies what need changing
Advantage when payment is higher than market
wages Labor Demand & Supply
Personnel Policies
Employment relationship may be ended at any time Labor Surplus or Shortage
unless otherwise stated in contract
Employment at Will Trend analysis: Use previous-year statistics to
Due-process policy: employee may appeal predict next year demand with statistical models
termination
Recruiting Leading indicators: Accurate measures to predict
Image of organization impacts its attraction level Forecasting future demand
1. Forecast labor demand
The Internet provides opportunities to build a
Social Presence & Reputation (economy, competitors,technology, workforce
positive image & recruit employees HR Planning composition)
Show job categories in a period & proportion of
Company bulletin boards
employees in each of those job categoriesin a future
Job Postings: Informing job vacancy to other Transitional Matrix period
Employee publications
workers within Steps 2. Determine labor supply
Corporate intranets Where did people in each job category go?
Answering
Internal Where did people currently in each job category come
Generates well known applicants from?
Applicants are knowledgeable about position Compare forecast for demand & supply
Advantages
=> Minimizes unrealistic job expectations
Show surpluses & shortages in each category
3. Determine surplus or shortage
Cheap and fast Allow to plan to address challenges
Direct applicants & referrals Numerical goals provide basis for measuring
Job search & networking platforms Three stages success
Help-wanted ads External Recruitment Sources 3 aspects Goals should come from analysis of supply
Public & private employment agencies and demand
Goal setting + Strategic Planning
Colleges & universities Options differ in expense, speed, and
effectiveness
% of applicants moving to the next stage of
recruitment & selection Addressing surplus cause varying degrees of
HR strategies must be used to achieve goals
Yield Ratio suffering
Compare with other sources to optimize vacancy
filling Addressing shortage requires abilities to undo
Evaluating quality change effortlessly
Total amount spent to fill vacancy
PLANNING FOR Should have authority & resources needed
Amount spent using recruitment source/Amount of One must be accountable for achieving goals
hires from the source Cost per Hire AND RECRUITING Should issue regular progress reports
HUMAN RESOURCES Talent management: ties planning &
Low cost per hire
Program Implementing and Evaluating recruiting efforts to strategy & employee
=> Efficient recruitment source
development
Either HR specialist or specialist of job being filled
Identifies which parts of planning process
Realistic job preview includes both positive & contributed to success or failure
negative aspects Applicants view warm, informative recruiters
Key Characteristics
positively
Too positive job preview arouses suspicion Compare % of protected groups with % each
Personnel policies > recruiter in securing job group represent in relevant labor markets
acceptance Recruiter Traits & Behaviors Assessment of current utilization patterns
Recruiters should provide timely feedback Applying HR Planning
Workforce Utilization Review Forecast how utilization may change in
to Affirmative Action
Recruiters should avoid offensive behavior
E nhancing Recruiter’s Impact future
Job experts are more credible than HR If underutilization of certain groups is
recruit teams
Can include job experts & HR professionals forecasted, goals & a plan are established
Knowledge & skills making an org superior Reducing costs
to others and create value for customers Planned elimination of a large number of Replacing labor with technology
Core Competency
Orgs benefit from hiring & retaining personnel for: Mergers & acquisitions
employees with core competencies Moving to more economical locations
Hurts long-term organizational
Most widespread method
Temporary & Contract Workers Downsizing effectiveness
Disadvantage: Workers not as committed
Spreading burden more fairly
Contracting other organizations to provide Reducing Hours
Outsourcing Avoiding shortage Less costly than payoffs requiring serverance
broad set of services
pay
With compensation added, good in short- Alternatives
Overtime & Expanded Hours Aging workfore with many older workers wish
term
to retire not
Early-retirement
Phased-retirement program (gaining pension
while working part-time)
