Académique Documents
Professionnel Documents
Culture Documents
Chapter 5
Personnel Planning
and Recruiting
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
Forecasting Tools
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860
Qualification
Inventories
Legal Considerations
The Federal Privacy Act of 1974
HIPAA
Sources of Information
Periodic forecasts in business publications
Online economic projections
U.S. Congressional Budget Office (CBO)
U.S. Department of Labors O*NET
Bureau of Labor Statistics (BLS)
Other federal agencies and private sources
Recruiting Challenges
Evaluating Recruiting
Effectiveness
What to How to
measure measure
50%
67%
75%
16%
Hiring-from-Within Tasks
On Demand Recruiting
2 Advertising 7
Services (ODRS)
5 Offshoring/Outsourcing
Types of Employment
Agencies
Costs of Temps
Increased labor costs due to fees paid to temp agencies
Temp employees lack of commitment to the firm
Do Not:
1. Train your contingent workers. Ask their staffing agency to handle training.
2. Negotiate the pay rate of your contingent workers. The agency should set pay.
3. Coach or counsel a contingent worker on his/her job performance. Instead, call
the persons agency and request that it do so.
4. Negotiate a contingent workers vacations or personal time off. Direct the worker
to his or her agency.
5. Routinely include contingent workers in your companys employee functions.
6. Allow contingent workers to utilize facilities intended for employees.
7. Let managers issue company business cards, nameplates, or employee badges
to contingent workers without HR and legal approval.
8. Let managers discuss harassment or discrimination issues with contingent
workers.
9. Discuss job opportunities and the contingent workers suitability for them
directly. Instead, refer the worker to publicly available job postings.
10. Terminate a contingent worker directly. Contact the agency to do so.
Resentment and
Cultural
anxiety of U.S.
misunderstandings
employees/unions
Outsourcing/
Offshoring
Customers securing
Costs of foreign Issues and privacy
workers
concerns
Foreign contracts,
Special training of
liability, and legal
foreign employees
concerns
Internships
Employee Military
Walk-ins Telecommuters
referrals personnel
Walk-ins
Seek employment through a personal direct approach to the
employer.
Courteous treatment of any applicant is a good business
practice.
Elements of an HRIS
Requisition
Recruiting Screening Hiring
management
solution services management
system
Single parents
Minorities and
Welfare-to-work
women
Housing Arrest
arrangements record
Areas of
Personal
Marital Information Notification in case
status of emergency
Physical Membership in
handicaps organizations
1. Do you have any responsibilities that conflict with the job vacancy?
2. How long have you lived at your present address?
3. Do you have any relatives working for this company?
4. Do you have any physical defects that would prevent you from
performing certain jobs where, to your knowledge, vacancies exist?
5. Do you have adequate means of transportation to get to work?
6. Have you had any major illness (treated or untreated) in the past 10
years?
7. Have you ever been convicted of a felony or do you have a history of
being a violent person? (This is a very important question to avoid a
negligent hiring or retention charge.)
8. What is your educational background? (The information required here
would depend on the job-related requirements of the position.)