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Management
TWELFTH EDITION
GARY DESSLER
BIJU VARKKEY
Chapter 5
Human Resources Planning and Recruiting
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
After studying this chapter, you should be able to:
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
Forecasting
Tools
Qualification
Inventories
Manual
Computerized
Systems and
Information
Replacement
Systems
Charts
• Sources of Information
Periodic forecasts in business publications
Online economic projections
U.S. Congressional Budget Office (CBO)
U.S. Department of Labor’s O*NET™
Bureau of Labor Statistics (BLS)
Other federal agencies and private sources
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
5–14
Effective Recruiting
• External Factors Affecting Recruiting
Supply of workers
Outsourcing of white-collar jobs
Fewer “qualified” candidates
• Other Factors Affecting Recruiting
Consistency of recruitment with strategic goals
Types of jobs recruited and recruiting methods
Nonrecruitment HR issues and policies
Successful prescreening of applicants
Public image of the firm
Evaluating
Recruiting
Effectiveness
What to How to
Measure Measure
Rehiring Former
Job Posting
Employees
Hiring from
Within
Succession
Planning (HRIS)
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
5–20
Outside Sources of Candidates
On Demand Recruiting
2 Advertising 7
Services (ODRS)
5 Offshoring/Outsourcing
Types of Employment
Agencies
Government
Nonprofit Private
Employment
Agencies Agencies
Exchanges
1. Do not train your contingent workers. Ask their staffing agency to handle training.
2. Do not negotiate the pay rate of your contingent workers. The agency should
set pay.
3. Do not coach or counsel a contingent worker on his/her job performance.
Instead, call the person’s agency and request that it do so.
4. Do not negotiate a contingent worker’s vacations or personal time off. Direct
the worker to his or her agency.
5. Do not routinely include contingent workers in your company’s employee
functions.
6. Do not allow contingent workers to utilize facilities intended for employees.
7. Do not let managers issue company business cards, nameplates, or employee
badges to contingent workers without HR and legal approval.
8. Do not let managers discuss harassment or discrimination issues with
contingent workers.
9. Do not discuss job opportunities and the contingent worker’s suitability for
them directly. Instead, refer the worker to publicly available job postings.
10. Do not terminate a contingent worker directly. Contact the agency to do so.
• Walk-ins
Seek employment through a personal direct
approach to the employer.
Courteous treatment of any applicant is a good
business practice.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
5–35
Improved Productivity Through HRIS:
An Integrated Technology Approach to Recruiting
Hiring Management
Single Parents
Minorities and
Welfare-to-Work
Women
Uses of Application
Information