Personnel Management Discussion

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PowerPoint Presentation by Charlie Cook The University of West Alabama

Chapter 5 Personnel Planning and Recruiting

Part Two | Recruitment and Placement

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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WHERE WE ARE NOW…

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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In Chapter 4, we discussed job analysis and the methods managers use to create job descriptions and job specifications. The purpose of this chapter is to improve your effectiveness in recruiting candidates. The topics we discuss include personnel planning and forecasting, recruiting job candidates, and developing and using application forms.

Then, in Chapter 6, we’ll turn to the methods managers use to select the best employees from this applicant pool.

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List the steps in the recruitment and selection process.
Explain the main techniques used in employment planning and forecasting.
Explain and give examples for the need for effective recruiting.
Name and describe the main internal sources of candidates.
List and discuss the main outside sources of candidates.
Develop a help wanted ad.
Explain how to recruit a more diverse workforce.

LEARNING OUTCOMES

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Human Resources Management 12e
Gary Dessler

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The Recruitment and Selection Process

Decide what positions to fill through personnel planning and forecasting.

Build a candidate pool by recruiting internal or external candidates.

Have candidates complete application forms and undergo initial screening interviews.

Use selection tools to identify viable candidates.

Decide who to make an offer to, by having the supervisor and others interview the candidates.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Job analysis identifies the duties and human requirements for each of the company’s jobs. The next step is to decide how many of these jobs you need to fill, and to recruit and select employees for them.

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FIGURE 5–1 Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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The best way to envision recruitment and selection is as a series of hurdles as shown in Figure 5-1.

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FIGURE 5–2 Linking Employer’s Strategy to Plans

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employment planning should flow from the firm’s strategic plans. Figure 5-2 summarizes the link between strategic and personnel planning.

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Planning and Forecasting

Employment or Personnel Planning

The process of deciding what positions
the firm will have to fill, and how to fill them.

Succession Planning

The process of deciding how to fill the company’s most important executive jobs.

What to Forecast?

Overall personnel needs

The supply of inside candidates

The supply of outside candidates

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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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.

Like all good 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.

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Forecasting Personnel Needs

Trend analysis

Ratio analysis

Forecasting Tools

Scatter plotting

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Trend analysis can provide an initial estimate of future staffing needs, but employment levels rarely depend just on the passage of time. Other factors (like changes in sales volume and productivity) also affect staffing needs.

Ratio analysis provides forecasts based on the historical ratio between (1) some causal factor (like sales volume) and (2) the number of employees required (such as number of salespeople).

A scatter plot shows graphically how two variables—such as sales and your firm’s staffing levels—are related. If they are, and then if you can forecast the business activity (like sales), you should also be able to estimate your personnel needs.

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FIGURE 5–3 Determining the Relationship Between
Hospital Size and Number of Nurses

Note: After fitting the line, you can project how many employees are needed, given your projected volume.

Hospital Size (Number of Beds)	Number of Registered Nurses
200	240
300	260
400	470
500	500
600	620
700	660
800	820
900	860

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 5-3 shows hospital size on the horizontal axis. It shows number of nurses on the vertical axis. If these two factors are related, then the points will tend to fall along a straight line, as they do here. If you carefully draw in a line to minimize the distances between the line and each one of the plotted points, you will be able to estimate the number of nurses needed for each hospital size. Thus, for a 1,200-bed hospital, the human resource director would assume she needs about 1,210 nurses.

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Drawbacks to Traditional Forecasting Techniques

They focus on projections and historical relationships.
They do not consider the impact of strategic initiatives on future staffing levels.
They support compensation plans that reward managers for managing ever-larger staffs.
They “bake in” the idea that staff increases are inevitable.
They validate and institutionalize present planning processes and the usual ways of doing things.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Managers obviously need to consider other factors too. These include projected turnover, decisions to upgrade (or downgrade) products or services, productivity changes, and financial resources.

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Using Computers to Forecast Personnel Requirements

Computerized Forecasts

Software that estimates future staffing needs by:

Projecting sales, volume of production, and personnel required to maintain different volumes of output.

Forecasting staffing levels for direct labor, indirect staff, and exempt staff.

Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, and probable.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Computerized forecasts enable the manager to build more variables into his or her personnel projections. Newer systems particularly rely on mathematically setting clear goals.

Whichever forecasting tool you use, managerial judgment should play a big role. It’s rare that any historical trend, ratio, or relationship will simply continue. You will therefore have to modify the forecast based on subjective factors—such as the feeling that more employees will be quitting—you believe will be important.

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Forecasting the Supply of Inside Candidates

Manual systems and replacement charts

Computerized skills inventories

Qualification Inventories

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Knowing your staffing needs satisfies only half the staffing equation. Next, you have to estimate the likely supply of both inside and outside candidates. Most firms start with the inside candidates.

Department managers or owners of smaller firms often use manual devices to track employee qualifications. Thus a personnel inventory and development record form compiles qualifications information on each employee.

Computerized skills inventory data typically include items like work experience codes, product knowledge, the employee’s level of familiarity with the employer’s product lines or services, the person’s industry experience, and formal education.

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FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 5-4 is a personnel replacement chart for some of a firm’s top positions. It shows the present performance and promotability for each position’s potential replacement.

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The Matter of Privacy

Ensuring the Security of HR Information

Control of HR information through access matrices

Access to records and employee privacy

Legal Considerations

The Federal Privacy Act of 1974

New York Personal Privacy Act of 1985

HIPAA

Americans with Disabilities Act

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Human Resources Management 12e
Gary Dessler

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The employer should secure all its employee data. Much of the data is personal (such as Social Security numbers and illnesses). Legislation gives employees legal rights regarding who has access to information about them.

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Forecasting Outside Candidate Supply

Factors In Supply of Outside Candidates

General economic conditions

Expected unemployment rate

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

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Human Resources Management 12e
Gary Dessler

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If there won’t be enough inside candidates to fill the anticipated openings (or you want to go outside for another reason), you will turn to outside candidates.

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The Need for Effective Recruiting

Effectiveness of chosen recruiting methods

Effects of nonrecruitment issues and policies

Recruiting Challenges

Legal requirements associated with employment laws

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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It’s hard to overemphasize the importance of effective recruiting. It’s easy to assume that recruiting is easy—that all you need do is place a few ads on the Web. Nothing could be farther from the truth. Several things make it more complex.

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Effective Recruiting

External Factors Affecting Recruiting

Supply of workers

Outsourcing of white-collar jobs

Fewer “qualified” candidates

Other Factors Affecting Recruiting Success

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

Employment laws

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Assuming the company authorizes you to fill a position, the next step is to build up, through recruiting, an applicant pool. Employee recruiting means finding and/or attracting applicants for the employer’s open positions.

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Organizing How You Recruit

Facilitates strategic priorities

Reduces duplication of HR activities

Ensures compliance with EEO laws

Advantages of Centralizing Recruiting Efforts

Fosters effective use of online recruiting

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Should you centralize your firm’s recruitment efforts, or let each plant or office do their own recruiting? Reasons for doing so appear on this slide.

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Measuring Recruiting Effectiveness

What to measure

How to
measure

Evaluating Recruiting Effectiveness

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Measuring recruiting effectiveness requires deciding what recruiting outcomes to measure and how to measure them.

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FIGURE 5–6 Recruiting Yield Pyramid

16% ● ● ● ● ● ●

75% ● ● ● ●

67% ● ● ●

50% ● ●

●

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 5-6 illustrates an example of an employer’s use of a recruiting yield pyramid to calculate the number of applicants they must generate to hire the required number of new employees.

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Internal Sources of Candidates

Foreknowledge of candidates’ strengths
and weaknesses

More accurate view of candidate’s skills

Candidates have a stronger commitment
to the company

Increases employee morale

Less training and orientation required

Failed applicants become discontented

Time wasted interviewing inside candidates who will not be considered

Inbreeding strengthens tendency to maintain the status quo

Advantages

Disadvantages

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Recruiting of current employees, or “hiring from within,” is often the best source of candidates. However, there are advantages and disadvantages to using internal candidates.

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Finding Internal Candidates

Posting open
job positions

Rehiring former employees

Hiring-from-Within Tasks

Succession
planning (HRIS)

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Hiring from within ideally relies on job posting and the firm’s skills inventories. Job posting means publicizing the open job to employees (usually by literally posting it on company intranets or bulletin boards). These postings list the job’s attributes, like qualifications, supervisor, work schedule, and pay rate.

Qualifications skills banks also play a role. For example, the database may reveal persons who have potential for further training or who have the right background for the open job.

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Outside Sources of Candidates

Advertising

Recruiting via the Internet

Employment Agencies

Temp Agencies and Alternative Staffing

Offshoring/Outsourcing

On Demand Recruiting Services (ODRS)

Executive Recruiters

College Recruiting

Referrals and Walk-ins

Locating Outside Candidates

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Firms can’t always get all the employees they need from their current staff, and sometimes they just don’t want to. This slide lists some of the sources that firms use to find outside candidates.

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FIGURE 5–7 Some Top Online Recruiting Job Boards

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Most people today go online to look for jobs. For most employers and for most jobs, Internet-based recruiting is by far the recruiting source of choice. Most employers recruit through their own Web sites, or use job boards. Figure 5-7 highlights some top online recruiting job boards.

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Recruiting via the Internet

Advantages

Cost-effective way to publicize job openings

More applicants attracted over a longer period

Immediate applicant responses

Online prescreening of applicants

Links to other job search sites

Automation of applicant tracking and evaluation

Disadvantages

Exclusion of older and minority workers

Unqualified applicants overload the system

Personal information privacy concerns of applicants

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Internet recruiting is a cost-effective way to publicize openings; it generates more responses quicker and for a longer time at less cost than just about any other method. However, Internet recruiting can present problems such as discrimination, application overload, and privacy.

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FIGURE 5–8 Ineffective and Effective Web Ads

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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The best Web ads don’t just transpose newspaper ads to the Web. Figure 5-8 shows both an example of an ineffectively recycled print ad and an effective Web ad.

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Advertising for Outside Candidates

The Media Choice

Selection of the best medium depends on the positions for which the firm is recruiting.

Newspapers: local and specific labor markets

Trade and professional journals: specialized employees

Internet job sites: global labor markets

Constructing (Writing) Effective Ads

Create attention, interest, desire, and action (AIDA).

Create a positive impression (image) of the firm.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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While Web-based recruiting is rapidly replacing help wanted ads, a glance at almost any paper or business or professional magazine will confirm that print ads are still popular. To use help wanted ads successfully, employers have to address two issues: the advertising medium and the ad’s construction.

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FIGURE 5–9 Help Wanted Ad that Draws Attention

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 5-9 shows an ad from one classified section. Why does this ad attract attention? The phrase “next key player” certainly helps. Employers usually advertise key positions in display ads like this.

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Employment Agencies

Public
agencies

Private
agencies

Types of Employment Agencies

Nonprofit
agencies

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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There are three main types of employment agencies: (1) public agencies operated by federal, state, or local governments; (2) agencies associated with nonprofit organizations; and (3) privately owned agencies.

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Why Use a Private Employment Agency?

No HR department: firm lacks recruiting and screening capabilities to attract a pool of qualified applicants.
To fill a particular opening quickly.
To attract more minority or female applicants.
To reach currently employed individuals who are more comfortable dealing with agencies than competing companies.
To reduce internal time devoted to recruiting.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Private employment agencies are important sources of clerical, white-collar, and managerial personnel. They charge fees (set by state law and posted in their offices) for each applicant they place. Most are “fee-paid” jobs, in which the employer pays the fee.

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Avoiding Problems with
Employment Agencies

Give agency an accurate and complete job description.
Make sure tests, application blanks, and interviews are part of the agency’s selection process.
Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s screening process.
Screen agency for effectiveness in filling positions.
Supplement the agency’s reference checking by checking the final candidate’s references yourself.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Using employment agencies requires avoiding potential pitfalls. For example, the employment agency’s screening may let poor applicants go directly to the supervisors responsible for hiring, who may in turn naively hire them. Conversely, improper screening at the agency could block potentially successful applicants.

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Specialized Staffing and Recruiting

Alternative Staffing

In-house contingent (casual, seasonal, or temporary) workers employed by the company, but on an explicit short-term basis.

Contract technical employees supplied for long-term projects under contract from outside technical services firms.

On-Demand Recruiting Services (ODRS)

Provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employers increasingly supplement their permanent workforces by hiring contingent or temporary workers, often through temporary help employment agencies. Also known as part-time or just-in-time workers, the contingent workforce is big and growing.

The contingent workforce isn’t limited to clerical or maintenance staff. It includes thousands of engineering, science, or management support occupations, such as temporary chief financial officers, human resource managers, and CEOs.

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Temp Agencies and Alternative Staffing

Benefits of Temps

Increased productivity—paid only when working

Allows “trial run” for prospective employees

No recruitment, screening, and payroll administration costs

Costs of Temps

Increased labor costs due to fees paid to temp agencies

Temp employees’ lack of commitment to the firm

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employers have long used “temps” to fill in for permanent employees who were out sick or on vacation. But the desire for ever-higher productivity also contributes to temp workers’ growing popularity. Productivity is measured in terms of output per hour paid. Many firms also use temporary hiring to give prospective employees a trial run before hiring them as regular employees.

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Working with a Temp Agency

Invoicing. Make sure the agency’s invoice fits your firm’s needs.
Time sheets. The time sheet is a verification of hours worked and an agreement to pay the agency’s fees.
Temp-to-perm policy. What is the policy if you want to hire a temp as a permanent employee?
Recruitment of and benefits for temp employees. How does the agency plan to recruit and what sorts of benefits will it pay?
Dress code. Specify the attire at each of your offices or plants.
Equal employment opportunity statement. Get a statement from the agency that it does not discriminate when filling temp orders.
Job description information. Ensure that the agency understands the job to be filled and the sort of person you want to fill it.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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When working with temporary agencies, employers should ensure that these basic policies and procedures are in place.

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Concerns of Temp Employees

Dehumanizing, impersonal, and discouraging treatment by employers.
Insecurity about employment and pessimism about the future.
Worry about the lack of insurance and pension benefits.
Being misled about job assignments and whether temporary assignments are likely to become full-time positions.
Being “underemployed” while trying to return to the full-time labor market.
Anger toward the corporate world and its values; expressed as alienation and disenchantment.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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To make temporary relationships as successful as possible, managers supervising temps should understand these employees’ main concerns.

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FIGURE 5–10 Ten Things Managers Should Avoid When Supervising Temporary Employees

Train your contingent workers. Ask their staffing agency to handle training.
Negotiate the pay rate of your contingent workers. The agency should set pay.
Coach or counsel a contingent worker on his/her job performance. Instead, call the person’s agency and request that it do so.
Negotiate a contingent worker’s vacations or personal time off. Direct the worker to his or her agency.
Routinely include contingent workers in your company’s employee functions.
Allow contingent workers to utilize facilities intended for employees.
Let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval.
Let managers discuss harassment or discrimination issues with contingent workers.
Discuss job opportunities and the contingent worker’s suitability for them directly. Instead, refer the worker to publicly available job postings.
Terminate a contingent worker directly. Contact the agency to do so.

Do Not:

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 5-10 summarizes some of the legal guidelines for dealing with temporary workers.

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Offshoring and Outsourcing Jobs

Political and military instability

Cultural misunderstandings

Customers’ securing and privacy concerns

Foreign contracts, liability, and legal concerns

Special training of foreign employees

Costs of foreign workers

Resentment and anxiety of U.S. employees/unions

Outsourcing/ Offshoring Issues

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Outsourcing and offshoring are perhaps the most extreme examples of alternative staffing. Rather than bringing people in to do the firm’s jobs, outsourcing and offshoring send the jobs out.

Outsourcing means having outside vendors supply services (such as benefits management, market research, or manufacturing) that the firm’s own employees previously did in-house.

Offshoring is a narrower term. It means having outside vendors abroad supply services that the firm’s own employees previously did in-house.

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Executive Recruitment

Executive Recruiters (Headhunters)

Contingent-based recruiters

Retained executive searchers

Internet technology and specialization trends

Guidelines for Choosing a Recruiter

Make sure the firm is capable of conducting a thorough search.

Meet individual who will handle your assignment.

Ask how much the search firm charges.

Make sure the recruiter and you agree on what sort of person you need for the position.

Never rely solely on the recruiter to do reference checking.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Executive recruiters (also known as headhunters) are special employment agencies retained by employers to seek out top-management talent for their clients. For executive positions, headhunters may be your only source of candidates. The employer always pays the fees.

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College Recruiting

On-campus recruiting goals

To determine if the candidate is worthy of further consideration

To attract good candidates

On-site visits

Invitation letters

Assigned hosts

Information packages

Planned interviews

Timely employment offer

Follow-up

Internships

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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College recruiting—sending an employer’s representatives to college campuses to prescreen applicants and create an applicant pool from the graduating class—is an important source of management trainees and professional and technical employees.

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Sources of Outside Applicants

Employee referrals

Walk-ins

Telecommuters

Other Sources of Outside Applicants

Military personnel

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employee referral campaigns are an important recruiting option. A firm may post announcements of openings and requests for referrals on its Web site, bulletin, and/or wallboards.

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Employee Referrals and Walk-ins

Employee Referrals

Referring employees become stakeholders.

Referral is a cost-effective recruitment program.

Referral can speed up diversifying the workforce.

Relying on referrals may be discriminatory.

Walk-ins

Seek employment through a personal direct approach to the employer.

Courteous treatment of any applicant is a good business practice.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employee referrals and walk-ins are both viable sources of applicants.

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FIGURE 5–11 Relative Recruiting Source Effectiveness Based on New Hires

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 5-11 summarizes a survey of best recruiting sources. Internet job boards garnered the most votes, followed by professional/trade job boards and employee referral programs.

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TABLE 5–1 Recruitment Research Findings: Practical Applications for Managers

Recruitment Research Finding	Practical Applications for Managers
The recruitment source affects the characteristics of applicants you attract.	Use sources such as referrals from current employees that yield applicants more likely to be better performers.
Recruitment materials have a more positive impact if they contain more specific information.	Provide applicants with information on aspects of the job that are important to them, such as salary, location, and diversity.
Organizational image influences applicants’ initial reactions.	Ensure all communications regarding an organization provide a positive message regarding the attractiveness of the organization as a place to work.
Applicants with a greater number of job opportunities are more attentive to early recruitment activities.	Ensure initial recruitment activities (e.g., Web site, brochure, on-campus recruiting) are attractive to candidates.
Realistic job previews that highlight both the advantages and the disadvantages of the job reduce subsequent turnover.	Provide applicants with a realistic picture of the job and organization, not just the positives.
Applicants will infer (perhaps erroneous) information about the job and company if the information is not clearly provided by the company.	Provide clear, specific, and complete information in recruitment materials so that applicants do not make erroneous inferences about the job or the employer.
Recruiter warmth has a large and positive effect on applicants’ decisions to accept a job.	Choose individuals who have contact with applicants for their interpersonal skills.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Table 5-1 lists research findings that reveal several guidelines employers can use to improve their recruiting efforts’ effectiveness.

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Improving Productivity Through HRIS:
An Integrated Approach to Recruiting

Requisition management system

Recruiting solution

Screening services

Elements of an HRIS

Hiring management

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Some employers have separate tools or systems for each element. However, several ATS providers integrate these elements into one comprehensive employee recruitment system.

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Recruiting A More Diverse Workforce

Single parents

Older workers

Welfare-to-work

Minorities and women

The disabled

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Recruiting a diverse workforce isn’t just socially responsible. Given globalization and the rapid increase in minority, older worker, and women candidates, it is a necessity.

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Developing and Using Application Forms

Applicant’s education and experience

Applicant’s
prior progress and growth

Applicant’s employment stability

Uses of Application Form Information

Applicant’s likelihood of success

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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With a pool of applicants, the prescreening process can begin. The application form is usually the first step in this process (some firms first require a brief, prescreening interview or online test). A filled-in application provides four types of information listed in the slide.

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FIGURE 5–12 FBI Employment Application

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 5-12 presents one employer’s approach to collecting application form information—the employment application for the FBI. In practice, most employers encourage online applications.

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Application Forms and the Law

Educational achievements

Arrest
record

Notification in case of emergency

Membership in organizations

Physical
handicaps

Marital
status

Housing arrangements

Areas of Personal Information

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Carefully review application forms to ensure that they comply with equal employment opportunity laws in the proper use of questions that the applicant is asked to answer.

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Two-Stage Process

Conditional
Job Offer

Is Applicant
Qualified?

Make conditional job offer contingent on meeting all “second stage” conditions

Review application information, personal interview, testing, and
do background check

Yes

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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In choosing what to ask on the application, some experts suggest using a two-stage process. Ascertain the applicant qualification for the job, and then make a conditional job offer.

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FIGURE 5–13 Sample Acceptable Questions Once Conditional Offer Is Made

Do you have any responsibilities that conflict with the job vacancy?
How long have you lived at your present address?
Do you have any relatives working for this company?
Do you have any physical defects that would prevent you from performing certain jobs where, to your knowledge, vacancies exist?
Do you have adequate means of transportation to get to work?
Have you had any major illness (treated or untreated) in the past 10 years?
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.)
What is your educational background? (The information required here would depend on the job-related requirements of the position.)

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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You may ask acceptable conditional job offer questions like those in Figure 5-13 once the candidate has passed the “second stage” conditions of the conditional job offer.

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K E Y T E R M S

employment (or personnel) planning

trend analysis

ratio analysis

scatter plot

qualifications (or skills) inventories

personnel replacement charts

position replacement card

employee recruiting

recruiting yield pyramid

job posting

succession planning

applicant tracking systems

alternative staffing

on-demand recruiting services (ODRS)

college recruiting

application form

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

5–*