Managing

Human Resources
Bohlander  Snell  Sherman
Chapter 4
Human Resources
Planning &
Recruitment

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Chapter 4 Learning Objectives
 Identify the advantages of integrating HR planning and
strategic planning.
 Describe the basic approaches to HR planning.
 Explain the advantages and disadvantages of recruiting
from within the organization.
 Explain the advantages and disadvantages of external
recruitment.
 Describe how recruitment activities are integrated with
diversity and equal employment opportunity initiatives
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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 Human Resources Planning
(HRP)

The process of anticipating and making

provision for the movement of people
into, within, and out of an organization

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 The Importance of HRP

Key
Key Areas
Areas of
of HRP
HRP

Recruitment Reducing
Intangible Costs

HRP and
Foundation for
Strategic
Effective HRM
Planning
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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 Presentation Slide 4-1
Integrating HRP and Strategic Planning
Strategic
Strategic Strategy
Strategy Strategy
Strategy
Analysis
Analysis Formulation
Formulation Implementation
Implementation
Establish Clarify
Clarifyperformance Implement
Implementprocesses
processestoto
Establishthe
thecontext:
context: performance
expectations
expectationsand
andfuture
future achieve
achievedesired
desiredresults:
results:
• business goals
• business goals
management methods:
management methods:
• company strengths/weaknesses • business goals
• company strengths/weaknesses • business goals
• external opportunities/threats • values, guiding principles • company strengths/weaknesses
• external opportunities/threats • values, guiding principles • company strengths/weaknesses
• source of competitive advantage • business mission • external opportunities/threats
• source of competitive advantage • business mission • external opportunities/threats
• objectives and priorities • source of competitive advantage
• objectives and priorities • source of competitive advantage
• resource allocations
• resource allocations

Identify
Identifypeople-
people- Define
DefineHR
HRstrategies,
strategies, Implement
ImplementHR HR
related
related objectives,
objectives,and
and processes, policies
processes, policies
business
businessissues
issues action plans
action plans and
andpractices
practices

Human
HumanResource
ResourcePlanning
Planning
Adapted from: James W. Walker, “Integrating the Human Resource Function with the Business,” Human Resource Planning 14, no. 2 (1996): 59–77. Reprinted with
permission.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 4-2
Mapping an
Organization’s
Human Capital Unique skills
Architecture

Alliance/ Partners Core knowledge workers

Lower
strategic High strategic
value value
Employee
Functions
Contract labor Traditional job-based Production
employees R&D
Quality
Info. Systems
Marketing
Accounting
Generic skills HR

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Organizational Capability

The capacity to act and change in pursuit

of sustainable competitive advantage

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Environmental Scanning
Economic
Factors Technological
Changes

Political/
Legislative Issues

Social Concerns
Demographic
Trends

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Cultural Audits

Audit of the organizational culture and quality

of work life in an organization

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Presentation Slide 4-3
Human Resources Planning Model
Balance
Employment Leads to Supply Resulting
in Supply and
Forecasting Analysis
Demand

CONSIDERATIONS INTERNAL RECRUITMENT

• Product/Service • Staffing Tables • Full-Time
• Economics • Markov Analysis • Part-Time
• Technology • Skills Inventories • Recalls
• Financial Resources • Management Inventories
• Absenteeism/ • Replacement Charts REDUCTIONS
Turnover • Succession Planning
• Growth • Terminations
• Management Philosophy EXTERNAL • Layoffs
• Demotions
TECHNIQUES • Demographic Changes • Retirement
• Education of Workforce
• Trend Analysis
• Labor Mobility
• Managerial Estimate
• Governmental Policies
• Delphi Technique
• Unemployment Rate
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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 Employment Forecasting

Trend Management
Analysis Forecasts

Delphi
Technique

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Trend Analysis

A quantitative approach to forecasting

labor demand based on an
organizational index such as sales

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Management Forecasts

The opinions (judgments) of supervisors,

department managers, or others
knowledgeable about the organization’s
future employment needs

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Supply Analysis

Tools
Tools of
of Supply
Supply
Analysis
Analysis
Succession
Staffing Tables
Planning

Replacement
Markov Analysis
Charts

Skills Inventories

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Staffing Tables

Pictorial representations of all

organizational jobs, along with the numbers
of employees currently occupying those jobs
and future (monthly or yearly)
employment requirements

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Markov Analysis

Method for tracking the pattern of

employee movements through various jobs

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Skill Inventories

Files of personnel education, experience,

interests, skills, and so on, that allow
managers to quickly match job
openings with employee backgrounds

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Replacement Charts

Listings of current jobholders and

persons who are potential replacements
if an opening occurs

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Succession Planning

The process of identifying, developing,

and tracking key individuals
for executive positions

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Job Posting and Bidding

Posting vacancy notices and

maintaining lists of employees looking
for upgraded positions

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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Recruitment
Advertisements Public
Public
Employee
Employee Advertisements Employment
Employment
Leasing
Leasing Agencies
Agencies
Private
Private
Temporary
TemporaryHelp
Help Employment
Employment
Agencies
Agencies Agencies
Agencies
External
Labor
Sources Executive
Executive
LaborUnions
Unions
of Search
SearchFirms
Firms
Recruitment
Professional
Professional Educational
Educational
Organizations
Organizations Institutions
Institutions

Unsolicited
Unsolicited Employee
Employee
Applications
Applications Referrals
Referrals

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Labor Market

The area from which applicants

are to be recruited

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Nepotism

A preference for hiring relatives

of current employees

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Employee Leasing

Process of dismissing employees who are

then hired by a leasing company (which
handles all HR-related activities)
and contracting with that company
to lease back the employees

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Yield Ratio

The percentage of applicants from

a recruitment source that make it
to the next phase of the selection process

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Realistic Job Preview

Informing applicants about all aspects

of the job, including both its desirable
and undesirable facets

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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