Human Resource Management,

Arab World Edition

Gary Dessler, Akram Al Ariss

Chapter 5: Personnel Planning and Recruiting

Lecturer:

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 After studying this chapter, you should be able
to:

1. Explain the main techniques used in employment planning

and forecasting.
2. List and discuss the main outside sources of candidates.
3. Effectively recruit job candidates.
4. Name and describe the main internal sources of
candidates.
5. Develop a ‘help wanted’ ad.
6. Explain how to recruit a more diverse workforce.

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 The Recruitment and Selection Process

1. Decide what positions to fill through personnel planning

and forecasting.
2. Build a pool of candidates for these jobs, by recruiting
internal or external candidates.
3. Have candidates complete application forms and
perhaps undergo initial screening interviews.
4. Use selection tools such as tests, background
investigations, and physical exams to identify suitable
candidates.
5. Decide who to make an offer to, by having the supervisor
and perhaps others interview the candidates.

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 FIGURE 5-1 Steps in the Recruitment and Selection Process

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 FIGURE 5-2 Linking Employer’s Strategy to Plans

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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

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 Forecasting Personnel Needs

Forecasting
Tools

Trend Analysis Ratio Analysis Scatter Plotting

Trend analysis: Study the past employment needs to predict the future
Ratio analysis: use numbers and ratios such as sales volume and number of employees needed
Scatter plot: using graphs to determine the relationship between 2 variables

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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 you’ll
need, given your
projected volume.

Size of Hospital Number of

(Number Registered
of Beds) Nurses

200 240

300 260

400 470

500 500

600 620

700 660

800 820 TABLE 5-1 Sample Figures: Hospital Size (Number

900 860 of Beds) and Number of Nurses Required

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

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 Forecasting the Supply of Inside Candidates

Qualification
Inventories

Manual
Computerized
Systems and
Information
Replacement
Systems
Charts

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 Inside the firm

Manual Systems:

• Personnel Replacement chart: company records showing present performance and

promotability of inside candidates for the most important positions

• Position replacement card: a card prepared to each position in a company to show

possible replacement candidates and their qualifications

Computerized: via software and computerized systems

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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
- Ex: any information regarding the health of an
employee should not be shared without their consent

• Common database
A unique website offering recruitment services all over
the Arab world on a common database is ArabRec.com
with – data only available to registered companies:
- One million applicants /32,000 companies /60,000 jobs
advertised

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 Forecasting Outside Candidate Supply

• Factors In Supply of Outside Candidates

- General economic condition
- Expected unemployment rate

• Current Scenario in the Arab World

- Dubai has suffered attrition (erosion) of its professional
workforce.
- Some Arab countries are witnessing an economic
recovery.
- HR managers may need to increase their recruitment
efforts if unemployment rates decrease.

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 Measuring Recruiting Effectiveness

Evaluating
Recruiting
Effectiveness

What to How to
Measure Measure

• What to measure: How many applicants did we generate through each recruitment
source
• How to measure effectiveness of a recruiting source: assess the applicants from
each source

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 FIGURE 5-5 Recruiting Yield Pyramid
A method to calculate the number
of applicants a company must
generate to hire the required
number of new employees

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 Internal Candidates: Hiring from Within

Advantages Disadvantages
• Foreknowledge of candidate’s • Failed applicants become
strengths and weaknesses discontented
• More accurate view of • Time wasted interviewing
candidate’s skills inside candidates who will
• Candidates have a stronger not be considered
commitment to the company • In the Arab world, only 50%
• Increases employee morale of the 80% of family
businesses have succession
• Less training and orientation
plans
required
• Family business successions
promote continuity

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 Finding Internal Candidates

Rehiring Former
Job Posting
Employees

Hiring from
Within

Succession
Planning (HRIS)

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 Outside Sources of Candidates

Locating Outside Candidates

1 Recruiting via the Internet 5 Executive Recruiters

On-Demand Recruiting
2 Advertising 6
Services (ODRS)

3 Employment Agencies 7 College Recruiting

4 Offshoring/Outsourcing 8 Referrals and Walk-Ins

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 Outside Sources of Candidates (cont)

• Recruiting via the Internet

- Advantages
○ Cost-effective way to publicize job openings
○ More applicants are 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
○ Excessive number of unqualified applicants
○ Personal information privacy concerns of applicants

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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

• Effective Ads
- Create attention, interest, desire, and action (AIDA)
- Create a positive impression of the firm

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 FIGURE 5-7 Keywords That Draw Attention

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 Employment Agencies

Types of Employment
Agencies

Private Temporary Executive

Agencies Agencies Recruiters

• Why Use a Private Employment Agency?

- No HR department: firm lacks recruiting & screening capabilities
- To attract a pool of qualified applicants and attract a greater number of
applicants
- To fill a particular opening quickly
- To reach currently employed individuals who are more comfortable dealing
with agencies
- To reduce internal time devoted to recruiting

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 Outside Sources of Candidates

• Headhunters - Executive Recruiters

- A headhunter is a company or individual that provides
employment recruiting services on behalf of the
employer. Headhunters are hired by firms to find talent
and to locate individuals who meet
specific job requirements

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 Outside Sources of Candidates (cont)

• On-Demand Recruiting Services (ODRS)

- Short-term specialized recruiting:
○ Is paid by the hour/project
○ Handles recruiting, analysis, and prescreening
• College Recruiting
- On-campus recruiting goals:
○ To determine if the candidate is worthy of further
consideration
○ To attract good candidates

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 Outside Sources of Candidates (cont)

• On-site visits
- Invitation letters
- Assigned hosts
- Information packages
- Planned interviews
- Timely employment offer
- Follow-up
• Internships
- Win–win situation for student and employer

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 Outside Sources of Candidates (cont)

• Employee Referrals
- Referring employees become stakeholders.
- Referral is a cost-effective recruitment program.
- Referral can speed up diversifying the workforce.

• Walk-ins
- Seek employment through a personal, direct approach
to the employer
- Courteous treatment of any applicant is a good business
practice

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 Recruiting a More Diverse Workforce

Expatriates Older Workers

Minorities and
Women

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 Developing and Using Application Forms

Uses of Application
Information

Applicant’s Applicant’s Applicant’s Applicant’s

education and progress and employment likelihood of
experience growth stability success

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 Key Terms

applicant tracking systems position replacement card

application form qualifications inventories
computerized forecasts ratio analysis
employee recruiting recruiting yield pyramid
employment or personnel scatter plot
planning succession planning
job posting trend analysis
on-demand recruiting services
(ODRS)
personnel replacement charts

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