Recruiting & Selecting Employees by Pearson

Chapter 5
Recruiting and Selecting Employees

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

5-1

Chapter 5 Overview
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Understand approaches to matching labor supply and labor demand. Weigh the advantages and disadvantages of internal and external recruiting. Distinguish among the major selection practices and use the most legally defensible of them. Make staffing decisions that maximize the hiring and promotion of the best people. Understand the legal constraints of the hiring process.
Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

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HR Planning
 Process used to ensure that an organization has the right number of people with the right skills  Forecasting techniques include quantitative and qualitative tools.  Failure to plan has sig. financial costs  Forecast future labor demand  Forecast future labor supply  Compare forecasted supply and

demand

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

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HR Supply and Demand

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

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The Hiring Process
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Three components in hiring process:

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

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Costs of Turnover
 Good employees are worth about 40% more than average employees  Turnover costs about 25% of salary  Costs both direct and indirect  Major costs include:
     Separation Recruitment Selection Hiring Productivity

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

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Challenges in the Hiring Process
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What characteristics are the most important? How do you measure the characteristics? How do you account for motivation?
 Performance = ability x motivation  Context dependent

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Who makes the hiring decision?

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

5-7

Recruitment
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Needs to be seen as a