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  • In this video we will discuss the basic steps in the recruitment process as well as the

  • sources of candidates for organizations both inside and outside the organization.

  • Here you see a picture of the recruitment and selection process. The process begins

  • by determining the positions that have to be filled through personnel planning and forecasting.

  • Next, the organization must identify qualified candidates through recruitment of candidates

  • within and outside the company. These candidates then undergo the selection process which may

  • include such things as interviews and background checks. Once the selection process is complete

  • then the company reviews the candidates and makes an offer.

  • In today's topic, recruitment, we will cover the first 3 boxes shown here. The rest of

  • the diagram will be covered in the next chapter.

  • Personnel planning is the process of deciding what positions the firm will have to fill

  • and how to fill them. A specific form of personnel planning is called succession planning. Here

  • organizations are looking at, and planning for, how they can best replace top management

  • positions if and when the need arises.

  • A key issue in planning is forecasting the overall personnel needs of the organization.

  • Here one is trying to estimate the size of the staff needed to meet the organization's

  • goal. There are two main types of forecasting: trend

  • analysis and ratio analysis. Trend analysis uses previous employment figures to predict

  • future need. A ratio analysis focuses on the ratio of some causal factor, like sales volume,

  • and the number of employees required. So, if the organization wants to increase the

  • sales volume by 5%, how many more salespeople do we need to add to achieve this?

  • Here is a graphical representation of forecasting. The hospital has previous data on the number

  • of nurses needed based on the number of beds they have in the hospital. Based on this chart

  • you can see the relationship between the number of beds and the number of nurses needed to

  • care for the patients in those beds. From this data we can forecast the number of nurses

  • we will need as the hospital continues to grow.

  • Once you have determined how many positions are available, you need to decide if you can

  • staff these open positions from within. To make this decision the organization must know

  • the knowledge, skills, and abilities of their employees. Organizations can use qualification

  • inventories which are manual or computerized records listing employees' education, career

  • and development interests, language, special skills, etc. They can go one step further

  • and create personnel replacement charts that show the present performance and promotability

  • for each position's potential replacement.

  • Here is an example of a replacement chart for a top management position. As you can

  • see there are three people that are next in line for the promotion but some are more qualified

  • than others. For example, if the Division Vice President were to resign today then Jones

  • is the only one who is qualified to take over the job immediately. The other two possibilities

  • still need further development or are not promotable.

  • Information like this can be very helpful for organizations in planning for things like

  • retirement or in reacting quickly to an unforeseen resignation. It is interesting to note that

  • there are computer programs that help organizations maintain information on their employees and

  • help them construct these types of replacement charts. These are known as Human Resource

  • Information Systems and can be used to track the qualifications of hundreds or even thousands

  • of employees.

  • Many organizations cannot survive without hiring externally, thus, companies must also

  • try to determine the supply of qualified individuals outside the organization. There are two major

  • determinants companies can use. First is the expected unemployment rate. When the unemployment

  • rate is low it means that few people are out of a job. This translates to fewer people

  • to fill vacant positions. In response, an organization will have to increase their recruitment

  • strategies in order to fill any of their open positions. However, if the employment rate

  • is up then there are lots of people looking for jobs and in some cases, the company can

  • sit back and watch the applications roll in. The second most common way businesses forecast

  • the supply of external candidates is looking at the availability of qualified people in

  • specific occupations such as nursing or information technology.

In this video we will discuss the basic steps in the recruitment process as well as the

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