Instructions

Supporting Lectures

Review the following lectures:

• Personnel Planning and Recruiting
• Employee Testing and Selection

HR Competencies and Applications: Manage Your Employment Brand

Introduction

Gamification is now used to recruit new employees. Online puzzles and simulations are just examples of the games that engage potential applicants and build brand awareness for organizations. Talent acquisition is the process of finding and hiring high-quality talent needed to meet the organization’s workforce needs. Recruiting is the process of generating a pool of qualified applicants for organizational jobs. Recruiting and employer branding is part of an organization’s marketing. It is linked to the overall image and reputation of the organization and its industry.

Key Competencies: Business Acumen; HR Expertise: People/Talent Acquisition.

Think of your current or previous organization and consider their methodology of recruitment and selection. Put yourself in the HR role and consider the following questions.

Tasks

• Analyze how you would convince senior leaders that the investment would be worthwhile?
• Identify how you would partner with inside and outside your organization to develop and convey your brand message?
• Explain what hiring managers do to create a welcoming environment for military veterans?
• Evaluate what attributes of military veterans would lead to success in business?

To support your work, use your course and text readings and also use the

South University Online Library

. As in all assignments, cite your sources in your work and provide references for the citations in APA format.

Submission Details

• Create 2- to 3-page, excluding title and references Microsoft Word document.
• Name your file as SU_HRM6999_W2_Project_LastName_FirstName.

Human Resources

Personnel Planning and Recruiting

Job analysis and the methods managers use to create job descriptions, job speci�cations, and
competency pro�les or models is key to speci�cations of performance of the talent pool. The goal is
to improve effectiveness in recruiting candidates. The topics we discuss include personnel planning
and forecasting, using promotion from within in order to foster engagement, recruit job candidates,
and develop and use application forms, and then we will turn to the methods managers use to select
the best employees from this applicant pool.

Workforce Planning

Planning is the process of deciding what positions the �rm will have to �ll and how to �ll them. Its aim
is to identify and address the gaps between the employer’s workforce today and its projected
workforce needs. Workforce planning should precede recruitment and selection. It should embrace
all future positions, from the maintenance clerk to the chief executive of�cer (CEO).

The Recruiting Pyramid

Filling a relative handful of positions might require recruiting dozens or hundreds of candidates.
Maintaining a quality A, B, C list of candidates will help in this process.

There are some practical rules to use in determining whether to go outside or promote from within.
Employers can’t always get all the employees they need from their current staff, and sometimes, they
just don’t want to.

Promotion from Within or Outside?

New people, new ideas 

Great worker ≠ Great manager 

Right �t for the new role

Better for your existing team

Know Your Employment Law

If you recall in your reading of the equal employment opportunity (EEO) and the law, there are
numerous federal, state, and local laws and court decisions that restrict what employers can and
cannot do when recruiting job applicants. In practice, the key question in all recruitment procedures
is whether this method limits quali�ed applicants from applying. Recruiting a diverse workforce isn’t
just a social responsibility. Given the rise in minority, older workers, and women candidates, it is a
necessity.

Application Guidelines

Ineffective use of the application can cost the employer dearly. Most employers require several
application forms to outline the speci�c job and requirements.

Link to Resources

Refer to the following link to learn more.

4 Things Your Boss Won’t Tell You about Advancing Your Career   (https://www.themuse.com/advice/4-

things-your-boss-wont-tell-you-about-advancing-your-career)

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Additional Materials

From your course textbook, Human Resource Management, review the following chapter:

Personnel Planning and Recruiting

From the South University Online Library, review the following articles:

Resource Planning
(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?
direct=true&db=ers&AN=89163954&site=eds-live)

The Strategic Aspect of Planning the Personnel Local Policy in the Direction of Sustainable
Development of the Local Market 

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https://www.themuse.com/advice/4-things-your-boss-wont-tell-you-about-advancing-your-career

https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=ers&AN=89163954&site=eds-live

https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=92609986&site=eds-live

(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=92609986&site=eds-live)

The Effects of Workforce Trends and Changes on Organizational Recruiting:  A Practical
Perspective (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com/login.aspx?
direct=true&db=edo&AN=ejs41757476&site=eds-live)

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https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=92609986&site=eds-live

https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=edo&AN=ejs41757476&site=eds-live

Employee Testing and Selection

Once you build upon your applicant pool, the next phase is to explain how to use various tools to
select the best candidate for the job. The main topics we’ll cover include the selection process, basic
testing techniques, types of tests, work samples and simulations, and making background and
reference checks. There are also several techniques you can use to improve your skills at what is
probably the most widely used screening tool, the selection interview.

The Importance of Selection

Properly selecting the most quali�ed applicants for review is probably the biggest challenge and task
for managers to reduce the applicant pool and to �t the best candidate for the job. The aim is to �nd
the person-job �t based upon the knowledge, skills, abilities and other competencies (KSACs).

KSACs
Review each icon to know more.

There are three reasons as to why choosing the right candidate is important:

To ensure the candidates have the right skills who will perform.

Good selection is costly when you’re recruiting and hiring.

Inept hiring has legal consequences.

Recall your reading that equal employment laws require nondiscriminatory selection procedures.

Selection Tools

There are several popular selection tools. Proper consideration and particular attention are very
important in selecting the correct tool testing instrument to validate your overall results. Regardless
of the various tools you may use, the key point to understand is they have to be reliable and
consistent.

Background Investigations

Background checks/references is an inexpensive process if done right. How deeply this background
check should be conducted depends on the position the individual has applied for. Another factor for
this process is the legality of improper defamation. Below is a great article on why companies must be
careful on how they use the information received from background checks:

Adams, S. (2013, June 21). Background checks on the job candidates: Be very careful. Forbes
Leadership. Retrieved from
https://www.forbes.com/sites/susanadams/2013/06/21/background-checks-on-job-
candidates-be-very-careful/#5a7bd0646ea8

Additional Materials

From your course textbook, Human Resource Management, review the following chapter:

Employee Testing and Selection

From the South University Online Library, review the following articles:

The Cult of Personality Testing: Why Assessments Are Essential for Employee Selection
(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?
direct=true&db=edo&AN=70221080&site=eds-live)

Using Personality Testing as Part of the Employee Selection Process
(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com/login.aspx?
direct=true&db=a9h&AN=120001349&site=eds-live)

Interviewee Selection Test and Evaluator Assessments of General Mental Ability, Emotional
Intelligence, and Extraversion: Relationships with Structured Behavioral and Situational
Interview Performance
(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=108840384&site=eds-live)

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https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=120001349&site=eds-live

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