人力资源讲义5资料课件

PersonnelPlanningandRecruiting纬键驶眼枣走骆椽渣砷僻蚊谈走彤嗽眠监肋扫卒巳簧展墓蛋缮酷六呵滑娱人力资源讲义5ChapterPersonnelPlanningandRecruitAfterstudyingthischapter,

youshouldbeableto:Explainthemaintechniquesusedinemploymentplanningandforecasting.Listanddiscussthemainoutsidesourcesofcandidates.Effectivelyrecruitjobcandidates.Nameanddescribethemaininternalsourcesofcandidates.Developahelpwantedad.Explainhowtorecruitamorediverseworkforce.©2005PrenticeHallInc.Allrightsreserved.5–2笔胳郎烁秸享坷郴煎竿耙驭卉固蓝向阴攫脯学启穴烧华引持郧我暖碾付血人力资源讲义5ChapterAfterstudyingthischapter,

TheRecruitmentandSelectionProcessDecidewhatpositionsyou’llhavetofillthroughpersonnelplanningandforecasting.Buildapoolofcandidatesforthesejobsbyrecruitinginternalorexternalcandidates.Havecandidatescompleteapplicationformsandperhapsundergoaninitialscreeninginterview.Useselectiontechniquesliketests,backgroundinvestigations,andphysicalexamstoidentifyviablecandidates.Decidewhotomakeanofferto,byhavingthesupervisorandperhapsothersontheteaminterviewthecandidates.哮障侄膊迎垣孙厘浆热档账叼鸡趣依插讳褥弟增赎霓砚碗璃汕种滋粳浴邱人力资源讲义5Chapter3©2005PrenticeHallInc.Allrightsreserved.TheRecruitmentandSelectionStepsinRecruitmentandSelectionProcessFigure5–1

Therecruitmentandselectionprocessisaseriesofhurdlesaimedatselectingthebestcandidateforthejob.褐产裴从作亩虐瘴佰柬请梯五瞳痢迢届镍囚鼎述侈枣绊朋椿惕和胰缝帧除人力资源讲义5Chapter4©2005PrenticeHallInc.Allrightsreserved.StepsinRecruitmentandSelecPlanningandForecastingEmploymentorpersonnelplanningTheprocessofdecidingwhatpositionsthefirmwillhavetofill,andhowtofillthem.SuccessionplanningTheprocessofdecidinghowtofillthecompany’smostimportantexecutivejobs.Whattoforecast?OverallpersonnelneedsThesupplyofinsidecandidatesThesupplyofoutsidecandidates纸垛存侩篡伍痢旦涅褪未墒添桌堂私座涯列月相彰惟群兽盘麓络输缀韦虫人力资源讲义5Chapter5©2005PrenticeHallInc.Allrightsreserved.PlanningandForecastingEmployLinkingEmployer’sStrategytoPlansFigure5–2

关枣盛蝇赂滇胎亭眺浦邮钢扭脖嗣催歇谰鸦兑住阉茸雾睡长烈稠坷汾浙俩人力资源讲义5Chapter6©2005PrenticeHallInc.Allrightsreserved.LinkingEmployer’sStrategytoForecastingPersonnelNeedsTrendanalysisThestudyofafirm’spastemploymentneedsoveraperiodofyearstopredictfutureneeds.RatioanalysisAforecastingtechniquefordeterminingfuturestaffneedsbyusingratiosbetweenacausalfactorandthenumberofemployeesneeded.Assumesthattherelationshipbetweenthecausalfactorandstaffingneedsisconstant账紊疯伞澳狮汉塑镐甩训殃脓体跑如浅两急出坝俩拍门甭长剑凿叁营摈门人力资源讲义5Chapter7©2005PrenticeHallInc.Allrightsreserved.ForecastingPersonnelNeedsTreTheScatterPlotScatterplotAgraphicalmethodusedtohelpidentifytherelationshipbetweentwovariables. SizeofHospital Numberof

(NumberofBeds) RegisteredNurses 200 240 300 260 400 470 500 500 600 620 700 660 800 820 900 860西莽雅激乳布午拱强吮普空讳丝积舀播价忧栖堡雷棕镇五匿附汛镊犀烃诬人力资源讲义5Chapter8©2005PrenticeHallInc.Allrightsreserved.TheScatterPlotScatterplot DeterminingtheRelationshipBetween

HospitalSizeandNumberofNursesFigure5–3

滴亿汕溉韦启如助还糜骇够柏障痴羌擎棘坍逗粥慌执杠糠结隔学贺去勉匠人力资源讲义5Chapter9©2005PrenticeHallInc.Allrightsreserved.DeterminingtheRelationshipBDrawbackstoScatterPlotsTheyfocusonprojectionsandhistoricalrelationships,andassumethatthefirm’sexistingstructureandactivitieswillcontinueintothefuture.Theygenerallydonotconsidertheimpactthecompany’sstrategicinitiativesmayhaveonfuturestaffinglevels.Theytendtosupportcompensationplansthatrewardmanagersformanagingever-largerstaffs,andwillnotuncovermanagerswhoexpandtheirstaffsirrespectiveofstrategicneeds.Theytendto“bakein”thenonproductiveideathatincreasesinstaffsareinevitable.Theytendtovalidateandinstitutionalizeexistingplanningprocessesandwaysofdoingthings,eveninthefaceofrapidchange.喳逛邻翰夕笛殿沁雾普炉溢釜贷壬栅魂刷康镰吕瞻犊测浆紧脸剁次目木屏人力资源讲义5Chapter10©2005PrenticeHallInc.Allrightsreserved.DrawbackstoScatterPlotsTheyUsingComputerstoForecastPersonnelRequirementsComputerizedforecastsTheusesoftwarepackagestodetermineoffuturestaffneedsbyprojectingsales,volumeofproduction,andpersonnelrequiredtomaintainavolumeofoutput.Generatesfiguresonaveragestafflevelsrequiredtomeetproductdemands,aswellasforecastsfordirectlabor,indirectstaff,andexemptstaff.Typicalmetrics:directlaborhoursrequiredtoproduceoneunitofproduct(ameasureofproductivity),andthreesalesprojections—minimum,maximum,andprobable.氮姑抵涸可串糕囚鼻认长醛萨增太僧呜宝斥崎译宁常徘盂哗帅憨卯未拭押人力资源讲义5Chapter11©2005PrenticeHallInc.Allrightsreserved.UsingComputerstoForecastPeForecastingtheSupplyofInsideCandidatesQualificationsinventoriesManualorcomputerizedrecordslistingemployees’education,careeranddevelopmentinterests,languages,specialskills,andsoon,tobeusedinselectinginsidecandidatesforpromotion.宣聚室侠荫杉袍渍佬癌延骡靳弃樟聪址番述兔漾癸聋乞蛋邪界梁泥诲诛垦人力资源讲义5Chapter12©2005PrenticeHallInc.Allrightsreserved.ForecastingtheSupplyofInsiManualSystemsandReplacementChartsPersonnelreplacementchartsCompanyrecordsshowingpresentperformanceandpromotabilityofinsidecandidatesforthemostimportantpositions.PositionreplacementcardAcardpreparedforeachpositioninacompanytoshowpossiblereplacementcandidatesandtheirqualifications.童交硫招屋后慧好锯嘘批荡婿三取俐其郴苫梁菇库弥罪厉竟壁阻艾靡葫予人力资源讲义5Chapter13©2005PrenticeHallInc.Allrightsreserved.ManualSystemsandReplacementManagementReplacementChartShowingDevelopmentNeedsofFutureDivisionalVicePresidentFigure5–4

禄简令弓车秦巷诫拷答辊翅苑噎努戏僵锗永氛撞叁环蝗喉拾认终港执肢塞人力资源讲义5Chapter14©2005PrenticeHallInc.Allrightsreserved.ManagementReplacementChartSComputerizedInformationSystemsHumanResourceInformationSystem(HRIS)Computerizedinventoryofinformationthatcanbeaccessedtodetermineemployees’background,experience,andskillsthatmayinclude:WorkexperiencecodesProductorserviceknowledgeIndustryexperienceFormaleducation购甲毗桐河哦剖头真氢十助突盒婿凹儡麓蛊角泛滋茶怪糠茄静椽济压投宦人力资源讲义5Chapter15©2005PrenticeHallInc.Allrightsreserved.ComputerizedInformationSysteTheMatterofPrivacyofHRInformationTheneedtoensurethesecurityofHRinformationThereisalotofHRinformationtokeepsecure.ControlofHRinformationcanbeestablishedthroughtheuseofaccessmatricesthatlimitusers.Legalconsiderations:TheFederalPrivacyActof1974givesemployeesrightsregardingwhohasaccesstoinformationabouttheirworkhistoryandjobperformance.姆绪紫仔勘哪低育扁凑夹辗琶芋屁塌宗诸湛求功床叔诛民福翠薄贾扣全准人力资源讲义5Chapter16©2005PrenticeHallInc.Allrightsreserved.TheMatterofPrivacyofHRInForecastingtheSupplyofOutsideCandidatesFactorsimpactingthesupplyofoutsidecandidatesGeneraleconomicconditionsExpectedunemploymentrateSourcesofinformationPeriodicforecastsinbusinesspublicationsOnlineeconomicprojectionsU.S.CongressionalBudgetOffice(CBO)BureauofLaborStatisticsU.S.DepartmentofLabor:O*NetOtherfederalagencies谜佬摩便炊脊胯旗捆库肄压塞哪整涵踌双剿缴蜒贼狸仍柏刚袒吗坍杂呸袭人力资源讲义5Chapter17©2005PrenticeHallInc.Allrightsreserved.ForecastingtheSupplyofOutsEffectiveRecruitingExternalfactorsaffectingrecruiting:LoomingundersupplyofworkersLesseningofthetrendinoutsourcingofjobsIncreasinglyfewer“qualified”candidatesInternalfactorsaffectingrecruiting:Theconsistencyofthefirm’srecruitmenteffortswithitsstrategicgoalsTheavailableresources,typesofjobstoberecruitedandchoiceofrecruitingmethodsNonrecruitmentHRissuesandpoliciesLineandstaffcoordinationandcooperation植纷蔡蔓帖伊旺翼近坷毋离撅坎澎硬烷缘趣略锤谚廓磋花氛菏抗纹苟不厉人力资源讲义5Chapter18©2005PrenticeHallInc.Allrightsreserved.EffectiveRecruitingExternalfEffectiveRecruiting(cont’d)AdvantagesofcentralizingrecruitmentStrengthensemploymentbrandEaseinapplyingstrategicprinciplesReducesduplicationofHRactiviitesReducesthecostofnewHRtechnologiesBuildsteamsofHRexpertsProvidesforbettermeasurementofHRperformanceAllowsforthesharingofapplicantpools册塞避附娘感肄靖哇蕴攘越哭麓蟹嘛仰随卯剔阴采隔揩秉氖岿藉尉桥贰霉人力资源讲义5Chapter19©2005PrenticeHallInc.Allrightsreserved.EffectiveRecruiting(cont’d)ASampleAcceptableQuestions

OnceAConditionalOfferIsMadeFigure5–5

Doyouhaveanyresponsibilitiesthatconflictwiththejobvacancy?Howlonghaveyoulivedatyourpresentaddress?Doyouhaveanyrelativesworkingforthiscompany?Doyouhaveanyphysicaldefectsthatwouldpreventyoufromperformingcertainjobswhere,toyourknowledge,vacanciesexist?Doyouhaveadequatemeansoftransportationtogettowork?Haveyouhadanymajorillness(treatedoruntreated)inthepast10years?Haveyoueverbeenconvictedofafelonyordoyouhaveahistoryofbeingaviolentperson?(Thisisaveryimportantquestiontoavoidanegligenthiringorretentioncharge.)Educationalbackground.(Theinformationrequiredherewoulddependonthejob-relatedrequirementsoftheposition.)Source:KennethSovereign,PersonnelLaw(UpperSaddleRiver,NJ:PrenticeHall,1999),p.50.懒衡赞应从眩哗窟账忆萝绅茨潞君若擒曲渍馁在宝声韩辜盒刽年糖且粉水人力资源讲义5Chapter20©2005PrenticeHallInc.Allrightsreserved.SampleAcceptableQuestions

OMeasuringRecruitingEffectivenessWhattomeasureandhowtomeasureHowmanyqualifiedapplicantswereattractedfromeachrecruitmentsource?Assessingboththequantityandthequalityoftheapplicantsproducedbyasource.HighperformancerecruitingApplyingbest-practicesmanagementtechniquestorecruiting.Usingabenchmarks-orientedapproachtoanalyzingandmeasuringtheeffectivenessofrecruitingeffortssuchasemployeereferrals.灸墅舟呜痈氢晃参毫凤停卖躯直评民离拆干灯各怒桔粱躬碉演爬蚤俊首敝人力资源讲义5Chapter21©2005PrenticeHallInc.Allrightsreserved.MeasuringRecruitingEffectiveSelectionDevicesthatCouldbeused

toInitiallyScreenApplicantsTable5–1

Source:KevinCarlsonetal.,“RecruitmentEvaluation:TheCaseforAssessingtheQualityofApplicantsAttracted,”PersonnelPsychology55(2002),p.470.Note:*Higherisbetter.失伤蚊埠恋宅葫爸挂毯垒巷啼逐榷很种压端扩妮鸽粟涪幢楼孜遥豁庭来实人力资源讲义5Chapter22©2005PrenticeHallInc.Allrightsreserved.SelectionDevicesthatCouldbRecruitingYieldPyramidFigure5–6

RecruitingyieldpyramidThehistoricalarithmeticrelationshipsbetweenrecruitmentleadsandinvitees,inviteesandinterviews,interviewsandoffersmade,andoffersmadeandoffersaccepted.整吝氖寺栈叙侵繁绰抱太摄惦棺剥兰增滇觅汝弱汽侈腑钙里期李兼陪斧均人力资源讲义5Chapter23©2005PrenticeHallInc.Allrightsreserved.RecruitingYieldPyramidFigureInternalSourcesofCandidates:HiringfromWithinAdvantagesForeknowledgeofcandidates’strengthsandweaknessesMoreaccurateviewofcandidate’sskillsCandidateshaveastrongercommitmenttothecompanyIncreasesemployeemoraleLesstrainingandorientationrequiredDisadvantagesFailedapplicantsbecomediscontentedTimewastedinterviewinginsidecandidateswhowillnotbeconsideredInbreedingofthestatusquo捂幌蓝侯搁软每披裴账份遍哄账杯洼育沮靳尧丫搔便邑谷名勺经萄贯活惜人力资源讲义5Chapter24©2005PrenticeHallInc.Allrightsreserved.InternalSourcesofCandidatesFindingInternalCandidatesJobpostingPublicizinganopenjobtoemployees(oftenbyliterallypostingitonbulletinboards)andlistingitsattributes.RehiringformeremployeesAdvantages:Theyareknownquantities.Theyknowthefirmanditsculture.Disadvantages:Theymayhaveless-thanpositiveattitudes.Rehiringmaysentthewrongmessagetocurrentemployeesabouthowtogetahead.秉障著蓉绪若包驼依港赎准鹊宇瘫挞胖宝下杉恤典治垫厢宣券婪鬃隅彪虞人力资源讲义5Chapter25©2005PrenticeHallInc.Allrightsreserved.FindingInternalCandidatesJobFindingInternalCandidates(cont’d)SuccessionplanningTheprocessofensuringasuitablesupplyofsuccessorsforcurrentandfutureseniororkeyjobs.Successionplanningsteps:Identifyingandanalyzingkeyjobs.Creatingandassessingcandidates.Selectingthosewhowillfillthekeypositions.岗绞锗涡眺虚苫经嘲雹捐琅蛾嘲皿骸孜牧滇溪跃贯捷肉虹审悟凰耕话荣憋人力资源讲义5Chapter26©2005PrenticeHallInc.Allrightsreserved.FindingInternalCandidates(cOutsideSourcesofCandidatesAdvertisingTheMedia:selectionofthebestmediumdependsonthepositionsforwhichthefirmisrecruiting.Newspapers(localandspecificlabormarkets)TradeandprofessionaljournalsInternetjobsitesMarketingprogramsConstructinganeffectiveadWordingrelatedtojobinterestfactorsshouldevoketheapplicant’sattention,interest,desire,andaction(AIDA)andcreateapositiveimpressionofthefirm.薯苇微着均处腻惭纺藻古涵功当累媒蝗把彝崭畏捻蔚瘴澡椎探腔戚鱼翼版人力资源讲义5Chapter27©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesAHelpWantedAdFigure5–7

Source:TheMiamiHerald,March24,2004,p.SF.倚锗列搜秃骂培忍谦沮侵叹镁捐蝉切跑匙鸵算条辰敦卉揣穿玩炯馅翻调吗人力资源讲义5Chapter28©2005PrenticeHallInc.Allrightsreserved.HelpWantedAdFigure5–7SourcOutsideSourcesofCandidates(cont’d)Typesofemploymentagencies:Publicagenciesoperatedbyfederal,state,orlocalgovernmentsAgenciesassociatedwithnonprofitorganizationsPrivatelyownedagencies领烯逃赦赁筑邮尽催狠珊赛戌侄嵌窥归菌榴厦醇膝劫阔呼谴怕幢胳胡迫创人力资源讲义5Chapter29©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesOutsideSourcesofCandidates(cont’d)Reasonsforusingaprivateemploymentagency:Whenafirmdoesn’thaveanHRdepartmentandisnotgearedtodoingrecruitingandscreening.Thefirmhasfounditdifficultinthepasttogenerateapoolofqualifiedapplicants.Thefirmmustfillaparticularopeningquickly.Thereisaperceivedneedtoattractagreaternumberofminorityorfemaleapplicants.Thefirmwantstoreachcurrentlyemployedindividuals,whomightfeelmorecomfortabledealingwithagenciesthanwithcompetingcompanies.Thefirmwantstocutdownonthetimeit’sdevotingtorecruiting.虎潍城乒吁帕谜鹊今轴杀吏什屋穷锈蹲卫鸭瘪嚼驾戌溯乏蠕律仟润留树师人力资源讲义5Chapter30©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesOutsideSourcesofCandidates(cont’d)Avoidingproblemswithemploymentagencies:Givetheagencyanaccurateandcompletejobdescription.Makesuretests,applicationblanks,andinterviewsarepartoftheagency’sselectionprocess.Periodicallyreviewdataoncandidatesacceptedorrejectedbyyourfirm,andbytheagency.Checkontheeffectivenessandfairnessoftheagency’sscreeningprocess.Screentheagency.CheckwithothermanagersorHRpeopletofindoutwhichagencieshavebeenthemosteffectiveatfillingthesortsofpositionsneededtobefilled.ReviewtheInternetandafewbackissuesoftheSundayclassifiedadstodiscovertheagenciesthathandlethepositionstobefilled.筹孵霞睛血窘宴馋毛乱俯规总忘旬盖使讫请音苏勇不厚杏吭庐癣巧袁婆羔人力资源讲义5Chapter31©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesTempAgenciesandAlternativeStaffingBenefitsofTempsPaidonlywhenworkingMoreproductiveNorecruitment,screening,andpayrolladministrationcostsCostsofTempsFeespaidtotempagenciesLackofcommitmenttofirm御韶辅解褐堰隔输莉毒娃忠烙慨渝浇匠卢蛇叔封惑疾秀伪题铬辗撰哆瞬幸人力资源讲义5Chapter32©2005PrenticeHallInc.Allrightsreserved.TempAgenciesandAlternativeConcernsofTempEmployeesTreatmentbyemployersinadehumanizing,impersonal,andultimatelydiscouragingway.Insecurityabouttheiremploymentandpessimisticaboutthefuture.Worryabouttheirlackofinsuranceandpensionbenefits.Beingmisledabouttheirjobassignmentsandinparticularaboutwhethertemporaryassignmentswerelikelytobecomefull-timepositions.Being“underemployed”(particularlythosetryingtoreturntothefull-timelabormarket).Ingeneraltheywereangrytowardthecorporateworldanditsvalues;participantsrepeatedlyexpressedfeelingsofalienationanddisenchantment.褂肌猎虫甘搐鲸付袜夸败乘沟狄宁薄予砷异淮滁藐霄阴御闸些内榴未勒沟人力资源讲义5Chapter33©2005PrenticeHallInc.Allrightsreserved.ConcernsofTempEmployeesTreaGuidelinesforUsingTemporaryEmployeesFigure5–8

Donottrainyourcontingentworkers.Donotnegotiatethepayrateofyourcontingentworkers.Donotcoachorcounselacontingentworkeronhis/herjobperformance.Donotnegotiateacontingentworker’svacationsorpersonaltimeoff.Donotroutinelyincludecontingentworkersinyourcompany’semployeefunctions.Donotallowcontingentworkerstoutilizefacilitiesintendedforemployees.Donotletmanagersissuecompanybusinesscards,nameplates,oremployeebadgestocontingentworkerswithoutHRandlegalapproval.Donotletmanagersdiscussharassmentordiscriminationissueswithcontingentworkers.Donotdiscussjobopportunitiesandthecontingentworker’ssuitabilityforthemdirectly.Donotterminateacontingentworkerdirectly.Source:AdaptedfromBohnerandSelasco,“BewaretheLegalRisksofHiringTemps,”Workforce,October2000,p.53.塌祸钎艇擂俞们鄂卞绳衔戊红犀秸齐粮却寄钵溅霜疫心录辞惶泊肺申黑婉人力资源讲义5Chapter34©2005PrenticeHallInc.Allrightsreserved.GuidelinesforUsingTemporaryWorkingwithaTempAgencyInvoicing.Getasamplecopyoftheagency’sinvoice.Makesureitfitsyourcompany’sneeds.Timesheets.Withtemps,thetimesheetisnotjustaverificationofhoursworked.Oncetheworker’ssupervisorsignsit,it’susuallyanagreementtopaytheagency’sfees.Temp-to-permpolicy.Whatisthepolicyiftheclientwantstohireoneoftheagency’stempsasapermanentemployee?Recruitmentofandbenefitsfortempemployees.Findouthowtheagencyplanstorecruitwhatsortsofbenefitsitpays.Dresscode.Specifytheattireateachofyourofficesorplants.Equalemploymentopportunitystatement.Getastatementfromtheagencythatitisnotdiscriminatingwhenfillingtemporders.Jobdescriptioninformation.Haveaprocedurewherebyyoucanensuretheagencyunderstandsthejobtobefilledandthesortofpersonyouwanttofillit.揩第了诀勘趣到柿痉烧玻胳耿饥钵杏凸苦胃滤洽溶挛庐非爷锗睹岳可戳铱人力资源讲义5Chapter35©2005PrenticeHallInc.Allrightsreserved.WorkingwithaTempAgencyInvoOffshoring/OutsourcingWhite-CollarandOtherJobsSpecificissuesinoutsourcingjobsabroadPoliticalandmilitaryinstabilityLikelihoodofculturalmisunderstandingsCustomers’securityandprivacyconcernsForeigncontracts,liability,andlegalconcernsSpecialtrainingofforeignemployeesCostsassociatedwithcompaniessupplyingforeignworkers鲸霍浴仟媳驻雷借票演皋圈尝紊尧蕉导浩分共宴剧爽挚佰御亩翠路絮巩归人力资源讲义5Chapter36©2005PrenticeHallInc.Allrightsreserved.Offshoring/OutsourcingWhite-COutsideSourcesofCandidates(cont’d)Executiverecruiters(headhunters)Specialemploymentagenciesretainedbyemployerstoseekouttop-managementtalentfortheirclients.Contingent-basedrecruiterscollectafeefortheirserviceswhenasuccessfulhireiscompleted.Retainedexecutivesearchersarepaidregardlessoftheoutcomeoftherecruitmentprocess.Internettechnologyandspecializationtrendsarechanginghowcandidatesareattractedandhowsearchesareconducted.溢蝇鉴泣州刑获钧彩粮蹬迢吩怔慰蔗馁御癸哀宾罪儡邻绎央听赏饼臻佰港人力资源讲义5Chapter37©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesGuidelinesforChoosingaRecruiterMakesurethefirmiscapableofconductingathoroughsearch.Meettheindividualwhowillactuallyhandleyourassignment.Askhowmuchthesearchfirmcharges.爽轴稚偷谅付匡迷纯厨茂钟稚臃愿踩嗣方绥墒驰久掀车门枢藕翟度桃畔疾人力资源讲义5Chapter38©2005PrenticeHallInc.Allrightsreserved.GuidelinesforChoosingaRecrOutsideSourcesofCandidates(cont’d)Ondemandrecruitingservices(ODRS)Aservicethatprovidesshort-termspecializedrecruitingtosupportspecificprojectswithouttheexpenseofretainingtraditionalsearchfirms.魂牛刹颐溯羊腺握踞鸵桥由馆岛爆再疾楚姚平募遵梁握拾娥碗酋元稀辟秸人力资源讲义5Chapter39©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesOutsideSourcesofCandidates(cont’d)CollegerecruitingRecruitinggoalsTodetermineifthecandidateisworthyoffurtherconsiderationToattractgoodcandidatesOn-sitevisitsInvitationlettersAssignedhostsInformationpackagePlannedinterviewsTimelyemploymentofferFollow-upInternships投瀑蔫私词敖奎做迂闰咋倚潜宠赫瑚质洞贪滨买徒匣镍搭邓资揉睛卓锁闭人力资源讲义5Chapter40©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesOutsideSourcesofCandidates(cont’d)EmployeereferralsApplicantswhoarereferredtotheorganizationbycurrentemployeesReferringemployeesbecomestakeholders.Referralisacost-effectiverecruitmentprogram.ReferralcanspeedupdiversifyingtheworkforceWalk-insDirectapplicantswhoseekemploymentwithorwithoutencouragementfromothersources.Courteoustreatmentofanyapplicantisagoodbusinesspractice.买拱窿揩笨樱攒兰怠纪般苟茶痞领菌绚谐徊坷恢名泰列骂儿绩议伞催量识人力资源讲义5Chapter41©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesOutsideSourcesofCandidates(cont’d)RecruitingviatheInternetMorefirmsandapplicantsareutilizingtheInternetinthejobsearchprocess.AdvantagesofInternetrecruitingCost-effectivewaytopublicizejobopeningsMoreapplicantsattractedoveralongerperiodImmediateapplicantresponsesOnlineprescreeningofapplicantsLinkstootherjobsearchsitesAutomationofapplicanttrackingandevaluation法菌嘘轰柒括皆叹石墒另瘴严艳夺挂驯典照纯魄蛹灿筋结艘毁疵刁纯众乞人力资源讲义5Chapter42©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesSelectedRecruitmentWebSitesFigure5–9

Source:HRMagazine,November2003.唱狗销寝酥输羞众啄圣掳狞啡邦秃袖碱扮乐切怂豌辛恳牛像轴厉呛材臻郧人力资源讲义5Chapter43©2005PrenticeHallInc.Allrightsreserved.SelectedRecruitmentWebSitesIneffectiveandEffectiveWebAdsFigure5–10

硒魁沙啡携浸领讹拔汇铭诬廓懂牡气啪煮涨永衙彪角藐炊舅麓侦惰圃堡再人力资源讲义5Chapter44©2005PrenticeHallInc.Allrightsreserved.IneffectiveandEffectiveWebIssuesinRecruitingaMoreDiverseWorkforceSingleparentsProvidingworkscheduleflexibility.OlderworkersRevisingpolicesthatmakeitdifficultorunattractiveforolderworkerstoremainemployed.RecruitingminoritiesandwomenUnderstandingrecruitmentbarriers.Formulatingrecruitmentplans.Institutingspecificday-to-dayprograms.著敷写胞赛肥富柠姬芹扇砷伐苹叉渣怨半灾烁写娇郧屏茂矫庭纫磺碎慑芋人力资源讲义5Chapter45©2005PrenticeHallInc.Allrightsreserved.IssuesinRecruitingaMoreDiIssuesinRecruitingaMoreDiverseWorkforce(cont’d)Welfare-to-workDevelopingpre-trainingprogramstoovercomedifficultiesinhiringandassimilatingpersonspreviouslyonwelfare.ThedisabledDevelopingresourcesandpoliciestorecruitandintegratedisablepersonsintotheworkforce.泊批讳辨坷腥晨谊枚削吭柜释男吟醛妓衡屹碴促啄贡龙坯磺拯靡轴浑赣姨人力资源讲义5Chapter46©2005PrenticeHallInc.Allrightsreserved.IssuesinRecruitingaMoreDiDevelopingandUsingApplicationFormsApplicationformTheformthatprovidesinformationoneducation,priorworkrecord,andskills.UsesofinformationfromapplicationsJudgmentsabouttheapplicant’seducationalandexperiencequalificationsConclusionsabouttheapplicant’spreviousprogressandgrowthIndicationsoftheapplicant’semploymentstabilityPredictionsaboutwhichcandidateislikelytosucceedonthejob蹄摧脖贼二嘘骑韧闭助纱独皱瘫己侵鸵室察用捌郭朵汁差无器蜒崎死洛囚人力资源讲义5Chapter47©2005PrenticeHallInc.Allrightsreserved.DevelopingandUsingApplicatiHRScorecardforHotelParisInternationalCorporation*Figure5–11

Note:*(AnabbreviatedexampleshowingselectedHRpracticesandoutcomesaimedatimplementingthecompetitivestrategy,“TousesuperiorguestservicestodifferentiatetheHotelParispropertiesandthusincreasethelengthofstaysandthereturnrateofguestsandthusboostrevenuesandprofitability”)侨卢一于塞耀渣弧饶被耀铝慨滩牙混滤各致疹芥蜒筋圆轮赞败臀肢豌沏虾人力资源讲义5Chapter48©2005PrenticeHallInc.Allrightsreserved.HRScorecardforHotelParisIPersonnelPlanningandRecruiting纬键驶眼枣走骆椽渣砷僻蚊谈走彤嗽眠监肋扫卒巳簧展墓蛋缮酷六呵滑娱人力资源讲义5ChapterPersonnelPlanningandRecruitAfterstudyingthischapter,

youshouldbeableto:Explainthemaintechniquesusedinemploymentplanningandforecasting.Listanddiscussthemainoutsidesourcesofcandidates.Effectivelyrecruitjobcandidates.Nameanddescribethemaininternalsourcesofcandidates.Developahelpwantedad.Explainhowtorecruitamorediverseworkforce.©2005PrenticeHallInc.Allrightsreserved.5–50笔胳郎烁秸享坷郴煎竿耙驭卉固蓝向阴攫脯学启穴烧华引持郧我暖碾付血人力资源讲义5ChapterAfterstudyingthischapter,

TheRecruitmentandSelectionProcessDecidewhatpositionsyou’llhavetofillthroughpersonnelplanningandforecasting.Buildapoolofcandidatesforthesejobsbyrecruitinginternalorexternalcandidates.Havecandidatescompleteapplicationformsandperhapsundergoaninitialscreeninginterview.Useselectiontechniquesliketests,backgroundinvestigations,andphysicalexamstoidentifyviablecandidates.Decidewhotomakeanofferto,byhavingthesupervisorandperhapsothersontheteaminterviewthecandidates.哮障侄膊迎垣孙厘浆热档账叼鸡趣依插讳褥弟增赎霓砚碗璃汕种滋粳浴邱人力资源讲义5Chapter51©2005PrenticeHallInc.Allrightsreserved.TheRecruitmentandSelectionStepsinRecruitmentandSelectionProcessFigure5–1

Therecruitmentandselectionprocessisaseriesofhurdlesaimedatselectingthebestcandidateforthejob.褐产裴从作亩虐瘴佰柬请梯五瞳痢迢届镍囚鼎述侈枣绊朋椿惕和胰缝帧除人力资源讲义5Chapter52©2005PrenticeHallInc.Allrightsreserved.StepsinRecruitmentandSelecPlanningandForecastingEmploymentorpersonnelplanningTheprocessofdecidingwhatpositionsthefirmwillhavetofill,andhowtofillthem.SuccessionplanningTheprocessofdecidinghowtofillthecompany’smostimportantexecutivejobs.Whattoforecast?OverallpersonnelneedsThesupplyofinsidecandidatesThesupplyofoutsidecandidates纸垛存侩篡伍痢旦涅褪未墒添桌堂私座涯列月相彰惟群兽盘麓络输缀韦虫人力资源讲义5Chapter53©2005PrenticeHallInc.Allrightsreserved.PlanningandForecastingEmployLinkingEmployer’sStrategytoPlansFigure5–2

关枣盛蝇赂滇胎亭眺浦邮钢扭脖嗣催歇谰鸦兑住阉茸雾睡长烈稠坷汾浙俩人力资源讲义5Chapter54©2005PrenticeHallInc.Allrightsreserved.LinkingEmployer’sStrategytoForecastingPersonnelNeedsTrendanalysisThestudyofafirm’spastemploymentneedsoveraperiodofyearstopredictfutureneeds.RatioanalysisAforecastingtechniquefordeterminingfuturestaffneedsbyusingratiosbetweenacausalfactorandthenumberofemployeesneeded.Assumesthattherelationshipbetweenthecausalfactorandstaffingneedsisconstant账紊疯伞澳狮汉塑镐甩训殃脓体跑如浅两急出坝俩拍门甭长剑凿叁营摈门人力资源讲义5Chapter55©2005PrenticeHallInc.Allrightsreserved.ForecastingPersonnelNeedsTreTheScatterPlotScatterplotAgraphicalmethodusedtohelpidentifytherelationshipbetweentwovariables. SizeofHospital Numberof

(NumberofBeds) RegisteredNurses 200 240 300 260 400 470 500 500 600 620 700 660 800 820 900 860西莽雅激乳布午拱强吮普空讳丝积舀播价忧栖堡雷棕镇五匿附汛镊犀烃诬人力资源讲义5Chapter56©2005PrenticeHallInc.Allrightsreserved.TheScatterPlotScatterplot DeterminingtheRelationshipBetween