人力资源讲义5

PersonnelPlanningandRecruiting人力资源讲义5全文共48页，当前为第1页。Afterstudyingthischapter,

youshouldbeableto:Explainthemaintechniquesusedinemploymentplanningandforecasting.Listanddiscussthemainoutsidesourcesofcandidates.Effectivelyrecruitjobcandidates.Nameanddescribethemaininternalsourcesofcandidates.Developahelpwantedad.Explainhowtorecruitamorediverseworkforce.©2005PrenticeHallInc.Allrightsreserved.5–2人力资源讲义5全文共48页，当前为第2页。©2005PrenticeHallInc.Allrightsreserved.5–3TheRecruitmentandSelectionProcessDecidewhatpositionsyou’llhavetofillthroughpersonnelplanningandforecasting.Buildapoolofcandidatesforthesejobsbyrecruitinginternalorexternalcandidates.Havecandidatescompleteapplicationformsandperhapsundergoaninitialscreeninginterview.Useselectiontechniquesliketests,backgroundinvestigations,andphysicalexamstoidentifyviablecandidates.Decidewhotomakeanofferto,byhavingthesupervisorandperhapsothersontheteaminterviewthecandidates.人力资源讲义5全文共48页，当前为第3页。©2005PrenticeHallInc.Allrightsreserved.5–4StepsinRecruitmentandSelectionProcessFigure5–1

Therecruitmentandselectionprocessisaseriesofhurdlesaimedatselectingthebestcandidateforthejob.人力资源讲义5全文共48页，当前为第4页。©2005PrenticeHallInc.Allrightsreserved.5–5PlanningandForecastingEmploymentorpersonnelplanningTheprocessofdecidingwhatpositionsthefirmwillhavetofill,andhowtofillthem.SuccessionplanningTheprocessofdecidinghowtofillthecompany’smostimportantexecutivejobs.Whattoforecast?OverallpersonnelneedsThesupplyofinsidecandidatesThesupplyofoutsidecandidates人力资源讲义5全文共48页，当前为第5页。©2005PrenticeHallInc.Allrightsreserved.5–6LinkingEmployer’sStrategytoPlansFigure5–2

人力资源讲义5全文共48页，当前为第6页。©2005PrenticeHallInc.Allrightsreserved.5–7ForecastingPersonnelNeedsTrendanalysisThestudyofafirm’spastemploymentneedsoveraperiodofyearstopredictfutureneeds.RatioanalysisAforecastingtechniquefordeterminingfuturestaffneedsbyusingratiosbetweenacausalfactorandthenumberofemployeesneeded.Assumesthattherelationshipbetweenthecausalfactorandstaffingneedsisconstant人力资源讲义5全文共48页，当前为第7页。©2005PrenticeHallInc.Allrightsreserved.5–8TheScatterPlotScatterplotAgraphicalmethodusedtohelpidentifytherelationshipbetweentwovariables. SizeofHospital Numberof

(NumberofBeds) RegisteredNurses 200 240 300 260 400 470 500 500 600 620 700 660 800 820 900 860人力资源讲义5全文共48页，当前为第8页。©2005PrenticeHallInc.Allrightsreserved.5–9DeterminingtheRelationshipBetween

HospitalSizeandNumberofNursesFigure5–3

人力资源讲义5全文共48页，当前为第9页。©2005PrenticeHallInc.Allrightsreserved.5–10DrawbackstoScatterPlotsTheyfocusonprojectionsandhistoricalrelationships,andassumethatthefirm’sexistingstructureandactivitieswillcontinueintothefuture.Theygenerallydonotconsidertheimpactthecompany’sstrategicinitiativesmayhaveonfuturestaffinglevels.Theytendtosupportcompensationplansthatrewardmanagersformanagingever-largerstaffs,andwillnotuncovermanagerswhoexpandtheirstaffsirrespectiveofstrategicneeds.Theytendto“bakein”thenonproductiveideathatincreasesinstaffsareinevitable.Theytendtovalidateandinstitutionalizeexistingplanningprocessesandwaysofdoingthings,eveninthefaceofrapidchange.人力资源讲义5全文共48页，当前为第10页。©2005PrenticeHallInc.Allrightsreserved.5–11UsingComputerstoForecastPersonnelRequirementsComputerizedforecastsTheusesoftwarepackagestodetermineoffuturestaffneedsbyprojectingsales,volumeofproduction,andpersonnelrequiredtomaintainavolumeofoutput.Generatesfiguresonaveragestafflevelsrequiredtomeetproductdemands,aswellasforecastsfordirectlabor,indirectstaff,andexemptstaff.Typicalmetrics:directlaborhoursrequiredtoproduceoneunitofproduct(ameasureofproductivity),andthreesalesprojections—minimum,maximum,andprobable.人力资源讲义5全文共48页，当前为第11页。©2005PrenticeHallInc.Allrightsreserved.5–12ForecastingtheSupplyofInsideCandidatesQualificationsinventoriesManualorcomputerizedrecordslistingemployees’education,careeranddevelopmentinterests,languages,specialskills,andsoon,tobeusedinselectinginsidecandidatesforpromotion.人力资源讲义5全文共48页，当前为第12页。©2005PrenticeHallInc.Allrightsreserved.5–13ManualSystemsandReplacementChartsPersonnelreplacementchartsCompanyrecordsshowingpresentperformanceandpromotabilityofinsidecandidatesforthemostimportantpositions.PositionreplacementcardAcardpreparedforeachpositioninacompanytoshowpossiblereplacementcandidatesandtheirqualifications.人力资源讲义5全文共48页，当前为第13页。©2005PrenticeHallInc.Allrightsreserved.5–14ManagementReplacementChartShowingDevelopmentNeedsofFutureDivisionalVicePresidentFigure5–4

人力资源讲义5全文共48页，当前为第14页。©2005PrenticeHallInc.Allrightsreserved.5–15ComputerizedInformationSystemsHumanResourceInformationSystem(HRIS)Computerizedinventoryofinformationthatcanbeaccessedtodetermineemployees’background,experience,andskillsthatmayinclude:WorkexperiencecodesProductorserviceknowledgeIndustryexperienceFormaleducation人力资源讲义5全文共48页，当前为第15页。©2005PrenticeHallInc.Allrightsreserved.5–16TheMatterofPrivacyofHRInformationTheneedtoensurethesecurityofHRinformationThereisalotofHRinformationtokeepsecure.ControlofHRinformationcanbeestablishedthroughtheuseofaccessmatricesthatlimitusers.Legalconsiderations:TheFederalPrivacyActof1974givesemployeesrightsregardingwhohasaccesstoinformationabouttheirworkhistoryandjobperformance.人力资源讲义5全文共48页，当前为第16页。©2005PrenticeHallInc.Allrightsreserved.5–17ForecastingtheSupplyofOutsideCandidatesFactorsimpactingthesupplyofoutsidecandidatesGeneraleconomicconditionsExpectedunemploymentrateSourcesofinformationPeriodicforecastsinbusinesspublicationsOnlineeconomicprojectionsU.S.CongressionalBudgetOffice(CBO)BureauofLaborStatisticsU.S.DepartmentofLabor:O*NetOtherfederalagencies人力资源讲义5全文共48页，当前为第17页。©2005PrenticeHallInc.Allrightsreserved.5–18EffectiveRecruitingExternalfactorsaffectingrecruiting:LoomingundersupplyofworkersLesseningofthetrendinoutsourcingofjobsIncreasinglyfewer“qualified”candidatesInternalfactorsaffectingrecruiting:Theconsistencyofthefirm’srecruitmenteffortswithitsstrategicgoalsTheavailableresources,typesofjobstoberecruitedandchoiceofrecruitingmethodsNonrecruitmentHRissuesandpoliciesLineandstaffcoordinationandcooperation人力资源讲义5全文共48页，当前为第18页。©2005PrenticeHallInc.Allrightsreserved.5–19EffectiveRecruiting(cont’d)AdvantagesofcentralizingrecruitmentStrengthensemploymentbrandEaseinapplyingstrategicprinciplesReducesduplicationofHRactiviitesReducesthecostofnewHRtechnologiesBuildsteamsofHRexpertsProvidesforbettermeasurementofHRperformanceAllowsforthesharingofapplicantpools人力资源讲义5全文共48页，当前为第19页。©2005PrenticeHallInc.Allrightsreserved.5–20SampleAcceptableQuestions

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.人力资源讲义5全文共48页，当前为第20页。©2005PrenticeHallInc.Allrightsreserved.5–21MeasuringRecruitingEffectivenessWhattomeasureandhowtomeasureHowmanyqualifiedapplicantswereattractedfromeachrecruitmentsource?Assessingboththequantityandthequalityoftheapplicantsproducedbyasource.HighperformancerecruitingApplyingbest-practicesmanagementtechniquestorecruiting.Usingabenchmarks-orientedapproachtoanalyzingandmeasuringtheeffectivenessofrecruitingeffortssuchasemployeereferrals.人力资源讲义5全文共48页，当前为第21页。©2005PrenticeHallInc.Allrightsreserved.5–22SelectionDevicesthatCouldbeused

toInitiallyScreenApplicantsTable5–1

Source:KevinCarlsonetal.,“RecruitmentEvaluation:TheCaseforAssessingtheQualityofApplicantsAttracted,”PersonnelPsychology55(2002),p.470.Note:*Higherisbetter.人力资源讲义5全文共48页，当前为第22页。©2005PrenticeHallInc.Allrightsreserved.5–23RecruitingYieldPyramidFigure5–6

RecruitingyieldpyramidThehistoricalarithmeticrelationshipsbetweenrecruitmentleadsandinvitees,inviteesandinterviews,interviewsandoffersmade,andoffersmadeandoffersaccepted.人力资源讲义5全文共48页，当前为第23页。©2005PrenticeHallInc.Allrightsreserved.5–24InternalSourcesofCandidates:HiringfromWithinAdvantagesForeknowledgeofcandidates’strengthsandweaknessesMoreaccurateviewofcandidate’sskillsCandidateshaveastrongercommitmenttothecompanyIncreasesemployeemoraleLesstrainingandorientationrequiredDisadvantagesFailedapplicantsbecomediscontentedTimewastedinterviewinginsidecandidateswhowillnotbeconsideredInbreedingofthestatusquo人力资源讲义5全文共48页，当前为第24页。©2005PrenticeHallInc.Allrightsreserved.5–25FindingInternalCandidatesJobpostingPublicizinganopenjobtoemployees(oftenbyliterallypostingitonbulletinboards)andlistingitsattributes.RehiringformeremployeesAdvantages:Theyareknownquantities.Theyknowthefirmanditsculture.Disadvantages:Theymayhaveless-thanpositiveattitudes.Rehiringmaysentthewrongmessagetocurrentemployeesabouthowtogetahead.人力资源讲义5全文共48页，当前为第25页。©2005PrenticeHallInc.Allrightsreserved.5–26FindingInternalCandidates(cont’d)SuccessionplanningTheprocessofensuringasuitablesupplyofsuccessorsforcurrentandfutureseniororkeyjobs.Successionplanningsteps:Identifyingandanalyzingkeyjobs.Creatingandassessingcandidates.Selectingthosewhowillfillthekeypositions.人力资源讲义5全文共48页，当前为第26页。©2005PrenticeHallInc.Allrightsreserved.5–27OutsideSourcesofCandidatesAdvertisingTheMedia:selectionofthebestmediumdependsonthepositionsforwhichthefirmisrecruiting.Newspapers(localandspecificlabormarkets)TradeandprofessionaljournalsInternetjobsitesMarketingprogramsConstructinganeffectiveadWordingrelatedtojobinterestfactorsshouldevoketheapplicant’sattention,interest,desire,andaction(AIDA)andcreateapositiveimpressionofthefirm.人力资源讲义5全文共48页，当前为第27页。©2005PrenticeHallInc.Allrightsreserved.5–28HelpWantedAdFigure5–7

Source:TheMiamiHerald,March24,2004,p.SF.人力资源讲义5全文共48页，当前为第28页。©2005PrenticeHallInc.Allrightsreserved.5–29OutsideSourcesofCandidates(cont’d)Typesofemploymentagencies:Publicagenciesoperatedbyfederal,state,orlocalgovernmentsAgenciesassociatedwithnonprofitorganizationsPrivatelyownedagencies人力资源讲义5全文共48页，当前为第29页。©2005PrenticeHallInc.Allrightsreserved.5–30OutsideSourcesofCandidates(cont’d)Reasonsforusingaprivateemploymentagency:Whenafirmdoesn’thaveanHRdepartmentandisnotgearedtodoingrecruitingandscreening.Thefirmhasfounditdifficultinthepasttogenerateapoolofqualifiedapplicants.Thefirmmustfillaparticularopeningquickly.Thereisaperceivedneedtoattractagreaternumberofminorityorfemaleapplicants.Thefirmwantstoreachcurrentlyemployedindividuals,whomightfeelmorecomfortabledealingwithagenciesthanwithcompetingcompanies.Thefirmwantstocutdownonthetimeit’sdevotingtorecruiting.人力资源讲义5全文共48页，当前为第30页。©2005PrenticeHallInc.Allrightsreserved.5–31OutsideSourcesofCandidates(cont’d)Avoidingproblemswithemploymentagencies:Givetheagencyanaccurateandcompletejobdescription.Makesuretests,applicationblanks,andinterviewsarepartoftheagency’sselectionprocess.Periodicallyreviewdataoncandidatesacceptedorrejectedbyyourfirm,andbytheagency.Checkontheeffectivenessandfairnessoftheagency’sscreeningprocess.Screentheagency.CheckwithothermanagersorHRpeopletofindoutwhichagencieshavebeenthemosteffectiveatfillingthesortsofpositionsneededtobefilled.ReviewtheInternetandafewbackissuesoftheSundayclassifiedadstodiscovertheagenciesthathandlethepositionstobefilled.人力资源讲义5全文共48页，当前为第31页。©2005PrenticeHallInc.Allrightsreserved.5–32TempAgenciesandAlternativeStaffingBenefitsofTempsPaidonlywhenworkingMoreproductiveNorecruitment,screening,andpayrolladministrationcostsCostsofTempsFeespaidtotempagenciesLackofcommitmenttofirm人力资源讲义5全文共48页，当前为第32页。©2005PrenticeHallInc.Allrightsreserved.5–33ConcernsofTempEmployeesTreatmentbyemployersinadehumanizing,impersonal,andultimatelydiscouragingway.Insecurityabouttheiremploymentandpessimisticaboutthefuture.Worryabouttheirlackofinsuranceandpensionbenefits.Beingmisledabouttheirjobassignmentsandinparticularaboutwhethertemporaryassignmentswerelikelytobecomefull-timepositions.Being“underemployed”(particularlythosetryingtoreturntothefull-timelabormarket).Ingeneraltheywereangrytowardthecorporateworldanditsvalues;participantsrepeatedlyexpressedfeelingsofalienationanddisenchantment.人力资源讲义5全文共48页，当前为第33页。©2005PrenticeHallInc.Allrightsreserved.5–34GuidelinesforUsingTemporaryEmployeesFigure5–8

Donottrainyourcontingentworkers.Donotnegotiatethepayrateofyourcontingentworkers.Donotcoachorcounselacontingentworkeronhis/herjobperformance.Donotnegotiateacontingentworker’svacationsorpersonaltimeoff.Donotroutinelyincludecontingentworkersinyourcompany’semployeefunctions.Donotallowcontingentworkerstoutilizefacilitiesintendedforemployees.Donotletmanagersissuecompanybusinesscards,nameplates,oremployeebadgestocontingentworkerswithoutHRandlegalapproval.Donotletmanagersdiscussharassmentordiscriminationissueswithcontingentworkers.Donotdiscussjobopportunitiesandthecontingentworker’ssuitabilityforthemdirectly.Donotterminateacontingentworkerdirectly.Source:AdaptedfromBohnerandSelasco,“BewaretheLegalRisksofHiringTemps,”Workforce,October2000,p.53.人力资源讲义5全文共48页，当前为第34页。©2005PrenticeHallInc.Allrightsreserved.5–35WorkingwithaTempAgencyInvoicing.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.人力资源讲义5全文共48页，当前为第35页。©2005PrenticeHallInc.Allrightsreserved.5–36Offshoring/OutsourcingWhite-CollarandOtherJobsSpecificissuesinoutsourcingjobsabroadPoliticalandmilitaryinstabilityLikelihoodofculturalmisunderstandingsCustomers’securityandprivacyconcernsForeigncontracts,liability,andlegalconcernsSpecialtrainingofforeignemployeesCostsassociatedwithcompaniessupplyingforeignworkers人力资源讲义5全文共48页，当前为第36页。©2005PrenticeHallInc.Allrightsreserved.5–37OutsideSourcesofCandidates(cont’d)Executiverecruiters(headhunters)Specialemploymentagenciesretainedbyemployerstoseekouttop-managementtalentfortheirclients.Contingent-basedrecruiterscollectafeefortheirserviceswhenasuccessfulhireiscompleted.Retainedexecutivesearchersarepaidregardlessoftheoutcomeoftherecruitmentprocess.Internettechnologyandspecializationtrendsarechanginghowcandidatesareattractedandhowsearchesareconducted.人力资源讲义5全文共48页，当前为第37页。©2005PrenticeHallInc.Allrightsreserved.5–38GuidelinesforChoosingaRecruiterMakesurethefirmiscapableofconductingathoroughsearch.Meettheindividualwhowillactuallyhandleyourassignment.Askhowmuchthesearchfirmcharges.人力资源讲义5全文共48页，当前为第38页。©2005PrenticeHallInc.Allrightsreserved.5–39OutsideSourcesofCandidates(cont’d)Ondemandrecruitingservices(ODRS)Aservicethatprovidesshort-termspecializedrecruitingtosupportspecificprojectswithouttheexpenseofretainingtraditionalsearchfirms.人力资源讲义5全文共48页，当前为第39页。©2005PrenticeHallInc.Allrightsreserved.5–40OutsideSourcesofCandidates(cont’d)CollegerecruitingRecruitinggoalsTodetermineifthecandidateisworthyoffurtherconsiderationToattractgoodcandidatesOn-sitevisitsInvitationlettersAssignedhostsInformationpackagePlannedinterviewsTimelyemploymentofferFollow-upInternships人力资源讲义5全文共48页，当前为第40页。©2005PrenticeHallInc.Allrightsreserved.5–41OutsideSourcesofCandidates(cont’d)EmployeereferralsApplicantswhoarereferredtotheorganizationbycurrentemployeesReferringemployeesbecomestakeholders.Referralisacost-effectiverecruitmentprogram.ReferralcanspeedupdiversifyingtheworkforceWalk-insDirectapplicantswhoseekemploymentwithorwithoutencouragementfromothersources.Courteoustreatmentofanyapplicantisagoodbusinesspractice.人力资源讲义5全文共48页，当前为第41页。©2005PrenticeHallInc.Allrightsreserved.5–42OutsideSourcesofCandidates(cont’d)RecruitingviatheInternetMorefirmsandapplicantsareutilizingtheInternetinthejobsearchprocess.AdvantagesofInternetrecruitingCost-effectivewaytopublicizejobopeningsMoreapplicantsattractedoveralongerperiodImmediateapplicantresponsesOnlineprescreeningofapplicantsLinkstootherjobsearchs