人力资源5课件

PersonnelPlanningandRecruitingAfterstudyingthischapter,

youshouldbeableto:Explainthemaintechniquesusedinemploymentplanningandforecasting.Listanddiscussthemainoutsidesourcesofcandidates.Effectivelyrecruitjobcandidates.Nameanddescribethemaininternalsourcesofcandidates.Developahelpwantedad.Explainhowtorecruitamorediverseworkforce.©2005PrenticeHallInc.Allrightsreserved.5–2TheRecruitmentandSelectionProcessDecidewhatpositionsyou’llhavetofillthroughpersonnelplanningandforecasting.Buildapoolofcandidatesforthesejobsbyrecruitinginternalorexternalcandidates.Havecandidatescompleteapplicationformsandperhapsundergoaninitialscreeninginterview.Useselectiontechniquesliketests,backgroundinvestigations,andphysicalexamstoidentifyviablecandidates.Decidewhotomakeanofferto,byhavingthesupervisorandperhapsothersontheteaminterviewthecandidates.3©2005PrenticeHallInc.Allrightsreserved.StepsinRecruitmentandSelectionProcessFigure5–1

Therecruitmentandselectionprocessisaseriesofhurdlesaimedatselectingthebestcandidateforthejob.4©2005PrenticeHallInc.Allrightsreserved.PlanningandForecastingEmploymentorpersonnelplanningTheprocessofdecidingwhatpositionsthefirmwillhavetofill,andhowtofillthem.SuccessionplanningTheprocessofdecidinghowtofillthecompany’smostimportantexecutivejobs.Whattoforecast?OverallpersonnelneedsThesupplyofinsidecandidatesThesupplyofoutsidecandidates5©2005PrenticeHallInc.Allrightsreserved.LinkingEmployer’sStrategytoPlansFigure5–2

6©2005PrenticeHallInc.Allrightsreserved.ForecastingPersonnelNeedsTrendanalysisThestudyofafirm’spastemploymentneedsoveraperiodofyearstopredictfutureneeds.RatioanalysisAforecastingtechniquefordeterminingfuturestaffneedsbyusingratiosbetweenacausalfactorandthenumberofemployeesneeded.Assumesthattherelationshipbetweenthecausalfactorandstaffingneedsisconstant7©2005PrenticeHallInc.Allrightsreserved.TheScatterPlotScatterplotAgraphicalmethodusedtohelpidentifytherelationshipbetweentwovariables. SizeofHospital Numberof

(NumberofBeds) RegisteredNurses 200 240 300 260 400 470 500 500 600 620 700 660 800 820 900 8608©2005PrenticeHallInc.Allrightsreserved.DeterminingtheRelationshipBetween

HospitalSizeandNumberofNursesFigure5–3

9©2005PrenticeHallInc.Allrightsreserved.DrawbackstoScatterPlotsTheyfocusonprojectionsandhistoricalrelationships,andassumethatthefirm’sexistingstructureandactivitieswillcontinueintothefuture.Theygenerallydonotconsidertheimpactthecompany’sstrategicinitiativesmayhaveonfuturestaffinglevels.Theytendtosupportcompensationplansthatrewardmanagersformanagingever-largerstaffs,andwillnotuncovermanagerswhoexpandtheirstaffsirrespectiveofstrategicneeds.Theytendto“bakein”thenonproductiveideathatincreasesinstaffsareinevitable.Theytendtovalidateandinstitutionalizeexistingplanningprocessesandwaysofdoingthings,eveninthefaceofrapidchange.10©2005PrenticeHallInc.Allrightsreserved.UsingComputerstoForecastPersonnelRequirementsComputerizedforecastsTheusesoftwarepackagestodetermineoffuturestaffneedsbyprojectingsales,volumeofproduction,andpersonnelrequiredtomaintainavolumeofoutput.Generatesfiguresonaveragestafflevelsrequiredtomeetproductdemands,aswellasforecastsfordirectlabor,indirectstaff,andexemptstaff.Typicalmetrics:directlaborhoursrequiredtoproduceoneunitofproduct(ameasureofproductivity),andthreesalesprojections—minimum,maximum,andprobable.11©2005PrenticeHallInc.Allrightsreserved.ForecastingtheSupplyofInsideCandidatesQualificationsinventoriesManualorcomputerizedrecordslistingemployees’education,careeranddevelopmentinterests,languages,specialskills,andsoon,tobeusedinselectinginsidecandidatesforpromotion.12©2005PrenticeHallInc.Allrightsreserved.ManualSystemsandReplacementChartsPersonnelreplacementchartsCompanyrecordsshowingpresentperformanceandpromotabilityofinsidecandidatesforthemostimportantpositions.PositionreplacementcardAcardpreparedforeachpositioninacompanytoshowpossiblereplacementcandidatesandtheirqualifications.13©2005PrenticeHallInc.Allrightsreserved.ManagementReplacementChartShowingDevelopmentNeedsofFutureDivisionalVicePresidentFigure5–4

14©2005PrenticeHallInc.Allrightsreserved.ComputerizedInformationSystemsHumanResourceInformationSystem(HRIS)Computerizedinventoryofinformationthatcanbeaccessedtodetermineemployees’background,experience,andskillsthatmayinclude:WorkexperiencecodesProductorserviceknowledgeIndustryexperienceFormaleducation15©2005PrenticeHallInc.Allrightsreserved.TheMatterofPrivacyofHRInformationTheneedtoensurethesecurityofHRinformationThereisalotofHRinformationtokeepsecure.ControlofHRinformationcanbeestablishedthroughtheuseofaccessmatricesthatlimitusers.Legalconsiderations:TheFederalPrivacyActof1974givesemployeesrightsregardingwhohasaccesstoinformationabouttheirworkhistoryandjobperformance.16©2005PrenticeHallInc.Allrightsreserved.ForecastingtheSupplyofOutsideCandidatesFactorsimpactingthesupplyofoutsidecandidatesGeneraleconomicconditionsExpectedunemploymentrateSourcesofinformationPeriodicforecastsinbusinesspublicationsOnlineeconomicprojectionsU.S.CongressionalBudgetOffice(CBO)BureauofLaborStatisticsU.S.DepartmentofLabor:O*NetOtherfederalagencies17©2005PrenticeHallInc.Allrightsreserved.EffectiveRecruitingExternalfactorsaffectingrecruiting:LoomingundersupplyofworkersLesseningofthetrendinoutsourcingofjobsIncreasinglyfewer“qualified”candidatesInternalfactorsaffectingrecruiting:Theconsistencyofthefirm’srecruitmenteffortswithitsstrategicgoalsTheavailableresources,typesofjobstoberecruitedandchoiceofrecruitingmethodsNonrecruitmentHRissuesandpoliciesLineandstaffcoordinationandcooperation18©2005PrenticeHallInc.Allrightsreserved.EffectiveRecruiting(cont’d)AdvantagesofcentralizingrecruitmentStrengthensemploymentbrandEaseinapplyingstrategicprinciplesReducesduplicationofHRactiviitesReducesthecostofnewHRtechnologiesBuildsteamsofHRexpertsProvidesforbettermeasurementofHRperformanceAllowsforthesharingofapplicantpools19©2005PrenticeHallInc.Allrightsreserved.SampleAcceptableQuestions

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.50.20©2005PrenticeHallInc.Allrightsreserved.MeasuringRecruitingEffectivenessWhattomeasureandhowtomeasureHowmanyqualifiedapplicantswereattractedfromeachrecruitmentsource?Assessingboththequantityandthequalityoftheapplicantsproducedbyasource.HighperformancerecruitingApplyingbest-practicesmanagementtechniquestorecruiting.Usingabenchmarks-orientedapproachtoanalyzingandmeasuringtheeffectivenessofrecruitingeffortssuchasemployeereferrals.21©2005PrenticeHallInc.Allrightsreserved.SelectionDevicesthatCouldbeused

toInitiallyScreenApplicantsTable5–1

Source:KevinCarlsonetal.,“RecruitmentEvaluation:TheCaseforAssessingtheQualityofApplicantsAttracted,”PersonnelPsychology55(2002),p.470.Note:*Higherisbetter.22©2005PrenticeHallInc.Allrightsreserved.RecruitingYieldPyramidFigure5–6

RecruitingyieldpyramidThehistoricalarithmeticrelationshipsbetweenrecruitmentleadsandinvitees,inviteesandinterviews,interviewsandoffersmade,andoffersmadeandoffersaccepted.23©2005PrenticeHallInc.Allrightsreserved.InternalSourcesofCandidates:HiringfromWithinAdvantagesForeknowledgeofcandidates’strengthsandweaknessesMoreaccurateviewofcandidate’sskillsCandidateshaveastrongercommitmenttothecompanyIncreasesemployeemoraleLesstrainingandorientationrequiredDisadvantagesFailedapplicantsbecomediscontentedTimewastedinterviewinginsidecandidateswhowillnotbeconsideredInbreedingofthestatusquo24©2005PrenticeHallInc.Allrightsreserved.FindingInternalCandidatesJobpostingPublicizinganopenjobtoemployees(oftenbyliterallypostingitonbulletinboards)andlistingitsattributes.RehiringformeremployeesAdvantages:Theyareknownquantities.Theyknowthefirmanditsculture.Disadvantages:Theymayhaveless-thanpositiveattitudes.Rehiringmaysentthewrongmessagetocurrentemployeesabouthowtogetahead.25©2005PrenticeHallInc.Allrightsreserved.FindingInternalCandidates(cont’d)SuccessionplanningTheprocessofensuringasuitablesupplyofsuccessorsforcurrentandfutureseniororkeyjobs.Successionplanningsteps:Identifyingandanalyzingkeyjobs.Creatingandassessingcandidates.Selectingthosewhowillfillthekeypositions.26©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesAdvertisingTheMedia:selectionofthebestmediumdependsonthepositionsforwhichthefirmisrecruiting.Newspapers(localandspecificlabormarkets)TradeandprofessionaljournalsInternetjobsitesMarketingprogramsConstructinganeffectiveadWordingrelatedtojobinterestfactorsshouldevoketheapplicant’sattention,interest,desire,andaction(AIDA)andcreateapositiveimpressionofthefirm.27©2005PrenticeHallInc.Allrightsreserved.HelpWantedAdFigure5–7

Source:TheMiamiHerald,March24,2004,p.SF.28©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidates(cont’d)Typesofemploymentagencies:Publicagenciesoperatedbyfederal,state,orlocalgovernmentsAgenciesassociatedwithnonprofitorganizationsPrivatelyownedagencies29©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidates(cont’d)Reasonsforusingaprivateemploymentagency:Whenafirmdoesn’thaveanHRdepartmentandisnotgearedtodoingrecruitingandscreening.Thefirmhasfounditdifficultinthepasttogenerateapoolofqualifiedapplicants.Thefirmmustfillaparticularopeningquickly.Thereisaperceivedneedtoattractagreaternumberofminorityorfemaleapplicants.Thefirmwantstoreachcurrentlyemployedindividuals,whomightfeelmorecomfortabledealingwithagenciesthanwithcompetingcompanies.Thefirmwantstocutdownonthetimeit’sdevotingtorecruiting.30©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidates(cont’d)Avoidingproblemswithemploymentagencies:Givetheagencyanaccurateandcompletejobdescription.Makesuretests,applicationblanks,andinterviewsarepartoftheagency’sselectionprocess.Periodicallyreviewdataoncandidatesacceptedorrejectedbyyourfirm,andbytheagency.Checkontheeffectivenessandfairnessoftheagency’sscreeningprocess.Screentheagency.CheckwithothermanagersorHRpeopletofindoutwhichagencieshavebeenthemosteffectiveatfillingthesortsofpositionsneededtobefilled.ReviewtheInternetandafewbackissuesoftheSundayclassifiedadstodiscovertheagenciesthathandlethepositionstobefilled.31©2005PrenticeHallInc.Allrightsreserved.TempAgenciesandAlternativeStaffingBenefitsofTempsPaidonlywhenworkingMoreproductiveNorecruitment,screening,andpayrolladministrationcostsCostsofTempsFeespaidtotempagenciesLackofcommitmenttofirm32©2005PrenticeHallInc.Allrightsreserved.ConcernsofTempEmployeesTreatmentbyemployersinadehumanizing,impersonal,andultimatelydiscouragingway.Insecurityabouttheiremploymentandpessimisticaboutthefuture.Worryabouttheirlackofinsuranceandpensionbenefits.Beingmisledabouttheirjobassignmentsandinparticularaboutwhethertemporaryassignmentswerelikelytobecomefull-timepositions.Being“underemployed”(particularlythosetryingtoreturntothefull-timelabormarket).Ingeneraltheywereangrytowardthecorporateworldanditsvalues;participantsrepeatedlyexpressedfeelingsofalienationanddisenchantment.33©2005PrenticeHallInc.Allrightsreserved.GuidelinesforUsingTemporaryEmployeesFigure5–8

Donottrainyourcontingentworkers.Donotnegotiatethepayrateofyourcontingentworkers.Donotcoachorcounselacontingentworkeronhis/herjobperformance.Donotnegotiateacontingentworker’svacationsorpersonaltimeoff.Donotroutinelyincludecontingentworkersinyourcompany’semployeefunctions.Donotallowcontingentworkerstoutilizefacilitiesintendedforemployees.Donotletmanagersissuecompanybusinesscards,nameplates,oremployeebadgestocontingentworkerswithoutHRandlegalapproval.Donotletmanagersdiscussharassmentordiscriminationissueswithcontingentworkers.Donotdiscussjobopportunitiesandthecontingentworker’ssuitabilityforthemdirectly.Donotterminateacontingentworkerdirectly.Source:AdaptedfromBohnerandSelasco,“BewaretheLegalRisksofHiringTemps,”Workforce,October2000,p.53.34©2005PrenticeHallInc.Allrightsreserved.WorkingwithaTempAgencyInvoicing.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.35©2005PrenticeHallInc.Allrightsreserved.Offshoring/OutsourcingWhite-CollarandOtherJobsSpecificissuesinoutsourcingjobsabroadPoliticalandmilitaryinstabilityLikelihoodofculturalmisunderstandingsCustomers’securityandprivacyconcernsForeigncontracts,liability,andlegalconcernsSpecialtrainingofforeignemployeesCostsassociatedwithcompaniessupplyingforeignworkers36©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidates(cont’d)Executiverecruiters(headhunters)Specialemploymentagenciesretainedbyemployerstoseekouttop-managementtalentfortheirclients.Contingent-basedrecruiterscollectafeefortheirserviceswhenasuccessfulhireiscompleted.Retainedexecutivesearchersarepaidregardlessoftheoutcomeoftherecruitmentprocess.Internettechnologyandspecializationtrendsarechanginghowcandidatesareattractedandhowsearchesareconducted.37©2005PrenticeHallInc.Allrightsreserved.GuidelinesforChoosingaRecruiterMakesurethefirmiscapableofconductingathoroughsearch.Meettheindividualwhowillactuallyhandleyourassignment.Askhowmuchthesearchfirmcharges.38©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidates(cont’d)Ondemandrecruitingservices(ODRS)Aservicethatprovidesshort-termspecializedrecruitingtosupportspecificprojectswithouttheexpenseofretainingtraditionalsearchfirms.39©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidates(cont’d)CollegerecruitingRecruitinggoalsTodetermineifthecandidateisworthyoffurtherconsiderationToattractgoodcandidatesOn-sitevisitsInvitationlettersAssignedhostsInformationpackagePlannedinterviewsTimelyemploymentofferFollow-upInternships40©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidates(cont’d)EmployeereferralsApplicantswhoarereferredtotheorganizationbycurrentemployeesReferringemployeesbecomestakeholders.Referralisacost-effectiverecruitmentprogram.ReferralcanspeedupdiversifyingtheworkforceWalk-insDirectapplicantswhoseekemploymentwithorwithoutencouragementfromothersources.Courteoustreatmentofanyapplicantisagoodbusinesspractice.41©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidates(cont’d)RecruitingviatheInternetMorefirmsandapplicantsareutilizingtheInternetinthejobsearchprocess.AdvantagesofInternetrecruitingCost-effectivewaytopublicizejobopeningsMoreapplicantsattractedoveralongerperiodImmediateapplicantresponsesOnlineprescreeningofapplicantsLinksto