人力资源管理英文PPT04

Chapter4PersonnelPlanningandRecruitingWhatYouShouldBeAbletoDoExplainthemaintechniquesusedinemploymentplanningandforecastingNameanddescribethemaininternalsourcesofcandidates内部候选人来源Listanddiscussthemainoutsidesourcesofcandidates外部候选人来源Developanapplicationblank工作申请表StepsinRecruitmentandSelectionProcessApplicantscompleteapplicationformSelectiontoolsliketestsscreenoutmostapplicants

SupervisorsandothersinterviewfinalcandidatestomakefinalchoiceEmploymentplanningandforecastingRecruitingbuildspoolofcandidates建立候选人才库

EMPLOYMENTPLANNINGANDFORECASTING

Employment

planningistheprocessofdecidingwhatpositionsthefirmwillhavetofill,andhowtofillthem.Definition

HowtoForecastPersonnelNeedsProjectrevenuesfirstthenestimatethesizeofthestaffrequiredtoachieveitStaffingplansalsomustreflect:Projected（预计）

turnoverQualityandskillsofyouremployeesStrategicdecisionsTechnologicalandotherchangesFinancialresources（部门可获得的财政资源）MethodstoPredictEmploymentNeedsTrendanalysis(studyofafirm’spastemploymentneedsoveraperiodofyearstopredictfutureneeds)Ratioanalysis(aforecastingtechniquefordeterminingfuturestaffneedsbyusingratiosbetween,forexample,salesvolumeandnumberofemployeesneeded)Scatterplot:twovariablesManagerialjudgmentplaysabigroleUsingComputerstoForecastPersonnelRequirementsComputerizedforecastDeterminationoffuturestaffneedsbyprojectingsales,volumeofproduction,andpersonnelrequiredtomaintainthisvolumeofoutput,usingsoftwarepackagesDefinition

InternalSourcesofCandidatesNosubstituteforknowingacandidate’sstrengthsandweaknessesInsidecandidatesmaybemorecommittedtothecompanyandcanincreasemoraleCanbackfire逆火CanpromoteinbreedingFindingInternalCandidatesJobpostingpublicizingtheopenjobtoemployeesandlistingitsattributeslikequalifications,supervisor,workschedule,andpayrateRehiringformeremployeesanoptiontodayduetothetightlabormarketFindingInternalCandidatesSuccessionplanning继任计划:ensuringasuitablesupplyofsuccessorsforfutureseniorjobs（高级管理职位）ManagementReplacementChart

OutsideSourcesofCandidatesAdvertising–theadvertisingmediaandadcontentSelectthebestmedia–localpaper,TV,orinternetdependingonthepositionUsetheAIDAguide(attention,interest,desire,andaction)toconstructadsBecreative-useofadagenciesmighthelpdevelopandpromoteacompaniesimageAdConstructionEmploymentAgencies就业服务机构Typesofagencies:Publicagenciesandnonprofit

PrivateagenciesNetworkRecruitingResourcesVisitthesesites:HowtoAvoidProblemsWithEmploymentAgenciesProvidefullandaccuratejobdescriptionSpecifythescreeningtoolstouseReviewdataoncandidatesacceptedorrejectedbyyourfirmandbytheagencyDevelopalong-termrelationshipswithoneormoreagenciesScreentheagencyHeadhuntersSpecialemploymentagenciesusedtoseekouttopmanagementandtechnicaltalentInternetdatabaseshaveshortenedtimerequiredtofindtalentOnlineexecutiverecruitingfirmExecutiveRecruitersfuturestepTipsonChoosingaRecruiterAskaboutthecostBesureyoucantrustthemwithprivilegedinformationTalktopriorclientsCantheyconductathoroughsearch?MeetindividualwhowillhandlethesearchOutsideHiringCollegerecruitinggoalsare:AttractgoodcandidatesCull挑选

candidatesforfurtherconsiderationOnsitevisits候选人去工作现场访问Internships实习Referralsandwalk-ins随机求职者NameofpersoninterviewedApplyingforpositionDepartmentQualifications Excellent Satisfactory PoorCommunicationEducationRelatedExperienceInterpersonalSkillsProblemSolvingSkillsAdaptabletochangeComments: CompletedbyCampusInterviewReportApplicationformsprovide4typesofinfo:DevelopingApplicationFormsDoescandidatehavethenecessaryeducationorexperience?ProvidesapplicantspreviousprogressandgrowthProvidespreviousworkrecordtoassesstheapplicantssuitabilityApplicationdatacandetermineifapplicantwillsucceedSampleApplicationsGovernor'sJobBankSouthCarolinaStateGovernmentApplicationforEmploymentFederalEmploymentApplicationApplicationstoPredictJobPerformanceMuchlikescreening,somefirmsusejobapplicationsasatooltopredictfutureperformanceTheyconductstatisticalstudiestofindrelationshipsbetweenresponsesandsuccessRiskhereisaskingoverlyintrusivequestionCasestudyTrilogySoftware.Inc.,ofAustin,Texas,isoneofthefastest-growingsoftwarecompaniesintheindustry,withcurrentearningsinthe$100-millionto$200-millionrange.Itpridesitselfonitsuniqueandunorthodoxculture.Manyofitsapproachestobusinesspracticeareunusual,butinTrilogy’sfast-changingandhighlycompetitiveenvironmenttheyseemtowork.Thereisnodresscodeandemployeesmaketheirownhours,oftenverylong.Theytendtosocializetogether(theaverageageis26),bothintheoffice’swell-stockedkitchenandoncompany-sponsoredeventsandtripstoplaceslikelocaldanceclubsandretreatsinLasVegasandHawaii.Anin-housejargonhasdeveloped,andthesharedhistoryoftheeight-year-oldfirmhastakenonthestatusoflegend.Responsibilityisheavyandcomeearly,witha“justdoitnow”attitudethatdispenseswithlongapprenticeships.Newrecruitsaregivenafewweeksofintensivetraining,knowasTrilogyUniversityanddescribedbyparticipantsas“morelikebootcampthanbusinessschool.”informationisdeliveredasifwith“afirehose,”andnewemployeesareexpectedtocommittheirexpertisetovitalitytoeverythingtheydo.JeffDaniel,directorofcollegerecruitingandonly28himself,admitstheintenseandunconventionalfirmisnottheemployerforevery-body.“butit’sdefinitelyanenvironmentwherepeoplewhoarepassionateaboutwhattheydocanthrive.”Thefirmemploysabout700suchpassionatepeople.Trilogy’smanagersknowtherapidgrowththeyseekdependsonhavingastaffofthebestpeopletheycanfind,quicklytrainedandgivenbroadresponsibilityandfreedomassoonaspossible.FounderandCEOJoeLiemandtsays,“atasoftwarecompany,peopleareeverything.Youcannotbuiltthenextgreatsoftwarecompany,whichiswhatwe’retryingtodohere,unlessyou’retotallycommittedtothat.Ofcourse,theleadersateverycompanysay,“peopleareeverything.”buttheydonotactonit.”Trilogymakesfindingtherightpeopleacompanywidemission.Recruitersactivelypursuethefreshestifleastexperiencedpeopleinthejobmarket,scouringcollegecareerfairsandcomputersciencedepartmentsfortalentedoverachieverswithambitionandentrepreneurialinstincts.Topmanagersconductthefirstroundsofinterviews,lettingprospectsknowtheywillbepushedtoachievebutwillbewellrewarded.EmployeestaketoprecruitsandtheirsignificantothersoutonthetownwhentheyflyintoAustinforthestandardthreedaypreliminaryvisit.Atypicaldaymightbeginwithgruelinginterviewsbutendswithmountainbiking,RollerBlading,orwoohotprospectswhocouldn'tmakethetrip.Inonerecentyear,Trilogyreviewed15,000resumes,conducted4,000on-campusinterviews,flew850prospectsinforinterviews,andhired262collegegraduates,whoaccountforoverathirdofitscurrentemployees.Thecostperhirewas$13.000;JeffDanielbelievesitwaswortheverypenny.questionsTrilogySoftwareisafastgrowingsoftwarecompanywithauniqueandhighlyunorthodoxculture.Thecaseprovidesaframeworkfordiscussingissuesrelatedtoperson-companyfitandtheroleofrecruitinginthatprocess.IdentifysomeoftheestablishedselectiontechniquesthatunderlieTrilogy’sunconventionalapproachtoattractingtalent?Trilogyactivelyrecruitspotentialemployeesearlyinthehiringcycle.Theirtechniquesincludereviewingresumes(over15,000inoneyear),attendingjobandcareerfairs,conductingoncampusinterviews(over4,000),flyinginprospectsforinterviews,andhavingmorepersonalizedproceduresforhandlingtoprecruits.Whatparticularel