招聘广告1.ppt

1、Chapter 5Recruiting Applicants,Opening case 5.1 Recruiting Program Goals 5.2 Recruitment planning 5.3 Methods of internal recruitment 5.4 Methods of external recruitment,Opening case:Gaining competitive advantage at the University of Kentucky Hospital,The problem: expansion and nursing shortage The

2、solution :an employee referral campaign The result : Met staffing needs cost saving.(837/hire,2400/hair),Recruitment,Organizational activities that influence: The number and types of applicants who apply for a job Whether the applicants accept jobs that are offered Directly related to HR planning an

3、d selection Represents the first contact between organizations and prospective employees,5.1 Recruiting Program Goals,Achieve cost efficiency Attract highly qualified candidates Help ensure employee retention Comply with nondiscrimination laws Create a more diverse workforce,5.1.1Achieve Cost Effici

4、ency,Limit recruitment costs without lowering productivity,Recruitment Costs,+ advertising + recruiter travel + candidate travel + sign-on bonuses + agency/search firm fees + recruiters salaries and benefits + managers time,= typically 1/3 of new hires annual salary,评价招聘工作的新标准单位招聘成本 候选人的数量、质量和职位填补的及

5、时性是当前我国企业人力资源招聘工作业绩评定的主要指标。 事实上，资源的有限性客观要求我们对任何占用资源的工作都要从效率与效益两方面进行核算，人力资源工作也不能例外,：,而根据美国人力资源管理协会1997年调查显示，目前企业招聘工作的关切点按重要程度排序为 1录用质量（Quality of the Hire） 2顾客满意（Customer Satisfaction） 3时间投入（Time Invested） 4成本（Cost）,单位招聘成本的多元性,由于招聘对象和招聘工具的多样性，单位招聘成本也呈现出多元化特征，所以很难归纳出一个具体统一的单位招聘成本计算公式，但可以从招聘对象和招聘工具两方面透

6、视单位招聘成本,。,1招聘对象多元化对单位招聘成本的影响 企业对人才的需求是多种多样的，主要表现在： 职务类别的不同（Type of Hire） 职位级别的不同（Level） 地理分布的不同（Geography） 填补空缺的紧迫性不同（Time to Fill In） 单位招聘成本不能在不同级别间比较，高级经理的单位招聘成本不可能同普通职员同一水平；即使级别相同，因招聘的地理位置或工作类型不同，人力资源供求状况不同，其成本自然不等。 然而我们常常可以从报刊中看到这样的招聘广告，从第一个职位空缺华北区销售经理到最后一个职位空缺库房管理员，自上而下顺次排列。 如果我们不计算其单位招聘成本，将很难觉

7、察其不当之处，而实际上，华北区销售经理正和库房管理员承担着相同的单位招聘成本，假设这是北京青年报上的一个1/4版广告。每个职位描述占1/10版面的话，他们的招聘成本在这一招聘环节上同为2千元。 而假设华北地区销售经理在当地的单位招聘成本平均为5万元（参考猎头公司报价），而后勤人员平均为50元的话，显然这种招聘渠道选择不足以满足或超过其招聘成本，使两个职位都很难由此找到合适人选，可见，单位招聘成本对招聘渠道选择起着指导作用。,2招聘渠道多元化对单位招聘成本的影响 候选人资格要求的不同、招聘时限的不同，所采用的招聘渠道也应不同。比如北方地区总经理多由猎头公司推荐，而后勤人员的招聘采用到普通职业介绍

8、所查询的方式则最为经济捷。 单位招聘成本必须在选择合适的招聘渠道的情况下方具有可比性，不同的渠道选择导致的单位招聘成本不同，因为每种招聘渠道的招聘成本构成不同。,单位招聘成本的构成,招聘成本应包括:间接成本 和直接成本 间接成本：企业内招聘专员的工资、福利、差旅费支出和其它管理费用。 直接成本：广告、招聘会支出；招聘代理、职业介绍机构收费；员工推荐人才奖励金；大学招聘费用等。,间接招聘成本是企业进行招聘成本核算时最容易忽略的部分，而实际上它占有相当比重。我们通过模拟一次简单的中级职员筛选、面试流程，粗略地计算其内部招聘成本。在实际工作中有时一次流程并不能招聘到适合的人选，需要重复两三次，则内部

9、招聘成本更加不容忽视。 我们假设人才报价属外商投资企业类，根据北京西三角人事技术研究所1999年所进行的北京外商投资企业薪酬调查统计结果，在薪酬水平上， 一般专员（Specialist）月薪收入 约2000-50000元， 主管、主任、督导（Supervisor）月薪收入 约3500-7000元， 经理（Manager）月薪收入 约5000元-12000元， 高级经理（Director）月薪收入 约7000元-20000元。,各类人才取其均值，每月工作172小时（21.5日*8小时），则该企业招聘间接成本核算如下： 工作流程 参与者 时间（小时） 小时工资（元） 成本（元） 1筛选简历，确定面

10、试人选 秘书1名: 4小时 12 =48 招聘经理1名：1 小时50 =50 2面试准备 秘书1名 ：1小时 12= 12 招聘经理1名 ：2 小时50 =100 3面试初选（10名候选人） 同事1名 ：5小时 20 =100 主管1名 5 小时30 =150 经理1名 5 小时50 =250 4参加笔试（5名候选人） 招聘专员1名 2 小时20 =40 5面试终选（3名候选人） 主管1名 2小时 30= 60 经理1名 2小时 50= 100 部门经理1名 2小时 80= 160 可见招聘1名中级职员仅筛选面试环节的内部招聘成本就约1千元。,5.1.2 Attract Highly Qual

11、ified Applicants,Capture candidates attention. Stimulate candidates interest.,Assessment of the Quality of New Employees Being Recruited and Hired,QH = (PR + HP + HR)/N where QH = quality of recruits hired PR = average job performance ratings of new hires HP = percent of new hires promoted within on

12、e year HR = percent of new hires retained after one year N = number of indicators used,Factors Influencing Applicant Decisions,Alternative Job Opportunities,Attractiveness of Company,Attractiveness of the Job,Recruitment Activities,5.1.3 Help Ensure Retention,Realistic Job Preview,Positive Aspects o

13、f Job,Negative Aspects of Job,+ + +,- - -,Realistic Job Preview,Include descriptive and judgmental information. Limit discussion of negatives to issues that have caused turnover in the past. Reflect the actual balance of positive and negative factors.,When to Use Realistic Job Previews,Turnover and

14、associated costs are high. There are negative factors unknown to the job applicants that may affect their subsequent intentions to quit. Qualified applicants are plentiful.,Opening case 5.1 Recruiting Program Goals 5.2 Recruitment planning 5.3 Methods of internal recruitment 5.4 Methods of external

15、recruitment,Recruitment Planning Steps,1. Identify the job opening. 2. Decide how to fill the job opening. 3. Identify the target population. 4. Notify the target population. 5. Meet with the candidates.,招聘规划过程的步骤,Step 1: Identify the Job Opening,Employee turns in a notice of resignation HR plan,Alt

16、ernatives to Filling Job Openings,Overtime Job elimination Job redesign,Step 2: Decide How to Fill the Job Opening,Core vs. contingency personnel? Internal vs. external recruiting?,Advantages of Using Contingent Personnel,Flexibility to control fixed employee costs Relieves company of many of its HR

17、M burdens Cost savings “Job tryout” for permanent positions,Disadvantages of Using Contingent Personnel,Contingent personnel may need considerable orientation and training on company procedures. Contingent employees may be less committed to “host organization.”,When to Use Contingent Personnel,When

18、hard-to-find expertise required When staffing new offices in geographic areas far from main headquarters When projects have high risk factors,Advantages of Internal Recruitment,Qualifications of internal candidates well known Less expensive Job openings can be filled more quickly Less orientation an

19、d training required,Disadvantages of Internal Recruitment,Rejected candidates may become resentful. Supervisory promotions may cause problems when friends become subordinates.,When to Use External Recruitment,Need an outsider with new ideas and innovations No qualified internal applicants Need to in

20、crease representation of underutilized groups,Step 3: Identify the Target Population,Specify worker requirements. Decide whether to target certain segments of the applicant population.,Recruiting Strategies,Internal,External,All (except entry-level),Only High Potential,All,Certain Types,Step 4: Noti

21、fy the Target Population,Limit the applicant pool to a manageable size. Discourage unqualified applicants from applying. Clearly state the job qualifications in the vacancy notification.,招募筛选金字塔,Step 5: Meet with the Candidates,Provide applicants with information about the job and the company. Provi

22、de specific rather than general information.,Opening case 5.1 Recruiting Program Goals 5.2 Recruitment planning 5.3 Methods of internal recruitment 5.4 Methods of external recruitment,Methods of Internal Recruitment,Computerized career progression systems Supervisor recommendations Job posting Caree

23、r development systems,Computerized Career Progression Systems,Strengths Candidates can be found quickly Can identify a broad spectrum of candidates,Weaknesses Limited to objective or factual information,Supervisor Recommendations,Strengths Popular with supervisors Supervisors know capabilities of po

24、tential candidates,Weaknesses Supervisor may be biased Some qualified employees may be overlooked Courts have not been favorable to this method,Job Posting,Strengths Enhances likelihood of considering the most qualified candidates Gives employees responsibility for their own careers Enables employee

25、s to leave bad situations,Weaknesses May take longer to fill positions May encourage supervisors to “play games” Employees may “job hop” Rejected employees may feel alienated,Career Development Systems,Strengths Encourages top performers to stay Ensures that someone is ready to fill open positions,W

26、eaknesses Rejected applicants may become demoralized Selected applicants may become demoralized if positions dont open,Opening case 5.1 Recruiting Program Goals 5.2 Recruitment planning 5.3 Methods of internal recruitment 5.4 Methods of external recruitment,Methods of External Recruitment,Employee r

27、eferrals,Applicant-initiated recruitment,Help-wanted advertisements,Public employment agencies,Private employment agencies,Executive search firms,Campus recruiting,organization,On-Line,Employee Referrals,Strengths Employees make good recruiters Applicants tend to perform better and stay longer,Weakn

28、esses May serve as barrier to equal employment opportunity,Applicant-Initiated Recruitment,Strengths Efficient Low cost Highly motivated applicants,Weaknesses Timing- may get applicants when jobs are not available,Help-Wanted Advertisements,Strengths Reach a large audience in a relatively short peri

29、od of time Helps ensure equal opportunity,Weaknesses Not as effective as other methods May produce too many applicants,Executive Search Firms,Strengths Specialize in mid-and senior-level managers Can locate applicants not actively seeking jobs,Weaknesses Expensive About half of searches dont result

30、in candidates with desired qualifications,Campus Recruiting,Strengths Useful for filling specialized entry-level jobs,Weaknesses Costly Time consuming,On-Line Recruiting,Strengths Fast Large audience,Weaknesses Expensive?,Factors Affecting the Choice of Recruitment Methods p121,Type of job being fil

31、led How quickly the job needs to be filled Geographic region of recruitment Cost of implementing recruitment method EEO consequences of using recruitment method,In-Class ExerciseWriting a help-wanted ad,(1) Divide the class into seven groups (2) Ask the groups to create a newspaper advertisement for

32、 the position. (3) A spokesperson will show the advertisement to the entire class. ask the rest of the class to state which of the two ads they prefer and why. Students should base their preferences on the criteria listed in Taking a Closer Look 5.3. p116,人力资源部经理”职务描述 职务名称：人力资源部经理 所属部门：人力资源部 直接上级职务：

33、行政副总经理 工作目的：负责公司人力资源管理工作。 工作要求：工作细致、服务意识强。 工作责任： 1、编写、执行公司人力资源规划 2、招聘：制定招聘程序、组织社会招聘和学校招聘、安排面试、综合素质测试。 3、绩效考评：制定考评政策、考评文件管理、考评沟通、不合格员工辞退； 4、激励与报酬：制定薪酬/晋升政策、组织提薪/晋升评审； 5、福利：制定福利政策、办理社会保障福利； 6、人事关系；办理员工各种人事关系转移、办理职称评定手续； 7、培训：组织员工岗前培训、协助办理培训进修手续； 8、与员工进行积极沟通，了解员工工作、生活情况。 衡量标准： 1、工作报告的完整性； 2、公司其他员工对人力资源

34、部工作的反馈意见。 工作难点：如何更好地为员工服务 工作禁忌：服务意识差，行动缓慢。 职业发展道路：行政副总经理 任职资格： 1、工作经验：三年以上管理类工作经验； 2、专业背景要求：曾从事人力资源管理工作2年以上； 3、学历要求：大专以上； 4、年龄要求：30岁以上 5、个人素质：积极热情、善于与人交往、待人公允。,课后作业：案例：,小W刚被聘为北京的QM家具公司人力资源部招聘主管，上班的第一天，人力资源部经理H先生在将小W介绍给各位同事之后，急着给小W布置了第一项任务。由于近期公司与欧美的一些国家贸易看好，急需要懂家具会外语的国际商务人员，另外，原来的总经理秘书Z小姐和办公室行政主任刚刚离

35、职，一大堆事务急需要处理，H经理希望10天内落实人员事宜。 小W思考片刻，决定采用在北京晚报做招聘广告的形式完成H经理交给的任务。小W立刻打电话给H经理，H经理说：“我只要尽快到位，至于采用什么方式，你自己决定。”小W很高兴，立即打开电脑，设计了一份招聘广告，内容如下：,诚聘,北京QM家具公司是一家集设计、生产、销售为一体的大型家具公司，注册资金300万人民币，为民营企业，成立已经十年，因业务发展需要，经北京市人事局人才市场管理办公室批准，诚聘有志之士加盟，共创QM未来。 国际贸易主管3名 国际贸易专业大学本科以上学历，三年以上实际工作经验，良好的沟通能力，具有从事家具行业经历者优先考虑。,总

36、经理秘书1名 大学本科以上学历，英语专业毕业优先，优秀的英语听、说、读、写能力。 具有三年以上相关的工作经验，熟悉外资公司的运作方式。 随手笔记具有很强的亲和力，做事积极主动。 善于协调公司内外关系，具有很强的处理复杂事务的能力。 办公室行政主任1名 13年以上家具行业企业办公室行政工作经验； 2大学本科以上学历，MBA优先考虑，40岁以上； 3优秀汉语和英语书面及口头表达能力，具有较强的社会活动能力和组织协调管理能力； 4熟练使用各类办公设备； 5有驾驶证。,：1、小W在北京晚报刊登招聘广告是否合适，为什么？ 2、小W设计的广告内容是否合理，为什么？如何修改？ 3、目前，有那些招聘渠道，你认

37、为哪个有效？,Individual Assignments,P126 Review Questions :4; 7 ;12,Tips For Writing Effective Help-Wanted Ads(1),1. Design the ad so that it will grab the readers attention and motivate them to read further. Use a headline that will help sell the job to the candidate. Do not merely list the job title. However, the