人力资源管理概论 英文版Topic3 Recruiting.ppt

2005 Prentice Hall Inc.All rights reserved.,51,Personnel Planning and Recruiting,2005 Prentice Hall Inc.All rights reserved.,52,The Recruitment and Selection Process,Decide what positions youll have to fill through personnel planning and forecasting.Build a pool of candidates for these jobs by recruiting internal or external candidates.Have candidates complete application forms and perhaps undergo an initial screening interview.Use selection techniques like tests,background investigations,and physical exams to identify viable candidates.Decide who to make an offer to,by having the supervisor and perhaps others on the team interview the candidates.,2005 Prentice Hall Inc.All rights reserved.,53,Steps in Recruitment and Selection Process,Figure 51,The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.,2005 Prentice Hall Inc.All rights reserved.,54,Planning and Forecasting,Employment or personnel planningThe process of deciding what positions the firm will have to fill,and how to fill them.Succession planningThe process of deciding how to fill the companys most important executive jobs.What to forecast?Overall personnel needsThe supply of inside candidatesThe supply of outside candidates,2005 Prentice Hall Inc.All rights reserved.,55,Linking Employers Strategy to Plans,Figure 52,2005 Prentice Hall Inc.All rights reserved.,56,Forecasting Personnel Needs,Trend analysisThe study of a firms past employment needs over a period of years to predict future needs.Ratio analysisA forecasting technique for determining future staff needs by using ratios between a causal factor and the number of employees needed.Assumes that the relationship between the causal factor and staffing needs is constant,2005 Prentice Hall Inc.All rights reserved.,57,The Scatter Plot,Scatter plot A graphical method used to help identify the relationship between two variables.,2005 Prentice Hall Inc.All rights reserved.,58,Determining the Relationship Between Hospital Size and Number of Nurses,Figure 53,2005 Prentice Hall Inc.All rights reserved.,59,Drawbacks to Scatter Plots,They focus on projections and historical relationships,and assume that the firms existing structure and activities will continue into the future.They generally do not consider the impact the companys strategic initiatives may have on future staffing levels.They tend to support compensation plans that reward managers for managing ever-larger staffs,and will not uncover managers who expand their staffs irrespective of strategic needs.They tend to“bake in”the nonproductive idea that increases in staffs are inevitable.They tend to validate and institutionalize existing planning processes and ways of doing things,even in the face of rapid change.,2005 Prentice Hall Inc.All rights reserved.,510,Using Computers to Forecast Personnel Requirements,Computerized forecastsThe use software packages to determine of future staff needs by projecting sales,volume of production,and personnel required to maintain a volume of output.Generates figures on average staff levels required to meet product demands,as well as forecasts for direct labor,indirect staff,and exempt staff.Typical metrics:direct labor hours required to produce one unit of product(a measure of productivity),and three sales projectionsminimum,maximum,and probable.,2005 Prentice Hall Inc.All rights reserved.,511,Forecasting the Supply of Inside Candidates,Qualifications inventoriesManual or computerized records listing employees education,career and development interests,languages,special skills,and so on,to be used in selecting inside candidates for promotion.,2005 Prentice Hall Inc.All rights reserved.,512,Manual Systems and Replacement Charts,Personnel replacement chartsCompany records showing present performance and promotability of inside candidates for the most important positions.Position replacement cardA card prepared for each position in a company to show possible replacement candidates and their qualifications.,2005 Prentice Hall Inc.All rights reserved.,513,Management Replacement Chart Showing Development Needs of Future Divisional Vice President,Figure 54,2005 Prentice Hall Inc.All rights reserved.,514,Computerized Information Systems,Human Resource Information System(HRIS)Computerized inventory of information that can be accessed to determine employees background,experience,and skills that may include:Work experience codesProduct or service knowledgeIndustry experience Formal education,2005 Prentice Hall Inc.All rights reserved.,515,Forecasting the Supply of Outside Candidates,Factors impacting the supply of outside candidatesGeneral economic conditionsExpected unemployment rateSources of informationPeriodic forecasts in business publicationsOnline economic projectionsU.S.Congressional Budget Office(CBO)Bureau of Labor StatisticsU.S.Department of Labor:O*NetOther federal agencies,2005 Prentice Hall Inc.All rights reserved.,516,Effective Recruiting,External factors affecting recruiting:Looming undersupply of workersFewer“qualified”candidatesInternal factors affecting recruiting:The consistency of the firms recruitment efforts with its strategic goalsThe available resources,and choice of recruiting methodsNonrecruitment HR issues and policiesLine and staff coordination and cooperation,2005 Prentice Hall Inc.All rights reserved.,517,Effective Recruiting(contd),Advantages of centralizing recruitmentStrengthens employment brandEase in applying strategic principlesReduces duplication of HR activiitesReduces the cost of new HR technologiesBuilds teams of HR expertsProvides for better measurement of HR performanceAllows for the sharing of applicant pools,2005 Prentice Hall Inc.All rights reserved.,518,Sample Acceptable Questions Once A Conditional Offer Is Made,Figure 55,Do you have any responsibilities that conflict with the job vacancy?How long have you lived at your present address?Do you have any relatives working for this company?Do you have any physical defects that would prevent you from performing certain jobs where,to your knowledge,vacancies exist?Do you have adequate means of transportation to get to work?Have you had any major illness(treated or untreated)in the past 10 years?Have you ever been convicted of a felony or do you have a history of being a violent person?(This is a very important question to avoid a negligent hiring or retention charge.)Educational background.(The information required here would depend on the job-related requirements of the position.),Source:Kenneth Sovereign,Personnel Law(Upper Saddle River,NJ:Prentice Hall,1999),p.50.,2005 Prentice Hall Inc.All rights reserved.,519,Measuring Recruiting Effectiveness,What to measure and how to measureHow many qualified applicants were attracted from each recruitment source?Assessing both the quantity and the quality of the applicants produced by a source.High performance recruitingApplying best-practices management techniques to recruiting.Using a benchmarks-oriented approach to analyzing and measuring the effectiveness of recruiting efforts such as employee referrals.,2005 Prentice Hall Inc.All rights reserved.,520,Recruiting Best Practices Not Always High-Tech,GE Medical Systems reduced recruiting costs 17%by:“Benchmarking off our other procurement and supplier management initiatives”Met with 20 recruiters and said would use only 10 best;Developed measuressuch as%resumes lead to interviews,and%interviews lead to offers;Boosted intern program when found 2X accepted offers;Boosted referrals program(10X accept),2005 Prentice Hall Inc.All rights reserved.,521,Selection Devices that Could be used to Initially Screen Applicants,Table 51,Source:Kevin Carlson et al.,“Recruitment Evaluation:The Case for Assessing the Quality of Applicants Attracted,”Personnel Psychology 55(2002),p.470.,Note:*Higher is better.,2005 Prentice Hall Inc.All rights reserved.,522,Recruiting Yield Pyramid,Figure 56,Recruiting yield pyramidThe historical arithmetic relationships between recruitment leads and invitees,invitees and interviews,interviews and offers made,and offers made and offers accepted.,2005 Prentice Hall Inc.All rights reserved.,523,Internal Sources of Candidates:Hiring from Within,AdvantagesForeknowledge of candidates strengths and weaknessesMore accurate view of candidates skillsCandidates have a stronger commitment to the companyIncreases employee moraleLess training and orientation required,DisadvantagesFailed applicants become discontentedTime wasted interviewing inside candidates who will not be consideredInbreeding of the status quo,2005 Prentice Hall Inc.All rights reserved.,524,Finding Internal Candidates,Job postingPublicizing an open job to employees(often by literally posting it on bulletin boards)and listing its attributes.Rehiring former employeesAdvantages:They are known quantities.They know the firm and its culture.Disadvantages:They may have less-than positive attitudes.Rehiring may sent the wrong message to current employees about how to get ahead.,2005 Prentice Hall Inc.All rights reserved.,525,Outside Sources of Candidates,AdvertisingThe Media:selection of the best medium depends on the positions for which the firm is recruiting.Newspapers(local and specific labor markets)Trade and professional journalsInternet job sitesMarketing programsConstructing an effective adWording related to job interest factors should evoke the applicants attention,interest,desire,and action(AIDA)and create a positive impression of the firm.,2005 Prentice Hall Inc.All rights reserved.,526,Help Wanted Ad,Figure 57,Source:The Miami Herald,March 24,2004,p.SF.,2005 Prentice Hall Inc.All rights reserved.,527,Outside Sources of Candidates(contd),Types of employment agencies:Public agencies operated by federal,state,or local governmentsAgencies associated with nonprofit organizationsPrivately owned agencies,2005 Prentice Hall Inc.All rights reserved.,528,Outside Sources of Candidates(contd),Reasons for using a private employment agency:When a firm doesnt have an HR department and is not geared to doing recruiting and screening.The firm has found it difficult in the past to generate a pool of qualified applicants.The firm must fill a particular opening quickly.There is a perceived need to attract a greater number of minority or female applicants.The firm wants to reach currently employed individuals,who might feel more comfortable dealing with agencies than with competing companies.The firm wants to cut down on the time its devoting to recruiting.,2005 Prentice Hall Inc.All rights reserved.,529,Outside Sources of Candidates(contd),Avoiding problems with employment agencies:Give the agency an accurate and complete job description.Make sure tests,application blanks,and interviews are part of the agencys selection process.Periodically review data on candidates accepted or rejected by your firm,and by the agency.Check on the effectiveness and fairness of the agencys screening process.Screen the agency.Check with other managers or HR people to find out which agencies have been the most effective at filling the sorts of positions needed to be filled.Review the Internet and a few back issues of the Sunday classified ads to discover the agencies that handle the positions to be filled.,2005 Prentice Hall Inc.All rights reserved.,530,Temp Agencies and Alternative Staffing,Benefits of TempsPaid only when workingMore productiveNo recruitment,screening,and payroll administration costs,Costs of TempsFees paid to temp agenciesLack of commitment to firm,2005 Prentice Hall Inc.All rights reserved.,531,Concerns of Temp Employees,Treatment by employers in a dehumanizing,impersonal,and ultimately discouraging way.Insecurity about their employment and pessimistic about the future.Worry about their lack of insurance and pension benefits.Being misled about their job assignments and in particular about whether temporary assignments were likely to become full-time positions.Being“underemployed”(particularly those trying to return to the full-time labor market).In general they were angry toward the corporate world and its values;participants repeatedly expressed feelings of alienation and disenchantment.,2005 Prentice Hall Inc.All rights reserved.,532,Guidelines for Using Temporary Employees,Figure 58,Do not train your contingent workers.Do not negotiate the pay rate of your contingent workers.Do not coach or counsel a contingent worker on his/her job performance.Do not negotiate a contingent workers vacations or personal time off.Do not routinely include contingent workers in your companys employee functions.Do not allow contingent workers to utilize facilities intended for employees.Do not let managers issue company business cards,nameplates,or employee badges to contingent workers without HR and legal approval.Do not let managers discuss harassment or discrimination issues with contingent workers.Do not discuss job opportunities and the contingent workers suitability for them directly.Do not terminate a contingent worker directly.,Source:Adapted from Bohner and Selasco,“Beware the Legal Risks of Hiring Temps,”Workforce,October 2000,p.53.,2005 Prentice Hall Inc.All rights reserved.,533,Outside Sources of Candidates(contd),Executive recruiters(headhunters)Special employment agencies retained by employers to seek out top-management talent for their clients.Contingent-based recruiters collect a fee for their services when a successful hire is completed.Retained executive searchers are paid regardless of the outcome of the recruitment process.Internet technology and specialization trends are changing how candidates are attracted and how searches are conducted.,2005 Prentice Hall Inc.All rights reserved.,534,Guidelines for Choosing a Recruiter,Make sure the firm is capable of conducting a thorough search.Meet the individual who will actually handle your assignment.Ask how much the search firm charges.,2005 Prentice Hall Inc.All rights reserved.,535,Outside Sources of Candidates(contd),On demand recruiting services(ODRS)A service that provides short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms.,2005 Prentice Hall Inc.All rights reserved.,536,Outside Sources of Candidates(contd),College recruitingRecruiting goalsTo determine if the candidate is worthy of further considerationTo attract good candidatesOn-site visitsInvitation lettersAssigned hostsInformation packagePlanned interviewsTimely employment offerFollow-upInternships,2005 Prentice Hall Inc.All rights reserved.,537,Outside Sources of Candidates(contd),Employee referralsApplicants who are referred to the organization by current employeesReferring employees become stakeholders.Referral is a cost-effective recruitment program.Referral can speed up diversifying the workforceWalk-insDirect applicants who seek employment with or without encouragement from other sources.Courteous treatment of any applicant is a good business practice.