Unit 4 Planning and Recruiting

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					 Chapter 4 Planning and Recruiting

1. Human Resource Planning
2. Recruiting
Personnel Planning and

Behavioral Objectives
When you finish studying this chapter, you
should be able to:
Explain the process of forecasting personnel
Discuss the pros and cons of eight methods
uses for recruiting job candidates.
Describe how to develop an application form.
Explain how to use application forms to
predict job performance.
Chapter Outline

  The    Recruitment     and      Selection
  Employment           Planning        and
  Recruiting Job Candidates
  Developing and Using Application
Key words

  trend analysis
  Study of a firm’s past employment needs
  over a period of years to predict future
  ratio analysis
  A forecasting technique for determining
  future staff needs by using ratios between
  sales volume and number of employees
Key words

  scatter plot
  A graphical method used to help identify the
  relationship between two variables.
  computerized forecast
  The determination of future staff needs by
  projecting a firm’s sales, volume of production,
  and personnel required to maintain this
  volume of output, using computers and
  software packages.
Key words

  qualifications inventories
  Manual or computerized systematic records listing
  employees’ education, career and development
  interests, languages, special skills, and so on to be
  used in forecasting inside candidates for promotion.
  Personnel replacement charts
  Company records showing present performance and
  promotability of inside candidates for the most
  important positions.
Key words

  position replacement card
  A card prepared for each position in a
  company to show possible replacement
  candidates and their qualifications.
  job posting
  Publicizing an open job to employees (often
  by literally posting it on bulletin boards) and
  listing its attributes, like qualifications,
  supervisor, working schedule and pay rate.
Key words

  occupational market conditions
  The Bureau of labor Statistics of the U.S.
  Department of Labor publishes projections of
  labor supply and demand for various
  occupations, as do other agencies.
  application form
  The form that provides information          on
  education, prior work record, and skills.
      1. Human resource planning

(1) Importance of HR planning
(2) Internal Needs Predictions
(3) Internal Supply Analysis
(4) External Sources of Supply
(5) Action Plans
     (1) Importance of HR Planning

A. Definition:
 Hr planning is to make predictions of future
   needs of the organization according to the
   organization goals and develop action plans
   for meeting the needs in the future.
 HR Planning is part of the organization’s
   strategic planning.
                B. Objectives:

 To ensure the attainment of organization goals.
  Meeting future HR needs—critical to success.
 To improve the efficiency of human resources.
  Rational use of people—recruitment and
 To motivate employees.
  Meeting the needs of self-actualization-training
  and development.
          C. Type and features
 Types of HR Planning:
  – Long-term plan: 5years and above.
  – Mid-term plan: 2 to 4 years.
  – Short-term plan: 1 year.
 Features of HR planning:
  – Consistency: consistent to organization goals.
  – Continuity: between long-term, mid-term and
  – Flexibility: adapting according to change.
  – Accuracy: be as close as possible to reality.
  (2) Internal Needs Predictions
A. What to predict
 Quantity of employees needed in the
  How many people do we need?
 Quality of employees needed in the future.
  What will be the requirement of people?
 Skill variety and managerial development.
  What kind of skills and managerial
  expertise do we need?
    B. Methods of internal prediction

 Bottom-up
  To make predictions of future needs through
  the hierarchical structure of the organization.
 Trend Analysis/Ration Analysis:
  To study a factor that affects employment over
  time and make prediction on that basis.
 Multiple Factor Analysis:
  To study a number of factors that affect HR
  changes in the organization in the past 5 to
     (3) Internal Supply Analysis
 Personnel files:
  Personnel files are records of the employees’
   education, training, performance, promotion,
 Job posting:
  publicize the open job to employees and list
  its attributes like qualifications, working
  schedule and pay rate.
 Succession planning:
  To identify candidates for managerial
      (4) External Sources of Supply

A.   Labor market.
B.   Employment service agencies.
C.   Schools and colleges.
D.   Referrals and walk-ins.
E.   Internet.
F.   Head-hunting companies.
  (5) Action Plans-for shortage (A)
 Overtime: for cyclical or short-term needs.
 Job rotation: balance needs of different
  sectors and develop managerial talents.
 Training and development: for long-term
 Reemployment: employ retired employees
  or extend their time of services.
 Recruiting temporary workers: for seasonal
 External recruitment: for needs that cannot
  be satisfied internally.
    (5) Action Plans—for surplus (B)

 Job rotation: to move surplus labor internally.
 Off-job training: to prepare for future needs.
 Expand production: to make use of surplus workforce.
 Reduce working time/job sharing; to improve quality of
  work life.
 Layoff: to ask employees to leave temporarily.
 Early retirement: to allow employees retire earlier.
 Vocational training: to prepare employees for new jobs.
     (5) Action Plans—factors to be
              considered (C)
  In developing action plans, we need to consider
  the following factors:
 Organization goals and social commitment.
 Employee motivation and loyalty.
 Cost and benefits.
                 2. Recruiting

(1) Objectives and goals
(2) Personal job selection
(3) Occupational theories
(4) Procedures of recruiting
(5) Methods of recruiting
          (1)Objectives and goals

A. What is recruiting: recruiting is to build an
   applicants’ pool for future needs.
B. Importance of recruiting:
 Meeting organization goals.
 Meeting employee expectations (internal
 Creating a good image of the organization
   (external recruiting)
      (2) Personal job selection
A. Two selection areas:
 Occupation: What kind of a job I want to
 Organization: What kind of organization I
   want to work in?
B. Factors affecting personal a job selection:
 Ability
 Needs
 Interest
 Personality
      (4) Procedures of recruiting
A. Develop recruiting plans and standards.
 Recruiting plans: what kind of workers and how
 Standards: basic requirement for the job posted.
B. Conduct advertising and promoting:
 Advertising: let the public know your needs.
 Promoting: let the public know your image.
C. Conduct recruiting.
D. Evaluate the results of recruiting: cost/benefits.
        (5) Methods of recruiting
A. Internal recruiting:
 Job posting on billboard or company magazines.
 Grape-line or informal communication.
B. External recruiting:
 Labor market.
 Employment service agencies.
 Schools and colleges.
 Referrals and walk-ins.
 Recruiting on Internet.
 Head-hunting companies.

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