2. LEARNING
|PLANNING PROCESS
❶Learn the Steps in Developing & Implementing a Human
Resource Plan
|RECRUITMENT PROCESS
❷Understand the Process by which individuals find and choose
jobs and the Role of Personnel Recruitment in Reaching these
individuals and Shaping their choices
Object
ives
4. HR Manager
ascertain the
supply of and
demand for
various type of
Human Resources
STEP
1#
Forecast of
Labor surplus
or shortage
Goal Setting and
Strategic
Planning
Program
Implementation
and Evaluation
(Merriam-Webster)
Forecast
-to calculate or predict (some
future event or condition )
usually as a result of study and
analysis of pertinent data
5. Go
alTo predict areas within the
organization where there will
be future labor shortages or
surpluses
FORECASTING
9. |Specific quantitative
|Should come directly from
the analysis of labor supply
and labor demand
|Should include:
❶Specific figure for what
should happen with the
job category or skill area
❷Specific timetable for
when results should be
achieved.
11. |Choosing from the many different strategies
available for redressing labor shortages and
surpluses.
|Critical stage because the many choices available differ
widely in their:
❶Expense
❷Speed
❸Effectiveness
❹Amount of Human Suffering
❺Revocability ( How easily the change can be
undone)
12. Options for Reducing an
Expected Labor Suplus
OPTION SPEED HUMAN
SUFFERING
① Downsizing Fast High
②Pay reduction Fast High
③ Demotions Fast High
④ Transfers Fast Moderate
⑤ Work Sharing Fast Moderate
⑥ Hiring Freeze Slow Low
⑦ Natural Attrition Slow Low
⑧ Early retirement Slow Low
⑨ Retraining Slow Low
13. Options for Avoiding an
Expected Labor Shortage
OPTION SPEED REVOCABILITY
❶ Overtime Fast High
❷ Temporary employees Fast High
❸ Outsourcing Fast High
❹ Retrained transfers Slow High
❺ Turnover reductions Slow Moderate
❻ New external hires Slow Low
❼ Technological
innovation
Slow Low
14. Provide a benchmark for determining
the relative success of any programs
aimed at addressing a pending labor
shortage or surplus.
STRATEGIC CHOICE
STAGE
Purpo
se
15. ❷Early Retirement Program and buy-outs
❶Downsizing
❸Employing Temporary Workers
❹Outsourcing, Off shoring, and Immigration
❺Altering Pay and Hours
17. General Purpose:
| To enhance organizational
effectiveness.
Specific Purpose:
❶To reduce cost
❷Reduced need for labor
❸Changing Location
18. Short-term suffering to Employees
Pay Financial Bankruptcies
Benefits Physical Sickness
Meaningful
Work
Psychological Depression
Long-term suffering to Employees
Can stigmatized the individual
Many laid-off workers will take any work
within their area.
19. ❶When not
complemented with
changes in nature of
work roles
performance tends to
suffer.
❷Devastating impact on
productivity.
Negative Effects on the
Long-term Organizational
Effectiveness
20. Key to Avoiding
❶Ensure the need for lay-
off is well-explained.
❷Procedures for
implementing the lay-off
is fair.
Reputation Damage
24. ADVANTAGES DISADVANTAGES
❶Frees the firm from
many administrative tasks
and financial burdens
associated with being the
“employer of record”.
❶Low levels of
commitment to the
organization and its
customers on the part of
temporary employees
❷Those who can’t afford
own testing programs get
employees who have been
tested by temporary
agencies.
❷There is often tension
between a firm’s
temporary employees and
its full-time employees.
❸Reduces training costs.
❹Brings objective
perspective to the
organization’s problems.
Employing
Temporary
Workers
25. How to deal with
these problems:
Key to
Managing
❷ “Non-Threatening” Temporaries
❶ Organization needs to have bottomed out in terms of
any downsizing effort before it starts bringing in
temporaries.
❸Ensure temporary agency provides benefits to the
temporaries that are at least minimally comparable to
those employed by the fulltime workers.
26. Outsourcing Off shoring Immigration
Logical choice when a
firm simply does not
have certain expertise
and is not willing to
invest time and effort
into developing it.
special case of
outsourcing where
the jobs that move
actually leave one
country and go to
another.
if one cannot take the
work overseas, but still
wishes to tap into less
expensive global talent
to fill a labor shortage,
then one might simply
bring foreign workers
into the country.
❹Outsourcing, Off
shoring, and Immigration
27. √Altering Pay √Altering Hours
sometimes avoid lay-offs if
they can get their
employees to take pay
cuts or reduce the number
of hours of all the
workers.
Garnering more hours out
of the existing labor force.
-see this as preferable to
hiring and training new
employees.
❺ Altering Pay and
Hours
29. STEP
3#
Forecast of
Labor surplus
or shortage
Goal Setting and
Strategic
Planning
Program
Implementation
and Evaluation
Program
Implementation
and
Evaluation
33. |Any practice or
activity carried on
by the
organization with
the primary
purpose of:
Identifying and
attracting
potential
Employees
|Creates buffer
between planning
and selection
Recruitment
Proce
ss
Human Resource
Recruitment
37. ❶Internal Vs. External
Recruiting
❷Extrinsic Vs. Intrinsic
Rewards
❸Image Advertising
①Personnel Policies
|Organizational
Decisions that
affect the nature
of the vacancies
for which people
are recruited
38. ❶Internal Vs. External
❷Direct Vs. Referrals
❸Advertisements:
Newspapers and
Periodicals
❹Electronic Recruiting
❺Public and Private
Employment Agencies
❻Colleges and Universities
Critical
Aspects of HR
General
Recruitment
Strategy
②Recruitment
Source
s
39. ❶Internal Vs. External
Advantages: (Internal)
①Generates a sample of applicants
who are well-known to the firm.
②These applicants are relatively
knowledgeable about the company
vacancies which minimizes the
possibility of inflated expectations
about the job.
③Generally cheaper and faster to fill
vacancies internally
Reason for Using: (External)
①For entry level position
②For some specialized upper level
positions
40. ❷Direct Vs.
Referrals
people who apply
for a vacancy
without prompting
from the
organization
People who are
prompted to
apply by
someone within
the organization.
43. ❺Public and Private
Employment Agencies
Public Employment
Agencies
Private Employment
Agencies
|makes referrals to the
organizations at no charge,
and these individuals can
be interviewed or tested by
the employer for potential
vacancies.
|charge the organization for
referrals.
|serve primarily the blue-
collar labor market
|serve for the white-collar
labor market.
44. ❻Colleges and Universities
Have placement services that seek
to help their graduates obtain
employment.
Programs:
①College internship.
②University Job fairs
45. Evaluating The quality of source
Means of Evaluation:
- Develop and compare yield ratios
for each source to determine which
is best or most efficient for the type
of vacancy being investigated
Yield Ratio
-Express the percentage of
applicants who successfully move
from one stage of the recruitment
and selection process to the next.
46. ❷Traits
2 traits that stand out when applicants’ reaction to
recruiters are examined:
①Warmth
-Reflects the degree to which the recruiter seems to
care about the applicant and is enthusiastic about her
potential to contribute to the company.
②Informativeness
③Recruiters
❶Functional Area: HR Specialist vs. Experts at
particular jobs
-applicants find a job less attractive and the recruiters
less credible when he is personnel specialist.
-specialist need to take extra steps to ensure
47. ❹Enhancing Impact
Steps to increase the impact of recruiters on recruits
①Provide timely Feedback
-delays make unwarranted feedback
②Recruiting can be done in teams rather than by individuals.
√Line personnel
-Job incumbent or supervisor
-viewed as more credible than personnel specialists
-perceived recruiting as a small part of their “real” job.
√Personnel Specialist
-Have knowledge that is not shared by line personnel
❸Realism
-there must be a realistic job previews
There are pressure to exaggerate the positive features of the
vacancy while down playing the negative features.
③Recruiters
