Chapter 5 recruitment

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Chapter 5 recruitment

  1. 1. HUMAN RESOURCES PLANNING AND RECRUITMENT | RACHELLE E. RONA C H A P T E R 5
  2. 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
  3. 3. PLANNING Proce ss Human ResourceForecast of Labor surplus or shortage Goal Setting and Strategic Planning Program Implementation and Evaluation
  4. 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. 5. Go alTo predict areas within the organization where there will be future labor shortages or surpluses FORECASTING
  6. 6. FORECASTING ❶Statistical ❷Judgmental ❸Balanced Approached Metho ds
  7. 7. Ascertaining Labor Surplus or Shortages Determining Labor Demand Determining Labor Supply VS. FORECASTING Proces s
  8. 8. STEP 2# Forecast of Labor surplus or shortage Goal Setting and Strategic Planning Program Implementation and Evaluation
  9. 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.
  10. 10. Goal Setting Purpo se Focus attention on the problem
  11. 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. 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. 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. 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. 15. ❷Early Retirement Program and buy-outs ❶Downsizing ❸Employing Temporary Workers ❹Outsourcing, Off shoring, and Immigration ❺Altering Pay and Hours
  16. 16. -Planned elimination of large numbers of personnel. ❶Downsizing
  17. 17. General Purpose: | To enhance organizational effectiveness. Specific Purpose: ❶To reduce cost ❷Reduced need for labor ❸Changing Location
  18. 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. 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. 20. Key to Avoiding ❶Ensure the need for lay- off is well-explained. ❷Procedures for implementing the lay-off is fair. Reputation Damage
  21. 21. ❷Early Retirement Program and buy-outs|. Old Employees Problems posed: |Higher Seniority + Higher Medical Costs + Higher Pensions Contributions |Sometimes prevent the hiring or block the advancement of younger workers
  22. 22. Buy-outs |Specific workers that have nothing to do with age.
  23. 23. ❸Employing Temporary Workers Afforded firms the flexibility needed to operate efficiently in the face of swings in the demand for goods and services.
  24. 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. 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. 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. 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
  28. 28. Problem with this: Employees experience stress and frustrations from being overworked in this manner
  29. 29. STEP 3# Forecast of Labor surplus or shortage Goal Setting and Strategic Planning Program Implementation and Evaluation Program Implementation and Evaluation
  30. 30. putting plans into practice. Program Implementa
  31. 31. important to have regular progress reports to be sure that all programs are in place by specified times.
  32. 32. HR PLANNING PROCESSPART I FORCASTING Labor Demand vs. Labor Supply Labor Shortage or Labor Surplus GOAL SETTING & STRATEGIC PLANNING Labor Surplus Responses Downsizing Earl Retirement Progs /Buyouts Employing Temporaries Outsourcing/Offshoring/ Immigration Altering pay and hours PROGRAM IMPLEMENTATION & EVALUATION 1 2 3 Personnel requirement Forecast Personnel supply Forecast Comparison Differences Yes No Personnel Surplus (100-125) Personnel Shortage (100-75) Lay-off Termination Over-time Recruitment/hiring Subcontracting
  33. 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
  34. 34. Depths: ❶Not simply to generate large numbers of applicants ❷Its not only to finely discriminate among reasonably qualified applicants
  35. 35. |It is a complex process |Have to make decisions in three areas of recruiting
  36. 36. ❶Personnel Policies ❷Recruitment Sources ❸Characteristics and Behaviors of the Recruiters Recruiting 3 Areas
  37. 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. 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. 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. 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.
  41. 41. ❸Advertisements: Newspapers and Periodicals 2 most important questions to be asked: ① What do we need to say? ②To whom do we need to say it?
  42. 42. ❹Electronic Recruiting Ways to use the web: ①E-cruiting ②Interact with the large well-known job site ③Social Networking
  43. 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. 44. ❻Colleges and Universities Have placement services that seek to help their graduates obtain employment. Programs: ①College internship. ②University Job fairs
  45. 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. 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. 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
  48. 48. Reference: Q

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