人力资源讲义5.pptx
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1、 2005 Prentice Hall Inc.All rights reserved.PowerPoint Presentation by Charlie CookThe University of West Alabamat e n t h e d i t i o nGary DesslerPart Part 2 2 Recruitment and Placement Recruitment and PlacementChapterChapter 5 5Personnel Planning and RecruitingAfter studying this chapter,After st
2、udying this chapter,you should be able to:you should be able to:1.1.Explain the main techniques used in employment Explain the main techniques used in employment planning and forecasting.planning and forecasting.2.2.List and discuss the main outside sources of List and discuss the main outside sourc
3、es of candidates.candidates.3.3.Effectively recruit job candidates.Effectively recruit job candidates.4.4.Name and describe the main internal sources of Name and describe the main internal sources of candidates.candidates.5.5.Develop a help wanted ad.Develop a help wanted ad.6.6.Explain how to recru
4、it a more diverse workforce.Explain how to recruit a more diverse workforce.2005 Prentice Hall Inc.All rights reserved.2005 Prentice Hall Inc.All rights reserved.2005 Prentice Hall Inc.All rights reserved.5552 22The Recruitment and Selection Process1.Decide what positions youll have to fill through
5、personnel planning and forecasting.2.Build a pool of candidates for these jobs by recruiting internal or external candidates.3.Have candidates complete application forms and perhaps undergo an initial screening interview.4.Use selection techniques like tests,background investigations,and physical ex
6、ams to identify viable candidates.5.Decide who to make an offer to,by having the supervisor and perhaps others on the team interview the candidates.3 2005 Prentice Hall Inc.All rights reserved.Steps in Recruitment and Selection ProcessFigure 51 The recruitment and selection process is a series of hu
7、rdles aimed at selecting the best candidate for the job.4 2005 Prentice Hall Inc.All rights reserved.Planning and ForecastingEmployment 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 t
8、he companys most important executive jobs.What to forecast?Overall personnel needsThe supply of inside candidatesThe supply of outside candidates5 2005 Prentice Hall Inc.All rights reserved.Linking Employers Strategy to PlansFigure 52 6 2005 Prentice Hall Inc.All rights reserved.Forecasting Personne
9、l NeedsTrend 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
10、 causal factor and staffing needs is constant7 2005 Prentice Hall Inc.All rights reserved.The Scatter PlotScatter plot A graphical method used to help identify the relationship between two variables.Size of Hospital Number of (Number of Beds)Registered Nurses200 240300 260400 470500 500600 620700 66
11、0800 820900 8608 2005 Prentice Hall Inc.All rights reserved.Determining the Relationship Between Hospital Size and Number of NursesFigure 53 9 2005 Prentice Hall Inc.All rights reserved.Drawbacks to Scatter Plots1.They focus on projections and historical relationships,and assume that the firms exist
12、ing structure and activities will continue into the future.2.They generally do not consider the impact the companys strategic initiatives may have on future staffing levels.3.They tend to support compensation plans that reward managers for managing ever-larger staffs,and will not uncover managers wh
13、o expand their staffs irrespective of strategic needs.4.They tend to“bake in”the nonproductive idea that increases in staffs are inevitable.5.They tend to validate and institutionalize existing planning processes and ways of doing things,even in the face of rapid change.10 2005 Prentice Hall Inc.All
14、 rights reserved.Using Computers to Forecast Personnel RequirementsComputerized 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 m
15、eet 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.11 2005 Prentice Hall Inc.All rights reserved.Foreca
16、sting the Supply of Inside CandidatesQualifications 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.12 2005 Prentice Hall Inc.All rights reserved.Manual S
17、ystems and Replacement ChartsPersonnel 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 quali
18、fications.13 2005 Prentice Hall Inc.All rights reserved.Management Replacement Chart Showing Development Needs of Future Divisional Vice PresidentFigure 54 14 2005 Prentice Hall Inc.All rights reserved.Computerized Information SystemsHuman Resource Information System(HRIS)Computerized inventory of i
19、nformation that can be accessed to determine employees background,experience,and skills that may include:Work experience codesProduct or service knowledgeIndustry experience Formal education15 2005 Prentice Hall Inc.All rights reserved.The Matter of Privacy of HR InformationThe need to ensure the se
20、curity of HR informationThere is a lot of HR information to keep secure.Control of HR information can be established through the use of access matrices that limit users.Legal considerations:The Federal Privacy Act of 1974 gives employees rights regarding who has access to information about their wor
21、k history and job performance.16 2005 Prentice Hall Inc.All rights reserved.Forecasting the Supply of Outside CandidatesFactors impacting the supply of outside candidatesGeneral economic conditionsExpected unemployment rateSources of informationPeriodic forecasts in business publicationsOnline econo
22、mic projectionsU.S.Congressional Budget Office(CBO)Bureau of Labor StatisticsU.S.Department of Labor:O*NetOther federal agencies17 2005 Prentice Hall Inc.All rights reserved.Effective RecruitingExternal factors affecting recruiting:Looming undersupply of workersLessening of the trend in outsourcing
23、of jobsIncreasingly fewer“qualified”candidatesInternal factors affecting recruiting:The consistency of the firms recruitment efforts with its strategic goalsThe available resources,types of jobs to be recruited and choice of recruiting methodsNonrecruitment HR issues and policiesLine and staff coord
24、ination and cooperation18 2005 Prentice Hall Inc.All rights reserved.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 experts
25、Provides for better measurement of HR performanceAllows for the sharing of applicant pools19 2005 Prentice Hall Inc.All rights reserved.Sample Acceptable Questions Once A Conditional Offer Is MadeFigure 55 1.Do you have any responsibilities that conflict with the job vacancy?2.How long have you live
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