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Human Resource Management TWELFTH EDITION G A R Y D E S S L E R B I J U V A R K K E Y Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e Personnel Planning and Recruiting Chapter 5 Part 2 | Recruitment and Placement

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Human Resource Management 11e.TWELFTH EDITION
G A R Y D E S S L E R B I J U V A R K K E Y
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
Personnel Planning and Recruiting
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Define Human Resource Planning.
Effectively recruit job candidates.
Develop a help wanted ad.
Explain how to recruit a more diverse workforce.
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
Planning
Plans are methods for achieving a desired result.
Planning is the process of establishing objectives and courses of action prior to taking action.
Planning is concerned with the end (what is to be done?) & means (how it is to be done?)
Advantages of Planning
framework for making decisions in advance
Facilitates in controlling functions
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
Strategic Planning
Process by which top management determines overall organizational purposes and objectives and how they are to be achieved.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
Defining Human Resource Planning (HRP)
HRP is a process by which an organization ensures that
it has the right number and kinds of people
at the right place
at the right time
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
Defining Human Resource Planning (HRP)
HRP is the process of systematically reviewing HR requirements to ensure that the required number of employees, with the required skills, are available when they are needed
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Decide what positions to fill through personnel planning and forecasting.
Build a candidate pool by recruiting internal or external candidates.
Have candidates complete application forms and undergo initial screening interviews.
Use selection tools to identify viable candidates.
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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FIGURE 5–1 Steps in Recruitment and Selection Process
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Employment or Personnel Planning
The process of deciding what positions the firm will have to fill, and how to fill them.
Succession Planning
The process of deciding how to fill the company’s most important executive jobs.
What to Forecast?
Overall personnel needs
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
Requirements for Effective HR Planning
Successful HR planning requires:
Top management is supportive
The communications between HR staff and line management are healthy
The HR plan is integrated with the organization’s strategic business plan
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Determining the Relationship Between Hospital Size and Number of Nurses
Note: After fitting the line, you can project how many employees you’ll need, given your projected volume.
Size of Hospital (Number of Beds)
Number of Registered Nurses
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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They focus on projections and historical relationships.
They do not consider the impact of strategic initiatives on future staffing levels.
They support compensation plans that reward managers for managing ever-larger staffs.
They “bake in” the idea that staff increases are inevitable.
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Needs of
Potential Future
Divisional Vice
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Manual Systems and Replacement Charts
Qualification Inventories
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Control of HR information through access matrices
Access to records and employee privacy
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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General economic conditions
Expected unemployment rate
Sources of Information
Online economic projections
U.S. Department of Labor’s O*NET™
Bureau of Labor Statistics (BLS)
Other federal agencies and private sources
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Types of jobs recruited and recruiting methods
Nonrecruitment HR issues and policies
Successful prescreening of applicants
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Reduces cost of new HR technologies
Builds teams of HR experts
Provides better measurement of HR performance
Allows for sharing of applicant pools
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Foreknowledge of candidates’ strengths and weaknesses
More accurate view of candidate’s skills
Candidates have a stronger commitment to the company
Increases employee morale
Failed applicants become discontented
Time wasted interviewing inside candidates who will not be considered
Inbreeding strengthens tendency to maintain the status quo.
Advantages
Disadvantages
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Offshoring/Outsourcing
Executive Recruiters
College Recruiting
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Recruiting via the Internet
More applicants attracted over a longer period
Immediate applicant responses
Disadvantages
Excessive number of unqualified applicants
Personal information privacy concerns of applicants
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Source: http://www.timesjobs.com, accessed in September 2010.
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Source: Workforce, December 2001, © Crain Communication, Inc. Reprinted with permission.
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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The Media Choice
Selection of the best medium depends on the positions for which the firm is recruiting.
Newspapers: local and specific labor markets
Trade and professional journals: specialized employees
Internet job sites: global labor markets
Effective Ads
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Why Use a Private Employment Agency
No HR department: firm lacks recruiting and screening capabilities.
To attract a pool of qualified applicants.
To fill a particular opening quickly.
To attract more minority or female applicants.
To reach currently employed individuals who are more comfortable dealing with agencies.
To reduce internal time devoted to recruiting.
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Provide the agency with accurate and complete job descriptions.
Make sure tests, application blanks, and interviews are part of the agency’s selection process.
Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s screening process.
Screen agency for effectiveness in filling positions.
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Benefits of Temps
No recruitment, screening, and payroll administration costs
Costs of Temps
Increased labor costs due to fees paid to temp agencies
Temp employees’ lack of commitment to the firm
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Insecurity about employment and pessimism about the future.
Worry about the lack of insurance and pension benefits.
Being misled about job assignments and whether temporary assignments are likely to become full-time positions.
Being “underemployed” while trying return to the full-time labor market.
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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FIGURE 5–9 Things Managers Should Avoid When Supervising Temp Employees
Source: Adapted from Bohner and Selasco, “Beware the Legal Risks of Hiring Temps,” Workforce, October 2000, p. 53.
Do not train your contingent workers. Ask their staffing agency to handle training.
Do not negotiate the pay rate of your contingent workers. The agency should set pay.
Do not coach or counsel a contingent worker on his/her job performance. Instead, call the person’s agency and request that it do so.
Do not negotiate a contingent worker’s vacations or personal time off. Direct the worker to his or her agency.
Do not routinely include contingent workers in your company’s 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 worker’s suitability for them directly. Instead, refer the worker to publicly available job postings.
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Working with a Temp Agency
Invoicing. Make sure the agency’s invoice fits your company’s needs.
Time sheets. The time sheet is a verification of hours worked and an agreement to pay the agency’s fees.
Temp-to-perm policy. What is the policy if you want to hire a temp as a permanent employee?
Recruitment of and benefits for temp employees. How does the agency plan to recruit and what sorts of benefits it will it pay?
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Executive Recruiters (Headhunters)
Internet technology and specialization trends
Guidelines for Choosing a Recruiter
Make sure the firm is capable of conducting a thorough search.
Meet individual who will handle your assignment.
Ask how much the search firm charges.
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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College Recruiting
To determine if the candidate is worthy of further consideration
To attract good candidates
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Employee Referrals
Referral can speed up diversifying the workforce.
Relying on referrals may be discriminatory.
Walk-ins
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Requisition Management System
Integrated Recruiting Solution
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Single Parents
Older Workers
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Uses of Application Information
Applicant’s employment stability
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
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employment or personnel planning
application form