1. part two: acquisition and preparation of human resources chapter 5 - human resource planning and...
TRANSCRIPT
1
Part Two: Acquisition and Preparation of Human Resources
Part Two: Acquisition and Preparation of Human Resources
Chapter 5 - Human Resource Planning and Recruitment
Chapter 6 - Selection and Placement
Chapter 7 - Training
Chapter
5
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Human Resource Planning and Recruitment
Human Resource Planning and Recruitment
Discuss how to align a company’s strategic direction with its human resource planning.Determine the labor demand for workers in various job categories.Discuss the advantages and disadvantages of various ways of eliminating a labor surplus and avoiding a labor shortage.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
5Chapter
Human Resource Planning and Recruitment
Human Resource Planning and Recruitment
Describe the various recruitment policies that organizations adopt to make job vacancies more attractive.List the various sources from which job applicants can be drawn, their relative advantages and disadvantages, and the methods for evaluating them.Explain the recruiter’s role in the recruitment process, the limits the recruiter faces, and the opportunities available.
5Chapter
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Stages in Human Resource PlanningStages in Human Resource Planning
Forecasting Labor DemandLabor Supply
Goal Setting and Strategic Planning
Program Implementation and Evaluation
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Forecasting Stage of Human Resource Planning
Forecasting Stage of Human Resource Planning
Determining Labor Demandderived from product/service demandedexternal in nature
Determining Labor Supplyinternal movements caused by transfers, promotions,
turnover, retirements, etc.transitional matrices identify employee movements over
timeuseful for AA / EEO purposes
Determining Labor Surplus or Shortage
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Strategies for Reducing an Expected Labor Surplus
Strategies for Reducing an Expected Labor Surplus
Option Speed Extent of Human Suffering
FastFastFastFastFastSlowSlowSlowSlow
HighHighHighModerateModerateLowLowLowLow
1. Downsizing2. Pay reductions3. Demotions4. Transfers5. Work sharing6. Hiring freeze7. Natural attrition8. Early retirement9. Retraining
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Strategies for Reducing an Expected Labor Surplus
Strategies for Reducing an Expected Labor Surplus
Option Speed Extent of Human Suffering
FastFast
FastSlowSlowSlowSlow
HighHigh
HighHighModerateLowLow
1. Overtime2. Temporary employees3. Outsourcing4. Retrained transfers5. Turnover reductions6. New external hires7. Technological innovation
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
DownsizingDownsizing
Downsizing is the planned elimination of large numbers of personnel designed to enhance organizational competitiveness.
Reasons for downsizing include:need to reduce labor coststechnological changes reduce need for labormergers and acquisitions reduce bureaucratic overheadorganizations choose to change the location of where
they do business
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Effects of DownsizingEffects of Downsizing
Studies show that firms that announce a downsizing campaign show worse, rather than better financial performance.
Reasons include:The long-term effects of an improperly managed
downsizing effort can be negative.Many downsizing campaigns let go of people who turn
out to be irreplaceable assets.Employees who survive the staff purges often become
narrow-minded, self-absorbed, and risk-averse. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Early Retirement ProgramsEarly Retirement Programs
The average age of the U.S. workforce is increasing.Baby boomers are not retiring early for several reasons:
improved health of older peoplea fear that Social Security will be cutmandatory retirement is outlawed
Many employers try to induce
voluntary attrition among older
workers through early
retirement incentive programs.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Employing Temporary WorkersEmploying Temporary Workers
Hiring temporary workers helps eliminate a labor shortage.Temporary employment affords firms the flexibility needed
to operate efficiently in the face of swings in demand.Other advantages include:
temporary workers free a firm from many administrative tasks and financial burdens
temporary workers are often times tested by a temporary agency
many temporary agencies train employees before sending them to employees
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Outsourcing and OffshoringOutsourcing and Offshoring
Outsourcing is an organization’s use of an outside organization for a broad set of services.
Offshoring is a special case of outsourcing where the jobs that move actually leave one country and go to another.
To help ensure the success of outsourcing:outsource only those jobs that are repetitive, predictable, and
easily trained. Choose an outsourcing vendor that is large and established. Jobs that are proprietary or require tight security should not be
outsourced. It is a good idea to start small and monitor constantly.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Affirmative Action PlanningAffirmative Action Planning
It is important to plan for various subgroups within a labor force.
A comparison of the proportion of workers in protected subgroups with the proportion that each subgroup represents is called a workforce utilization review.
The steps required to execute an affirmative action plan are identical to the steps in the generic planning process discussed earlier.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
The Human Resource Recruitment Process
The Human Resource Recruitment ProcessJob Choice
Recruitment Influences
JobChoice
ApplicantCharacteristics
PersonnelPolicies
Recruiter Traitsand Behaviors
RecruitmentSources
Vacancy Characteristics
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Personnel PoliciesPersonnel Policies
Characteristics of the vacancy are more important than recruiters or recruiting sources.
Personnel Policies vary:Internal versus External recruiting
opportunity for advancementMarket leader pay strategyEmployment-at-will policies- either party can terminate the
relationship at any time Due-process policy - employees can appeal a termination
decisionImage advertising
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Recruitment SourcesRecruitment Sources
Internal Sources -Faster, cheaper,more certainty
External Sources - New ideas and
approaches
Direct Applicantsand Referrals -
self selection, low cost
Newspaper Advertising -large volume, low
quality recruits
Electronic Recruiting - the Internet
Public & PrivateEmployment Agencies -
headhunters, can beexpensive
Colleges and Universities - campus placement services
JOBSJOBS
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
RecruitersRecruiters
Functional Area HR- versus operating area-
specialistTraits
warm and informativeRealism
realistic job preview, honesty
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
1. Provide timely feedback
2. Avoid rude behavior
3. Recruit in teams
Steps to Enhance Recruiter ImpactSteps to Enhance Recruiter Impact
1. Provide timely feedback
2. Avoid rude behavior
3. Recruit in teams
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.