人力资源讲义5

©2005PrenticeHallInc.Allrightsreserved.PowerPointPresentationbyCharlieCookTheUniversityofWestAlabamatentheditionGaryDesslerPart2RecruitmentandPlacementChapter5PersonnelPlanningandRecruitingAfterstudyingthischapter,youshouldbeableto:1.Explainthemaintechniquesusedinemploymentplanningandforecasting.2.Listanddiscussthemainoutsidesourcesofcandidates.3.Effectivelyrecruitjobcandidates.4.Nameanddescribethemaininternalsourcesofcandidates.5.Developahelpwantedad.6.Explainhowtorecruitamorediverseworkforce.©2005PrenticeHallInc.Allrightsreserved.5–2©2005PrenticeHallInc.Allrightsreserved.5–3TheRecruitmentandSelectionProcess1.Decidewhatpositionsyou’llhavetofillthroughpersonnelplanningandforecasting.2.Buildapoolofcandidatesforthesejobsbyrecruitinginternalorexternalcandidates.3.Havecandidatescompleteapplicationformsandperhapsundergoaninitialscreeninginterview.4.Useselectiontechniquesliketests,backgroundinvestigations,andphysicalexamstoidentifyviablecandidates.5.Decidewhotomakeanofferto,byhavingthesupervisorandperhapsothersontheteaminterviewthecandidates.©2005PrenticeHallInc.Allrightsreserved.5–4StepsinRecruitmentandSelectionProcessFigure5–1Therecruitmentandselectionprocessisaseriesofhurdlesaimedatselectingthebestcandidateforthejob.©2005PrenticeHallInc.Allrightsreserved.5–5PlanningandForecastingEmploymentorpersonnelplanning–Theprocessofdecidingwhatpositionsthefirmwillhavetofill,andhowtofillthem.Successionplanning–Theprocessofdecidinghowtofillthecompany’smostimportantexecutivejobs.Whattoforecast?–Overallpersonnelneeds–Thesupplyofinsidecandidates–Thesupplyofoutsidecandidates©2005PrenticeHallInc.Allrightsreserved.5–6LinkingEmployer’sStrategytoPlansFigure5–2©2005PrenticeHallInc.Allrightsreserved.5–7ForecastingPersonnelNeedsTrendanalysis–Thestudyofafirm’spastemploymentneedsoveraperiodofyearstopredictfutureneeds.Ratioanalysis–Aforecastingtechniquefordeterminingfuturestaffneedsbyusingratiosbetweenacausalfactorandthenumberofemployeesneeded.–Assumesthattherelationshipbetweenthecausalfactorandstaffingneedsisconstant©2005PrenticeHallInc.Allrightsreserved.5–8TheScatterPlotScatterplot–Agraphicalmethodusedtohelpidentifytherelationshipbetweentwovariables.SizeofHospitalNumberof(NumberofBeds)RegisteredNurses200240300260400470500500600620700660800820900860©2005PrenticeHallInc.Allrightsreserved.5–9DeterminingtheRelationshipBetweenHospitalSizeandNumberofNursesFigure5–3©2005PrenticeHallInc.Allrightsreserved.5–10DrawbackstoScatterPlots1.Theyfocusonprojectionsandhistoricalrelationships,andassumethatthefirm’sexistingstructureandactivitieswillcontinueintothefuture.2.Theygenerallydonotconsidertheimpactthecompany’sstrategicinitiativesmayhaveonfuturestaffinglevels.3.Theytendtosupportcompensationplansthatrewardmanagersformanagingever-largerstaffs,andwillnotuncovermanagerswhoexpandtheirstaffsirrespectiveofstrategicneeds.4.Theytendto“bakein”thenonproductiveideathatincreasesinstaffsareinevitable.5.Theytendtovalidateandinstitutionalizeexistingplanningprocessesandwaysofdoingthings,eveninthefaceofrapidchange.©2005PrenticeHallInc.Allrightsreserved.5–11UsingComputerstoForecastPersonnelRequirementsComputerizedforecasts–Theusesoftwarepackagestodetermineoffuturestaffneedsbyprojectingsales,volumeofproduction,andpersonnelrequiredtomaintainavolumeofoutput.•Generatesfiguresonaveragestafflevelsrequiredtomeetproductdemands,aswellasforecastsfordirectlabor,indirectstaff,andexemptstaff.•Typicalmetrics:directlaborhoursrequiredtoproduceoneunitofproduct(ameasureofproductivity),andthreesalesprojections—minimum,maximum,andprobable.©2005PrenticeHallInc.Allrightsreserved.5–12ForecastingtheSupplyofInsideCandidatesQualificationsinventories–Manualorcomputerizedrecordslistingemployees’education,careeranddevelopmentinterests,languages,specialskills,andsoon,tobeusedinselectinginsidecandidatesforpromotion.©2005PrenticeHallInc.Allrightsreserved.5–13ManualSystemsandReplacementChartsPersonnelreplacementcharts–Companyrecordsshowingpresentperformanceandpromotabilityofinsidecandidatesforthemostimportantpositions.Positionreplacementcard–Acardpreparedforeachpositioninacompanytoshowpossiblereplacementcandidatesandtheirqualifications.©2005PrenticeHallInc.Allrightsreserved.5–14ManagementReplacementChartShowingDevelopmentNeedsofFutureDivisionalVicePresidentFigure5–4©2005PrenticeHallInc.Allrightsreserved.5–15ComputerizedInformationSystemsHumanResourceInformationSystem(HRIS)–Computerizedinventoryofinformationthatcanbeaccessedtodetermineemployees’background,experience,andskillsthatmayinclude:•Workexperiencecodes•Productorserviceknowledge•Industryexperience•Formaleducation©2005PrenticeHallInc.Allrightsreserved.5–16TheMatterofPrivacyofHRInformationTheneedtoensurethesecurityofHRinformation–ThereisalotofHRinformationtokeepsecure.–ControlofHRinformationcanbeestablishedthroughtheuseofaccessmatricesthatlimitusers.–Legalconsiderations:TheFederalPrivacyActof1974givesemployeesrightsregardingwhohasaccesstoinformationabouttheirworkhistoryandjobperformance.©2005PrenticeHallInc.Allrightsreserved.5–17Fore