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Chapter
5
Part Two: Acquisition and Preparation of Human Resources
Chapter 5 - Human Resource Planning and Recruitment Chapter 6 - Selection and Placement Chapter 7 - Training
McGraw-Hill/Irwin
Chapter
5
Human Resource Planning and Recruitment
Discuss
how to align a companys 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.
Chapter
5
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 recruiters role in the recruitment process, the limits the recruiter faces, and the opportunities available.
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.
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Labor Demand
Labor Supply
movements caused by transfers, promotions, turnover, retirements, etc. transitional matrices identify employee movements over time useful for AA / EEO purposes
Determining
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1. 2. 3. 4. 5. 6. 7. 8. 9.
Downsizing Pay reductions Demotions Transfers Work sharing Hiring freeze Natural attrition Early retirement Retraining
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1. Overtime 2. Temporary employees 3. Outsourcing 4. Retrained transfers 5. Turnover reductions 6. New external hires 7. Technological innovation
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Downsizing
Downsizing
is the planned elimination of large numbers of personnel designed to enhance organizational competitiveness. Reasons for downsizing include:
need
to reduce labor costs technological changes reduce need for labor mergers and acquisitions reduce bureaucratic overhead organizations choose to change the location of where they do business
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Effects 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.
average age of the U.S. workforce is increasing. Baby boomers are not retiring early for several reasons:
improved
health of older people a fear that Social Security will be cut mandatory retirement is outlawed
Many
employers try to induce voluntary attrition among older workers through early retirement incentive programs.
2006 The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
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.
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.
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
Job Choice
Applicant Characteristics
Personnel Policies
Recruitment Sources
Recruitment Influences
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Personnel Policies
Characteristics
of the vacancy are more important than recruiters or recruiting sources. Personnel Policies vary:
Internal
Market
leader pay strategy Employment-at-will policies- either party can terminate the relationship at any time
Image
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advertising
2006 The McGraw-Hill Companies, Inc. All rights reserved.
Recruitment Sources
Colleges and Universities Internal Sources Faster, cheaper, more certainty campus placement services
Recruiters
Functional
HR-
Area
Traits
warm
Realism
realistic
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McGraw-Hill/Irwin