Académique Documents
Professionnel Documents
Culture Documents
TWELFTH EDITION
Chapter 5
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FIGURE 51
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
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FIGURE 52
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Succession Planning
The process of deciding how to fill the companys
What to Forecast?
Overall personnel needs The supply of inside candidates The supply of outside candidates
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Forecasting Tools
Trend Analysis
Ratio Analysis
Scatter Plotting
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FIGURE 53 Determining the Relationship Between Hospital Size and Number of Nurses
Note: After fitting the line, you can project how many employees youll need, given your projected volume. Size of Hospital (Number of Beds) 200 300 400 500 600 700 800 900 Number of Registered Nurses 240 260 470 500 620 660 820 860
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sales, volume of production, and personnel required to maintain different volumes of output. staffing levels for direct labor, indirect staff, and exempt staff.
Forecasting
Creating
metrics for direct labor hours and three sales projection scenariosminimum, maximum, scenarios and probable.
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FIGURE 54 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents
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Qualification Inventories
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Sources of Information
Periodic forecasts in business publications Online economic projections
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Effective Recruiting
External Factors Affecting Recruiting
Supply of workers Outsourcing of white-collar jobs white Fewer qualified candidates
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What to Measure
How to Measure
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FIGURE 55
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Disadvantages
Failed applicants become discontented Time wasted interviewing inside candidates who will not be considered Inbreeding strengthens tendency to maintain the status quo.
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Job Posting
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CostCost-effective way to publicize job openings More applicants attracted over a longer period Immediate applicant responses Online prescreening of applicants Links to other job search sites Automation of applicant tracking and evaluation Exclusion of older and minority workers Excessive number of unqualified applicants Personal information privacy concerns of applicants
Disadvantages
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FIGURE 56
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FIGURE 57
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Source: Workforce, December 2001, Crain Communication, Inc. Reprinted with permission. 524
and professional journals: specialized employees job sites: global labor markets
Internet
Effective Ads
Create attention, interest, desire, and action (AIDA). Create a positive impression of the firm.
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Employment Agencies
Nonprofit Agencies
Private Agencies
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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
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descriptions.
Make sure tests, application blanks, and interviews
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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FIGURE 59 Things Managers Should Avoid When Supervising Temp Employees 1. Do not train your contingent workers. Ask their staffing agency to handle training. 2. Do not negotiate the pay rate of your contingent workers. The agency should set pay. 3. Do not coach or counsel a contingent worker on his/her job performance. Instead, call the persons agency and request that it do so. 4. Do not negotiate a contingent workers vacations or personal time off. Direct the worker to his or her agency. 5. Do not routinely include contingent workers in your companys employee functions. 6. Do not allow contingent workers to utilize facilities intended for employees. 7. Do not let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval. 8. Do not let managers discuss harassment or discrimination issues with contingent workers. 9. Do not discuss job opportunities and the contingent workers suitability for them directly. Instead, refer the worker to publicly available job postings. 10. Do not terminate a contingent worker directly. Contact the agency to do so.
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Source: Adapted from Bohner and Selasco, Beware the Legal Risks of Hiring Temps, Workforce, October 2000, p. 53. 531
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thorough search.
2. Meet individual who will handle your assignment. 3. Ask how much the search firm charges. 4. Never rely solely on the recruiter to do reference
checking.
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goals
Invitation letters Assigned hosts Information packages Planned interviews Timely employment offer FollowFollow-up
Internships
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business practice.
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Hiring Management
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The Disabled
Older Workers
Welfare-to-Work
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KEY TERMS
employment or personnel planning trend analysis ratio analysis scatter plot computerized forecast qualifications inventories personnel replacement charts position replacement card recruiting yield pyramid job posting succession planning alternative staffing on demand recruiting services (ODRS) application form
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