人力资源讲义ppt5

人力资源讲义ppt5

Gary Desslertenth edition

Chapter 5

Part 2 Recruitment and Placement

Personnel Planning and Recruiting© 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama

人力资源讲义ppt5

After studying this chapter, you should be able to:1. Explain the main techniques used in employmentplanning and forecasting.

2. 3. 4. 5.

List and discuss the main outside sources of candidates. Effectively recruit job candidates. Name and describe the main internal sources of candidates. Develop a help wanted ad. Explain how to recruit a more diverse workforce.5–2

6.

© 2005 Prentice Hall Inc. All rights reserved.

人力资源讲义ppt5

The Recruitment and Selection Process1. Decide what positions you’ll have to fill through personnel planning and forecasting. 2. Build a pool of candidates for these jobs by recruiting internal or external candidates. 3. Have candidates complete application forms and perhaps undergo an initial screening interview. 4. Use selection techniques like tests, background investigations, and physical exams to identify viable candidates. 5. Decide who to make an offer to, by having the supervisor and perhaps others on the team interview the candidates.© 2005 Prentice Hall Inc. All rights reserved. 5–3

人力资源讲义ppt5

Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

Figure 5–1© 2005 Prentice Hall Inc. All rights reserved. 5–4

人力资源讲义ppt5

Planning and Forecasting 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 – The supply of inside candidates – The supply of outside candidates

© 2005 Prentice Hall Inc. All rights reserved.

5–5

人力资源讲义ppt5

Linking Employer’s Strategy to Plans

Figure 5–2© 2005 Prentice Hall Inc. All rights reserved. 5–6

人力资源讲义ppt5

Forecasting Personnel Needs Trend analysis– The study of a firm’s past employment needs over a period of years to predict future needs.

Ratio analysis– A forecasting technique for determining future staff needs by using ratios between a causal factor and the number of employees needed. – Assumes that the relationship between the causal factor and staffing needs is constant

© 2005 Prentice Hall Inc. All rights reserved.

5–7

人力资源讲义ppt5

The Scatter Plot Scatter plot– A graphical method used to help identify the relationship between two variables.Size of Hospital (Number of Beds) 200 300 400 Number of Registered Nurses 240 260 470

500600 700 800 900

500620 660 820 860

© 2005 Prentice Hall Inc. All rights reserved.

5–8

人力资源讲义ppt5

Determining the Relationship Between Hospital Size and Number of Nurses

Figure 5–3© 2005 Prentice Hall Inc. All rights reserved. 5–9

人力资源讲义ppt5

Drawbacks to Scatter Plots1. They focus on proje

ctions and historical relationships, and assume that the firm’s existing structure and activities will continue into the future. 2. They generally do not consider the impact the company’s strategic initiatives may have on future staffing levels. 3. They tend to support compensation plans that reward managers for managing ever-larger staffs, and will not uncover managers who expand their staffs irrespective of strategic needs. 4. They tend to “bake in” the nonproductive idea that increases in staffs are inevitable. 5. They tend to validate and institutionalize existing planning processes and ways of doing things, even in the face of rapid change.

© 2005 Prentice Hall Inc. All rights reserved.

5–10

人力资源讲义ppt5

Using Computers to Forecast Personnel Requirements Computerized forecasts– The use software packages to determine of future staff needs by projecting sales, volume of production, and personnel required to maintain a volume of output. Generates figures on average staff levels required to meet product demands, as well as forecasts for direct labor, indirect staff, and exempt staff. Typical metrics: direct labor hours required to produce one unit of product (a measure of productivity), and three sales projections—minimum, maximum, and probable.

© 2005 Prentice Hall Inc. All rights reserved.

5–11

人力资源讲义ppt5

Forecasting the Supply of Inside Candidates Qualifications inventories– Manual or computerized records listing employees’ education, career and development interests, languages, special skills, and so on, to be used in selecting inside candidates for promotion.

© 2005 Prentice Hall Inc. All rights reserved.

5–12

人力资源讲义ppt5

Manual Systems and Replacement Charts Personnel replacement charts– Company records showing present performance and promotability of inside candidates for the most important positions.

Position replacement card– A card prepared for each position in a company to show possible replacement candidates and their qualifications.

© 2005 Prentice Hall Inc. All rights reserved.

5–13

人力资源讲义ppt5

Management Replacement Chart Showing Development Needs of Future Divisional Vice PresidentFigure 5–4© 2005 Prentice Hall Inc. All rights reserved. 5–14

人力资源讲义ppt5

Computerized Information Systems Human Resource Information System (HRIS)– Computerized inv …… 此处隐藏：4036字，全部文档内容请下载后查看。喜欢就下载吧 ……