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transcript
Chapter Four
Human ResourcesPlanning and Recruitment
© 2007 Pearson Education Canada 4-1
Dessler, Cole, Goodman, and SutherlandIn-Class Edition
Management of Human ResourcesSecond Canadian Edition
© 2007 Pearson Education Canada 4-2
The Strategic Role of Human Resources Planning
HR Planning
–review human resources requirements to ensure:
• the necessary number of employees• the necessary employee skills• to meet organizational goals
HR Planning
–review human resources requirements to ensure:
• the necessary number of employees• the necessary employee skills• to meet organizational goals
© 2007 Pearson Education Canada 4-3
The Strategic Role of Human Resources Planning
-plan staffing and development activities
–achieve economies in hiring
–anticipate and avoid staff shortages/surpluses–establish employment equity goals/timetables
-plan staffing and development activities
–achieve economies in hiring
–anticipate and avoid staff shortages/surpluses–establish employment equity goals/timetables
Importance of HR Planning
© 2007 Pearson Education Canada 4-4
The Strategic Role of Human Resources Planning
HR PlanningHR Planning Strategic PlanningStrategic Planning
–reciprocal and interdependent relationship–environmental scanning critical for both
–reciprocal and interdependent relationship–environmental scanning critical for both
© 2007 Pearson Education Canada 4-5
The HR Planning Process
2. Forecast Future Internal/External Candidates (Supply)
1. Forecast Future HR Needs (Demand)
3. Balance Supply and Demand
© 2007 Pearson Education Canada 4-6
Forecasting Future HR Demand
Forecasting based on:
–quality and nature of employees–decisions regarding product quality–plans for technological change–financial resources
Forecasting based on:
–quality and nature of employees–decisions regarding product quality–plans for technological change–financial resources
© 2007 Pearson Education Canada 4-7
Forecasting Future HR Demand
Trend analysis: review past employment levels
Ratio analysis: ratio of business activity/employees
Scatter plot: graph of business activity/employees(regression or forecasting software can enhance
the scatter plot)
Trend analysis: review past employment levels
Ratio analysis: ratio of business activity/employees
Scatter plot: graph of business activity/employees(regression or forecasting software can enhance
the scatter plot)
Quantitative Approaches
© 2007 Pearson Education Canada 4-8
Forecasting Future HR Demand
1. Nominal Group Technique–experts meet face-to-face–group discussion facilitates exchange of ideas–possible subjectivity, group pressure
2. Delphi Technique–experts work independently–wide range of views–difficult to integrate diverse opinions
1. Nominal Group Technique–experts meet face-to-face–group discussion facilitates exchange of ideas–possible subjectivity, group pressure
2. Delphi Technique–experts work independently–wide range of views–difficult to integrate diverse opinions
Qualitative Approaches
© 2007 Pearson Education Canada 4-9
Forecasting Future HR Supply(Internal Candidates)
–manual or computerized records–used to identify internal candidates for transfer or promotion–summary of each employee’s:
• education• experience• interests• skills
–manual or computerized records–used to identify internal candidates for transfer or promotion–summary of each employee’s:
• education• experience• interests• skills
Skills Inventories
© 2007 Pearson Education Canada 4-10
Forecasting Future HR Supply
–visual representations of likely internal replacement employees for each position
–data on each candidate includes:• age• present performance rating• promotability status
–visual representations of likely internal replacement employees for each position
–data on each candidate includes:• age• present performance rating• promotability status
Replacement Charts
© 2007 Pearson Education Canada 4-11
Forecasting Future HR Supply
Succession Planning
–plans to fill key executive positions
–maintains a supply of successors for current and future jobs
–balances organization's needs for top managers with the potential and aspiration of internal candidates
–support individual career development
© 2007 Pearson Education Canada 4-12
Forecasting Future HR Supply(External Candidates)
–general economic conditions–national labour market conditions–local labour market conditions–occupational market conditions
–general economic conditions–national labour market conditions–local labour market conditions–occupational market conditions
© 2007 Pearson Education Canada 4-13
Balancing Supply and Demand
Dealing with a Labour Surplus
–hiring freeze–attrition–buy-out and early retirement programs–reducing hours (job sharing, reduced workweek, part-time work, work sharing)–layoffs–termination with outplacement assistance
–hiring freeze–attrition–buy-out and early retirement programs–reducing hours (job sharing, reduced workweek, part-time work, work sharing)–layoffs–termination with outplacement assistance
© 2007 Pearson Education Canada 4-14
Balancing Supply and Demand
Dealing with a Labour Shortage
–overtime–hiring temporary employees–subcontracting work–external recruitment–transfers–promotions
–overtime–hiring temporary employees–subcontracting work–external recruitment–transfers–promotions
© 2007 Pearson Education Canada 4-15
Recruitment
–process of managing a labour shortage by
searching for job candidates:• adequate number• qualified
from whom to select staff needed to meet
job requirements
–process of managing a labour shortage by
searching for job candidates:• adequate number• qualified
from whom to select staff needed to meet
job requirements
© 2007 Pearson Education Canada 4-16
Recruitment
–generate adequate pool of candidates at minimum cost
–increase success rate of selection process
–achieve employment equity goals
–attract qualified candidates suited to organizational culture
–generate adequate pool of candidates at minimum cost
–increase success rate of selection process
–achieve employment equity goals
–attract qualified candidates suited to organizational culture
Purposes of Recruitment
© 2007 Pearson Education Canada 4-17
The Recruitment Process
Identifying job openings
Specify job requirements
Select methods of recruitment
Generate pool of qualified candidates
© 2007 Pearson Education Canada 4-18
Constraints on the Recruitment Process
–organizational policies and plans
–job specifications
–inducements of competitors
–environmental factors
–organizational policies and plans
–job specifications
–inducements of competitors
–environmental factors
© 2007 Pearson Education Canada 4-19
Recruiting Within the Organization
–enhanced morale if competence is rewarded
–more commitment to company goals
–longer-term perspective on business decisions
–more accurate assessment of candidate’s skills
–less orientation required
–enhanced morale if competence is rewarded
–more commitment to company goals
–longer-term perspective on business decisions
–more accurate assessment of candidate’s skills
–less orientation required
Advantages
© 2007 Pearson Education Canada 4-20
Recruiting Within the Organization
–discontent of unsuccessful candidates
–time consuming to post and interview all
candidates if one is already preferred
–employee dissatisfaction with insider as new
boss
–possibility of “inbreeding”
–discontent of unsuccessful candidates
–time consuming to post and interview all
candidates if one is already preferred
–employee dissatisfaction with insider as new
boss
–possibility of “inbreeding”
Disadvantages
© 2007 Pearson Education Canada 4-21
Recruiting Within the Organization
Job
Posting
Job
PostingSkills
Inventories
Skills
Inventories
Requirements
Human
Resources
Records
Human
Resources
Records
© 2007 Pearson Education Canada 4-22
Recruiting Outside the Organization
–larger, more diverse pool of qualified candidates
–acquisition of new skills and knowledge for
creative problem solving
–elimination of rivalry for transfers/promotions
–cost savings from hiring skilled individuals with
no need for training
–larger, more diverse pool of qualified candidates
–acquisition of new skills and knowledge for
creative problem solving
–elimination of rivalry for transfers/promotions
–cost savings from hiring skilled individuals with
no need for training
Advantages
© 2007 Pearson Education Canada 4-23
Recruiting Outside the Organization
Yield Pyramid
50
100
150
200
1200
New hires
Offers made (2:1)
Candidates interviewed (3:2)
Candidates invited (4:3)
Leads generated (6:1)
© 2007 Pearson Education Canada 4-24
Recruiting Outside the Organization
–online recruiting
–print advertising
–private employment agencies
–executive search firms
–educational institutions
–other (walk-ins, employee referrals, HRDC etc)
–online recruiting
–print advertising
–private employment agencies
–executive search firms
–educational institutions
–other (walk-ins, employee referrals, HRDC etc)
Methods
© 2007 Pearson Education Canada 4-25
Recruiting Outside the Organization
–temporary help agencies
–contract workers
–employee leasing
–outsourcing/subcontracting
–temporary help agencies
–contract workers
–employee leasing
–outsourcing/subcontracting
Non-Permanent Staff
© 2007 Pearson Education Canada 4-26
Recruiting Outside the Organization
Three approaches:
1. Internet job boards
2. Company Website and intranet
3. Application Service Provider software rental
Three approaches:
1. Internet job boards
2. Company Website and intranet
3. Application Service Provider software rental
Online Recruiting
© 2007 Pearson Education Canada 4-27
Recruiting Outside the Organization
–media to be used depends on:
• type of position
• type of candidate
–construction of the ad:
• AIDA (attention; interest; desire; action)
• want ads vs. blind ads
–media to be used depends on:
• type of position
• type of candidate
–construction of the ad:
• AIDA (attention; interest; desire; action)
• want ads vs. blind ads
Advertising
© 2007 Pearson Education Canada 4-28
Recruiting Outside the Organization
–no HR department
–past difficulty in generating pool of qualified
candidates
–position must be filled quickly
–desire to recruit designated group members
–no HR department
–past difficulty in generating pool of qualified
candidates
–position must be filled quickly
–desire to recruit designated group members
Use of Private Employment Agency
© 2007 Pearson Education Canada 4-29
Recruiting Outside the Organization
–often specialize in particular type of talent
–adept at approaching employed candidates
not currently looking for a job
–confidentiality
–often specialize in particular type of talent
–adept at approaching employed candidates
not currently looking for a job
–confidentiality
Executive Search Firms
© 2007 Pearson Education Canada 4-30
Recruiting a More Diverse Workforce
– older workers
– younger workers
– designated group members:
• women
• visible minorities
• disabled
• Aboriginal
– older workers
– younger workers
– designated group members:
• women
• visible minorities
• disabled
• Aboriginal