英文版人力资源管理概论TheRecruitmentandSelectionProcess47页.pptx

1Personnel Planning and Recruiting2The Recruitment and Selection Process1.Decide what positions youll 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.3Steps in Recruitment and Selection ProcessFigure 51 The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.4Planning and ForecastingEmployment 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 companys most important executive jobs.What to forecast?Overall personnel needs The supply of inside candidates The supply of outside candidates5Linking Employers Strategy to PlansFigure 52 6Forecasting Personnel NeedsTrend analysis The study of a firms 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 constant7The Scatter PlotScatter plot A graphical method used to help identify the relationship between two variables.Size of Hospital Number of (Number of Beds)Registered Nurses200 240300 260400 470500 500600 620700 660800 820900 8608Determining the Relationship Between Hospital Size and Number of NursesFigure 53 9Drawbacks to Scatter Plots1.They focus on projections and historical relationships,and assume that the firms existing structure and activities will continue into the future.2.They generally do not consider the impact the companys 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.10Using Computers to Forecast Personnel RequirementsComputerized 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 projectionsminimum,maximum,and probable.11Forecasting the Supply of Inside CandidatesQualifications 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.12Manual Systems and Replacement ChartsPersonnel 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.13Management Replacement Chart Showing Development Needs of Future Divisional Vice PresidentFigure 54 14Computerized Information SystemsHuman Resource Information System(HRIS)Computerized inventory of information that can be accessed to determine employees background,experience,and skills that may include:Work experience codesProduct or service knowledgeIndustry experience Formal education15Forecasting the Supply of Outside CandidatesFactors impacting the supply of outside candidates General economic conditions Expected unemployment rateSources of information Periodic forecasts in business publications Online economic projectionsU.S.Congressional Budget Office(CBO)Bureau of Labor StatisticsU.S.Department of Labor:O*NetOther federal agencies16Effective RecruitingExternal factors affecting recruiting:Looming undersupply of workers Fewer“qualified”candidatesInternal factors affecting recruiting:The consistency of the firms recruitment efforts with its strategic goals The available resources,and choice of recruiting methods Nonrecruitment HR issues and policies Line and staff coordination and cooperation17Effective Recruiting(contd)Advantages of centralizing recruitment Strengthens employment brand Ease in applying strategic principles Reduces duplication of HR activiites Reduces the cost of new HR technologies Builds teams of HR experts Provides for better measurement of HR performance Allows for the sharing of applicant pools18Sample Acceptable Questions Once A Conditional Offer Is MadeFigure 55 1.Do you have any responsibilities that conflict with the job vacancy?2.How long have you lived at your present address?3.Do you have any relatives working for this company?4.Do you have any physical defects that would prevent you from performing certain jobs where,to your knowledge,vacancies exist?5.Do you have adequate means of transportation to get to work?6.Have you had any major illness(treated or untreated)in the past 10 years?7.Have you ever been convicted of a felony or do you have a history of being a violent person?(This is a very important question to avoid a negligent hiring or retention charge.)8.Educational background.(The information required here would depend on the job-related requirements of the position.)Source:Kenneth Sovereign,Personnel Law(Upper Saddle River,NJ:Prentice Hall,1999),p.50.19Measuring Recruiting EffectivenessWhat to measure and how to measure How many qualified applicants were attracted from each recruitment source?Assessing both the quantity and the quality of the applicants produced by a source.High performance recruiting Applying best-practices management techniques to recruiting.Using a benchmarks-oriented approach to analyzing and measuring the effectiveness of recruiting efforts such as employee referrals.20Recruiting Best Practices Not Always High-TechGE Medical Systems reduced recruiting costs 17%by:“Benchmarking off our other procurement and supplier management initiatives”Met with 20 recruiters and said would use only 10 best;Developed measuressuch as%resumes lead to interviews,and%interviews lead to offers;Boosted intern program when found 2X accepted offers;Boosted referrals program(10X accept)21Selection Devices that Could be used to Initially Screen ApplicantsTable 51 Source:Kevin Carlson et al.,“Recruitment Evaluation:The Case for Assessing the Quality of Applicants Attracted,”Personnel Psychology 55(2002),p.470.Note:*Higher is better.22Recruiting Yield PyramidFigure 56 Recruiting yield pyramid The historical arithmetic relationships between recruitment leads and invitees,invitees and interviews,interviews and offers made,and offers made and offers accepted.23Internal Sources of Candidates:Hiring from WithinAdvantages Foreknowledge of candidates strengths and weaknesses More accurate view of candidates skills Candidates have a stronger commitment to the company Increases employee morale Less training and orientation requiredDisadvantages Failed applicants become discontented Time wasted interviewing inside candidates who will not be considered Inbreeding of the status quo24Finding Internal CandidatesJob posting Publicizing an open job to employees(often by literally posting it on bulletin boards)and listing its attributes.Rehiring former employees Advantages:They are known quantities.They know the firm and its culture.Disadvantages:They may have less-than positive attitudes.Rehiring may sent the wrong message to current employees about how to get ahead.25Outside Sources of CandidatesAdvertising The Media:selection of the best medium depends on the positions for which the firm is recruiting.Newspapers(local and specific labor markets)Trade and professional journalsInternet job sitesMarketing programsConstructing an effective ad Wording related to job interest factors should evoke the applicants attention,interest,desire,and action(AIDA)and create a positive impression of the firm.26Help Wanted AdFigure 57 Source:The Miami Herald,March 24,2004,p.SF.27Outside Sources of Candidates(contd)Types of employment agencies:Public agencies operated by federal,state,or local governments Agencies associated with nonprofit organizations Privately owned agencies28Outside Sources of Candidates(contd)Reasons for using a private employment agency:When a firm doesnt have an HR department and is not geared to doing recruiting and screening.The firm has found it difficult in the past to generate a pool of qualified applicants.The firm must fill a particular opening quickly.There is a perceived need to attract a greater number of minority or female applicants.The firm wants to reach currently employed individuals,who might feel more comfortable dealing with agencies than with competing companies.The firm wants to cut down on the time its devoting to recruiting.29Outside Sources of Candidates(contd)Avoiding problems with employment agencies:Give the agency an accurate and complete job description.Make sure tests,application blanks,and interviews are part of the agencys selection process.Periodically review data on candidates accepted or rejected by your firm,and by the agency.Check on the effectiveness and fairness of the agencys screening process.Screen the agency.Check with other managers or HR people to find out which agencies have been the most effective at filling the sorts of positions needed to be filled.Review the Internet and a few back issues of the Sunday classified ads to discover the agencies that handle the positions to be filled.30Temp Agencies and Alternative StaffingBenefits of Temps Paid only when working More productive No recruitment,screening,and payroll administration costs Costs of Temps Fees paid to temp agencies Lack of commitment to firm31Concerns of Temp EmployeesTreatment by employers in a dehumanizing,impersonal,and ultimately discouraging way.Insecurity about their employment and pessimistic about the future.Worry about their lack of insurance and pension benefits.Being misled about their job assignments and in particular about whether temporary assignments were likely to become full-time positions.Being“underemployed”(particularly those trying to return to the full-time labor market).In general they were angry toward the corporate world and its values;participants repeatedly expressed feelings of alienation and disenchantment.32Guidelines for Using Temporary EmployeesFigure 58 1.Do not train your contingent workers.2.Do not negotiate the pay rate of your contingent workers.3.Do not coach or counsel a contingent worker on his/her job performance.4.Do not negotiate a contingent workers vacations or personal time off.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.10.Do not terminate a contingent worker directly.Source:Adapted from Bohner and Selasco,“Beware the Legal Risks of Hiring Temps,”Workforce,October 2000,p.53.33Outside Sources of Candidates(contd)Executive recruiters(headhunters)Special employment agencies retained by employers to seek out top-management talent for their clients.Contingent-based recruiters collect a fee for their services when a successful hire is completed.Retained executive searchers are paid regardless of the outcome of the recruitment process.Internet technology and specialization trends are changing how candidates are attracted and how searches are conducted.34Guidelines for Choosing a RecruiterMake sure the firm is capable of conducting a thorough search.Meet the individual who will actually handle your assignment.Ask how much the search firm charges.35Outside Sources of Candidates(contd)On demand recruiting services(ODRS)A service that provides short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms.36Outside Sources of Candidates(contd)College recruiting Recruiting goalsTo determine if the candidate is worthy of further considerationTo attract good candidates On-site visitsInvitation lettersAssigned hostsInformation packagePlanned interviewsTimely employment offerFollow-up Internships37Outside Sources of Candidates(contd)Employee referrals Applicants who are referred to the organization by current employeesReferring employees become stakeholders.Referral is a cost-effective recruitment program.Referral can speed up diversifying the workforceWalk-ins Direct applicants who seek employment with or without encouragement from other sources.Courteous treatment of any applicant is a good business practice.38Outside Sources of Candidates(contd)Recruiting via the Internet More firms and applicants are utilizing the Internet in the job search process.Advantages of Internet recruiting Cost-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 evaluation39Network Recruiting ResourcesVisit these sites:40More Selected Recruitment Web SitesFigure 59 Source:HR Magazine,November 2003.41Ineffective and Effective Web AdsFigure 510 42Managing Employee Applications at Sutter HC!0,000 opening per year=300,000 online applications.They use Recruitsoftsoft,Inc an ASP.It posts Sutters applications,and provides“automated way to evaluate,rank,and match.applications with openings.”43Integrate Internet Recruiting With HRISAt PeopleSoft Corp.,applications go from Web into database.Hiring manager selects applicant to interview.System notifies applicant to select time,and notifies hiring manager44Streamlining HR Recruiting at Humana Inc.Cut recruiting by$10 in one year by:Reducing#recruiting employees from 110 to 35;Centralizing recruiting;Using Internet more;Using“Softshoe”software to manage process45Developing and Using Application FormsApplication form The form that provides information on education,prior work record,and skills.Uses of information from applications Judgments about the applicants educational and experience qualifications Conclusions about the applicants previous progress