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PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
1
Human Resource Human Resource ManagementManagement
The main points of this lecture are;The main points of this lecture are;1.1. Explain the main techniques used in Explain the main techniques used in
employment planning and forecasting.employment planning and forecasting.2.2. List and discuss the main outside List and discuss the main outside
sources of candidates.sources of candidates.3.3. Effectively recruit job candidates.Effectively recruit job candidates.4.4. Name and describe the main internal Name and describe the main internal
sources of candidates.sources of candidates.5.5. Develop a help wanted ad.Develop a help wanted ad.6.6. Explain how to recruit a more diverse Explain how to recruit a more diverse
Job analysis defines the duties and Job analysis defines the duties and human requirements of the company`s human requirements of the company`s jobs. jobs. The next step is to select and recruit The next step is to select and recruit the employees.the employees.Employee selection and recruitment Employee selection and recruitment process requires a series of hurdlesprocess requires a series of hurdles
- Have candidates complete - Have candidates complete application formsapplication forms and undergo initial and undergo initial screening interviews.screening interviews.
- Use - Use selection toolsselection tools to identify viable to identify viable candidates.candidates.
- Decide who to make an offer to, by - Decide who to make an offer to, by having the supervisor and others having the supervisor and others interviewinterview the candidates the candidates
Planning and ForecastingPlanning and Forecasting• Employment or Personnel PlanningEmployment or Personnel Planning
The process of deciding what The process of deciding what positions the firm will have to fill, positions the firm will have to fill, and how to fill them.and how to fill them.
• Succession PlanningSuccession PlanningThe process of deciding how to fill The process of deciding how to fill
the company’s most important the company’s most important executive jobs.executive jobs.
• What to Forecast?What to Forecast?Overall personnel needsOverall personnel needsThe supply of inside candidatesThe supply of inside candidatesThe supply of outside candidatesThe supply of outside candidates
Drawbacks to Traditional Drawbacks to Traditional Forecasting TechniquesForecasting Techniques
• They focus on projections and They focus on projections and historical relationships.historical relationships.
• They do not consider the impact of They do not consider the impact of strategic initiatives on future staffing strategic initiatives on future staffing levels.levels.
• They support compensation plans They support compensation plans that reward managers for that reward managers for managing ever-larger staffs.managing ever-larger staffs.
• They “bake in” the idea that staff They “bake in” the idea that staff increases are inevitable.increases are inevitable.
• They validate and institutionalize They validate and institutionalize present planning processes and present planning processes and the usual ways of doing things.the usual ways of doing things.
Using Computers to Forecast Using Computers to Forecast Personnel RequirementsPersonnel Requirements• Computerized ForecastsComputerized Forecasts
Software that estimates future Software that estimates future staffing needs by:staffing needs by:Projecting sales, volume of Projecting sales, volume of
production, and personnel production, and personnel required to maintain different required to maintain different volumes of output.volumes of output.
Forecasting staffing levels for Forecasting staffing levels for direct labor, indirect staff, and direct labor, indirect staff, and exempt staff.exempt staff.
Creating metrics for direct labor Creating metrics for direct labor hours and three sales projection hours and three sales projection scenarios—minimum, maximum, scenarios—minimum, maximum, and probable.and probable.
• Factors In Supply of Outside Factors In Supply of Outside CandidatesCandidatesGeneral economic conditionsGeneral economic conditionsExpected unemployment rateExpected unemployment rate
• Other Factors Affecting RecruitingOther Factors Affecting RecruitingConsistency of recruitment with Consistency of recruitment with
strategic goalsstrategic goalsTypes of jobs recruited and recruiting Types of jobs recruited and recruiting
methodsmethodsNonrecruitment HR issues and policiesNonrecruitment HR issues and policiesSuccessful prescreening of applicantsSuccessful prescreening of applicantsPublic image of the firmPublic image of the firmEmployment lawsEmployment laws
• Advantages of Centralizing RecruitmentAdvantages of Centralizing RecruitmentStrengthens employment brandStrengthens employment brandFacilitates applying strategic prioritiesFacilitates applying strategic prioritiesReduces duplication of HR activitiesReduces duplication of HR activitiesReduces cost of new HR technologiesReduces cost of new HR technologiesBuilds teams of HR expertsBuilds teams of HR expertsProvides better measurement of HR Provides better measurement of HR
performanceperformanceAllows for sharing of applicant poolsAllows for sharing of applicant pools
• Do you have adequate means of transportation to get to work?
• Have you had any major illness (treated or untreated) in the past 10 years?
• 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.)
• What is your educational background? (The information required here would depend on the job-related requirements of the position.)
Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)• Recruiting via the InternetRecruiting via the Internet
AdvantagesAdvantagesCost-effective way to publicize job openingsCost-effective way to publicize job openingsMore applicants attracted over a longer More applicants attracted over a longer
periodperiodImmediate applicant responsesImmediate applicant responsesOnline prescreening of applicantsOnline prescreening of applicantsLinks to other job search sitesLinks to other job search sitesAutomation of applicant tracking and Automation of applicant tracking and
Advertising for Outside CandidatesAdvertising for Outside Candidates
• The Media ChoiceThe Media ChoiceSelection of the best medium Selection of the best medium
depends on the positions for which depends on the positions for which the firm is recruiting.the firm is recruiting.Newspapers: local and specific Newspapers: local and specific
Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)• Avoiding Problems with Employment AgenciesAvoiding Problems with Employment Agencies
Provide the agency with accurate and complete job Provide the agency with accurate and complete job descriptions.descriptions.
Make sure tests, application blanks, and interviews Make sure tests, application blanks, and interviews are part of the agency’s selection process.are part of the agency’s selection process.
Review candidates accepted or rejected by your firm Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of or the agency for effectiveness and fairness of agency’s screening process.agency’s screening process.
Screen agency for effectiveness in filling positions.Screen agency for effectiveness in filling positions. Supplement the agency’s reference checking by Supplement the agency’s reference checking by
checking the final candidate’s references yourself.checking the final candidate’s references yourself.
Temp Agencies and Alternative StaffingTemp Agencies and Alternative Staffing• Benefits of TempsBenefits of Temps
Increased productivityIncreased productivity—p—paid only when workingaid only when working Allows “trial run” for prospective employeesAllows “trial run” for prospective employees No recruitment, screening, and payroll No recruitment, screening, and payroll
administration costs administration costs
• Costs of TempsCosts of Temps Increased labor costs due to fees paid to temp Increased labor costs due to fees paid to temp
agenciesagencies Temp employees’ lack of commitment to the firmTemp employees’ lack of commitment to the firm
Concerns of Temp EmployeesConcerns of Temp Employees• Dehumanizing, impersonal, and discouraging treatment Dehumanizing, impersonal, and discouraging treatment
by employers.by employers.• Insecurity about employment and pessimism about the Insecurity about employment and pessimism about the
future.future.• Worry about the lack of insurance and pension benefits.Worry about the lack of insurance and pension benefits.• Being misled about job assignments and whether Being misled about job assignments and whether
temporary assignments are likely to become full-time temporary assignments are likely to become full-time positions.positions.
• Being “underemployed” while trying return to the full-Being “underemployed” while trying return to the full-time labor market.time labor market.
• Anger toward the corporate world and its values; Anger toward the corporate world and its values; expressed as alienation and disenchantment.expressed as alienation and disenchantment.
FIGURE 5–11 Guidelines for Using Temporary Employees
Source: Adapted from Bohner and Selasco, “Beware the Legal Risks of Hiring Temps,” Workforce, October 2000, p. 53.
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 person’s agency and request that it do so.4. Do not negotiate a contingent worker’s vacations or personal time off. Direct
the worker to his or her agency.5. Do not routinely include contingent workers in your company’s 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 worker’s 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.
Working with a Temp AgencyWorking with a Temp Agency• Invoicing.Invoicing. Make sure the agency’s invoice fits your company’s Make sure the agency’s invoice fits your company’s
needs.needs.
• Time sheets.Time sheets. The time sheet is a verification of hours worked and The time sheet is a verification of hours worked and an agreement to pay the agency’s fees.an agreement to pay the agency’s fees.
• Temp-to-perm policy.Temp-to-perm policy. What is the policy if you want to hire a temp What is the policy if you want to hire a temp as a permanent employee?as a permanent employee?
• Recruitment of and benefits for temp employees.Recruitment of and benefits for temp employees. How does the How does the agency plan to recruit and what sorts of benefits it will it pay?agency plan to recruit and what sorts of benefits it will it pay?
• Dress code.Dress code. Specify the attire at each of your offices or plants. Specify the attire at each of your offices or plants.
• Equal employment opportunity statement.Equal employment opportunity statement. Get a statement from Get a statement from the agency that it does not discriminate when filling temp orders.the agency that it does not discriminate when filling temp orders.
• Job description information.Job description information. Ensure that the agency understands Ensure that the agency understands the job to be filled and the sort of person you want to fill it.the job to be filled and the sort of person you want to fill it.
Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)• Executive Recruiters (Headhunters)Executive Recruiters (Headhunters)
Contingent-based recruitersContingent-based recruiters Retained executive searchersRetained executive searchers Internet technology and specialization trendsInternet technology and specialization trends
• Guidelines for Choosing a RecruiterGuidelines for Choosing a Recruiter1.1. Make sure the firm is capable of conducting a Make sure the firm is capable of conducting a
thorough search.thorough search.
2.2. Meet individual who will handle your assignment.Meet individual who will handle your assignment.
3.3. Ask how much the search firm charges.Ask how much the search firm charges.
4.4. Never rely solely on the recruiter to do reference Never rely solely on the recruiter to do reference checking.checking.
Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)• Employee ReferralsEmployee Referrals
Referring employees become stakeholders.Referring employees become stakeholders. Referral is a cost-effective recruitment program.Referral is a cost-effective recruitment program. Referral can speed up diversifying the workforce.Referral can speed up diversifying the workforce. Relying on referrals may be discriminatory.Relying on referrals may be discriminatory.
• Walk-insWalk-ins Seek employment through a personal direct Seek employment through a personal direct
approach to the employer.approach to the employer. Courteous treatment of any applicant is a good Courteous treatment of any applicant is a good
Improved Productivity Through HRIS:Improved Productivity Through HRIS:An Integrated Technology Approach to RecruitingAn Integrated Technology Approach to Recruiting