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1、Personnel Planning and Recruiting,After studying this chapter, you should be able to:,Explain the main techniques used in employment planning and forecasting. List and discuss the main outside sources of candidates. Effectively recruit job candidates. Name and describe the main internal sources of c
2、andidates. Develop a help wanted ad. Explain how to recruit a more diverse workforce., 2005 Prentice Hall Inc. All rights reserved.,52,The Recruitment and Selection Process,Decide what positions youll have to fill through personnel planning and forecasting. Build a pool of candidates for these jobs
3、by recruiting internal or external candidates. Have candidates complete application forms and perhaps undergo an initial screening interview. Use selection techniques like tests, background investigations, and physical exams to identify viable candidates. Decide who to make an offer to, by having th
4、e supervisor and perhaps others on the team interview the candidates.,3, 2005 Prentice Hall Inc. All rights reserved.,Steps in Recruitment and Selection Process,Figure 51,The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.,4, 2005 Prentice
5、Hall Inc. All rights reserved.,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 companys most important executive jobs. What to forecast? Over
6、all personnel needs The supply of inside candidates The supply of outside candidates,5, 2005 Prentice Hall Inc. All rights reserved.,Linking Employers Strategy to Plans,Figure 52,6, 2005 Prentice Hall Inc. All rights reserved.,Forecasting Personnel Needs,Trend analysis The study of a firms past empl
7、oyment 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,7,
8、 2005 Prentice Hall Inc. All rights reserved.,The Scatter Plot,Scatter plot A graphical method used to help identify the relationship between two variables.,Size of Hospital Number of (Number of Beds) Registered Nurses 200 240 300 260 400 470 500 500 600 620 700 660 800 820 900 860,8, 2005 Prentice
9、Hall Inc. All rights reserved.,Determining the Relationship Between Hospital Size and Number of Nurses,Figure 53,9, 2005 Prentice Hall Inc. All rights reserved.,Drawbacks to Scatter Plots,They focus on projections and historical relationships, and assume that the firms existing structure and activit
10、ies will continue into the future. They generally do not consider the impact the companys strategic initiatives may have on future staffing levels. They tend to support compensation plans that reward managers for managing ever-larger staffs, and will not uncover managers who expand their staffs irre
11、spective of strategic needs. They tend to “bake in” the nonproductive idea that increases in staffs are inevitable. They tend to validate and institutionalize existing planning processes and ways of doing things, even in the face of rapid change.,10, 2005 Prentice Hall Inc. All rights reserved.,Usin
12、g 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 dema
13、nds, 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.,11, 2005 Prentice Hall Inc. All rights reserved.,Forecasti
14、ng 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.,12, 2005 Prentice Hall Inc. All rights reserved.,
15、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
16、 their qualifications.,13, 2005 Prentice Hall Inc. All rights reserved.,Management Replacement Chart Showing Development Needs of Future Divisional Vice President,Figure 54,14, 2005 Prentice Hall Inc. All rights reserved.,Computerized Information Systems,Human Resource Information System (HRIS) Computerized inventory of information that can be accessed to determine employees background, experience, and skills that may include: Work experience codes Product or service knowledge Industry experienc
