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1、Copyright 2011 Pearson Education, Inc. publishing as Prentice HallPowerPoint Presentation by Charlie Cook The University of West AlabamaChapter 5 Personnel Planning and RecruitingPart Two | Recruitment and PlacementCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall52WHERE WE ARE NOWC
2、opyright 2011 Pearson Education, Inc. publishing as Prentice Hall531.1. List the steps in the recruitment and selection List the steps in the recruitment and selection process.process.2.2. Explain the main techniques used in employment Explain the main techniques used in employment planning and fore
3、casting.planning and forecasting.3.3. Explain and give examples for the need for effective Explain and give examples for the need for effective recruiting.recruiting.4.4. Name and describe the main internal sources of Name and describe the main internal sources of candidates.candidates.5.5. List and
4、 discuss the main outside sources of List and discuss the main outside sources of candidates.candidates.6.6. Develop a help wanted ad.Develop a help wanted ad.7.7. Explain how to recruit a more diverse workforce.Explain how to recruit a more diverse workforce.LEARNING OUTCOMESLEARNING OUTCOMESCopyri
5、ght 2011 Pearson Education, Inc. publishing as Prentice Hall54The Recruitment and Selection ProcessThe Recruitment and Selection Process1.1. Decide what positions to fill through Decide what positions to fill through personnel personnel planning and forecastingplanning and forecasting. .2.2. Build a
6、 candidate pool by Build a candidate pool by recruitingrecruiting internal or external internal or external candidates.candidates.3.3. Have candidates complete Have candidates complete application formsapplication forms and and undergo initial screening interviews.undergo initial screening interview
7、s.4.4. Use Use selection toolsselection tools to identify viable candidates. to identify viable candidates.5.5. Decide who to make an offer to, by having the Decide who to make an offer to, by having the supervisor and others supervisor and others interviewinterview the candidates. the candidates.Co
8、pyright 2011 Pearson Education, Inc. publishing as Prentice Hall55FIGURE 51Steps in Recruitment and Selection ProcessThe recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall56FIGU
9、RE 52Linking Employers Strategy to PlansCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall57Planning and ForecastingPlanning and Forecasting Employment or Personnel PlanningEmployment or Personnel PlanningThe process of deciding what positions The process of deciding what positions t
10、he firm will have to fill, and how to fill them.the firm will have to fill, and how to fill them. Succession PlanningSuccession PlanningThe process of deciding how to fill the The process of deciding how to fill the companys most important executive panys most important executive jobs. What to Forec
11、ast?What to Forecast?Overall personnel needsOverall personnel needsThe supply of inside candidatesThe supply of inside candidatesThe supply of outside candidatesThe supply of outside candidatesCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall58Forecasting Personnel NeedsForecasting
12、Personnel NeedsTrend analysisRatio analysisForecasting ToolsScatter plottingCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall59FIGURE 53Determining the Relationship Between Hospital Size and Number of NursesNote: After fitting the line, you can project how many employees are needed,
13、 given your projected volume.Hospital Size (Number of Beds)Number of Registered Nurses 200240300260400470500500600620700660800820900860Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall510Drawbacks to Traditional Forecasting Drawbacks to Traditional Forecasting TechniquesTechniques T
14、hey focus on projections and historical relationships.They focus on projections and historical relationships. They do not consider the impact of strategic initiatives on They do not consider the impact of strategic initiatives on future staffing levels.future staffing levels. They support compensati
15、on plans that reward managers They support compensation plans that reward managers for managing ever-larger staffs.for managing ever-larger staffs. They “bake in” the idea that staff increases are They “bake in” the idea that staff increases are inevitable.inevitable. They validate and institutional
16、ize present planning They validate and institutionalize present planning processes and the usual ways of doing things.processes and the usual ways of doing things.Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall511Using Computers to Forecast Personnel Using Computers to Forecast Personnel RequirementsRequirements Computerized ForecastsComputerized ForecastsSoftwar
