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1、1,Personnel Planning and Recruiting,2,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 by recruiting internal or external candidates. Have candidates complete application forms and per
2、haps 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 the supervisor and perhaps others on the team interview the candidates.,3,Steps in Recruitment and
3、Selection Process,Figure 51,The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.,4,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
4、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 candidates,5,Linking Employers Strategy to Plans,Figure 52,6,Forecasting Personnel Needs,Trend analysis The study o
5、f 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 n
6、eeds is constant,7,The Scatter Plot,Scatter plot A graphical method used to help identify the relationship between two variables.,8,Determining the Relationship Between Hospital Size and Number of Nurses,Figure 53,9,Drawbacks to Scatter Plots,They focus on projections and historical relationships, a
7、nd assume that the firms existing structure and activities 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
8、 will not uncover managers who expand their staffs irrespective 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
9、.,10,Using 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 pro
10、duct 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.,11,Forecasting the Supply of Inside Candidates,Qu
11、alifications 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,Manual Systems and Replacement Charts,Personnel replacement charts Company records
12、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.,13,Management Replacement Chart Showing Development Needs of
13、 Future Divisional Vice President,Figure 54,14,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 kno
14、wledge Industry experience Formal education,15,Forecasting the Supply of Outside Candidates,Factors impacting the supply of outside candidates General economic conditions Expected unemployment rate Sources of information Periodic forecasts in business publications Online economic projections U.S. Co
15、ngressional Budget Office (CBO) Bureau of Labor Statistics U.S. Department of Labor: O*Net Other federal agencies,16,Effective Recruiting,External factors affecting recruiting: Looming undersupply of workers Fewer “qualified” candidates Internal factors affecting recruiting: The consistency of the f
16、irms recruitment efforts with its strategic goals The available resources, and choice of recruiting methods Nonrecruitment HR issues and policies Line and staff coordination and cooperation,17,Effective 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 A
