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1、 2005 Prentice Hall Inc.All rights reserved.PowerPoint Presentation by Charlie CookThe University of West Alabamat e n t h e d i t i o nGary DesslerPart Part 2 2 Recruitment and Placement Recruitment and PlacementChapterChapter 5 5Personnel Planning and RecruitingRecruitment and Selection Process1.D
2、ecide what positions you have to fill through personnel planning and forecasting擬定聘僱規劃與預測，以決定需填補的職位2.Build a pool of candidates for these jobs by recruiting internal or external candidates招募內部與外部的候選人，構成一組候選人3.Have candidates complete application forms and undergo initial screening interview要求應徵者填寫應徵
3、表格，及進行初步的篩選面談4.Use selection techniques like tests, background investigation, and physical exams to identify suitable candidates使用各種篩選工具，以找出適任者，如測驗，背景調查及體檢等5.Decide who to make an offer to, by having the supervisor and others on the team interview the candidates傳送一個或以上的適任者資料給負責該職務的主管，安排候選人與主管和其他相關部門
4、進行甄選面談，以期最後能決定出最佳的適任人選2Steps in Recruitment and Selection Process募與甄選程序的步驟The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.3Planning and ForecastingEmployment or personnel planningProcess of deciding what positions the company has to fill
5、, and how to fill themSuccession planningProcess of deciding how to fill the companys most important executive jobsWhat to forecast?Overall personnel needsSupply of internal candidatesSupply of external candidates4Linking Employers Strategy to Plans5Forecasting Personnel Needs1. 趨勢分析趨勢分析(trend analy
6、sis):The study of a companys past employment needs over a period of years to predict future needs.研究公司過去5年來的聘用水準，進而預測未來的需求。2. 比率分析比率分析(ratio analysis):依據兩種比率來預測：Forecasting technique to determine future staff needs by using ratios between a causal factor and the number of employees needed (a)某些因果因素，
7、如業務量 (b)所需員工人數，如銷售員數目Assumes that the relationship between the causal factor and staffing needs is constant 6Forecasting Personnel Needs3. 散佈圖散佈圖(scatter plot):判定業務活動與人員水準之間是否相關A graph used to help identify the relationship between two variables.7Forecasting Personnel Needs4.使用電腦預測人事需求使用電腦預測人事需求Comp
8、uterized forecasts：direct labor hours required to produce one unit of product and three sales projections- minimum, maximum, and probable- for the specific product line. 生產一單位所需之直接人工小時(生產力的量測)，及三種業務量(最少、最多與最可能)的預測的產量。5.管理者判斷法管理者判斷法 managerial judgment：such as projected turnover or a desire to enter
9、new markets針對流動率的預測、進入新市場的決策等8Forecasting Supply of Internal CandidatesQualifications inventories人力庫存人力庫存/清單清單Manual or computerized records listing employees education, career and development interests, languages, special skills etc. to be used in selecting internal candidates for promotion每位員工的績效記
10、錄、教育背景及晉升的可能性。人工系統人工系統(manual system):數種人工系統用來追蹤員工的資格條件包括教育程度、訓練課程、生涯發展意願、語言與技能。人事置換圖人事置換圖(personnel replacement charts):Company records showing present performance and promotability of internal candidates for the most important positions 這些圖指出，重要職位的每一位潛在適任者目前的績效與晉升的可能性。職位置換圖卡職位置換圖卡(position replace
11、ment card): - A card prepared for each position in a company to show possible replacement candidates and their qualifications為每一職位製作一張卡片，註明可能的置換情形，目前的績效、晉升潛力及所需的訓練。9Management Replacement Chart Showing Development Needs of Future Divisional Vice PresidentFigure 54 10Computerized Information Systems電
12、腦化的資訊系統：電腦化的資訊系統： 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工作經驗代碼Product or service knowledge產品知識Industry experience產業經驗Formal education正式學歷Traini
13、ng courses訓練課程Foreign language skills外語能力11Forecasting Supply of External CandidatesFactors impacting the supply of external candidatesGeneral economic conditionsExpected unemployment rateSources of informationForecasts by business leading newspapers & business journal publicationsData on GDP, trade
14、, employment, wages, and otheres also published by government agencies 12Effective RecruitingExternal factors affecting recruiting:Looming undersupply of workersLessening of the trend in outsourcing of jobsIncreasingly fewer “qualified” candidatesInternal factors affecting recruiting:Consistency of
15、companys recruitment efforts with its strategic goalsAvailable resources, types of jobs to be recruited and choice of recruiting methodsNon-recruitment HR issues and policiesLine and staff coordination and cooperation13Measuring Recruiting EffectivenessWhat to measure and how to measureHow many qual
16、ified applicants were attracted from each recruitment source?Assessing both the quantity and the quality of the applicants produced by a source.High performance recruitingApplying best-practices management techniques to recruiting.Using a benchmarks-oriented approach to analyzing and measuring the e
17、ffectiveness of recruiting efforts such as employee referrals.14Recruiting Yield PyramidRecruiting yield pyramidThe historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted.15Internal Sources
18、of CandidatesAdvantagesKnow the candidates strengths and weaknesses More accurate view of candidates skillsCandidates more committed to companyIncrease employee moraleLess orientation needed DisadvantagesFailed applicants become discontented 導致未申請者不滿足Time wasted interviewing internal candidates who
19、will not be considered 浪費時間Inbreeding同系繁殖16Finding Internal Candidates1. Job postingPublicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes.2. Rehiring former employeesAdvantages:They are known quantities.They know the firm and its culture.D
20、isadvantages:They may have less-than positive attitudes.Rehiring may sent the wrong message to current employees about how to get ahead.17Finding Internal Candidates (cont)3. Succession planning接班人計畫接班人計畫The process of ensuring a suitable supply of successors for current and future senior or key job
21、s.Succession planning steps: Identifying and analyzing key jobs.Creating and assessing candidates.Selecting those who will fill the key positions.18External Sources of Candidates1. AdvertisingThe Media: selection of the best medium depends on the positions for which the firm is recruiting.Newspapers
22、 (local and specific labor markets)Trade and professional journalsInternet job sitesMarketing programsConstructing an effective adWording related to job interest factors should evoke the applicants attention, interest, desire, and action (AIDA) and create a positive impression of the firm.19External
23、 Sources of Candidates (cont)2. employment agencies:governmentnonprofit AgenciesCommercial Agencies20External Sources of Candidates (cont)Reasons for using private employment agency:When a company does not have an HR department and is not geared to doing recruiting and screeningCompany has found it
24、difficult in the past to generate a pool of qualified applicantsCompany must fill the position quicklyCompany wants to cut down on the time spent on recruiting21External Sources of Candidates (cont)Avoiding problems with employment agenciesGive the agency an accurate and complete job description.Mak
25、e 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 manager
26、s or HR people to find out which agencies have been the most effective at filling similar positions22 External Sources of Candidates (cont)Benefits of TempsPaid only when workingMore productiveNo recruitment, screening, and payroll administration costs Costs of TempsFees paid to temp agenciesLack of
27、 commitment to company 3. Temp Agencies and Alternative Staffing23External Sources of Candidates (cont)4. Executive recruiters (headhunters)Special employment agencies retained by employers to recruit top-management talent Contingent-based recruiters collect a fee for their services when a successfu
28、l hire is completedRetained executive searchers are paid regardless of the outcome of the recruitment processInternet technology and specialization trends are changing how candidates are attracted and how searches are conducted24Guidelines for Choosing a RecruiterMake sure the firm is capable of con
29、ducting a thorough search.Meet the individual who will actually handle your assignment.Ask how much the search firm charges.25External Sources of Candidates (cont)5. Campus recruitingRecruiting goalsTo determine if the candidate is worthy of further considerationTo attract good candidatesOn-site vis
30、itsInvitation lettersAssigned hostsInformation packagePlanned interviewsTimely employment offerFollow-upInternshipsEmployee Referrals Applicants who are referred to the organization by current employeesReferring employees become stakeholders.Referral is a cost-effective recruitment program.Referral
31、can speed up diversifying the workforce26External Sources of Candidates (cont)6. Walk-ins自我推薦Direct applicants who seek employment with or without encouragement from other sources.Courteous treatment of any applicant is a good business practice.27External Sources of Candidates (cont)7. Recruiting vi
32、a the InternetMore companies and applicants are using Internet in job search Advantages of Internet recruitingCost-effective way to publicize job openingsMore applicants attracted over a longer periodImmediate applicant responsesOnline prescreening of applicantsLinks to other job search sitesAutomat
33、ion of applicant tracking and evaluation28Developing and Using Application FormsApplication formThe form that provides information on education, prior work record, and skills.Use of information from applicationsJudgments about the applicants educational and experience qualifications 學經歷條件Conclusions
34、 about the applicants previous progress and growth 先前的進步與成長Indications of the applicants employment stability 雇用的穩定性Predictions about which candidate is likely to succeed on the job預測哪類的申請人可能會成功29RECRUITMENT IN CHINABEFORE REFORM-Recruit according to government planAFTER REFORM - RECRUITMENT-open to
35、 society (market forces)-based on qualifications- Recruitment fairs in major cities organized by agencies 30RECRUITMENT IN CHINA (CONT)Recruiting managers for China operations-From overseas Chinese communities-Chinese students studying abroad-Existing expatriate 移居國外者 population-Chinese management r
36、anks-Chinese graduates31RECRUITMENT IN HONG KONGTalents Scheme-Working visa for skilled personsAdmission of Mainland Professional Scheme-Attract talents from mainlandAnti-discrimination Laws-Sex, disability, family status-Enforced by Equal Opportunities Commission32RECRUITMENT IN MALAYSIABumiputra p
37、olicy (proportionate racial mix 種族混和比例)Recruitment methods - newspaper ad. Need more foreign skilled workersPreference given to project related to Multimedia Super Corridor IT industry33RECRUITMENT IN PHILIPPINESAbout 2 million Overseas Filipino WorkersRecruitment supported by Philippine Overseas Em
38、ployment Administration (POEA) and labor attache in embassies.34RECRUITMENT IN SINGAPORECommon method: newspapers adSenior positions: executive search firmsWorkforce Development Agency-Help retrenched workers to find jobsAttracting international talents35RECRUITMENT IN SOUTH KOREACommon methods-Larg
39、e companies: mass media-Small firms: word of mouthLabor Standard Act-Anti-discrimination: gender, nationality, religion, social statusRestrictions on entry of skilled foreign workers have been abolished36RECRUITMENT IN THAILANDMethods-Newspaper ad not effective-Unskilled: through friends-Common: cam
40、pus recruitmentDemand for foreign-trained graduatesGovernment encourages overseas employment- Popular destinations (Middle East, Hong Kong, Singapore, Taiwan, Israel)37RECRUITMENT IN VIETNAMDifficult to recruit expatriate staff considered as hardship posting- extra incentives needed Local staff lack qualification and experienceLocal staff need government security clearance to work for foreign companies 38
