德斯勒HRM原版英文课件.ppt

1、Copyright 2011 Pearson Education,Inc.publishing as Prentice HallPowerPoint Presentation by Charlie CookThe University of West AlabamaChapter 5Personnel Planning and RecruitingPart Two|Recruitment and PlacementCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall52WHERE WE ARE NOWCopyright

2、 2011 Pearson Education,Inc.publishing as Prentice Hall53Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall54Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall55FIGURE 51Steps in Recruitment and Selection ProcessThe recruitment and selection process is a series of hurdles

3、 aimed at selecting the best candidate for the job.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall56FIGURE 52Linking Employers Strategy to PlansCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall57Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall58Trend a

4、nalysisRatio 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,given your projected volum

5、e.Hospital Size(Number of Beds)Number of Registered Nurses 200240300260400470500500600620700660800820900860Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall510Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall511Copyright 2011 Pearson Education,Inc.publishing as Prentice

6、 Hall512Manual systems and replacement chartsComputerized skills inventoriesQualification InventoriesCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall513FIGURE 54Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice PresidentsCopyright 2011 Pearson

7、 Education,Inc.publishing as Prentice Hall514Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall515Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall516Effectiveness of chosen recruiting methodsEffects of nonrecruitment issues and policiesRecruiting ChallengesLegal require

8、ments associated with employment lawsCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall517Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall518Facilitates strategic prioritiesReduces duplication of HR activitiesEnsures compliance with EEO lawsAdvantages of Centralizing Re

9、cruiting EffortsFosters effective use of online recruitingCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall519What to measureHow to measureEvaluating Recruiting EffectivenessCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall520FIGURE 56Recruiting Yield Pyramid16%75%67%50

10、%Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall521AdvantagesDisadvantagesCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall522Posting open job positionsRehiring former employeesHiring-from-Within TasksSuccession planning(HRIS)Copyright 2011 Pearson Education,Inc.publi

11、shing as Prentice Hall52312345AdvertisingRecruiting via the Internet Employment AgenciesTemp Agencies and Alternative StaffingOffshoring/Outsourcing6789On Demand Recruiting Services(ODRS)Executive RecruitersCollege RecruitingReferrals and Walk-insLocating Outside CandidatesCopyright 2011 Pearson Edu

12、cation,Inc.publishing as Prentice Hall524FIGURE 57Some Top Online Recruiting Job BoardsCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall525Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall526FIGURE 58Ineffective and Effective Web AdsCopyright 2011 Pearson Education,Inc.

13、publishing as Prentice Hall527Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall528FIGURE 59Help Wanted Ad that Draws AttentionCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall529Public agenciesPrivate agenciesTypes of Employment AgenciesNonprofit agenciesCopyright 2011

14、Pearson Education,Inc.publishing as Prentice Hall530Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall531Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall532Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall533Copyright 2011 Pearson Education,Inc.publishing

15、 as Prentice Hall534Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall535Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall536FIGURE 510Ten Things Managers Should Avoid When Supervising Temporary Employees1.Train your contingent workers.Ask their staffing agency to handle

16、 training.2.Negotiate the pay rate of your contingent workers.The agency should set pay.3.Coach or counsel a contingent worker on his/her job performance.Instead,call the persons agency and request that it do so.4.Negotiate a contingent workers vacations or personal time off.Direct the worker to his

17、 or her agency.5.Routinely include contingent workers in your companys employee functions.6.Allow contingent workers to utilize facilities intended for employees.7.Let managers issue company business cards,nameplates,or employee badges to contingent workers without HR and legal approval.8.Let manage

18、rs discuss harassment or discrimination issues with contingent workers.9.Discuss job opportunities and the contingent workers suitability for them directly.Instead,refer the worker to publicly available job postings.10.Terminate a contingent worker directly.Contact the agency to do so.Do Not:Copyrig

19、ht 2011 Pearson Education,Inc.publishing as Prentice Hall537Political and military instabilityCultural misunderstandingsCustomers securing and privacy concernsForeign contracts,liability,and legal concernsSpecial training of foreign employeesCosts of foreign workersResentment and anxiety of U.S.empl

20、oyees/unionsOutsourcing/Offshoring IssuesCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall538Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall539Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall540Employee referralsWalk-insTelecommutersOther Sources of Ou

21、tside Applicants Military personnelCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall541Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall542FIGURE 511 Relative Recruiting Source Effectiveness Based on New HiresCopyright 2011 Pearson Education,Inc.publishing as Prentice H

22、all543TABLE 51Recruitment Research Findings:Practical Applications for ManagersRecruitment Research Finding Practical Applications for Managers The recruitment source affects the characteristics of applicants you attract.Use sources such as referrals from current employees that yield applicants more

23、 likely to be better performers.Recruitment materials have a more positive impact if they contain more specific information.Provide applicants with information on aspects of the job that are important to them,such as salary,location,and diversity.Organizational image influences applicants initial re

24、actions.Ensure all communications regarding an organization provide a positive message regarding the attractiveness of the organization as a place to work.Applicants with a greater number of job opportunities are more attentive to early recruitment activities.Ensure initial recruitment activities(e.

25、g.,Web site,brochure,on-campus recruiting)are attractive to candidates.Realistic job previews that highlight both the advantages and the disadvantages of the job reduce subsequent turnover.Provide applicants with a realistic picture of the job and organization,not just the positives.Applicants will

26、infer(perhaps erroneous)information about the job and company if the information is not clearly provided by the company.Provide clear,specific,and complete information in recruitment materials so that applicants do not make erroneous inferences about the job or the employer.Recruiter warmth has a la

27、rge and positive effect on applicants decisions to accept a job.Choose individuals who have contact with applicants for their interpersonal skills.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall544Requisition management systemRecruiting solutionScreening servicesElements of an HRISH

28、iring managementCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall545Single parentsOlder workersWelfare-to-workMinorities and womenThe disabledCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall546Applicants education and experienceApplicants prior progress and growthAppli

29、cants employment stabilityUses of Application Form InformationApplicants likelihood of successCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall547FIGURE 512 FBI Employment ApplicationCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall548Educational achievementsArrest reco

30、rdNotification in case of emergencyMembership in organizationsPhysical handicapsMarital statusHousing arrangementsAreas of Personal InformationCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall549Conditional Job OfferIs Applicant Qualified?Make conditional job offer contingent on meeti

31、ng all“second stage”conditionsReview application information,personal interview,testing,and do background checkYesCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall550FIGURE 513Sample Acceptable Questions Once Conditional Offer Is Made1.Do you have any responsibilities that conflict wi

32、th the job vacancy?2.How long have you lived at your present address?3.Do you have any relatives working for this company?4.Do you have any physical defects that would prevent you from performing certain jobs where,to your knowledge,vacancies exist?5.Do you have adequate means of transportation to g

33、et to work?6.Have you had any major illness(treated or untreated)in the past 10 years?7.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.)8.What is your educational backgroun

34、d?(The information required here would depend on the job-related requirements of the position.)Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall551K E Y T E R M Semployment(or personnel)planningtrend analysisratio analysisscatter plotqualifications(or skills)inventoriespersonnel repla

35、cement chartsposition replacement cardemployee recruitingrecruiting yield pyramidjob postingsuccession planningapplicant tracking systemsalternative staffingon-demand recruiting services(ODRS)college recruitingapplication formCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall552All rights reserved.No part of this publication may be reproduced,stored in a retrieval system,or transmitted,in any form or by any means,electronic,mechanical,photocopying,recording,or otherwise,without the prior written permission of the publisher.Printed in the United States of America.