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Need to Know
1. How to plan for HR needed to carry out organization’s
strategy.
2. Labor demand for workers in various job categories.
3. Advantages and disadvantages of ways to eliminate a labor
surplus and avoid a labor shortage.
4. Recruitment policies organizations use to make job vacancies
more attractive.
5. Sources of job applicants.
6. Recruiter’s role in recruitment process- limits and
opportunities.
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Process of HR
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Figure 5.1: Overview of HR Planning
Process
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Forecasting
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Forecasting Labor Demand
Trend Analysis Leading Indicators
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Determine Labor Supply
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Table 5.1: Transitional Matrix –
Auto Parts Manufacturer Example
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Determine Labor Surplus or Shortage
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Goal Setting and Strategic Planning
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As the average age of many workers in skilled trades grows, the coming
demand for workers in many trades is expected to outstrip supply in the
United States. There is a potential for employers in some areas to
experience a labor shortage because of this.
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Options for Avoiding a Shortage
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Table 5.2: HR Strategies for Addressing
a Labor Shortage or Surplus
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Test Your Knowledge
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Implement and Evaluate HR Plan
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Apply HR Planning to Affirmative
Action
• Workforce Utilization • Organization must assess
Review: comparison of current utilization
employees in protected patterns, then forecast
groups with proportion how they are likely to
that each group
represents in relevant change in near future.
labor market. • If analyses forecast
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Figure 5.2: Three Aspects of Recruiting
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Personnel
Policies
Several personnel
policies are
especially
relevant to
recruitment:
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Image advertising, such
as in this campaign to
recruit nurses, promotes
a whole profession or
organization as
opposed to a specific
job opening.
This ad is designed to
create a positive
impression of the
profession, which is now
facing a shortage of
workers.
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Recruitment Sources: Internal Sources
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Advantages of Internal Sources
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4 in 10 Positions Are Filled with Insiders
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Recruitment Sources: External Sources
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Figure 5.3: External Recruiting Sources –
Percentage of Employees Hired
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Evaluating the Quality of a Source
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Table 5.3: Results of a Hypothetical
Recruiting Effort
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Recruiter Traits and Behaviors
Characteristics of Recruiter
Behavior of Recruiter
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Recruiter Characteristics and Behavior
True = A False = B
• Applicants respond more positively when the recruiter
is an HR specialist than line managers or incumbents.
• Applicants respond positively to recruiters whom are
warm and informative
• Personnel policies are more important than the
recruiter when deciding whether or not to take a job.
• Realistic job previews should highlight the positive
characteristics of the job rather than the negative.
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Figure 5.4: Recruits Who Were
Offended by Recruiters
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Enhance Recruiter’s Impact
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Summary
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Summary
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Summary
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