HRM gaining a competitive advantage chapter 005 3rd ed

Part II Acquisition and Preparation of Human Resources Standard Slide Sample Chapter Human Resource Planning and Recruitment Chapter Selection and Placement Chapter Training Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Human Resource Planning Chapter and Recruitment Objectives Irwin/McGraw-Hill • Discuss how to align a company’s strategic direction with its human resource planning • Determine the labor demand of workers in various job categories • Discuss the advantages and disadvantages of various ways of eliminating a labor surplus and avoiding a labor shortage • Describe the various recruitment policies organizations adopt to make the job vacancies more attractive, • List the various sources from which job applicants can be drawn, their relative advantages and disadvantages, and methods for evaluating them • Explain the recruiter’s role in the recruitment process, the limits the recruiter faces, and the opportunities available © The McGraw-Hill Companies, Inc., 2000 Stages in Human Resource Planning 5-2    Irwin/McGraw-Hill Forecasting Forecasting LaborDemand Demand  Labor LaborSupply Supply  Labor GoalSetting Settingand and Strategic Strategic Planning Planning Goal ProgramImplementation Implementationand and Evaluation Evaluation Program © The McGraw-Hill Companies, Inc., 2000 Forecasting Stage of Human Resource Planning 5-3    DeterminingLabor LaborDemand Demand Determining derived from fromproduct product//service service demand demand  derived external in innature nature  external DeterminingLabor LaborSupply Supply Determining internal movements movementscaused caused by bytransfers, transfers,  internal promotions,turnover, turnover,retirements,etc retirements,etc promotions, transitionalmatrices matricesidentify identifyemployee employee movements movements  transitional overtime time over usefulfor forAA AA// EEO EEOpurposes purposes  useful DeterminingLabor LaborSurplus Surplusor orShortage Shortage Determining Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Strategies for Reducing an Expected Labor Surplus 5-4 Speed Extent of Human Suffering Downsizing Fast High Pay reductions Fast High Demotions Fast High Strategy Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Strategies for Reducing an Expected labor Surplus 5-5 Speed Extent of Human Suffering Downsizing Fast High Pay reductions Fast High Demotions Fast High Transfers Fast Moderate Worksharing Fast Moderate Strategy Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Strategies for Reducing an Expected Labor Surplus 5-6 Speed Extent of Human Suffering Downsizing Fast High Pay reductions Fast High Demotions Fast High Transfers Fast Moderate Worksharing Fast Moderate Retirement Slow Low Natural attrition Slow Low Retraining Slow Low Strategy Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Strategies for Avoiding an Expected Labor Shortage 5-7 Strategy Speed Reversibility Overtime Fast High Temporary employees Fast High Outsourcing Fast High Retrained transfers Slow High Turnover reductions Slow Moderate New external hires Slow Low Technological innovations Slow Low Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Reasons for Downsizing 5-8     Need to to reduce reduce labor labor costs costs Need Reducedneed need for forlabor labor due due to to technology technology Reduced Reducedneed need for forprofessional professionalstaff staff due dueto to Reduced mergers mergers Changesin infacility facilitylocations locations Changes Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Reasons for Downsizing NOT Living Up to Expectations 5-9    Irwin/McGraw-Hill Long-termnegative negativeeffect effectwhen whenimproperly improperly Long-term managed managed Lossof ofvalued valued human human assets assets Loss Survivorsbecome becomenarrow-minded narrow-minded and and Survivors risk-adverse risk-adverse © The McGraw-Hill Companies, Inc., 2000 5-10 Advantages of Employing Temporary Workers Increases organizational organizational flexibility flexibility Increases Acts as as aa source source of of permanent permanent  Acts hires hires Reduces training training and and orientation orientation  Reduces costs costs Brings objective objective (outside) (outside)  Brings perspective to to firm firm perspective  Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Disadvantages of Employing Temporary Workers 5-11 Tension between between “temps” “temps” and and  Tension full-timers full-timers Outsourcing can can have have long-term long-term  Outsourcing negative consequences consequences negative Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Recruitment Activities 5-12 Are designed to affect :    Irwin/McGraw-Hill Numberof ofapplicants applicants Number Typeof ofapplicant applicant Type Thoselikely likelyto toaccept acceptposition positionifif Those offered offered © The McGraw-Hill Companies, Inc., 2000 The Human Resource Recruitment Process 5-13  Decisions are made in areas :    Irwin/McGraw-Hill PersonnelPolicies Policies Personnel RecruitmentSources Sources Recruitment RecruiterCharacteristics Characteristics Recruiter © The McGraw-Hill Companies, Inc., 2000 Overview of the Individual Job ChoiceOrganizational Recruitment Process 5-14 JOB CHOICE Vacancy Vacancy Characteristics Characteristics Personnel Policies Irwin/McGraw-Hill Applicant Applicant Characteristics Characteristics Recruiter Characteristics Recruitment Sources © The McGraw-Hill Companies, Inc., 2000 Personnel Policies 5-15  can affect the nature of Job Vacancy characteristics Specific features include :     Irwin/McGraw-Hill Internalvs vs External Externalrecruiting recruiting Internal opportunity for foradvancement advancement  opportunity MarketLeader LeaderPay Paystrategy strategy Market Employment-at-Will policy policy Employment-at-Will ImageAdvertising Advertising Image © The McGraw-Hill Companies, Inc., 2000 Recruitment Sources 5-16 Internalsources sources  Internal faster,cheaper, cheaper,more morecertainty certainty  faster, Externalsources sources  External newideas ideas&&approaches approaches  new Directapplicants applicants&&referrals referrals  Direct self-selection,low lowcost cost  self-selection, Newspaperadvertising advertising  Newspaper Publicemployment employmentagencies agencies  Public blue-collarjobs jobs  blue-collar Privateemployment employmentagencies agencies  Private white-collarjobs jobs  white-collar Colleges&&Universities Universities  Colleges Electronicrecruiting recruiting the theInternet Internet  Electronic Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Recruiter Characteristics 5-17    FunctionalArea Area Functional HRspecialist specialistv v.operating operatingarea area  HR Traits Traits warmth,informative informative  warmth, Realism Realism realisticjob jobpreview preview  realistic Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 5-18 Steps to Enhance Recruiter Impact    Irwin/McGraw-Hill Provide timely timely feedback feedback Provide Avoid rude rudebehavior behavior Avoid Recruitin inteams teams Recruit © The McGraw-Hill Companies, Inc., 2000 [...]... McGraw-Hill Companies, Inc., 2000 Overview of the Individual Job ChoiceOrganizational Recruitment Process 5-14 JOB CHOICE Vacancy Vacancy Characteristics Characteristics Personnel Policies Irwin/McGraw-Hill Applicant Applicant Characteristics Characteristics Recruiter Characteristics Recruitment Sources © The McGraw-Hill Companies, Inc., 2000 Personnel Policies 5-15  can affect the nature of Job Vacancy...5-10 Advantages of Employing Temporary Workers Increases organizational organizational flexibility flexibility Increases Acts as as aa source source of of permanent permanent  Acts hires hires Reduces training training and and orientation orientation  Reduces costs costs Brings objective objective (outside) (outside)  Brings perspective to to firm firm perspective  Irwin/McGraw-Hill © The McGraw-Hill... Internalsources sources  Internal faster,cheaper, cheaper,more morecertainty certainty  faster, Externalsources sources  External newideas ideas&&approaches approaches  new Directapplicants applicants&&referrals referrals  Direct self-selection,low lowcost cost  self-selection, Newspaperadvertising advertising  Newspaper Publicemployment employmentagencies agencies  Public blue-collarjobs... nature of Job Vacancy characteristics Specific features include :     Irwin/McGraw-Hill Internalvs vs External Externalrecruiting recruiting Internal opportunity for foradvancement advancement  opportunity MarketLeader LeaderPay Paystrategy strategy Market Employment-at-Will policy policy Employment-at-Will ImageAdvertising Advertising Image © The McGraw-Hill Companies, Inc., 2000 Recruitment... area  HR Traits Traits warmth,informative informative  warmth, Realism Realism realisticjob jobpreview preview  realistic Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 5-18 Steps to Enhance Recruiter Impact    Irwin/McGraw-Hill Provide timely timely feedback feedback Provide Avoid rude rudebehavior behavior Avoid Recruitin inteams teams Recruit © The McGraw-Hill Companies, Inc.,... blue-collar Privateemployment employmentagencies agencies  Private white-collarjobs jobs  white-collar Colleges&&Universities Universities  Colleges Electronicrecruiting recruiting the theInternet Internet  Electronic Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Recruiter Characteristics 5-17    FunctionalArea Area Functional HRspecialist specialistv v.operating operatingarea area... Numberof ofapplicants applicants Number Typeof ofapplicant applicant Type Thoselikely likelyto toaccept acceptposition positionifif Those offered offered © The McGraw-Hill Companies, Inc., 2000 The Human Resource Recruitment Process 5-13  Decisions are made in 3 areas :    Irwin/McGraw-Hill PersonnelPolicies Policies Personnel RecruitmentSources Sources Recruitment RecruiterCharacteristics Characteristics... McGraw-Hill Companies, Inc., 2000 Disadvantages of Employing Temporary Workers 5-11 Tension between between “temps” “temps” and and  Tension full-timers full-timers Outsourcing can can have have long-term long-term  Outsourcing negative consequences consequences negative Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Recruitment Activities 5-12 Are designed to affect :    Irwin/McGraw-Hill