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PartTwo:AcquisitionandPreparationofHumanResources
Chapter5-HumanResourcePlanningandRecruitment
Chapter6-SelectionandPlacement
Chapter7-Training
Chapter
5
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HumanResourcePlanningandRecruitment
Discusshowtoalignacompany’sstrategicdirectionwithitshumanresourceplanning.
Determinethelabordemandforworkersinvariousjobcategories.
Discusstheadvantagesanddisadvantagesofvariouswaysofeliminatingalaborsurplusandavoidingalaborshortage.
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5
Chapter
HumanResourcePlanningandRecruitment
Describethevariousrecruitmentpoliciesthatorganizationsadopttomakejobvacanciesmoreattractive.
Listthevarioussourcesfromwhichjobapplicantscanbedrawn,theirrelativeadvantagesanddisadvantages,andthemethodsforevaluatingthem.
Explaintherecruiter’sroleintherecruitmentprocess,thelimitstherecruiterfaces,andtheopportunitiesavailable.
5
Chapter
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StagesinHumanResourcePlanning
Forecasting
LaborDemand
LaborSupply
GoalSettingandStrategicPlanning
ProgramImplementationandEvaluation
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ForecastingStageofHumanResourcePlanning
DeterminingLaborDemand
derivedfromproduct/servicedemanded
externalinnature
DeterminingLaborSupply
internalmovementscausedbytransfers,promotions,turnover,retirements,etc.
transitionalmatricesidentifyemployeemovementsovertime
usefulforAA/EEOpurposes
DeterminingLaborSurplusorShortage
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StrategiesforReducinganExpectedLaborSurplus
Option Speed ExtentofHumanSuffering
Fast
Fast
Fast
Fast
Fast
Slow
Slow
Slow
Slow
High
High
High
Moderate
Moderate
Low
Low
Low
Low
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©2006TheMcGraw-HillCompanies,.
StrategiesforReducinganExpectedLaborSurplus
Option Speed ExtentofHumanSuffering
Fast
Fast
Fast
Slow
Slow
Slow
Slow
High
High
High
High
Moderate
Low
Low
employees
innovation
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©2006TheMcGraw-HillCompanies,.
Downsizing
Downsizingistheplannedeliminationoflargenumbersofpersonneldesignedtoenhanceorganizationalcompetitiveness.
Reasonsfordownsizinginclude:
needtoreducelaborcosts
technologicalchangesreduceneedforlabor
mergersandacquisitionsreducebureaucraticoverhead
organizationschoosetochangethelocationofwheretheydobusiness
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©2006TheMcGraw-HillCompanies,.
EffectsofDownsizing
Studiesshowthatfirmsthatannounceadownsizingcampaignshowworse,ratherthanbetterfinancialperformance.
Reasonsinclude:
Thelong-termeffectsofanimproperlymanageddownsizingeffortcanbenegative.
Manydownsizingcampaignsletgoofpeoplewhoturnouttobeirreplaceableassets.
Employeeswhosurvivethestaffpurgesoftenbecomenarrow-minded,self-absorbed,andrisk-averse.
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©2006TheMcGraw-HillCompanies,.