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1、McGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Part Two:Acquisition and Preparation of Human ResourcesChapter 5-Human Resource Planning and RecruitmentChapter 6-Selection and PlacementChapter 7-TrainingChapter5 2006 The McGraw-Hill Companies,Inc.All rights reserved.McGraw-H

2、ill/IrwinHuman Resource Planning and RecruitmentDiscuss how to align a companys strategic direction with its human resource planning.Determine the labor demand for workers in various job categories.Discuss the advantages and disadvantages of various ways of eliminating a labor surplus and avoiding a

3、 labor shortage.McGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.5ChapterHuman Resource Planning and RecruitmentDescribe the various recruitment policies that organizations adopt to make job vacancies more attractive.List the various sources from which job applicants can be d

4、rawn,their relative advantages and disadvantages,and the methods for evaluating them.Explain the recruiters role in the recruitment process,the limits the recruiter faces,and the opportunities available.5ChapterMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Stages in Human

5、Resource PlanninguForecasting uLabor DemanduLabor SupplyuGoal Setting and Strategic PlanninguProgram Implementation and EvaluationMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Forecasting Stage of Human Resource PlanninguDetermining Labor Demanduderived from product/servic

6、e demandeduexternal in natureuDetermining Labor Supplyuinternal movements caused by transfers,promotions,turnover,retirements,etc.utransitional matrices identify employee movements over timeuuseful for AA/EEO purposesuDetermining Labor Surplus or ShortageMcGraw-Hill/Irwin 2006 The McGraw-Hill Compan

7、ies,Inc.All rights reserved.Strategies for Reducing an Expected Labor SurplusOptionSpeedExtent of Human Suffering FastFastFastFastFastSlowSlowSlowSlowHighHighHighModerateModerateLowLowLowLow1.Downsizing2.Pay reductions3.Demotions4.Transfers5.Work sharing6.Hiring freeze7.Natural attrition8.Early reti

8、rement9.RetrainingMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Strategies for Reducing an Expected Labor SurplusOptionSpeedExtent of Human Suffering FastFastFastSlowSlowSlowSlowHighHighHighHighModerateLowLow1.Overtime2.Temporary employees3.Outsourcing4.Retrained transfers

9、5.Turnover reductions6.New external hires7.Technological innovationMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.DownsizinguDownsizing is the planned elimination of large numbers of personnel designed to enhance organizational competitiveness.uReasons for downsizing includ

10、e:uneed to reduce labor costsutechnological changes reduce need for laborumergers and acquisitions reduce bureaucratic overheaduorganizations choose to change the location of where they do businessMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Effects of DownsizinguStudies

11、show that firms that announce a downsizing campaign show worse,rather than better financial performance.uReasons include:uThe long-term effects of an improperly managed downsizing effort can be negative.uMany downsizing campaigns let go of people who turn out to be irreplaceable assets.uEmployees wh

12、o survive the staff purges often become narrow-minded,self-absorbed,and risk-averse.McGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Early Retirement ProgramsuThe average age of the U.S.workforce is increasing.uBaby boomers are not retiring early for several reasons:uimproved

13、 health of older peopleua fear that Social Security will be cutumandatory retirement is outlaweduMany employers try to induce voluntary attrition among older workers through early retirement incentive programs.McGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Employing Tempora

14、ry WorkersuHiring temporary workers helps eliminate a labor shortage.uTemporary employment affords firms the flexibility needed to operate efficiently in the face of swings in demand.uOther advantages include:utemporary workers free a firm from many administrative tasks and financial burdensutempora

15、ry workers are often times tested by a temporary agencyumany temporary agencies train employees before sending them to employeesMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Outsourcing and OffshoringuOutsourcing is an organizations use of an outside organization for a bro

16、ad set of services.uOffshoring is a special case of outsourcing where the jobs that move actually leave one country and go to another.uTo help ensure the success of outsourcing:uoutsource only those jobs that are repetitive,predictable,and easily trained.uChoose an outsourcing vendor that is large a

17、nd established.uJobs that are proprietary or require tight security should not be outsourced.uIt is a good idea to start small and monitor constantly.McGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Affirmative Action PlanninguIt is important to plan for various subgroups wit

18、hin a labor force.uA comparison of the proportion of workers in protected subgroups with the proportion that each subgroup represents is called a workforce utilization review.uThe steps required to execute an affirmative action plan are identical to the steps in the generic planning process discusse

19、d earlier.McGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.The Human Resource Recruitment ProcessJob ChoiceRecruitment InfluencesJobChoiceApplicantCharacteristicsPersonnelPoliciesRecruiter Traitsand BehaviorsRecruitmentSourcesVacancy CharacteristicsMcGraw-Hill/Irwin 2006 The

20、McGraw-Hill Companies,Inc.All rights reserved.Personnel PoliciesuCharacteristics of the vacancy are more important than recruiters or recruiting sources.uPersonnel Policies vary:uInternal versus External recruitinguopportunity for advancementuMarket leader pay strategyuEmployment-at-will policies-ei

21、ther party can terminate the relationship at any timeuDue-process policy-employees can appeal a termination decisionuImage advertisingMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Recruitment SourcesInternal Sources-Faster,cheaper,more certaintyExternal Sources-New ideas a

22、ndapproachesDirect Applicantsand Referrals-self selection,low cost Newspaper Advertising-large volume,lowquality recruitsElectronic Recruiting-the InternetPublic&PrivateEmployment Agencies-headhunters,can beexpensiveColleges and Universities-campus placement servicesJOBSJOBSMcGraw-Hill/Irwin 2006 Th

23、e McGraw-Hill Companies,Inc.All rights reserved.RecruitersuFunctional Area uHR-versus operating area-specialistuTraitsuwarm and informativeuRealismurealistic job preview,honestyMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.1.Provide timely feedback2.Avoid rude behavior3.Re

24、cruit in teamsSteps to Enhance Recruiter Impact1.Provide timely feedback2.Avoid rude behavior3.Recruit in teamsMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.u9、靜夜四無(wú)鄰，荒居舊業(yè)貧。22.8.3022.8.30Tuesday,August 30,2022u10、雨中黃葉樹(shù)，燈下白頭人。6:04:046:04:046:048/30/2022 6:04:04 AMu11、以我獨(dú)沈久，愧

25、君相見(jiàn)頻。22.8.306:04:046:04Aug-2230-Aug-22u12、故人江海別，幾度隔山川。6:04:046:04:046:04Tuesday,August 30,2022u13、乍見(jiàn)翻疑夢(mèng)，相悲各問(wèn)年。22.8.3022.8.306:04:046:04:04August 30,2022u14、他鄉(xiāng)生白發(fā)，舊國(guó)見(jiàn)青山。2022年8月30日星期二上午6時(shí)4分4秒6:04:0422.8.30u15、比不了得就不比，得不到的就不要。2022年8月上午6時(shí)4分22.8.306:04August 30,2022u16、行動(dòng)出成果，工作出財(cái)富。2022年8月30日星期二6時(shí)04分4秒6:0

26、4:0430 August 2022u17、做前，能夠環(huán)視四周；做時(shí)，你只能或者最好沿著以腳為起點(diǎn)的射線向前。上午6時(shí)4分4秒上午6時(shí)4分6:04:0422.8.30u9、沒(méi)有失敗，只有暫時(shí)停止成功！。22.8.3022.8.30Tuesday,August 30,2022u10、很多事情努力了未必有結(jié)果，但是不努力卻什么改變也沒(méi)有。6:04:046:04:046:048/30/2022 6:04:04 AMu11、成功就是日復(fù)一日那一點(diǎn)點(diǎn)小小努力的積累。22.8.306:04:046:04Aug-2230-Aug-22u12、世間成事，不求其絕對(duì)圓滿，留一份不足，可得無(wú)限完美。6:04:04

27、6:04:046:04Tuesday,August 30,2022u13、不知香積寺，數(shù)里入云峰。22.8.3022.8.306:04:046:04:04August 30,2022u14、意志堅(jiān)強(qiáng)的人能把世界放在手中像泥塊一樣任意揉捏。2022年8月30日星期二上午6時(shí)4分4秒6:04:0422.8.30u15、楚塞三湘接，荊門九派通。2022年8月上午6時(shí)4分22.8.306:04August 30,2022u16、少年十五二十時(shí)，步行奪得胡馬騎。2022年8月30日星期二6時(shí)04分4秒6:04:0430 August 2022u17、空山新雨后，天氣晚來(lái)秋。上午6時(shí)4分4秒上午6時(shí)4分6

28、:04:0422.8.30u9、楊柳散和風(fēng)，青山澹吾慮。22.8.3022.8.30Tuesday,August 30,2022u10、閱讀一切好書(shū)如同和過(guò)去最杰出的人談話。6:04:046:04:046:048/30/2022 6:04:04 AMu11、越是沒(méi)有本領(lǐng)的就越加自命不凡。22.8.306:04:046:04Aug-2230-Aug-22u12、越是無(wú)能的人，越喜歡挑剔別人的錯(cuò)兒。6:04:046:04:046:04Tuesday,August 30,2022u13、知人者智，自知者明。勝人者有力，自勝者強(qiáng)。22.8.3022.8.306:04:046:04:04August 3

29、0,2022u14、意志堅(jiān)強(qiáng)的人能把世界放在手中像泥塊一樣任意揉捏。2022年8月30日星期二上午6時(shí)4分4秒6:04:0422.8.30u15、最具挑戰(zhàn)性的挑戰(zhàn)莫過(guò)于提升自我。2022年8月上午6時(shí)4分22.8.306:04August 30,2022u16、業(yè)余生活要有意義，不要越軌。2022年8月30日星期二6時(shí)04分4秒6:04:0430 August 2022u17、一個(gè)人即使已登上頂峰，也仍要自強(qiáng)不息。上午6時(shí)4分4秒上午6時(shí)4分6:04:0422.8.30MOMODA POWERPOINTLorem ipsum dolor sit amet,consectetur adipiscing elit.Fusce id urna blandit,eleifend nulla ac,fringilla purus.Nulla iaculis tempor felis ut cursus.感 謝 您 的 下 載 觀 看感 謝 您 的 下 載 觀 看專家告訴