hrm chapter 5
TRANSCRIPT
-
7/27/2019 HRM Chapter 5
1/31
Human Resource Management
At PAF-KIET (City Campus)
Chapter No. 5 by
Khurram Khan
-
7/27/2019 HRM Chapter 5
2/31
Staffing
It the process of
- Recruitment + Selection + Retaining
- Good Quantity + Good Quality of People
- to make Organization Effective.
-
7/27/2019 HRM Chapter 5
3/31
Personnel Planning & Recruitment
Personnel/HR Planning
It is Planning out the ..
- HR Activities
- Talent Management
- Succession Planning
- What to fill and how to fill? (Internal /External ?)
- Covering all future positions (from Clerk to CEO)
- Often called Succession Planning (Important Positions)
-
7/27/2019 HRM Chapter 5
4/31
Personnel Planning & Recruitment
Personnel/HR Planning
-
7/27/2019 HRM Chapter 5
5/31
Personnel Planning & Recruitment
Forecasting: (1 year , 2 years, 3 years)
Three things to be considered:
1. Personnel Needs,2. Supply of Inside Candidates,3. Supply of Outside Candidates,
-
7/27/2019 HRM Chapter 5
6/31
1. Personnel Needs:
- Trend Analysis:Historic Personnel trends to predict firms future needs
- Identify trend that might continue into future- It provides initial estimation (Not accurate)
- Change in sales volume and productivity levels
Forecasting Personnel Requirements
-
7/27/2019 HRM Chapter 5
7/31
- Ratio AnalysisUsing the Ratio b/w some Factors (Sales) and Employees needs
1 Sales person generates $500,000 sales 6 Sales persons generates $ 3 million sales
- Linear prediction of future, w/o considering Efficiency
Forecasting Personnel Requirements
-
7/27/2019 HRM Chapter 5
8/31
Scatter Plot
A graphical method used to help identify the relationship between two variables.
- Relation b/w 2 variables (business activity & No . of staff )e.g. Hospital Bed & Nurses
Size of Hospital Number of(Number of Beds) Registered Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820900 860
Forecasting Personnel Requirements
-
7/27/2019 HRM Chapter 5
9/31
Drawbacks to Scatter Plots
1. Based on projections and historical relationships,assume firms structure and activities will be same inthe future.
2. Does not consider companys strategic initiativesimpact on staffing levels.
3. Does not uncover managers who expand their staffsirrespective of strategic needs.
4. Based on nonproductive idea that increases in staffsare inevitable.
5. It support existing planning processes irrespectiverapid change.
-
7/27/2019 HRM Chapter 5
10/31
Forecasting Personnel Requirements
- Using ComputersCompany Use Software to determine the future staff need by projecting its..
- Sales
- Volume of Production
- Maintaining Volume of Output
-
7/27/2019 HRM Chapter 5
11/31
-Are currently employees suitable for the opening position?
-Sometimes it is obvious, but not always.
-Qualifications InventoryIt contains employees:
- Performance,- Education,- Career
- Development Records
-Manual Systems and Replacement Chart
- Personnel replacement charts- For Top positions- Show performance & Promotability
- Positional replacement cards- Show each position as card- Gives possible replacement of position
2. Supply of inside Candidates
-
7/27/2019 HRM Chapter 5
12/31
Management ReplacementChart Showing DevelopmentNeeds of Future Divisional
Vice President
-
7/27/2019 HRM Chapter 5
13/31
-
7/27/2019 HRM Chapter 5
14/31
-
7/27/2019 HRM Chapter 5
15/31
-
7/27/2019 HRM Chapter 5
16/31
Internal Sources of Candidates: Hiring from Within
Advantages
Foreknowledge of candidatesstrengths and weaknesses
Familiar with the company mayincrease selection accuracy
More accurate view of candidates
skills Candidates have a stronger
commitment to the company
Increases employee motivation/moraleto perform well
Quick and low cost of hiring employee
Less training and orientation required
Disadvantages
Employee may not be prepared.
Failed applicants becomediscontented
May create Ripple Effect ofgenerating other vacancies.
Time wasted interviewing insidecandidates who will not beconsidered
Company may hire same corruptpeople.
Inbreeding of the status quo
No new Blood, No new Energy
No New Ideas
-
7/27/2019 HRM Chapter 5
17/31
If company unable to find suitable inside candidates, then seek outside candidates to fill thepositions, for that they do ..
-Forecast by looking at
-Economic Conditions- GDP- Business Week
-Unexpected Unemployment Rate
- Lower Unemployment Rate Difficult to find outside Candidate
3. Supply of Outside Candidates
-
7/27/2019 HRM Chapter 5
18/31
Dealing with Imbalances
When Demand is High & Supply is Low
Transfer and Retain
Promotion from with-in
Overtime
Subcontracting
Hire Part-time and Temporary workers
Recruit form outside
When Supply is High & Demand is Low
Reduce Work hours.
Work sharing
Voluntary retirement.
Inducement to Quit
Pay Freeze or cut .
Layoffs
-
7/27/2019 HRM Chapter 5
19/31
Steps in Recruitment and Selection Process
The recruitment and selection process is a series of hurdles aimed at selecting
the best candidate for the job.
-
7/27/2019 HRM Chapter 5
20/31
Personnel Planning & Recruitment
- Recruiting/Hiring
It is the process ofDiscovering/ Searching/Attracting
potential job candidates.
- Main objective is to develop a pool of suitablecandidates.
- Deter unsuitable candidates from applying
- Create a positive image of the company
-
7/27/2019 HRM Chapter 5
21/31
Factors affecting Recruiting efforts
- Organizational Size
- Employment conditions in the area
- Working conditions, salary and benefitsoffered
- Organizational Growth
-
7/27/2019 HRM Chapter 5
22/31
Recruitment Sources
- Internal
- Job Posting (Internal)
Publicizing an open job to employees (often by
literally posting it on bulletin boards) and listing its
attributes.
- Employee Referrals
Employees referring other employees for internal
job posting.
- Inside Moonlighting (Additional workload +Pay)
Employees been assign additional work with
benefits of getting additional pay.
- Succession Planning / Promotions
The process of ensuring a suitable supply of
successors for current and future senior or key jobs.
-
7/27/2019 HRM Chapter 5
23/31
Steps for Succession Planning
1. Identifying and analyzing key jobs.
2. Creating and assessing candidates.
3. Selecting those who will fill the keypositions.
-
7/27/2019 HRM Chapter 5
24/31
Recruitment Sources
- External
- Advertisements : Newspapers
- Walk-ins i.e. without invitation
- Head Hunters/Employment Agencies
- Public: HRS Global,
- Private: Overseas Employment,
- Non-Profit: IEEESocieties
- Special Events : Job Fairs
- On Campus /College Recruiting
- Internships
- Online/Cyber
- Outsourcesing
-
7/27/2019 HRM Chapter 5
25/31
Outside Sources of Candidates
Advertising
The Media: selection of the best medium dependson the positions for which the firm is recruiting.
Newspapers (local and specific labor markets)
Trade and professional journals
Internet job sites Marketing programs
Constructing an effective ad
Wording related to job interest factors should evokethe applicants attention, interest, desire, and action(AIDA) and create a positive impression of the firm.
-
7/27/2019 HRM Chapter 5
26/31
Outside Sources of Candidates (contd)
Reasons for using a private employment agency:
Firm doesnt have an HR department
Not geared to doing recruiting and screening.
Find it difficult to generate qualified pool of applicants.
Need to fill a particular opening quickly.
Need to attract a greater number of minority or femaleapplicants.
To reach employed individuals, comfortable dealingwith agencies than with competing companies.
To cut down time devoting to recruiting.
-
7/27/2019 HRM Chapter 5
27/31
Outside Sources of Candidates (contd)
Avoiding problems with employment agencies:
Give the agency an accurate and complete jobdescription.
Make sure tests, application blanks, and interviewsare part of the agencys selection process.
Periodically review data on candidates accepted or
rejected by your firm, and by the agency. Check onthe effectiveness and fairness of the agencysscreening process.
Screen the agency. Check with other managers orHR people to find out which agencies have been themost effective at filling the sorts of positions neededto be filled.
Review the Internet and a few back issues of theSunday classified ads to discover the agencies thathandle the positions to be filled.
-
7/27/2019 HRM Chapter 5
28/31
3. Supply of Outside Candidates,
-
7/27/2019 HRM Chapter 5
29/31
Measuring Recruiting Effectiveness
- What to measure and how to measure
How many qualified applicants were attractedfrom each recruitment source?
Assessing both the quantity and the qualityof the applicants produced by a source.
- High performance recruiting Applying best-practices management techniques
to recruiting.
Using a benchmarks-oriented approach toanalyzing and measuring the effectiveness ofrecruiting efforts such as employee referrals.
-
7/27/2019 HRM Chapter 5
30/31
Temp Agencies and Alternative Staffing
Benefits of Temps
Paid only when working
More productive
No recruitment, screening, andpayroll administration costs
Costs of Temps
Fees paid to temp agencies
Lack of commitment to firm
-
7/27/2019 HRM Chapter 5
31/31
End of Chapter 5