HRT 350 Lecture Notes - Lecture 3: Baby Boomers, Temporary Work, Umber

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Chapter 3- Planning and Recruiting
Planning and Recruiting
Planning: anticipating an organization’s business demands and providing the staff to meet
those demands
External Factors Affecting Planning and Recruiting
Work force becoming:
o Vastly diverse- Demographics changing
Changes in age, ethnicity, cultural background
Growing number of women in the labor force
Demand for employees drops:
o Companies eliminate positions to cut labor cost higher unemployment rate
o Baby boomers are not retiring
o Gen Z enters workforce more than just internships and part-time work
Internal Factors
Employees postpone retirement:
o Older workforce
o Less opportunities for young talent
Budget cut: retention management
Employment brand
o Voluntary turnover rate reduce by 8%
o Application rate of qualified candidates increased by 25%
Forecasting Labor Demand
Bottom-up forecasting:
o Based on manager’s prior experience (estimation of operation costs)
o Depends on manager’s record keeping
Top-down forecasting:
o Relies on quantitative, statistical approaches
Trend Analysis Steps Labor Demand
Key: select the single factor that most accurately predicts demand for employees
Occupancy rate
Sales
Patient census (hospitals)
Store traffic (retail)
Identify the appropriate business factor
Chart the trend in your selected business factor
Compute the average labor productivity
o Find the ratio of employees to your selected business factor
o Example:
Hospital occupancy = 600 beds / patients per week
Historical labor data = 900 employees
900 employees / 600 patients = 1.5 employees per patient (productivity)
Hospital occupancy = 900 beds / patients per week
Make adjustments in the trend on unusual events:
o Changes in economy and market
o Weather
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o Labor issues (employee turnover)
o Competition
o Cyclical events (schools, vacations, seasons)
Forecasting Labor Supply
Skills inventory
o Do I know the skills of my employees?
o Can I fill positions from within?
o Compile a computerized database of employees’ skills
o HRIS Human Resource Information System
Replacement and Succession Charts: helps organizations prepare for management
turnover
o Replacement Charts (pg. 91): tracks the supply of internal candidates for
positions: how many
o Succession Charts (pg. 92): tracks anticipated employee movement and their level
of preparedness: who
Recruiting
Recruitment: process of attracting a pool of qualified job candidates
Problems:
o High growth rate of hospitality and service related jobs = high competition for
candidates
o Finding good candidates is difficult
o High expectations of customers
Pre-Recruiting Process
Define job requirements
Review job analysis
Identify legal issues
Determine your message to applicants- job description vs. job specification
What do you want to learn from recruits about competitors?
Do you want internal or external candidates, especially for the managerial positions?
Determine where to recruit
Select recruiters
Select recruiting methods
Establish criteria for evaluating the pool of applicants
Evaluate your recruiting methods
o Costs per hire, umber of contacts, acceptance offer ratios
Advantages of Internal Recruiting
Improves morale among workers
Internal career ladder
o Motivates other works
Know the candidate’s work history
Recruitment costs are lower
Training costs are lower
Disadvantages of Internal Recruiting
Promotes ‘in-breeding’
o Flow of new ideas may decrease
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