CH 4 .docx

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Department
Management and Organizational Studies
Course
Management and Organizational Studies 1021A/B
Professor
Prof
Semester
Fall

Description
CH 4 Human Resource Planning, Recruitment, and Selection Human resource planning: Strategic plans: boarder in scope, longer in time frames, provide overall direction, apply to entire organization Company’s strategy determine key goals and action need to take achieve goals Line manager link goals to skills of people Definition: Process that the people required to run company are being used as effectively as possible, where and when they are needed, in order to accomplish organization’s goals Manpower planning or employment planning Linking HR planning to strategic planning Strategic planning involves allocation of resources (human resources); HR planning has to align to ensure objectives are met Succession planning: companies focus on training and development programs so leaders have competencies necessary that can keep pace with direction of organization. Specialized work, can’t post job opening and expect potential candidates. Importance of planning for staffing needs Dramatic shifts in composition of labor force require managers more involved in planning staffing needs, changes affect employee recruitment, methods of employee selection, training, compensation, and motivation HR planning approaches Forecast demand for employees Quantitative approaches: trend analysis Qualitative approaches: management forecasts Trend analysis: forecast employment requirements on some type of organizational index. E.g. Sales, units of production Management forecasts: opinions and judgments of people who are knowledgeable about organization’s future needs will develop scenarios that can be used for planning purposes Companies need to look at supply of employees: Internally: in organization; externally: larger labor market Also identify key skills/ core competencies necessary for organizational success Staffing tables: graphic representations of all organizational jobs, with #s of employees currently occupying those jobs Markov analysis: shows % and actual # of employees who remain in each job one year to next, proportions of those who are promoted, demoted, transferred, or leave company. It’s like a staffing table over time. Skills inventory: info about education, experiences, skills, ect. of staff HR planning steps Step 1 Forecast demand for labor Step 2 Determine supply of labor—external and internal Step 3 Identify gap between demand and supply Step 4 Develop action plans to eliminate gap - OVERSUPPLY: Attrition; Leave of absence without pay; Job sharing; Reduced hours - SHORTAGE: Hire full time/part time; Lease employees; Use overtime; Retention strategies Results of HR Planning Achieve useable balance between demand and supply of employees D and S is function of economic environment Deal with oversupply: Attrition: natural departure of employees through quitting, retiring, or dying High turnover-bad; replace employee costly and time consuming Most organizations don’t stop hiring because of economic pressures Means too many people in one area of business not enough in another Deal with shortages: Need for additional employees may be short-term/temporary extra hours instead hiring Recruitment: Process of locating and encouraging potential applicants to apply for existing or anticipated job openings Focus on employee retention and accessing new talent Branding: have uniform image come into prospective employees’ minds and existing employees when company name is mentioned Recruitment process 1. Planning for staffing needs 2. Identification of current future job openings 3. Getting individual job info (job description and job specifications) 4. Determining recruitment method (internal or external) 5. Creating pool of potential applicants Recruiting within organization Fill job vacancies above entry-level position through promotions and transfers Capitalize on investment it has made in recruiting, selecting, training, and developing current employees Boosts moral; Reduce or eliminate training and orientation costs; decision based on better data; multiple sources Advantages of recruiting within Promotion Reward employees for past performance, encourage them to continue efforts Promotion makes use of people already know organization and contribution they have made Encourage other employees improve morale Transfer Protect employees from layoff Broaden job experiences Transferred employee’s familiarity with organization and operations eliminate orientation and training costs recruitment from outside would entail Transferee’s performance record likely more accurate predictor of candidate’s success than data gained about outside applicants Methods of locating qualified internal job candidates Computerized record systems Internal job postings 1. HRIS Human resource information systems Databases contain complete records and qualifications of each employee within organization managers access info and identify potential candidates Resume tracking systems allow managers query outline database of resumes Used to predict career paths of employee and anticipate when and where promotion opportunities may arise Needs to be up-to-date 2. Succession planning Identify, develop, tracking key employees for future promotions When vacancy, make use of succession planning Rely upon organization identifying long-term goals, outlining competencies required to achieve goals, employee is developed to assume other roles and take other responsibilities 3. Internal job posting Past: posting vacancy notices on company employment boards in HR department or common room Company’s intranet, emails, internal memos, company newsletters Benefits realized when employees believe process is being administered fairly More effective when internal job posting is part of career development program employees are made aware of opportunities available to them Limitation of recruiting from within Certain jobs requrie specialized training and experience cannot be filled from within must be filled from outside: small organizations Potential candidates from outside should be considered prevent inbreeding of ideas and attitudes New ideas, latest knowledge acquired from previous employers Risk of “employee cloning” Gain secrets and managerial talent from competitors by hiring away their employees Recruiting outside of organization External recruitment organized and coordinated by HR department with line manager giving suggestion where to recruit No HR department, then line manager Bring new ideas, different styles, and new energy Advantage of external recruitment Brings certain unique skills Variety of different experiences and perspectives Disadvantage of external recruitment Lack of solid info about person’s performance on job nd Only through 2 hand sources May not know industry/company, more extensive orientation and training Constraints in organization prevent organization from accessing large pool of applicants Significant costs (non-trivial): time, cost of ad, cost of familiarizing person with company Legislative requirements lead to certain applicant pools Labor market Area from which applicants are recruited Vary with type of position and amount of compensation High degree of knowledge and skills larger area Condition of labor market help determine which recruiting sources an organization will use High unemployment: just resume Low unemployment: heavy advertising How successful organization has been reaching employment equity goals is another factor determining sources from which to recruit Canada relied on immigrants to meet demand for labour Health care workers and skilled trades, highly recruited for in other countries Outside sources of recruitment Vary with type of position to be filled Trade schools provide applicants for entry-level positions Networking, referrals, info from customers/clients, being involved in community Web-based social networks  Major outside sources Advertisement; Internet; Employment agencies; Educational institutions; Open houses and job fairs; Employee referrals; Unsolicited applications and resumes; Professional organizations; Unions; Recruitment for diversity 1. Advertisements Websites, newspapers, trade journals, radio, tv, billboards, posters, email Advantage: reaching large # of possible applicants Some degree of selectivity by newspapers and journalst Well-written ads highlight major assets of position, responsiveness of organization to job and career needs of applicants, statement that this is an equal-opportunity employer 2. Internet Cheaper, faster, potentially more effective Organizations also have to easily and quickly process applications: technology Creative job ad, build employer brand; market company: visions; familiar job titles; job info: what to do, potential; link site to other sites; forums; video link: visual tour of work sites 3. Employment agencies Specialize in specific occupational area Private agencies focus on clerical, technical, junior-middle management; executive search firms (headhunters) focus on senior and executive management Agencies that provide temporary employee one of fastest-growing recruitment sources
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