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1、McGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Part Two:Acquisition and Part Two:Acquisition and Preparation of Human ResourcesPreparation of Human ResourcesChapter 5-Human Resource Planning and RecruitmentChapter 6-Selection and PlacementChapter 7-TrainingChapter5 2006 The
2、 McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/IrwinHuman Resource Planning and Human Resource Planning and RecruitmentRecruitmentDiscuss how to align a companys strategic direction with its human resource planning.Determine the labor demand for workers in various job categories.Discuss
3、the advantages and disadvantages of various ways of eliminating a labor surplus and avoiding a labor shortage.McGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.5ChapterHuman Resource Planning and Human Resource Planning and RecruitmentRecruitmentDescribe the various recruitmen
4、t policies that organizations adopt to make job vacancies more attractive.List the various sources from which job applicants can be drawn,their relative advantages and disadvantages,and the methods for evaluating them.Explain the recruiters role in the recruitment process,the limits the recruiter fa
5、ces,and the opportunities available.5ChapterMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Stages in Human Resource PlanningStages in Human Resource PlanninguForecasting uLabor DemanduLabor SupplyuGoal Setting and Strategic PlanninguProgram Implementation and EvaluationMcGr
6、aw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Forecasting Stage of Human Forecasting Stage of Human Resource PlanningResource PlanninguDetermining Labor Demanduderived from product/service demandeduexternal in natureuDetermining Labor Supplyuinternal movements caused by transf
7、ers,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 Companies,Inc.All rights reserved.Strategies for Reducing an Expected Strategies for Reducing an
8、 Expected Labor SurplusLabor SurplusOptionSpeedExtent of Human Suffering FastFastFastFastFastSlowSlowSlowSlowHighHighHighModerateModerateLowLowLowLow1.Downsizing2.Pay reductions3.Demotions4.Transfers5.Work sharing6.Hiring freeze7.Natural attrition8.Early retirement9.RetrainingMcGraw-Hill/Irwin 2006
9、The McGraw-Hill Companies,Inc.All rights reserved.Strategies for Reducing an Expected Strategies for Reducing an Expected Labor SurplusLabor SurplusOptionSpeedExtent of Human Suffering FastFastFastSlowSlowSlowSlowHighHighHighHighModerateLowLow1.Overtime2.Temporary employees3.Outsourcing4.Retrained t
10、ransfers5.Turnover reductions6.New external hires7.Technological innovationMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.DownsizingDownsizinguDownsizing is the planned elimination of large numbers of personnel designed to enhance organizational competitiveness.uReasons for
11、 downsizing include: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 D
12、ownsizingEffects of DownsizinguStudies 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 t
13、o be irreplaceable assets.uEmployees who 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 ProgramsEarly Retirement ProgramsuThe average age of the U.S.workforce is increasing.uB
14、aby boomers are not retiring early for several reasons:uimproved 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
15、 McGraw-Hill Companies,Inc.All rights reserved.Employing Temporary WorkersEmploying Temporary 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:
16、utemporary workers free a firm from many administrative tasks and financial burdensutemporary 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.Outsourc
17、ing and OffshoringOutsourcing and OffshoringuOutsourcing is an organizations use of an outside organization for a broad 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:uoutso
18、urce only those jobs that are repetitive,predictable,and easily trained.uChoose an outsourcing vendor that is large and 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
19、-Hill Companies,Inc.All rights reserved.Affirmative Action PlanningAffirmative Action PlanninguIt is important to plan for various subgroups within a labor force.uA comparison of the proportion of workers in protected subgroups with the proportion that each subgroup represents is called a workforce
20、utilization review.uThe steps required to execute an affirmative action plan are identical to the steps in the generic planning process discussed earlier.McGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.The Human Resource Recruitment The Human Resource Recruitment ProcessProc
21、essJob ChoiceRecruitment InfluencesJobChoiceApplicantCharacteristicsPersonnelPoliciesRecruiter Traitsand BehaviorsRecruitmentSourcesVacancy CharacteristicsMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Personnel PoliciesPersonnel PoliciesuCharacteristics of the vacancy are
22、more important than recruiters or recruiting sources.uPersonnel Policies vary:uInternal versus External recruitinguopportunity for advancementuMarket leader pay strategyuEmployment-at-will policies-either party can terminate the relationship at any timeuDue-process policy-employees can appeal a term
23、ination decisionuImage advertisingMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Recruitment SourcesRecruitment SourcesInternal Sources-Faster,cheaper,more certaintyExternal Sources-New ideas andapproachesDirect Applicantsand Referrals-self selection,low cost Newspaper Adve
24、rtising-large volume,lowquality recruitsElectronic Recruiting-the InternetPublic&PrivateEmployment Agencies-headhunters,can beexpensiveColleges and Universities-campus placement servicesJOBSJOBSMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.RecruitersRecruitersuFunctional A
25、rea 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.Recruit in teamsSteps to Enhance Recruiter ImpactSteps to Enhance Recruit
26、er Impact1.Provide timely feedback2.Avoid rude behavior3.Recruit in teamsMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.u9、靜夜四無鄰，荒居舊業(yè)貧。1月-241月-24Tuesday,January 16,2024u10、雨中黃葉樹，燈下白頭人。05:53:1005:53:1005:531/16/2024 5:53:10 AMu11、以我獨沈久，愧君相見頻。1月-2405:53:1005:53Jan-2416-Jan-24
27、u12、故人江海別，幾度隔山川。05:53:1005:53:1005:53Tuesday,January 16,2024u13、乍見翻疑夢，相悲各問年。1月-241月-2405:53:1005:53:10January 16,2024u14、他鄉(xiāng)生白發(fā)，舊國見青山。16 一月 20245:53:10 上午05:53:101月-24u15、比不了得就不比，得不到的就不要。一月 245:53 上午1月-2405:53January 16,2024u16、行動出成果，工作出財富。2024/1/16 5:53:1005:53:1016 January 2024u17、做前，能夠環(huán)視四周；做時，你只能或
28、者最好沿著以腳為起點的射線向前。5:53:10 上午5:53 上午05:53:101月-24u9、沒有失敗，只有暫時停止成功！。1月-241月-24Tuesday,January 16,2024u10、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有。05:53:1005:53:1005:531/16/2024 5:53:10 AMu11、成功就是日復一日那一點點小小努力的積累。1月-2405:53:1005:53Jan-2416-Jan-24u12、世間成事，不求其絕對圓滿，留一份不足，可得無限完美。05:53:1005:53:1005:53Tuesday,January 16,2024
29、u13、不知香積寺，數(shù)里入云峰。1月-241月-2405:53:1005:53:10January 16,2024u14、意志堅強的人能把世界放在手中像泥塊一樣任意揉捏。16 一月 20245:53:10 上午05:53:101月-24u15、楚塞三湘接，荊門九派通。一月 245:53 上午1月-2405:53January 16,2024u16、少年十五二十時，步行奪得胡馬騎。2024/1/16 5:53:1005:53:1016 January 2024u17、空山新雨后，天氣晚來秋。5:53:10 上午5:53 上午05:53:101月-24u9、楊柳散和風，青山澹吾慮。1月-241月-
30、24Tuesday,January 16,2024u10、閱讀一切好書如同和過去最杰出的人談話。05:53:1005:53:1005:531/16/2024 5:53:10 AMu11、越是沒有本領的就越加自命不凡。1月-2405:53:1005:53Jan-2416-Jan-24u12、越是無能的人，越喜歡挑剔別人的錯兒。05:53:1105:53:1105:53Tuesday,January 16,2024u13、知人者智，自知者明。勝人者有力，自勝者強。1月-241月-2405:53:1105:53:11January 16,2024u14、意志堅強的人能把世界放在手中像泥塊一樣任意揉捏
31、。16 一月 20245:53:11 上午05:53:111月-24u15、最具挑戰(zhàn)性的挑戰(zhàn)莫過于提升自我。一月 245:53 上午1月-2405:53January 16,2024u16、業(yè)余生活要有意義，不要越軌。2024/1/16 5:53:1105:53:1116 January 2024u17、一個人即使已登上頂峰，也仍要自強不息。5:53:11 上午5:53 上午05:53:111月-24MOMODA POWERPOINTLorem ipsum dolor sit amet,consectetur adipiscing elit.Fusce id urna blandit,eleifend nulla ac,fringilla purus.Nulla iaculis tempor felis ut cursus.感感 謝謝 您您 的的 下下 載載 觀觀 看看專家告訴
哈佛商學院MBA 授課講義 Chap005bkkl
