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PERSONNEL PLANNING AND RECRUITING

PERSONNEL PLANNING AND RECRUITING. LECTURE 4. RECRUITMENT & SELECTION PROCESS. Decide which positions to fill. Build a pool of candidates for these jobs. Have candidates complete application forms. Use selection tools. Decide who to make an offer to. WORKFORCE PLANNING AND FORECASTING.

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PERSONNEL PLANNING AND RECRUITING

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  1. PERSONNEL PLANNING AND RECRUITING LECTURE 4

  2. RECRUITMENT & SELECTION PROCESS • Decide which positions to fill. • Build a pool of candidates for these jobs. • Have candidates complete application forms. • Use selection tools. • Decide who to make an offer to.

  3. WORKFORCE PLANNING AND FORECASTING • Workforce (or employment/personnel) planning is the process of deciding what positions the firm will have to fill and how to fill them. • Personnel plans require some forecasts or estimates. • The basic workforce planning process is to forecast the employer’s demand for labour and supply of labour.

  4. PERSONNEL PLANS Forecasts or estimates of 3 things: • Personnel Needs • The supply of inside candidates • The supply of outside candidates

  5. FORCASTING PERSONNEL NEEDS RATIO ANALYSIS TREND ANALYSIS SCATTER PLOTTING FORECASTING TOOLS

  6. TREND ANALYSIS • Trend analysis- Study of a firm’s past employment needs over a period of years to predict future needs.

  7. RATIO ANALYSIS • A forecasting technique for determining future staff needs by using ratios between- • some causal factor (such as sales volume) • the number of employees required (such as number of sales people)

  8. SCATTER PLOT • Scatter plot- A graphical method used to help identify the relationship between two variables. • Example- sales and your company’s staffing levels.

  9. FORECASTING THE SUPPLY OF INTERNAL CANDIDATES Qualification Inventories • Manual Systems and Replacement Charts • Computerised Skills Inventories

  10. QUALIFICATIONS OR SKILLS INVENTORIES • Manual or computerised records listing employees’ education, career and development interests, languages, special skills, and so on, to be used in selecting inside candidates for promotion.

  11. MANUAL SYSTEMS OR REPLACEMENT CHARTS • Company records showing present performance and promotability of inside candidates for the most important positions.

  12. COMPUTERISED SKILLS INVENTORIES • Larger firms use various packaged software systems to track the qualifications of their employees. • These programs help management anticipate HR shortages, and facilitate employment recruitment and training plans. • Example- Survey Analytics’s Skills Inventory Software.

  13. REHIRING FORMAL EMPLOYEES INTERNAL SOURCES OF CANDIDATES JOB POSTING HIRING FROM WITHIN SUCCESSION PLANNING (HRIS)

  14. SUCCESSION PLANNING • The ongoing process of systematically identifying, assessing, and developing organisational leadership to enhance performance.

  15. SUCCESSION PLANNING • 3 steps of succession planning: • Identify key needs • Develop inside candidates • Assess and choose

  16. INTERNAL SOURCES OF CANDIDATES • ADVANTAGES 1. Knowing candidate’s strengths and weaknesses. 2. More committed to the company. 3. Rise in morale. 4. Less orientation and training. • DISADVANTAGES 1. Employees may become discontented. 2. Internal recruitment can often waste time. 3. Inbreeding can be potential drawback.

  17. OUTSIDE SOURCES OF CANDIDATES Recruiting via the internet • Websites • Apps • Facebook • LinkedIn Other recruitment practices • Texting • Virtual job fairs

  18. OUTSIDE SOURCES OF CANDIDATES ADVANTAGES • Quick responses for a long time • Less cost DISADVANTAGES • Might exclude disproportionate number of older applicants. • Internet overload.

  19. EMPLOYMENT AGENCIES PRIVATE AGENCIES • Important sources of clerical, white-collar, and managerial personnel. • They charge fees for each applicants they place. WHY USE AN AGENCY? • The firm doesn't have its own HR department. • Must fill a job quickly. • Need to attract more minority or female applicants. • Need to reach currently employed individuals, who might feel more comfortable dealing with agencies than with competing companies. • Reduce the time devoted to recruiting.

  20. OFFSHORING/OUTSOURCING JOBS OUTSOURCING Having outside vendors supply services that the company's own employees previously did in-house. OFFSHORING Having outside vendors or employees abroad supply services that the company’s own employees previously did in-house.

  21. RECRUITING A MORE DIVERSE WORKFORCE • Women and minorities • The disabled • Older workers • Single parents

  22. DEVELOPING AND USING APPLICATION FORMS Uses of application information • Applicant’s education and experience • Applicant’s progress and growth • Applicant’s employment stability • Applicant’s likelihood of success

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