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Chapter 5. Human Resource Planning and Recruitment - Coggle Diagram
Chapter 5. Human Resource Planning and Recruitment
The Human Resource Planning Process
Forecasting
In personnel forecasting, the HR manager attempts to ascertain the supply of and demand for various types of human resources.
Determining labor demand
Demand forecasts are developed around specific job categories or skill areas relevant to the organization’s current and future state.
After the job categories or skills are identified, the planner needs to seek information that will help predict whether the need for people with those skills or in that job category will increase or decrease in the future.
A leading indicator is an objective measure that accurately predicts future labor demand.
Determining labor supply
Determining the internal labor supply calls for a detailed analysis of how many people are currently in various job categories (or who have specific skills) within the company.
This analysis is then modified to reflect changes in the near future caused by retirements, promotions, transfers, voluntary turnover, and terminations.
Projections for labor supply can be derived either from historical statistical models or through judgmental techniques.
These matrices show how many people move in one year
from one state (outside the organization) or job category to another state or job category.
Determining Labor Surplus or Shortage
Once forecasts for labor demand and supply are known, the planner can compare the figures to ascertain whether there will be a labor shortage or labor surplus for the respective job categories.
Predict areas within the organization where there will be future labor shortages or surpluses.
Statistical methods
Capture historic trends in a company’s demand for labor.
With no historical precedent, they have little use in such cases.
Judgmental method
With no historical precedent, one must rely on the pooled subjective judgments of experts.
Their “best guesses” might be the only source from which to make inferences about the future.
Goal setting and strategic planning
Downsizing
The planned elimination of large numbers of
personnel designed to enhance organizational effectiveness.
Second, in some organizations, the introduction of new technologies or robots reduces the need for a large number of employees.
Third, many firms downsized for economic reasons by changing the location where they do business.
First, many organizations are looking to reduce costs, and
because labor costs represent a big part of a company’s total costs, this is an attractive place to start.
Although downsizing has an immediate effect on costs, much of the evidence suggests that it has negative effects on long-term organizational effectiveness, especially for some types of firms.
Temporary workers and independent contractors
Temporary employment afforded firms the flexibility needed to operate efficiently in the face of swings in the demand for goods and services.
Advantages
Small companies that cannot afford their own testing programs often get employees who have been tested by a temporary agency.
Many temporary agencies train employees before sending them to employers, which reduces training costs and eases the transition for both the temporary worker and the company.
The use of temporary workers frees the firm from many administrative tasks and financial burdens associated with being the “employer of record".
Because the temporary worker has little experience in the host firm, the person brings an objective perspective to the organization’s problems and procedures that is sometimes valuable.
The goals should
Come directly from the analysis of labor supply and demand.
Include a specific figure for what should happen with the job category or skill area and a specific timetable for when results should be achieved.
The purpose of setting specific quantitative goals is to focus attention on the problem and provide a benchmark for determining the relative success of any programs aimed at
redressing a pending labor shortage or surplus.
Program Implementation and evaluation
Make sure that some individual is held accountable for achieving the stated goals and has the necessary authority and resources to accomplish this goal.
Have regular progress reports on the implementation to be sure that all programs are in place by specified times and that the early returns from these programs are in line with projections.
The Human Resource Recruitment Process
Recruiters
Recruiter's traits
"Warmth" - reflects the degree to which the recruiter seems to care about the applicant and is enthusiastic about her potential to contribute to the company.
"Informativeness"
Recruiter's realism
Send realistic information, not too positive or negative.
Applicants are highly sensitive to negative information.
However, if the recruiter goes too far in a positive direction, the candidate can be misled and lured into taking the job under false pretenses.
Recruiter’s functional area
Choose whether their recruiters are specialists in human resources or experts at particular jobs.
Applicants find a job less attractive and the recruiter
less credible when he is a personnel specialist.
Enhancing recruiter impact
Provide timely feedback.
Applicants react very negatively to delays in feedback, often making unwarranted attributions for the delays.
Recruiting can be done in teams rather than by individuals.
Personnel policies
Organizational decisions that affect the nature of the vacancies for which people are recruited.
Internal vs. external recruiting: job security
Promote-from-within policies make it clear to applicants that there are opportunities for advancement within the company.
One organizational policy that affects this is the degree to which the company recruits for upper-level vacancies internally rather than externally.
Downside
First, this type of program sometimes upsets current managers
of employees who are recruited away.
Many of these employees are top performers in their current units, and some managers bristle at the loss of these individuals.
Second, bringing in recruits from external sources often helps spur creativity and innovation.
Image advertising
Promote themselves as a good place to work in general.
Important for companies in highly competitive labor markets that perceive themselves as having a bad image.
The impact of company image on applicant reactions ranks second only to the nature of the work itself.
Recruitment Sources
Internal vs. external sources
Internal advantages
Second, these applicants are relatively knowledgeable about the company’s vacancies, which minimizes the possibility of inflated expectations about the job.
Third, it is generally cheaper and faster to fill
vacancies internally.
First, it generates a sample of applicants who are well known to the firm.
Finally, inside hires often outperform outsiders, especially when it comes to filling jobs at the top end of the hierarchy.
External advantages
First, for entry-level positions and perhaps even for some specialized upper-level positions, there may not be any internal recruits from which to draw.
Second, bringing in outsiders may expose the organization to new ideas or new ways of doing business.
Finally, recruiting from outside sources is a good way to strengthen one’s own company and weaken one’s competitors at the same time.
Direct applicants and referrals
Direct applicants are people who apply for a vacancy without prompting from the organization.
Referrals are people who are prompted to apply by
someone within the organization.
Direct applicants are to some extent already “sold” on the
organization.
Most of them have done some homework and concluded that there is enough fit between themselves and the vacancy to warrant their submitting an application.
Electronic recruiting
Use the organization’s own web page to solicit applications.
By using their own web page, organizations can highly tune their recruitment message and focus on specific people.
Use the web is to interact with the large, well-known job sites such as Craigslist, Monster.com or LinkedIn.
Colleges and universities
Most colleges and universities have placement services that seek to help their graduates obtain employment.
Focus especially on colleges that have strong reputations in areas for which they have critical needs.
Do more than just sign up prospective graduates for
interview slots to effectively compete for the best
students.
Establish a stronger presence on a
campus is with a college internship program.