Personnel Planning & Recruiting · of forecasting personnel ... training, previous of job...
Transcript of Personnel Planning & Recruiting · of forecasting personnel ... training, previous of job...
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Describe the basic
methods of
collecting job
analysis information
Conduct job analysis
Explain the process
of forecasting
personnel
requirement
Compare eight
methods for
recruiting job
candidates
Explain how to use application forms to
predict job
performance
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The procedure to determine the duties
and skills requirements of a job and the
kind of person who should be hired
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The interview
Questionnaires
Observation
Participant Diary/
Log
Internet-Based
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1. Decide how you will use the information,
data collection technique
2. Review background information i.e
organisation charts, process charts, job
description
3. Select representative positions i.e.
sample of 10 out of 200 workers
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4. Analyze the job – job activities,
employee behavior, working conditions,
human trait, abilities
5. Verify the job analysis information-
worker and immediate supervisor
6. Develop job description & job
specification
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A list of a job’s duties, responsibilities,
reporting relationships, working
conditions and supervisory
responsibilities-one product of a job
analysis
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Job identification
Job summary
Responsibilities and
duties
Authority of incumbent
Standards of
performance
Working conditions
Job specifications
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The Job Identification section is:- The job title
Name of the job
i.e. marketing manager, inventory clerk, data
processing supervisor
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The Job Summary describe:- The general nature (i.e. major functions and
activities) of the job
Summarise the essence of the job
“ the mailroom supervisor receives, sorts and
deliver incoming mail properly, and he/she
handles outgoing mail including the accurate
and timely posting of such mail”
General statement “perform other assignment
as required”
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Relationships statement may show the jobholder’s relationship with others inside and outside the organisation and may include the following sections:
i.e. Human Resource Manager Report to: Vice president of employee relations
Supervises: human resource clerk, test administrator, secretary
Works with: all department managers, executive management
Outside the company: employment agencies, union representative, state and federal employment offices, various vendor
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Responsibilities and Duties The heart of the job description
Detailed list of the job’s responsibilities and
duties
i.e. “achieve quantitative sales goal…..,
determine sales priorities……, repairing
production line tools and equipment”
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Authority
Define limit of authority, decision making
authority, budgetary authority
Standards of Performance
List the standards the employee is to achieve
in each of the job description’s main duties and responsibilities
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Working condition and Physical
Environment
List the general working conditions of the job
and may include noise level, hazardous conditions, heat, cold, etc
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A list of a job’s “human requirement,”
that is the requisite education, skills,
personality and so on- another product
of a job analysis
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“What human traits and experience are
required to do this job well”
Trained employees:- Length of previous service, quality of relevant
training, previous of job performance
Untrained employees:- Specifies qualities – physical traits, personality,
interest, sensory skills
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A job is more than a set of closely related
activities carried out of pay
Globalization influences:-
Broadly define job description
Create flexible employee
Multi-skilled job assignments
Participative decision making
Working with team
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Job enrichment: redesigning in a way that
increases the opportunities for the worker to
experience feeling of responsibility,
achievement, growth and recognition
Let the employee plan and control own job
instead controlled by outsider
Employee do job well because they wanted to
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Dejobbing: broadening the responsibilities
of the company’s jobs, and encouraging
employees not to limit themselves to what is
on their job description
Challenge: technology change, global
competition, deregulation, political instability,
demographic change
Company need to be responsive, flexible, more
competitive
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Competencies are demonstrable characteristics
of a person that enables performance
Job competencies are observable and
measurable knowledge, skills and behavior
making up the job
Traditional analysis: job centered, focus on
“What”
Competency-based analysis: focuses on “how”
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1. Decide what position to fill, through personnel planning and forecasting
2. Build a pool of candidates for the job, by recruiting internal or external candidates
3. Have candidates complete application forms and undergo initial prescreening interview
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4. Use selection tools like tests, background
investigations, physical exams to identify
viable candidates
5. Decide who to make an offer to by
having the supervisor and other
interview the candidates
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The process of deciding what positions
the firm will have to fill, and how to fill
them
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Trend Analysis: studying variations in your firm’s employment levels over the past few years, historical trends
Ratio Analysis: forecast data based on the ratio between two causal factors, ex. Sales volume and number of employee needed
Scatter plot: show graphically how two variables are related, ex. Sales and staffing levels
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Determination of future staff needs by
projecting sales, volume of production,
and personnel required to maintain this
volume of output, using software
packages
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Projected turnover
Quality & skills of
employees
Strategic decisions to
upgrade quality or
enter new markets
Technological resulting in increased
productivity
Finance resources
available to the
department
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Qualification inventories: facilitate internal candidate by providing data on
employees’ performance records, educational background, promotability; manual or computerized
Personnel replacement charts: Company records showing present performance &
promotability for the most important position, internal candidates
Computerized Information System: Link between HR, annual performance appraisal,
training; automatically updated
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Employees, supervisor or HR professional
enter information via company intranet
Information: employee background,
working experience, skills, education level
Managers can retrieve data immediate if
they require a person for a position
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1. Background checks on staff going to access the HR system
2. Do not hire a temporary employee, bring other trusted employee from another department
3. Random background check, ex. Drug test
4. Limit access to information such as SSN, health information, sensitive data
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Job posting
Rehiring
Succession Planning
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Publicizing an open job to employees
(often by literally posting it on bulletin
boards)
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It depends….
Advantage: familiar with company culture, style, ways of doing things
Disadvantage: less-than-positive attitudes, influence current employees
How to reduce adverse reactions:-
Give credit
Inquiry on what they did during layoff, how they feel return to company
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Details the company’s long-range plan
to fill its most key positions by making sure
a qualified supply of successors exist &
employee careers can be optimally
managed
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Identifying & analyzing key job Firm strategic goal, formulate job description &
specification
Creating & assessing candidates Identify potential internal/ external candidates
future positions
Provide developmental experience, training, cross-functional experiences, job rotation, global/regional assignments
Selecting who will fill the position
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Talent management involves identifying,
recruiting, hiring and developing high
potential employees
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Recruiting via the
Internet
Advertising
Employment
Agencies
Temp Agencies &
Alternative Staffing
Offshoring/Outsourci
ng White-Collar &
other jobs
On Demand
Recruiting Services
College Recruiting
Referral & Walk-Ins
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User-friendly company websites can be used as an efficient recruiting tools if:
Potential employees able to easily access &
view current opening from homepage
Pre-employment screening assessment simple
Users are allowed to apply online, fax, e-mail
Virtual job fair or posting on networking sites
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Advantage
Free or low cost
Longer lifespan than
traditional medium
Fast-can start
receiving application
immediately
Disadvantage
Too much response
Legal pitfall
regarding
unintended
discrimination
EEOC compliance is
difficult to prove
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An Applicant Tracking System: software purchased & installed to track
applicants & perform other services such as
pre-screening & scheduling interview
Compile a searchable database for employer
use
Application Service Provider(ASPs): contracted by employers for whatever reason to
process applicant tracking work off site
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Select the best medium for the specific
position. i.e local newspaper, magazine
Experienced advertisers construct ads
based on a four-point guide labeled
AIDA(Attention, Interest, Desire, Action)
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Three types: 1. Public agencies operated by federal, state, local
government. Ex National Job Bank
2. Agencies associated with non profit organisation
3. Privately owned agencies: “fee paid jobs”
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Why?
Does not have HR department
Has found generating an applicant pools is difficult in the past or must fill in the post urgently
Wants to attract minority group
Want to reach employed individuals who might be more comfortable dealing with agency than competitor
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The role of temporary workers:
Supplements regular workforce
Fills –in for vacationing or sick employees
Cost effective
Allows employer to expand & contract with changes in demand
Allows employers to try-out an employee before hiring them as a regular employee
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In-house temporary employees: short
term basis
Contract technical employees: highly
skills workers, long term project, contract
basis
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Executive recruiter = “headhunters”
A special employment agencies
retained by employers to seek out top
management talent and can be useful
in making contact
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Advantage:
Have many contact
Future employee qualified
Target employed candidate who are not actively looking to change jobs
Keep firm name confidential
Save time, save cost
Disadvantage:
more interest in persuade than finding appropriate candidates
Always claim client say but actually not really
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Issues:-
cultural misunderstanding (customers &
employees abroad)
Security & privacy concern
Foreign contract
Legal systems
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A service that provides short-term
specialized recruiting to support specific
projects without the expense of retaining
traditional search firm
Paid by hour or project
Handle recruiting, analysis, pre-screening,
left client with short list candidates
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Sending an employer’s representative to college campuses to prescreen candidates – graduating class
Can be problematic:- › Can be expensive & time consuming
› Recruiter ineffective: do not screen effectively, unprepared, show little interest and act superior
› Training to recruiter
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On-site Visit:
Employer invite good candidates to office
or plant for site visit
Internship:
Win-win situation
Allow employer to test, try out candidate
Allow student to sharpen up business skills,
any skills
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Referral campaign
“you’ve got friends, we want to meet them”
Prizes, rewards offered for referral
Quality people know quality people
Walk-In
Direct application to employers
In office, hotel, convention centre
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