Human resource planning, recruitment, and selection
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Human resource planning, recruitment, and selection
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Human resource planning, recruitment, and selection
- 1. Human Resource Planning, Recruitment, and Selection Creating Effective Organizations
- 2. Development of Human Resource Management Parallels the protection and treatment of workers 1. Social Welfare Department 1880 – 1935 a. Helping injured workers and their families b. Company unions: parties and social events c. Worker health 2. Labor Relations Department 1935 – 1950 a. Collective bargaining b. Contract administration 3. Industrial Relations Department 1950 – 1970 a. Labor relations b. Benefits and vacations c. Testing and selection d. Compensation systems 4. Personnel Department 1970 – 1990 a. Legal compliance b. Staffing c. Performance evaluation d. Compensation and benefits e. Employee relations f. Safety and health 5. Human Resource Management
- 3. Staffing Model Strategic Planning Environmental Scanning Operational Planning Forecasting Projected Staffing Requirements Goals and Objectives Recruitment Planning Applicant Search Preliminary Screening Selection Decision Placement Strategic Business Planning Human Resource Planning Long-range planning Selection Recruitment Middle-range planning Short-range planning Human Resource Planning
- 4. Typical Steps in the Selection Process Reference checks Employment testing Drug testing Final interview Selection decision Placement on the job Reject applicant Preliminary screening Application blanks Interviews
- 5. Forecasting Employment Needs 1. Budgeting 2. Work-load Analysis 3. Unit Demand 4. Expert Opinion 5. Trend Predictions
- 6. Example of Predicting Labor Supply and Required New Hires for a Hotel Chain Supply Analysis Supply Demand Comparison Key Positions A % Quit (rounded) (1996-1998) B Number of Present Employees C Projected Turnover by 2000 D Employees Left by 2000 E Projected Labor Demand in 2000 F Projected New Hires in 2000 General Manager 38 25 10 15 32 17 Resident Manager 77 9 7 2 12 10 Food/Beverage Director 47 23 11 12 29 17 Controller 85 25 21 4 32 28 Assistant Controller 66 14 9 5 18 13 Chief Engineer 81 24 16 8 31 23 Director of Sales 34 25 9 16 32 16 Sales Manager 68 45 30 15 58 43 Convention Manager 90 14 13 1 18 17 Catering Director 74 19 14 5 24 19 Banquet Manager 60 19 12 7 24 17 Personnel Director 43 15 6 9 19 10 Restaurant Manager 89 49 44 5 63 58 Executive Chef 70 24 17 7 31 24 Sous Chef 92 24 22 2 31 29 Executive Housekeeper 63 25 16 9 32 23 Total Employees 379 257 122 486 364
- 7. Solving the ‘Surplus Personnel’ Problem 1. Layoffs 2. Attrition 3. Reduced Hours/Job Sharing 4. Unpaid Vacations 5. Early Retirements
- 8. High Performance Work Practices – Financial Performance Sample: 968 U.S. firms with 100 or more employees Financial Data: 10-K reports with the SEC High Performance Work Practices: What proportion of the workforce participates in: 1. Formal information sharing program 2. Formal job analysis 3. Hiring from within 4. Employee attitude surveys 5. Quality of Work Life Programs 6. Company incentive, profit-sharing, or gain-sharing plans 7. Formal grievance and complaint procedures 8. Pre-employment testing 9. Performance appraisals are used to determine promotion 10. Formal performance appraisals 11. Promotion by seniority or performance 12. Selection ratio for hiring 13. What is the average number of hours of training received per employee per year?
- 9. High Performance Work Practices - Results A one standard deviation increase from the mean in high performance work practices is associated with: 7.05% decrease in turnover $27,044 increase in sales annually per employee $18,641 increase in market value annually per employee $3,814 increase in profits annually per employee
Notes de l'éditeur
- This slides outlines the development of human resource management in organizations.
- The staffing model from the text.
- The selection model from the text.
- This slides describes five approaches to forecasting employment needs.
- This example, from a hotel chain, shows how the hotel chain goes about predicting employment needs.
- This slides describes how companies deal with the surplus personnel problem. Organizations must be creative when facing a surplus of personnel. They need to cut costs, but at the same time keep employee morale and motivation high.
- Slides 8 and 9 show the findings from Huselid’s study of “best practices” in HR. The study highlights the fact that companies who use effective HR practices have less turnover, more profits, greater market value, and greater sales than those who do not. Students should recognize that HR can contribute significantly to a company’s bottom line.