Planning for and Recruiting Human Resources

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Presentation transcript:

Planning for and Recruiting Human Resources Chapter 5 Planning for and Recruiting Human Resources

Human Resource Planning MGMT 422 - Chapter 5

Forecasting Demand for Labor Trend analysis Using statistical models to predict labor demand for next year Leading indicators Objective measures that accurately predict future labor demand Subjective judgments MGMT 422 - Chapter 5

Determining Labor Supply MGMT 422 - Chapter 5

Labor Supply Management Options MGMT 422 - Chapter 5

Managing a Surplus Downsizing Early retirement programs Pros and Cons Planned elimination of large numbers of personnel Early retirement programs Programs that encourage older workers to leave voluntarily Pros and Cons MGMT 422 - Chapter 5

Managing a Shortage Temporary and Contract Workers Outsourcing Manufacturing or payroll Pros and cons MGMT 422 - Chapter 5

Implementing & Evaluating the Plan Who is responsible for the results? Was the organization successful in avoiding the labor shortages or surpluses? Which parts of the plan were successful or not? What was the impact of the plan on workforce utilization? MGMT 422 - Chapter 5

Recruiting Identifying and attracting potential employees Three areas of focus: Personnel policies Recruitment sources Characteristics of the recruiter MGMT 422 - Chapter 5

Recruiting MGMT 422 - Chapter 5

Personnel Policies Recruiting from within or outside the company Pay strategies Employment at will vs. due-process policies Image Advertising MGMT 422 - Chapter 5

Recruitment Sources MGMT 422 - Chapter 5

Evaluating Recruiting Sources MGMT 422 - Chapter 5

Who is an Applicant? In March 2004, the EEOC re-defined the term “applicant” To be considered an applicant: The employer has acted to fill a particular position The individual has followed the employer’s standard application procedures The individual indicates an interest in the particular position MGMT 422 - Chapter 5