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Planning for and Recruiting Human Resources
4 Chapter 6 Training Employees What Do I Need to Know? C H A P T E R 1. Discuss how to link training programs to organizational needs. 2. Explain how to assess the need for training. 3. Explain how to assess employees’ readiness for training. Describe how to plan an effective training program. Compare widely used training methods. Summarize how to implement a successful training program. Evaluate the success of a training program. 8. Describe training methods for employee orientation and diversity management. Planning for and Recruiting Human Resources
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Motorola Canada – Career Bridge
2 of 18 Motorola Canada – Career Bridge Weiling Qian, a systems engineer from China was hired by Agnes van Haeren, HR manager for Motorola Canada as an intern under the Career Bridge Program. Career Bridge assists internationally trained professionals gain access to jobs in Canada without duplicating education and training received outside Canada © 2005 McGraw-Hill Ryerson Ltd.
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Introduction Human Resource Planning
3 of 18 Introduction Human Resource Planning Identifying the numbers and types of employees the organization will require to meet its objectives Carried out to meet business objectives and gain a competitive advantage Compares the present state of the organization with its goals for the future Identifies changes in human resources needed to meet those goals © 2005 McGraw-Hill Ryerson Ltd.
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Human Resource Planning Process
4 of 18 Human Resource Planning Process © 2005 McGraw-Hill Ryerson Ltd. .
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Forecasting Forecasting
5 of 18 Forecasting Forecasting Attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labour shortages or surpluses © 2005 McGraw-Hill Ryerson Ltd. .
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Forecasts of Labour Surplus or Shortage
Forecasting Demand for Labour Determining Labour Supply Usually an organization forecasts demand for specific job categories or skill areas Answers question: Will the need for people increase or decrease? Statistical models: Trend analysis Leading indicators Detailed analysis of how many people are currently in various job categories or have specific skills Examines internal changes expected Transitional matrix Examines trends in the external labour market © 2005 McGraw-Hill Ryerson Ltd. .
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Human Resource Planning Process
7 of 18 Human Resource Planning Process Based on the forecasts for labour demand and supply and planner determines whether there will be a shortage or surplus of human resources for each job category Forecasting more © 2005 McGraw-Hill Ryerson Ltd. .
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Human Resource Planning Process
8 of 18 Human Resource Planning Process Forecasting Goals should come directly from the analysis of labour supply and demand Includes a specific figure of what should happen with the job category or skill area and a timetable Each goal should have one or more strategies Goal Setting & Strategic Planning more © 2005 McGraw-Hill Ryerson Ltd.
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9 of 18 HR Strategies © 2005 McGraw-Hill Ryerson Ltd.
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Goal Setting and Strategic Planning
10 of 18 Goal Setting and Strategic Planning Reducing a Surplus Avoiding a Shortage Downsizing Planned elimination of large numbers of employees to enhance the organization’s competitiveness Early-retirement programs Programs that encourage older workers to leave voluntarily Employing temporary workers Provides flexibility & lower costs, however disadvantages include tension between temporary and permanent employees Outsourcing Overtime and expanded hours more © 2005 McGraw-Hill Ryerson Ltd.
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Human Resource Planning Process
11 of 18 Human Resource Planning Process Implementing the strategies and evaluating the outcomes Some individual must be accountable Checking whether the organization has succeeded in avoiding labour shortages or surpluses Identify which part of the process contributed Forecasting Goal Setting & Strategic Planning Implementing & Evaluating © 2005 McGraw-Hill Ryerson Ltd.
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Applying HR Planning to Employment Equity
12 of 18 Applying HR Planning to Employment Equity Many organizations have an HR strategy that includes Employment Equity to manage diversity or meet government requirements Employment Equity programs forecast and monitor the proportion of employees who are members of the protected groups Workforce utilization review © 2005 McGraw-Hill Ryerson Ltd.
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Recruiting Human Resources
13 of 18 Recruiting Human Resources Recruiting Any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees 3 Aspects: Human Resource Policies Recruitment Sources Recruiter Traits and Behaviours © 2005 McGraw-Hill Ryerson Ltd.
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Human Resource Policies
14 of 18 Human Resource Policies Internal vs. External Recruiting Promote-from-within policies make an organization more attractive Lead-the-Market Pay Strategies Meeting or exceeding the market rate of pay to compete for applicants Recruitment Branding & Image Advertising Using marketing techniques to become an “employer of choice” Generate a favourable image © 2005 McGraw-Hill Ryerson Ltd. .
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15 of 18 Recruitment Sources Internal sources: Employees who currently hold other positions in the organization Job posting Manager referrals © 2005 McGraw-Hill Ryerson Ltd. .
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Recruitment Sources External Sources Direct Applicants & Referrals
16 of 18 Recruitment Sources Direct Applicants & Referrals Advertisements HRSDC Private Employment Agencies Universities and Colleges Electronic Recruiting External Sources © 2005 McGraw-Hill Ryerson Ltd. . .
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Evaluating Quality of a Source
Employers should monitor the quality of all recruitment sources Yield ratios Ratio/percentage of applicants who advance from one stage of the recruitment and selection process to the next Cost per hire Divide the cost of using a recruitment source by the number of people hired © 2005 McGraw-Hill Ryerson Ltd.
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Recruiter Traits & Behaviours
18 of 18 Recruiter Traits & Behaviours Characteristics of the Recruiter “Warm” and “Informative” Behaviour of the Recruiter Provide the right information Realistic job previews Enhancing Recruiter’s Impact Timely feedback Avoid offensive behaviour Recruit in teams i.e. include job experts © 2005 McGraw-Hill Ryerson Ltd.
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