dessler人力资源管理_05

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1、Afterstudyingthischapter,youshouldbeableto:ExplainthemaintechniquesusedinHRplanningandforecastingDiscussthemaininternalsourcesofcandidatesDiscussthemainexternalsourcesofcandidatesExplainhowtorecruitjobcandidatesDevelopa“helpwanted”adDiscussrecruitmentprac

2、ticesinsomecompaniesinAsia2©2009PearsonEducationSouthAsia.Allrightsreserved.TheRecruitmentandSelectionProcessHRPlanningTherecruitmentandselectionprocessisaseriesofhurdlesaimedatselectingthebestcandidateforthejob.3©2009PearsonEducationSouthAsia.Allrightsres

3、erved.TheRecruitmentandSelectionProcess–StepsDecidewhatpositionsyou’llhavetofillthroughpersonnelplanningandforecasting.Buildapoolofcandidatesforthesejobsbyrecruitinginternalorexternalcandidates.Havecandidatescompleteapplicationformsandperhapsundergoaniniti

4、alscreeninginterview.Useselectiontechniquesliketests,backgroundinvestigations,andphysicalexamstoidentifyviablecandidates.Decidewhotomakeanofferto,byhavingthesupervisorandperhapsothersontheteaminterviewthecandidates.4©2009PearsonEducationSouthAsia.Allrights

5、reserved.PlanningandForecastingEmploymentorpersonnelplanningTheprocessofdecidingwhatpositionsthefirmwillhavetofill,andhowtofillthem.SuccessionplanningTheprocessofdecidinghowtofillthecompany’smostimportantexecutivejobs.Whattoforecast?OverallpersonnelneedsTh

6、esupplyofinsidecandidatesThesupplyofoutsidecandidates5©2009PearsonEducationSouthAsia.Allrightsreserved.LinkingEmployer’sStrategytoPlansFigure5.2LinkingtheCompany’sStrategicPlantotheHRPlan6©2009PearsonEducationSouthAsia.Allrightsreserved.ForecastingHRNeeds

7、FirststepinHRplanningForecastrevenueEstimatethenumberofpersonsneededtoachievethisvolumeFigure5.3ForecastTechniquesinHRPlanning7©2009PearsonEducationSouthAsia.Allrightsreserved.ForecastingHRNeedsTrendanalysisThestudyofafirm’spastemploymentneedsoveraperiodof

8、yearstopredictfutureneeds.RatioanalysisAforecastingtechniquefordeterminingfuturestaffneedsbyusingratiosbetweenacausalfactorandthenumberofemployeesneeded.Assumesthattherelationshipbetweenthecausalfactorandstaf