HRM gaining a competitive advantage chapter 005 3rd ed

• Discuss the advantages and disadvantages of various ways of eliminating a labor surplus and avoiding a labor shortage.. Forecasting Stage of Human Resource Planning 5-3  Determining

Standard Slide Sample

Part II

Chapter 5

Human Resource Planning and Recruitment

Chapter 6

Selection and Placement

Chapter 7

Training

Acquisition and Preparation of Human Resources

and Recruitment

Objectives

• Discuss how to align a company’s strategic direction

with its human resource planning.

• Determine the labor demand of workers in various job

categories.

• Discuss the advantages and disadvantages of various

ways of eliminating a labor surplus and avoiding a labor shortage.

• Describe the various recruitment policies organizations

adopt to make the job vacancies more attractive,

• List the various sources from which job applicants can

be drawn, their relative advantages and disadvantages, and methods for evaluating them.

Stages in Human Resource

Planning

5-2

 Forecasting

 Labor Supply

 Goal Setting and Strategic Planning

 Program Implementation and Evaluation

 Forecasting

 Labor Demand

 Labor Supply

 Goal Setting and Strategic Planning

 Program Implementation and Evaluation

Forecasting Stage of Human

Resource Planning

5-3

 Determining Labor Demand

 derived from product / service demand

 external in nature

 Determining Labor Supply

 internal movements caused by transfers,

promotions, turnover, retirements,etc.

 transitional matrices identify employee movements over time

 useful for AA / EEO purposes

 Determining Labor Surplus or Shortage

 Determining Labor Demand

 derived from product / service demand

 external in nature

 Determining Labor Supply

 internal movements caused by transfers,

promotions, turnover, retirements,etc.

 transitional matrices identify employee movements over time

 useful for AA / EEO purposes

 Determining Labor Surplus or Shortage

Strategies for Reducing an

Expected Labor Surplus

5-4

Extent of Human Suffering

1 Downsizing

2 Pay reductions

3 Demotions

Fast Fast Fast

High High High

Strategies for Reducing an

Expected labor Surplus

5-5

Extent of Human Suffering

1 Downsizing

2 Pay reductions

3 Demotions

4 Transfers

5 Worksharing

Fast Fast Fast

Fast Fast

High High High

Moderate Moderate

Strategies for Reducing an

Expected Labor Surplus

5-6

Extent of Human Suffering

1 Downsizing

2 Pay reductions

3 Demotions

4 Transfers

5 Worksharing

6 Retirement

7 Natural attrition

8 Retraining

Fast Fast Fast Fast Fast

Slow Slow Slow

High High High Moderate Moderate

Low Low Low

Strategies for Avoiding an

Expected Labor Shortage

5-7

1 Overtime

2 Temporary employees

3 Outsourcing

4 Retrained transfers

5 Turnover reductions

6 New external hires

7 Technological

innovations

Fast Fast Fast Slow Slow Slow Slow

High High High High Moderate Low Low

Reasons for Downsizing

5-8

 Need to reduce labor costs

 Reduced need for labor due to technology

 Reduced need for professional staff due to mergers

 Changes in facility locations

 Need to reduce labor costs

 Reduced need for labor due to technology

 Reduced need for professional staff due to mergers

 Changes in facility locations

Reasons for Downsizing NOT

Living Up to Expectations

5-9

 Long-term negative effect when improperly managed

 Loss of valued human assets

 Survivors become narrow-minded and risk-adverse

 Long-term negative effect when improperly managed

 Loss of valued human assets

 Survivors become narrow-minded and risk-adverse

Advantages of

Employing Temporary Workers

5-10

 Increases organizational flexibility

 Acts as a source of permanent hires

 Reduces training and orientation costs

 Brings objective (outside) perspective to firm

 Increases organizational flexibility

 Acts as a source of permanent hires

 Reduces training and orientation costs

 Brings objective (outside) perspective to firm

Disadvantages of

Employing Temporary Workers

5-11

 Tension between “temps” and full-timers

 Outsourcing can have long-term negative consequences

 Tension between “temps” and full-timers

 Outsourcing can have long-term negative consequences

Recruitment Activities

5-12

 Number of applicants

 Type of applicant

 Those likely to accept position if offered

 Number of applicants

 Type of applicant

 Those likely to accept position if offered

Are designed to affect :

The Human Resource Recruitment Process

5-13

 Personnel Policies

 Recruitment Sources

 Recruiter Characteristics

 Personnel Policies

 Recruitment Sources

 Recruiter Characteristics

 Decisions are made in 3 areas :

Overview of the Individual Job Choice-Organizational Recruitment Process

5-14

JOB CHOICE

Vacancy Characteristics Vacancy

Characteristics

Personnel Policies

Recruitment Sources

Recruiter Characteristics

Applicant Characteristics Applicant

Characteristics

Personnel Policies

5-15

 Internal vs External recruiting

 opportunity for advancement

 Market Leader Pay strategy

 Employment-at-Will policy

 Image Advertising

 Internal vs External recruiting

 opportunity for advancement

 Market Leader Pay strategy

 Employment-at-Will policy

 Image Advertising

Specific features include :

 can affect the nature of Job Vacancy

characteristics

Recruitment Sources

5-16

 Internal sources

 faster, cheaper, more certainty

 External sources

 new ideas & approaches

 Direct applicants & referrals

 self-selection, low cost

 Newspaper advertising

 Public employment agencies

 blue-collar jobs

 Private employment agencies

 white-collar jobs

 Colleges & Universities

 Internal sources

 faster, cheaper, more certainty

 External sources

 new ideas & approaches

 Direct applicants & referrals

 self-selection, low cost

 Newspaper advertising

 Public employment agencies

 blue-collar jobs

 Private employment agencies

 white-collar jobs

 Colleges & Universities

Recruiter Characteristics

5-17

 Functional Area

 HR specialist v operating area

 Traits

 warmth, informative

 realistic job preview

 Functional Area

 HR specialist v operating area

 Traits

 warmth, informative

 Realism

 realistic job preview

Steps to Enhance Recruiter

Impact

5-18

 Provide timely feedback

 Avoid rude behavior

 Recruit in teams

 Provide timely feedback

 Avoid rude behavior

 Recruit in teams