Bài giảng Human resource managemen - Chapter 5: Planning for and recruiting human resource - Ngô Quý Nhâm

f job applicants.             .
6. Describe the recruiter’s role in the 
i i l di li i drecru tment process,  nc u ng  m ts an  
opportunities.
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The Process of Human Resource Planning
• Organizations should carry out human         
resource planning so as to meet business 
objectives and gain a competitive advantage           
over competitors.
– Human resource planning compares the present           
state of the organization with its goals for the 
future
– Then identifies what changes it must make in its 
human resources to meet those goals
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Figure 5.1: Overview of the Human 
Resource Planning Process
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Forecasting
• Forecasting: attempts There are three major 
to determine the supply 
and demand for various 
steps to forecasting:
1. Forecasting the demand 
types of human 
resources to predict 
ithi th
for labor
2. Determining labor 
areas w n  e 
organization where 
there will be labor
supply
3. Determining labor        
shortages or surpluses. surplus or shortage
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Forecasting the Demand for Labor
Trend Analysis Leading Indicators 
• Constructing and 
applying statistical
• Objective measures that 
accurately predict   
models that predict 
labor demand for the 
future labor demand.
next year, given 
relatively objective 
i i f hstat st cs  rom t e 
previous year.
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Determining Labor Supply
• Transitional matrix: a It answers two questions:   
chart that lists job 
categories held in one 
1. “Where did people in 
each job category go?”
period and shows the 
proportion of employees 
in each of those job
2. “Where did people now 
in each job category 
categories in a future 
period.
come from?
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Table 5.1: Transitional Matrix – Example 
for an Auto Parts Manufacturer       
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Determining Labor Surplus or Shortage
• Based on the forecasts for labor demand and               
supply, the planner can compare the figures to 
determine whether there will be a shortage or               
surplus of labor for each job category.
• Determining expected shortages and       
surpluses allows the organization to plan how 
to address these challenges      .
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Goal Setting and Strategic Planning
• The purpose of setting specific numerical goals             
is to focus attention on the problem and 
provide a basis for measuring the organization’s 
success in addressing labor shortages and 
surpluses.
• The goals should come directly from the 
analysis of supply and demand.
• For each goal, the organization must choose 
one or more human resource strategies.
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Options for Reducing a Surplus
PDownsizing ay reductions Demotions
Transfers Work  Hiring sharing freeze
Natural 
attrition
Early 
retirement Retraining
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Options for Avoiding a Shortage
Overtime Temporary employees Outsourcing
Retrained  Turnover  New external 
transfers reductions hires
Technological 
innovation
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Table 5.2: HR Strategies for Addressing a 
Labor Shortage or Surplus     
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Test Your Knowledge 
• A public accounting firm of 250 employees             
realizes they have a surplus of 15 support 
personnel (not auditors) What should they    .        
do?
A Hire temporary workers.    
B. Offer early retirement
C Downsize people in those positions.        
D. Wait for attrition and implement a hiring freeze 
for those positions
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Implementing and Evaluating the HR Plan
• When implementing the HR strategy, the           
organization must hold some individual accountable 
for achieving the goals.
• That person must also have the authority and 
resources needed to accomplish those goals.
• Regular progress reports should be issued.
• The evaluation of results should not only look at the 
actual numbers, but should also identify which parts 
of the planning process contributed to success or 
f il
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a ure.
Applying HR Planning to Affirmative Action
• Workforce Utilization  • The organization must 
Review: a comparison of 
employees in protected 
groups with the
assess current utilization 
patterns, then forecast 
h h lik l     proportion that each 
group represents in the 
relevant labor market
ow t ey are  e y to 
change in the near future.
• If the analyses forecast    .
• The steps in a workforce 
utilization review are 
underutilization of certain 
groups, then goals and a 
identical to the steps in 
the HR planning process.
plan will be established.
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Recruiting Human Resources
• The role of human resource recruitment is to               
build a supply of potential new hires that the 
organization can draw on if the need arises              .
• Recruiting: any activity carried on by the 
organization with the primary purpose of           
identifying and attracting potential 
employees.
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Figure 5.2: Three Aspects of Recruiting
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Personnel 
li i
Internal versus 
external recruitingPo c es  
L d h k
Several personnel 
ea ‐t e‐mar et pay 
strategies
policies are 
especially relevant 
t it t
Employment‐at‐will 
policies
o recru men :
Image advertising
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Recruitment Sources: Internal Sources
• Job Posting: the process of communicating           
information about a job vacancy:
– On company bulletin boards     
– In employee publications
On corporate intranets–    
– Anywhere else the organization communicates 
with employees 
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Advantages of Internal Sources
1 It generates applicants who are well known to.                
the organization.
2 These applicants are relatively knowledgeable.          
about the organization’s vacancies, which 
minimizes the possibility of unrealistic job           
expectations.
3. Filling vacancies through internal recruiting is           
generally cheaper and faster than looking 
outside the organization.
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One in Three Positions Are
Filled with Insiders
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Recruitment Sources: External Sources
Di t li t Public employmentrec  app can s    
agencies
Referrals
Private employment 
agencies
Advertisements in 
newspapers and 
magazines
Electronic recruiting
Colleges and 
universities
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Figure 5.3: External Recruiting Sources –
Percentage of Employees Hired     
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Evaluating the Quality of a Source
Yield Ratios Cost Per Hire 
• A ratio that expresses the 
percentage of applicants who 
• Find the cost of using a 
particular recruitment source 
successfully move from one 
stage of the recruitment and 
selection process to the next
for a particular type of vacancy.
• Divide that cost by the number 
of people hired to fill that type .
• By comparing the yield ratios of 
different recruitment sources, 
of vacancy.
• A low cost per hire means that 
we can determine which source 
is the best or most efficient for 
the type of vacancy.
the recruitment source is 
efficient.
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Table 5.3:
Results of a Hypothetical Recruiting Effort         
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Your Experience 
• In your last job search what was your        ,       
experience with a recruiter or other point of 
contact before you were offered the job?           
A. Lousy, I didn’t take the job
B Lousy but I took the job anyway. ,           
C. Great, but I didn’t take the job
D Great I took the job. ,       
E. The experience wasn’t memorable.
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Recruiter Traits and Behaviors
Characteristics of the Recruiter
Behavior of the Recruiter     
Enhancing the Recruiter’s Impact
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Recruiter Characteristics and Behavior 
True = A False = B          
• Applicants respond more positively when the recruiter 
is an HR specialist than line managers or incumbents.               
• Applicants respond positively to recruiters whom are 
warm and informative
• Personnel policies are more important than the 
recruiter when deciding whether or not to take a job.
• Realistic job previews should highlight the positive 
characteristics of the job rather than the negative.
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Figure 5.4:
Recruits Who Were Offended by Recruiters         
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Recruiting Exercise (1 of 2)
• You are the regional HR director of the               
restaurant chain (e.g., Ruby Tuesday’s or TGI 
Fridays) and responsible for recruiting all staff              
for the restaurants in your region.
• One of the stores in your region needs to hire                   
servers.
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Recruiting Exercise (2 of 2)
1 What knowledge skills and abilities are.   ,  ,       
required for the positions you are recruiting?
2 Will your sources of applicants be internal.             , 
external, or both? Explain.
3 Wh i i i ill ?. at recru t ng strateg es w  you use
4. What metrics will you use to measure your 
success?
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Summary
• The first step in human resource planning is               
personnel forecasting. Through trend analysis and 
good judgment, the planner tries to determine the 
supply and demand for various human resources.
• The next step is to determine the labor demand for 
workers in various job categories. Analysis of a 
transitional matrix can help the planner identify 
which job categories can be filled internally and               
where high turnover is likely.
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Summary (continued)
• To reduce a surplus, downsizing, pay reductions, and               
demotions deliver fast results but at a high cost in 
human suffering that may hurt surviving employees’ 
motivation and future recruiting.
• To avoid a labor shortage, requiring overtime is the 
easiest and fastest strategy.
• Internal recruiting generally makes job vacancies 
b d dmore attractive  ecause can i ates see 
opportunities for growth and advancement.
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Summary (continued)
• Lead‐the‐market pay strategies make jobs         
economically desirable.
• Internal sources are usually not sufficient for all of an 
organization’s labor needs.
• Through their behavior and other characteristics, 
recruiters influence the nature of the job vacancy 
and the kinds of applicants generated.
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