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

Determining Labor Supply MGMT 422 - Chapter 5

Labor Supply Management Options MGMT 422 - Chapter 5

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

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

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

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

Recruiting MGMT 422 - Chapter 5

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

Recruitment Sources MGMT 422 - Chapter 5

Evaluating Recruiting Sources MGMT 422 - Chapter 5

Who is an Applicant? n In March 2004, the EEOC re-defined the term “applicant” n 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