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Chapter 6. Recruiting. Part 1. Forecasting Work Requirements. Forecasting Work Requirements . Determine expected production for department for specific time period 10,000 T-shirts per month Determine how many labor hours it will take to meet production goal

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Recruiting

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Chapter 6

Chapter 6

Recruiting


Part 1

Part 1

  • Forecasting Work Requirements

Chapter 6


Forecasting work requirements

Forecasting Work Requirements

  • Determine expected production for department for specific time period

    • 10,000 T-shirts per month

  • Determine how many labor hours it will take to meet production goal

    • Each worker makes 10/hr 10,000/10 = 1000 hours

Chapter 6


Forecasting work requirements1

Forecasting Work Requirements

  • Convert work hours to work days

    • With 8 hr shifts  1000/8 = 125 days

  • Divide needed workdays by workdays-per-period

    • With 20 workdays/month  125/20 = 6.25 people

Chapter 6


Forecasting work requirements2

Forecasting Work Requirements

  • Make allowances for absences, training, and leaves

    • Round up to 7 people

  • Search for other ways to meet your schedule

    • i.e. overtime, transfers, borrow employees, temps

    • instead of 7 line workers to do 6.25 work, hire 6 & work a little overtime

Chapter 6


Your goal

Your Goal:

  • Make sure employees on hand matches workload

Chapter 6


Overstaffing

Overstaffing

  • Having more workers than minimum necessary

    • Costs & flexibility increase

    • Efficiency drops

    • Coaching & training opportunities may be taken

Chapter 6


Understaffing

Understaffing

  • Having fewer workers than minimum necessary

    • Can get you behind schedule

    • Costs may end up higher as you try to make up the difference

    • Can bring out creativity

Chapter 6


Effective staffing

Effective Staffing

  • The right number & kinds of workers on the right jobs at the right times

Chapter 6


Staffing process

Staffing Process

  • Specify kinds of jobs and workers needed

  • Forecast the number of employees & create work schedule

  • Recruit candidates

  • Preliminary screening

  • Select the most appropriate candidates

Chapter 6


Part 2

Part 2

  • Recruiting

Chapter 6


Benefits of a promotion from within policy

Benefits of a promotion-from-within policy:

  • Capitalizes on past investments in current employees.

    • recruiting, selecting, training, and developing

  • Rewards past performance and encourages continued commitment.

  • Signals to employees that similar efforts by them will lead to promotion.

Chapter 6


Limitations of a promotion from within policy

Limitations of a promotion-from-within policy:

  • Current employees may lack the knowledge, experience or skills needed for placement in the vacant/new position.

  • Inbreeding of ideas and attitudes (“employee cloning”) increase.

Chapter 6


Internal methods of locating qualified job candidates

Internal Methods of Locating Qualified Job Candidates

  • Human Resources Information Systems (HRIS)

    • Database systems containing the records and qualifications of each employee that can be accessed to identify and screen candidates for an internal job opening.

  • Job Posting

    • Posting vacancy notices and maintaining lists of employees looking for upgraded positions.

Chapter 6


Recruiting outside the organization

Recruiting Outside the Organization

  • Labor Market

    • Area from which applicants are to be recruited.

    • Tight market:

      • high employment, few available workers

    • Loose market:

      • low employment, many available workers

Chapter 6


Factors determining the relevant labor market

Factors determining the relevant labor market:

  • Skills and knowledge required for a job

  • Level of compensation offered for a job

  • Reluctance of job seekers to relocate

  • Ease of commuting to workplace

  • Location of job (urban or nonurban)

Chapter 6


Outside sources of recruitment

Outside Sources of Recruitment

  • Advertisements

  • Unsolicited applications and resumes

  • Internet recruiting

  • Employee referrals

  • Executive search firms

  • Educational institutions

Chapter 6


Outside sources of recruitment1

Outside Sources of Recruitment

  • Professional organizations

  • Labor unions

  • Public employment agencies

  • Private employment agencies

  • Temporary help agencies

  • Employee leasing

Chapter 6


Effectiveness of recruiting sources

Effectiveness of Recruiting Sources

Chapter 6


Increasing the effectiveness of employee referrals

Increasing the Effectiveness of Employee Referrals

  • Offer incentives for referrals.

  • Pay for performance (profit sharing).

  • Increase visibility.

  • Keep the data.

  • Measure the results.

Chapter 6


Recruiting websites 1

Recruiting Websites (1)

  • Career Builder: http://www.careerbuilder.com

  • Employment Guide: http://www.employmentguide.com

  • FlipDog: http://www.flipdog.com

  • HotJobs: http://www.hotjobs.com

Chapter 6


Recruiting websites 2

Recruiting Websites (2)

  • JOBTRAK: http://www.jobtrak.com

  • JobWeb: http://www.jobweb.com

  • Monster.com: http://www.monster.com

  • Net-Temps: http://www.nettemps.com

  • Spherion (formerly E. Span): http://www.spherion.com

Chapter 6


Best worst majors

Best & Worst Majors

Chapter 6


Top paying starting salaries

Top-Paying Starting Salaries

Bachelor’s Degree

  • Chemical Engineering

  • Mechanical engineering

  • Electrical engineering

  • Industrial engineering

  • Computer science

  • Nursing

  • Civil engineering

  • Physics

  • Chemistry

  • Mathematics

Chapter 6


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