德斯勒HRM原版英文课件

德斯勒HRM原版英文课件Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–2WHEREWEARENOW…Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–3Listthestepsintherecruitmentandselectionprocess.Explainthemaintechniquesusedinemploymentplanningandforecasting.Explainandgiveexamplesfortheneedforeffectiverecruiting.Nameanddescribethemaininternalsourcesofcandidates.Listanddiscussthemainoutsidesourcesofcandidates.Developahelpwantedad.Explainhowtorecruitamorediverseworkforce.LEARNINGOUTCOMESCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–4TheRecruitmentandSelectionProcessDecidewhatpositionstofillthroughpersonnelplanningandforecasting.Buildacandidatepoolbyrecruitinginternalorexternalcandidates.Havecandidatescompleteapplicationformsandundergoinitialscreeninginterviews.Useselectiontoolstoidentifyviablecandidates.Decidewhotomakeanofferto,byhavingthesupervisorandothersinterviewthecandidates.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–5FIGURE5–1 StepsinRecruitmentandSelectionProcessTherecruitmentandselectionprocessisaseriesofhurdlesaimedatselectingthebestcandidateforthejob.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–6FIGURE5–2 LinkingEmployer’sStrategytoPlansCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–7PlanningandForecastingEmploymentorPersonnelPlanningTheprocessofdecidingwhatpositions

thefirmwillhavetofill,andhowtofillthem.SuccessionPlanningTheprocessofdecidinghowtofillthecompany’smostimportantexecutivejobs.WhattoForecast?OverallpersonnelneedsThesupplyofinsidecandidatesThesupplyofoutsidecandidatesCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–8ForecastingPersonnelNeedsTrendanalysisRatioanalysisForecastingToolsScatterplottingCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–9FIGURE5–3 DeterminingtheRelationshipBetween

HospitalSizeandNumberofNursesNote:Afterfittingtheline,youcanprojecthowmanyemployeesareneeded,givenyourprojectedvolume.HospitalSize

(Number

ofBeds)NumberofRegisteredNurses200240300260400470500500600620700660800820900860Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–10DrawbackstoTraditionalForecastingTechniquesTheyfocusonprojectionsandhistoricalrelationships.Theydonotconsidertheimpactofstrategicinitiativesonfuturestaffinglevels.Theysupportcompensationplansthatrewardmanagersformanagingever-largerstaffs.They“bakein”theideathatstaffincreasesareinevitable.Theyvalidateandinstitutionalizepresentplanningprocessesandtheusualwaysofdoingthings.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–11UsingComputerstoForecastPersonnelRequirementsComputerizedForecastsSoftwarethatestimatesfuturestaffingneedsby:Projectingsales,volumeofproduction,andpersonnelrequiredtomaintaindifferentvolumesofoutput.Forecastingstaffinglevelsfordirectlabor,indirectstaff,andexemptstaff.Creatingmetricsfordirectlaborhoursandthreesalesprojectionscenarios—minimum,maximum,andprobable.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–12ForecastingtheSupplyofInsideCandidatesManualsystemsandreplacementchartsComputerizedskillsinventoriesQualificationInventoriesCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–13FIGURE5–4 ManagementReplacementChartShowingDevelopmentNeedsofPotentialFutureDivisionalVicePresidentsCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–14TheMatterofPrivacyEnsuringtheSecurityofHRInformationControlofHRinformationthroughaccessmatricesAccesstorecordsandemployeeprivacyLegalConsiderationsTheFederalPrivacyActof1974NewYorkPersonalPrivacyActof1985HIPAAAmericanswithDisabilitiesActCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–15ForecastingOutsideCandidateSupplyFactorsInSupplyofOutsideCandidatesGeneraleconomicconditionsExpectedunemploymentrateSourcesofInformationPeriodicforecastsinbusinesspublicationsOnlineeconomicprojectionsU.S.CongressionalBudgetOffice(CBO)U.S.DepartmentofLabor’sO*NET™BureauofLaborStatistics(BLS)OtherfederalagenciesandprivatesourcesCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–16TheNeedforEffectiveRecruitingEffectivenessofchosenrecruitingmethodsEffectsofnonrecruitmentissuesandpoliciesRecruitingChallengesLegalrequirementsassociatedwithemploymentlawsCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–17EffectiveRecruitingExternalFactorsAffectingRecruitingSupplyofworkersOutsourcingofwhite-collarjobsFewer“qualified”candidatesOtherFactorsAffectingRecruitingSuccessConsistencyofrecruitmentwithstrategicgoalsTypesofjobsrecruitedandrecruitingmethodsNonrecruitmentHRissuesandpoliciesSuccessfulprescreeningofapplicantsPublicimageofthefirmEmploymentlawsCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–18OrganizingHowYouRecruitFacilitatesstrategicprioritiesReducesduplicationofHRactivitiesEnsurescompliancewithEEOlawsAdvantagesofCentralizingRecruitingEffortsFosterseffectiveuseofonlinerecruitingCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–19MeasuringRecruitingEffectivenessWhattomeasureHowto

measureEvaluatingRecruitingEffectivenessCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–20FIGURE5–6 RecruitingYieldPyramid16%●●●●●●75%●●●●67%●●●50%●●●Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–21InternalSourcesofCandidatesForeknowledgeofcandidates’strengths

andweaknessesMoreaccurateviewofcandidate’sskillsCandidateshaveastrongercommitment

tothecompanyIncreasesemployeemoraleLesstrainingandorientationrequiredFailedapplicantsbecomediscontentedTimewastedinterviewinginsidecandidateswhowillnotbeconsideredInbreedingstrengthenstendencytomaintainthestatusquoAdvantagesDisadvantagesCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–22FindingInternalCandidatesPostingopen

jobpositionsRehiringformeremployeesHiring-from-WithinTasksSuccession

planning(HRIS)Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–23OutsideSourcesofCandidates12345AdvertisingRecruitingviatheInternetEmploymentAgenciesTempAgenciesandAlternativeStaffingOffshoring/Outsourcing6789OnDemandRecruitingServices(ODRS)ExecutiveRecruitersCollegeRecruitingReferralsandWalk-insLocatingOutsideCandidatesCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–24FIGURE5–7 SomeTopOnlineRecruitingJobBoardsCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–25RecruitingviatheInternetAdvantagesCost-effectivewaytopublicizejobopeningsMoreapplicantsattractedoveralongerperiodImmediateapplicantresponsesOnlineprescreeningofapplicantsLinkstootherjobsearchsitesAutomationofapplicanttrackingandevaluationDisadvantagesExclusionofolderandminorityworkersUnqualifiedapplicantsoverloadthesystemPersonalinformationprivacyconcernsofapplicantsCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–26FIGURE5–8 IneffectiveandEffectiveWebAdsCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–27AdvertisingforOutsideCandidatesTheMediaChoiceSelectionofthebestmediumdependsonthepositionsforwhichthefirmisrecruiting.Newspapers:localandspecificlabormarketsTradeandprofessionaljournals:specializedemployeesInternetjobsites:globallabormarketsConstructing(Writing)EffectiveAdsCreateattention,interest,desire,andaction(AIDA).Createapositiveimpression(image)ofthefirm.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–28FIGURE5–9 HelpWantedAdthatDrawsAttentionCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–29EmploymentAgenciesPublic

agenciesPrivate

agenciesTypesofEmploymentAgenciesNonprofit

agenciesCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–30WhyUseaPrivateEmploymentAgency?NoHRdepartment:firmlacksrecruitingandscreeningcapabilitiestoattractapoolofqualifiedapplicants.Tofillaparticularopeningquickly.Toattractmoreminorityorfemaleapplicants.Toreachcurrentlyemployedindividualswhoaremorecomfortabledealingwithagenciesthancompetingcompanies.Toreduceinternaltimedevotedtorecruiting.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–31AvoidingProblemswith

EmploymentAgenciesGiveagencyanaccurateandcompletejobdescription.Makesuretests,applicationblanks,andinterviewsarepartoftheagency’sselectionprocess.Reviewcandidatesacceptedorrejectedbyyourfirmortheagencyforeffectivenessandfairnessofagency’sscreeningprocess.Screenagencyforeffectivenessinfillingpositions.Supplementtheagency’sreferencecheckingbycheckingthefinalcandidate’sreferencesyourself.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–32SpecializedStaffingandRecruitingAlternativeStaffingIn-housecontingent(casual,seasonal,ortemporary)workersemployedbythecompany,butonanexplicitshort-termbasis.Contracttechnicalemployeessuppliedforlong-termprojectsundercontractfromoutsidetechnicalservicesfirms.On-DemandRecruitingServices(ODRS)Provideshort-termspecializedrecruitingtosupportspecificprojectswithouttheexpenseofretainingtraditionalsearchfirms.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–33TempAgenciesandAlternativeStaffingBenefitsofTempsIncreasedproductivity—paidonlywhenworkingAllows“trialrun”forprospectiveemployeesNorecruitment,screening,andpayrolladministrationcostsCostsofTempsIncreasedlaborcostsduetofeespaidtotempagenciesTempemployees’lackofcommitmenttothefirmCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–34WorkingwithaTempAgencyInvoicing.Makesuretheagency’sinvoicefitsyourfirm’sneeds.Timesheets.Thetimesheetisaverificationofhoursworkedandanagreementtopaytheagency’sfees.Temp-to-permpolicy.Whatisthepolicyifyouwanttohireatempasapermanentemployee?Recruitmentofandbenefitsfortempemployees.Howdoestheagencyplantorecruitandwhatsortsofbenefitswillitpay?Dresscode.Specifytheattireateachofyourofficesorplants.Equalemploymentopportunitystatement.Getastatementfromtheagencythatitdoesnotdiscriminatewhenfillingtemporders.Jobdescriptioninformation.Ensurethattheagencyunderstandsthejobtobefilledandthesortofpersonyouwanttofillit.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–35ConcernsofTempEmployeesDehumanizing,impersonal,anddiscouragingtreatmentbyemployers.Insecurityaboutemploymentandpessimismaboutthefuture.Worryaboutthelackofinsuranceandpensionbenefits.Beingmisledaboutjobassignmentsandwhethertemporaryassignmentsarelikelytobecomefull-timepositions.Being“underemployed”whiletryingtoreturntothefull-timelabormarket.Angertowardthecorporateworldanditsvalues;expressedasalienationanddisenchantment.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–36FIGURE5–10 TenThingsManagersShouldAvoidWhenSupervisingTemporaryEmployeesTrainyourcontingentworkers.Asktheirstaffingagencytohandletraining.Negotiatethepayrateofyourcontingentworkers.Theagencyshouldsetpay.Coachorcounselacontingentworkeronhis/herjobperformance.Instead,calltheperson’sagencyandrequestthatitdoso.Negotiateacontingentworker’svacationsorpersonaltimeoff.Directtheworkertohisorheragency.Routinelyincludecontingentworkersinyourcompany’semployeefunctions.Allowcontingentworkerstoutilizefacilitiesintendedforemployees.Letmanagersissuecompanybusinesscards,nameplates,oremployeebadgestocontingentworkerswithoutHRandlegalapproval.Letmanagersdiscussharassmentordiscriminationissueswithcontingentworkers.Discussjobopportunitiesandthecontingentworker’ssuitabilityforthemdirectly.Instead,refertheworkertopubliclyavailablejobpostings.Terminateacontingentworkerdirectly.Contacttheagencytodoso.DoNot:Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–37OffshoringandOutsourcingJobsPoliticalandmilitaryinstabilityCulturalmisunderstandingsCustomers’securingandprivacyconcernsForeigncontracts,liability,andlegalconcernsSpecialtrainingofforeignemployeesCostsofforeignworkersResentmentandanxietyofU.S.employees/unionsOutsourcing/OffshoringIssuesCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–38ExecutiveRecruitmentExecutiveRecruiters(Headhunters)Contingent-basedrecruitersRetainedexecutivesearchersInternettechnologyandspecializationtrendsGuidelinesforChoosingaRecruiterMakesurethefirmiscapableofconductingathoroughsearch.Meetindividualwhowillhandleyourassignment.Askhowmuchthesearchfirmcharges.Makesuretherecruiterandyouagreeonwhatsortofpersonyouneedfortheposition.Neverrelysolelyontherecruitertodoreferencechecking.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–39CollegeRecruitingOn-campusrecruitinggoalsTodetermineifthecandidateisworthyoffurtherconsiderationToattractgoodcandidatesOn-sitevisitsInvitationlettersAssignedhostsInformationpackagesPlannedinterviewsTimelyemploymentofferFollow-upInternshipsCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–40SourcesofOutsideApplicantsEmployeereferralsWalk-insTelecommutersOtherSourcesofOutsideApplicantsMilitarypersonnelCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–41EmployeeReferralsandWalk-insEmployeeReferralsReferringemployeesbecomestakeholders.Referralisacost-effectiverecruitmentprogram.Referralcanspeedupdiversifyingtheworkforce.Relyingonreferralsmaybediscriminatory.Walk-insSeekemploymentthroughapersonaldirectapproachtotheemployer.Courteoustreatmentofanyapplicantisagoodbusinesspractice.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–42FIGURE5–11 RelativeRecruitingSourceEffectivenessBasedonNewHiresCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–43TABLE5–1 RecruitmentResearchFindings:PracticalApplicationsforManagersRecruitmentResearchFindingPracticalApplicationsforManagersTherecruitmentsourceaffectsthecharacteristicsofapplicantsyouattract.Usesourcessuchasreferralsfromcurrentemployeesthatyieldapplicantsmorelikelytobebetterperformers.Recruitmentmaterialshaveamorepositiveimpactiftheycontainmorespecificinformation.Provideapplicantswithinformationonaspectsofthejobthatareimportanttothem,suchassalary,location,anddiversity.Organizationalimageinfluencesapplicants’initialreactions.Ensureallcommunicationsregardinganorganizationprovideapositivemessageregardingtheattractivenessoftheorganizationasaplacetowork.Applicantswithagreaternumberofjobopportunitiesaremoreattentivetoearlyrecruitmentactivities.Ensureinitialrecruitmentactivities(e.g.,Website,brochure,on-campusrecruiting)areattractivetocandidates.Realisticjobpreviewsthathighlightboththeadvantagesandthedisadvantagesofthejobreducesubsequentturnover.Provideapplicantswitharealisticpictureofthejobandorganization,notjustthepositives.Applicantswillinfer(perhapserroneous)informationaboutthejobandcompanyiftheinformationisnotclearlyprovidedbythecompany.Provideclear,specific,andcompleteinformationinrecruitmentmaterialssothatapplicantsdonotmakeerroneousinferencesaboutthejobortheemployer.Recruiterwarmthhasalargeandpositiveeffectonapplicants’decisionstoacceptajob.Chooseindividualswhohavecontactwithapplicantsfortheirinterpersonalskills.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–44ImprovingProductivityThroughHRIS:

AnIntegratedApproachtoRecruitingRequisitionmanagementsystemRecruitingsolutionScreeningservicesElementsofanHRISHiringmanagementCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–45RecruitingAMoreDiverseWorkforceSingleparentsOlderworkersWelfare-to-workMinoritiesandwomenThedisabledCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–46DevelopingandUsingApplicationFormsApplicant’seducationandexperienceApplicant’s

priorprogressandgrowthApplicant’semploymentstabilityUsesofApplicationFormInformationApplicant’slikelihoodofsuccessCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–47FIGURE5–12 FBIEmploymentApplicationCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–48ApplicationFormsandtheLawEducationalachievementsArrest

recordNotificationincaseofemergencyMembershipinorganizationsPhysical

handicapsMarital

statusHousingarrangementsAreasofPersonalInformationCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–49Two-StageProcessConditional

JobOfferIsApplicant

Qualified?Makeconditionaljoboffercontingentonmeetingall“secondstage”conditionsReviewapplicationinformation,personalinterview,testing,and

dobackgroundcheckYesCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–50FIGURE5–13 SampleAcceptableQuestionsOnceConditionalOfferIsMadeDoyouhaveanyresponsibilitiesthatconflictwiththejobvacancy?Howlonghaveyoulivedatyourpresentaddress?Doyouhaveanyrelativesworkingforthiscompany?Doyouhaveanyphysicaldefectsthatwouldpreventyoufromperformingcertainjobswhere,toyourknowledge,vacanciesexist?Doyouhaveadequatemeansoftransportationtogettowork?Haveyouhadanymajorillness(treatedoruntreated)inthepast10years?Haveyoueverbeenconvictedofafelonyordoyouhaveahistoryofbeingaviolentperson?(Thisisaveryimportantquestiontoavoidanegligenthiringorretentioncharge.)Whatisyoureducationalbackground?(Theinformationrequiredherewoulddependonthejob-relatedrequirementsoftheposition.)Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–51KEYTERMSemployment(orpersonnel)planningtrendanalysisratioanalysisscatterplotqualifications(orskills)inventoriespersonnelreplacementchartspositionreplacementcardemployeerecruitingrecruitingyieldpyramidjobpostingsuccessionplanningapplicanttrackingsystemsalternativestaffingon-demandrecruitingservices(ODRS)collegerecruitingapplicationformCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–52Allrightsreserved.Nopartofthispublicationmaybereproduced,storedinaretrievalsystem,ortransmitted,inanyformorbyanymeans,electronic,mechanical,photocopying,recording,orotherwise,withoutthepriorwrittenpermissionofthepublisher.PrintedintheUnitedStatesofAmerica.Copyright©2011PearsonEduca德斯勒HRM原版英文课件Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–54WHEREWEARENOW…Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–55Listthestepsintherecruitmentandselectionprocess.Explainthemaintechniquesusedinemploymentplanningandforecasting.Explainandgiveexamplesfortheneedforeffectiverecruiting.Nameanddescribethemaininternalsourcesofcandidates.Listanddiscussthemainoutsidesourcesofcandidates.Developahelpwantedad.Explainhowtorecruitamorediverseworkforce.LEARNINGOUTCOMESCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–56TheRecruitmentandSelectionProcessDecidewhatpositionstofillthroughpersonnelplanningandforecasting.Buildacandidatepoolbyrecruitinginternalorexternalcandidates.Havecandidatescompleteapplicationformsandundergoinitialscreeninginterviews.Useselectiontoolstoidentifyviablecandidates.Decidewhotomakeanofferto,byhavingthesupervisorandothersinterviewthecandidates.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–57FIGURE5–1 StepsinRecruitmentandSelectionProcessTherecruitmentandselectionprocessisaseriesofhurdlesaimedatselectingthebestcandidateforthejob.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–58FIGURE5–2 LinkingEmployer’sStrategytoPlansCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–59PlanningandForecastingEmploymentorPersonnelPlanningTheprocessofdecidingwhatpositions

thefirmwillhavetofill,andhowtofillthem.SuccessionPlanningTheprocessofdecidinghowtofillthecompany’smostimportantexecutivejobs.WhattoForecast?OverallpersonnelneedsThesupplyofinsidecandidatesThesupplyofoutsidecandidatesCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–60ForecastingPersonnelNeedsTrendanalysisRatioanalysisForecastingToolsScatterplottingCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–61FIGURE5–3 DeterminingtheRelationshipBetween

HospitalSizeandNumberofNursesNote:Afterfittingtheline,youcanprojecthowmanyemployeesareneeded,givenyourprojectedvolume.HospitalSize

(Number

ofBeds)NumberofRegisteredNurses200240300260400470500500600620700660800820900860Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–62DrawbackstoTraditionalForecastingTechniquesTheyfocusonprojectionsandhistoricalrelationships.Theydonotconsidertheimpactofstrategicinitiativesonfuturestaffinglevels.Theysupportcompensationplansthatrewardmanagersformanagingever-largerstaffs.They“bakein”theideathatstaffincreasesareinevitable.Theyvalidateandinstitutionalizepresentplanningprocessesandtheusualwaysofdoingthings.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–63UsingComputerstoForecastPersonnelRequirementsComputerizedForecastsSoftwarethatestimatesfuturestaffingneedsby:Projectingsales,volumeofproduction,andpersonnelrequiredtomaintaindifferentvolumesofoutput.Forecastingstaffinglevelsfordirectlabor,indirectstaff,andexemptstaff.Creatingmetricsfordirectlaborhoursandthreesalesprojectionscenarios—minimum,maximum,andprobable.Copyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–64ForecastingtheSupplyofInsideCandidatesManualsystemsandreplacementchartsComputerizedskillsinventoriesQualificationInventoriesCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–65FIGURE5–4 ManagementReplacementChartShowingDevelopmentNeedsofPotentialFutureDivisionalVicePresidentsCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–66TheMatterofPrivacyEnsuringtheSecurityofHRInformationControlofHRinformationthroughaccessmatricesAccesstorecordsandemployeeprivacyLegalConsiderationsTheFederalPrivacyActof1974NewYorkPersonalPrivacyActof1985HIPAAAmericanswithDisabilitiesActCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–67ForecastingOutsideCandidateSupplyFactorsInSupplyofOutsideCandidatesGeneraleconomicconditionsExpectedunemploymentrateSourcesofInformationPeriodicforecastsinbusinesspublicationsOnlineeconomicprojectionsU.S.CongressionalBudgetOffice(CBO)U.S.DepartmentofLabor’sO*NET™BureauofLaborStatistics(BLS)OtherfederalagenciesandprivatesourcesCopyright©2011PearsonEducaCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5–68TheNeedforEffectiveRe