人力资源讲义 课件

PersonnelPlanningandRecruitingPersonnelPlanningandRecruitAfterstudyingthischapter,

youshouldbeableto:Explainthemaintechniquesusedinemploymentplanningandforecasting.Listanddiscussthemainoutsidesourcesofcandidates.Effectivelyrecruitjobcandidates.Nameanddescribethemaininternalsourcesofcandidates.Developahelpwantedad.Explainhowtorecruitamorediverseworkforce.©2005PrenticeHallInc.Allrightsreserved.5–2Afterstudyingthischapter,

TheRecruitmentandSelectionProcessDecidewhatpositionsyou’llhavetofillthroughpersonnelplanningandforecasting.Buildapoolofcandidatesforthesejobsbyrecruitinginternalorexternalcandidates.Havecandidatescompleteapplicationformsandperhapsundergoaninitialscreeninginterview.Useselectiontechniquesliketests,backgroundinvestigations,andphysicalexamstoidentifyviablecandidates.Decidewhotomakeanofferto,byhavingthesupervisorandperhapsothersontheteaminterviewthecandidates.3©2005PrenticeHallInc.Allrightsreserved.TheRecruitmentandSelectionStepsinRecruitmentandSelectionProcessFigure5–1

Therecruitmentandselectionprocessisaseriesofhurdlesaimedatselectingthebestcandidateforthejob.4©2005PrenticeHallInc.Allrightsreserved.StepsinRecruitmentandSelecPlanningandForecastingEmploymentorpersonnelplanningTheprocessofdecidingwhatpositionsthefirmwillhavetofill,andhowtofillthem.SuccessionplanningTheprocessofdecidinghowtofillthecompany’smostimportantexecutivejobs.Whattoforecast?OverallpersonnelneedsThesupplyofinsidecandidatesThesupplyofoutsidecandidates5©2005PrenticeHallInc.Allrightsreserved.PlanningandForecastingEmployLinkingEmployer’sStrategytoPlansFigure5–2

6©2005PrenticeHallInc.Allrightsreserved.LinkingEmployer’sStrategytoForecastingPersonnelNeedsTrendanalysisThestudyofafirm’spastemploymentneedsoveraperiodofyearstopredictfutureneeds.RatioanalysisAforecastingtechniquefordeterminingfuturestaffneedsbyusingratiosbetweenacausalfactorandthenumberofemployeesneeded.Assumesthattherelationshipbetweenthecausalfactorandstaffingneedsisconstant7©2005PrenticeHallInc.Allrightsreserved.ForecastingPersonnelNeedsTreTheScatterPlotScatterplotAgraphicalmethodusedtohelpidentifytherelationshipbetweentwovariables. SizeofHospital Numberof

(NumberofBeds) RegisteredNurses 200 240 300 260 400 470 500 500 600 620 700 660 800 820 900 8608©2005PrenticeHallInc.Allrightsreserved.TheScatterPlotScatterplot DeterminingtheRelationshipBetween

HospitalSizeandNumberofNursesFigure5–3

9©2005PrenticeHallInc.Allrightsreserved.DeterminingtheRelationshipBDrawbackstoScatterPlotsTheyfocusonprojectionsandhistoricalrelationships,andassumethatthefirm’sexistingstructureandactivitieswillcontinueintothefuture.Theygenerallydonotconsidertheimpactthecompany’sstrategicinitiativesmayhaveonfuturestaffinglevels.Theytendtosupportcompensationplansthatrewardmanagersformanagingever-largerstaffs,andwillnotuncovermanagerswhoexpandtheirstaffsirrespectiveofstrategicneeds.Theytendto“bakein”thenonproductiveideathatincreasesinstaffsareinevitable.Theytendtovalidateandinstitutionalizeexistingplanningprocessesandwaysofdoingthings,eveninthefaceofrapidchange.10©2005PrenticeHallInc.Allrightsreserved.DrawbackstoScatterPlotsTheyUsingComputerstoForecastPersonnelRequirementsComputerizedforecastsTheusesoftwarepackagestodetermineoffuturestaffneedsbyprojectingsales,volumeofproduction,andpersonnelrequiredtomaintainavolumeofoutput.Generatesfiguresonaveragestafflevelsrequiredtomeetproductdemands,aswellasforecastsfordirectlabor,indirectstaff,andexemptstaff.Typicalmetrics:directlaborhoursrequiredtoproduceoneunitofproduct(ameasureofproductivity),andthreesalesprojections—minimum,maximum,andprobable.11©2005PrenticeHallInc.Allrightsreserved.UsingComputerstoForecastPeForecastingtheSupplyofInsideCandidatesQualificationsinventoriesManualorcomputerizedrecordslistingemployees’education,careeranddevelopmentinterests,languages,specialskills,andsoon,tobeusedinselectinginsidecandidatesforpromotion.12©2005PrenticeHallInc.Allrightsreserved.ForecastingtheSupplyofInsiManualSystemsandReplacementChartsPersonnelreplacementchartsCompanyrecordsshowingpresentperformanceandpromotabilityofinsidecandidatesforthemostimportantpositions.PositionreplacementcardAcardpreparedforeachpositioninacompanytoshowpossiblereplacementcandidatesandtheirqualifications.13©2005PrenticeHallInc.Allrightsreserved.ManualSystemsandReplacementManagementReplacementChartShowingDevelopmentNeedsofFutureDivisionalVicePresidentFigure5–4

14©2005PrenticeHallInc.Allrightsreserved.ManagementReplacementChartSComputerizedInformationSystemsHumanResourceInformationSystem(HRIS)Computerizedinventoryofinformationthatcanbeaccessedtodetermineemployees’background,experience,andskillsthatmayinclude:WorkexperiencecodesProductorserviceknowledgeIndustryexperienceFormaleducation15©2005PrenticeHallInc.Allrightsreserved.ComputerizedInformationSysteTheMatterofPrivacyofHRInformationTheneedtoensurethesecurityofHRinformationThereisalotofHRinformationtokeepsecure.ControlofHRinformationcanbeestablishedthroughtheuseofaccessmatricesthatlimitusers.Legalconsiderations:TheFederalPrivacyActof1974givesemployeesrightsregardingwhohasaccesstoinformationabouttheirworkhistoryandjobperformance.16©2005PrenticeHallInc.Allrightsreserved.TheMatterofPrivacyofHRInForecastingtheSupplyofOutsideCandidatesFactorsimpactingthesupplyofoutsidecandidatesGeneraleconomicconditionsExpectedunemploymentrateSourcesofinformationPeriodicforecastsinbusinesspublicationsOnlineeconomicprojectionsU.S.CongressionalBudgetOffice(CBO)BureauofLaborStatisticsU.S.DepartmentofLabor:O*NetOtherfederalagencies17©2005PrenticeHallInc.Allrightsreserved.ForecastingtheSupplyofOutsEffectiveRecruitingExternalfactorsaffectingrecruiting:LoomingundersupplyofworkersLesseningofthetrendinoutsourcingofjobsIncreasinglyfewer“qualified”candidatesInternalfactorsaffectingrecruiting:Theconsistencyofthefirm’srecruitmenteffortswithitsstrategicgoalsTheavailableresources,typesofjobstoberecruitedandchoiceofrecruitingmethodsNonrecruitmentHRissuesandpoliciesLineandstaffcoordinationandcooperation18©2005PrenticeHallInc.Allrightsreserved.EffectiveRecruitingExternalfEffectiveRecruiting(cont’d)AdvantagesofcentralizingrecruitmentStrengthensemploymentbrandEaseinapplyingstrategicprinciplesReducesduplicationofHRactiviitesReducesthecostofnewHRtechnologiesBuildsteamsofHRexpertsProvidesforbettermeasurementofHRperformanceAllowsforthesharingofapplicantpools19©2005PrenticeHallInc.Allrightsreserved.EffectiveRecruiting(cont’d)ASampleAcceptableQuestions

OnceAConditionalOfferIsMadeFigure5–5

Doyouhaveanyresponsibilitiesthatconflictwiththejobvacancy?Howlonghaveyoulivedatyourpresentaddress?Doyouhaveanyrelativesworkingforthiscompany?Doyouhaveanyphysicaldefectsthatwouldpreventyoufromperformingcertainjobswhere,toyourknowledge,vacanciesexist?Doyouhaveadequatemeansoftransportationtogettowork?Haveyouhadanymajorillness(treatedoruntreated)inthepast10years?Haveyoueverbeenconvictedofafelonyordoyouhaveahistoryofbeingaviolentperson?(Thisisaveryimportantquestiontoavoidanegligenthiringorretentioncharge.)Educationalbackground.(Theinformationrequiredherewoulddependonthejob-relatedrequirementsoftheposition.)Source:KennethSovereign,PersonnelLaw(UpperSaddleRiver,NJ:PrenticeHall,1999),p.50.20©2005PrenticeHallInc.Allrightsreserved.SampleAcceptableQuestions

OMeasuringRecruitingEffectivenessWhattomeasureandhowtomeasureHowmanyqualifiedapplicantswereattractedfromeachrecruitmentsource?Assessingboththequantityandthequalityoftheapplicantsproducedbyasource.HighperformancerecruitingApplyingbest-practicesmanagementtechniquestorecruiting.Usingabenchmarks-orientedapproachtoanalyzingandmeasuringtheeffectivenessofrecruitingeffortssuchasemployeereferrals.21©2005PrenticeHallInc.Allrightsreserved.MeasuringRecruitingEffectiveSelectionDevicesthatCouldbeused

toInitiallyScreenApplicantsTable5–1

Source:KevinCarlsonetal.,“RecruitmentEvaluation:TheCaseforAssessingtheQualityofApplicantsAttracted,”PersonnelPsychology55(2002),p.470.Note:*Higherisbetter.22©2005PrenticeHallInc.Allrightsreserved.SelectionDevicesthatCouldbRecruitingYieldPyramidFigure5–6

RecruitingyieldpyramidThehistoricalarithmeticrelationshipsbetweenrecruitmentleadsandinvitees,inviteesandinterviews,interviewsandoffersmade,andoffersmadeandoffersaccepted.23©2005PrenticeHallInc.Allrightsreserved.RecruitingYieldPyramidFigureInternalSourcesofCandidates:HiringfromWithinAdvantagesForeknowledgeofcandidates’strengthsandweaknessesMoreaccurateviewofcandidate’sskillsCandidateshaveastrongercommitmenttothecompanyIncreasesemployeemoraleLesstrainingandorientationrequiredDisadvantagesFailedapplicantsbecomediscontentedTimewastedinterviewinginsidecandidateswhowillnotbeconsideredInbreedingofthestatusquo24©2005PrenticeHallInc.Allrightsreserved.InternalSourcesofCandidatesFindingInternalCandidatesJobpostingPublicizinganopenjobtoemployees(oftenbyliterallypostingitonbulletinboards)andlistingitsattributes.RehiringformeremployeesAdvantages:Theyareknownquantities.Theyknowthefirmanditsculture.Disadvantages:Theymayhaveless-thanpositiveattitudes.Rehiringmaysentthewrongmessagetocurrentemployeesabouthowtogetahead.25©2005PrenticeHallInc.Allrightsreserved.FindingInternalCandidatesJobFindingInternalCandidates(cont’d)SuccessionplanningTheprocessofensuringasuitablesupplyofsuccessorsforcurrentandfutureseniororkeyjobs.Successionplanningsteps:Identifyingandanalyzingkeyjobs.Creatingandassessingcandidates.Selectingthosewhowillfillthekeypositions.26©2005PrenticeHallInc.Allrightsreserved.FindingInternalCandidates(cOutsideSourcesofCandidatesAdvertisingTheMedia:selectionofthebestmediumdependsonthepositionsforwhichthefirmisrecruiting.Newspapers(localandspecificlabormarkets)TradeandprofessionaljournalsInternetjobsitesMarketingprogramsConstructinganeffectiveadWordingrelatedtojobinterestfactorsshouldevoketheapplicant’sattention,interest,desire,andaction(AIDA)andcreateapositiveimpressionofthefirm.27©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesAHelpWantedAdFigure5–7

Source:TheMiamiHerald,March24,2004,p.SF.28©2005PrenticeHallInc.Allrightsreserved.HelpWantedAdFigure5–7SourcOutsideSourcesofCandidates(cont’d)Typesofemploymentagencies:Publicagenciesoperatedbyfederal,state,orlocalgovernmentsAgenciesassociatedwithnonprofitorganizationsPrivatelyownedagencies29©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesOutsideSourcesofCandidates(cont’d)Reasonsforusingaprivateemploymentagency:Whenafirmdoesn’thaveanHRdepartmentandisnotgearedtodoingrecruitingandscreening.Thefirmhasfounditdifficultinthepasttogenerateapoolofqualifiedapplicants.Thefirmmustfillaparticularopeningquickly.Thereisaperceivedneedtoattractagreaternumberofminorityorfemaleapplicants.Thefirmwantstoreachcurrentlyemployedindividuals,whomightfeelmorecomfortabledealingwithagenciesthanwithcompetingcompanies.Thefirmwantstocutdownonthetimeit’sdevotingtorecruiting.30©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesOutsideSourcesofCandidates(cont’d)Avoidingproblemswithemploymentagencies:Givetheagencyanaccurateandcompletejobdescription.Makesuretests,applicationblanks,andinterviewsarepartoftheagency’sselectionprocess.Periodicallyreviewdataoncandidatesacceptedorrejectedbyyourfirm,andbytheagency.Checkontheeffectivenessandfairnessoftheagency’sscreeningprocess.Screentheagency.CheckwithothermanagersorHRpeopletofindoutwhichagencieshavebeenthemosteffectiveatfillingthesortsofpositionsneededtobefilled.ReviewtheInternetandafewbackissuesoftheSundayclassifiedadstodiscovertheagenciesthathandlethepositionstobefilled.31©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesTempAgenciesandAlternativeStaffingBenefitsofTempsPaidonlywhenworkingMoreproductiveNorecruitment,screening,andpayrolladministrationcostsCostsofTempsFeespaidtotempagenciesLackofcommitmenttofirm32©2005PrenticeHallInc.Allrightsreserved.TempAgenciesandAlternativeConcernsofTempEmployeesTreatmentbyemployersinadehumanizing,impersonal,andultimatelydiscouragingway.Insecurityabouttheiremploymentandpessimisticaboutthefuture.Worryabouttheirlackofinsuranceandpensionbenefits.Beingmisledabouttheirjobassignmentsandinparticularaboutwhethertemporaryassignmentswerelikelytobecomefull-timepositions.Being“underemployed”(particularlythosetryingtoreturntothefull-timelabormarket).Ingeneraltheywereangrytowardthecorporateworldanditsvalues;participantsrepeatedlyexpressedfeelingsofalienationanddisenchantment.33©2005PrenticeHallInc.Allrightsreserved.ConcernsofTempEmployeesTreaGuidelinesforUsingTemporaryEmployeesFigure5–8

Donottrainyourcontingentworkers.Donotnegotiatethepayrateofyourcontingentworkers.Donotcoachorcounselacontingentworkeronhis/herjobperformance.Donotnegotiateacontingentworker’svacationsorpersonaltimeoff.Donotroutinelyincludecontingentworkersinyourcompany’semployeefunctions.Donotallowcontingentworkerstoutilizefacilitiesintendedforemployees.Donotletmanagersissuecompanybusinesscards,nameplates,oremployeebadgestocontingentworkerswithoutHRandlegalapproval.Donotletmanagersdiscussharassmentordiscriminationissueswithcontingentworkers.Donotdiscussjobopportunitiesandthecontingentworker’ssuitabilityforthemdirectly.Donotterminateacontingentworkerdirectly.Source:AdaptedfromBohnerandSelasco,“BewaretheLegalRisksofHiringTemps,”Workforce,October2000,p.53.34©2005PrenticeHallInc.Allrightsreserved.GuidelinesforUsingTemporaryWorkingwithaTempAgencyInvoicing.Getasamplecopyoftheagency’sinvoice.Makesureitfitsyourcompany’sneeds.Timesheets.Withtemps,thetimesheetisnotjustaverificationofhoursworked.Oncetheworker’ssupervisorsignsit,it’susuallyanagreementtopaytheagency’sfees.Temp-to-permpolicy.Whatisthepolicyiftheclientwantstohireoneoftheagency’stempsasapermanentemployee?Recruitmentofandbenefitsfortempemployees.Findouthowtheagencyplanstorecruitwhatsortsofbenefitsitpays.Dresscode.Specifytheattireateachofyourofficesorplants.Equalemploymentopportunitystatement.Getastatementfromtheagencythatitisnotdiscriminatingwhenfillingtemporders.Jobdescriptioninformation.Haveaprocedurewherebyyoucanensuretheagencyunderstandsthejobtobefilledandthesortofpersonyouwanttofillit.35©2005PrenticeHallInc.Allrightsreserved.WorkingwithaTempAgencyInvoOffshoring/OutsourcingWhite-CollarandOtherJobsSpecificissuesinoutsourcingjobsabroadPoliticalandmilitaryinstabilityLikelihoodofculturalmisunderstandingsCustomers’securityandprivacyconcernsForeigncontracts,liability,andlegalconcernsSpecialtrainingofforeignemployeesCostsassociatedwithcompaniessupplyingforeignworkers36©2005PrenticeHallInc.Allrightsreserved.Offshoring/OutsourcingWhite-COutsideSourcesofCandidates(cont’d)Executiverecruiters(headhunters)Specialemploymentagenciesretainedbyemployerstoseekouttop-managementtalentfortheirclients.Contingent-basedrecruiterscollectafeefortheirserviceswhenasuccessfulhireiscompleted.Retainedexecutivesearchersarepaidregardlessoftheoutcomeoftherecruitmentprocess.Internettechnologyandspecializationtrendsarechanginghowcandidatesareattractedandhowsearchesareconducted.37©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesGuidelinesforChoosingaRecruiterMakesurethefirmiscapableofconductingathoroughsearch.Meettheindividualwhowillactuallyhandleyourassignment.Askhowmuchthesearchfirmcharges.38©2005PrenticeHallInc.Allrightsreserved.GuidelinesforChoosingaRecrOutsideSourcesofCandidates(cont’d)Ondemandrecruitingservices(ODRS)Aservicethatprovidesshort-termspecializedrecruitingtosupportspecificprojectswithouttheexpenseofretainingtraditionalsearchfirms.39©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesOutsideSourcesofCandidates(cont’d)CollegerecruitingRecruitinggoalsTodetermineifthecandidateisworthyoffurtherconsiderationToattractgoodcandidatesOn-sitevisitsInvitationlettersAssignedhostsInformationpackagePlannedinterviewsTimelyemploymentofferFollow-upInternships40©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesOutsideSourcesofCandidates(cont’d)EmployeereferralsApplicantswhoarereferredtotheorganizationbycurrentemployeesReferringemployeesbecomestakeholders.Referralisacost-effectiverecruitmentprogram.ReferralcanspeedupdiversifyingtheworkforceWalk-insDirectapplicantswhoseekemploymentwithorwithoutencouragementfromothersources.Courteoustreatmentofanyapplicantisagoodbusinesspractice.41©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesOutsideSourcesofCandidates(cont’d)RecruitingviatheInternetMorefirmsandapplicantsareutilizingtheInternetinthejobsearchprocess.AdvantagesofInternetrecruitingCost-effectivewaytopublicizejobopeningsMoreapplicantsattractedoveralongerperiodImmediateapplicantresponsesOnlineprescreeningofapplicantsLinkstootherjobsearchsitesAutomationofapplicanttrackingandevaluation42©2005PrenticeHallInc.Allrightsreserved.OutsideSourcesofCandidatesSelectedRecruitmentWebSitesFigure5–9

Source:HRMagazine,November2003.43©2005PrenticeHallInc.Allrightsreserved.SelectedRecruitmentWebSitesIneffectiveandEffectiveWebAdsFigure5–10

44©2005PrenticeHallInc.Allrightsreserved.IneffectiveandEffectiveWebIssuesinRecruitingaMoreDiverseWorkforceSingleparentsProvidingworkscheduleflexibility.OlderworkersRevisingpolicesthatmakeitdifficultorunattractiveforolderworkerstoremainemployed.RecruitingminoritiesandwomenUnderstandingrecruitmentbarriers.Formulatingrecruitmentplans.Institutingspecificday-to-dayprograms.45©2005PrenticeHallInc.Allrightsreserved.IssuesinRecruitingaMoreDiIssuesinRecruitingaMoreDiverseWorkforce(cont’d)Welfare-to-workDevelopingpre-trainingprogramstoovercomedifficultiesinhiringandassimilatingpersonspreviouslyonwelfare.ThedisabledDevelopingresourcesandpoliciestorecruitandintegratedisablepersonsintotheworkforce.46©2005PrenticeHallInc.Allrightsreserved.IssuesinRecruitingaMoreDiDevelopingandUsingApplicationFormsApplicationformTheformthatprovidesinformationoneducation,priorworkrecord,andskills.UsesofinformationfromapplicationsJudgmentsabouttheapplicant’seducationalandexperiencequalificationsConclusionsabouttheapplicant’spreviousprogressandgrowthIndicationsoftheapplicant’semploymentstabilityPredictionsaboutwhichcandidateislikelytosucceedonthejob47©2005PrenticeHallInc.Allrightsreserved.DevelopingandUsingApplicatiHRScorecardforHotelParisInternationalCorporation*Figure5–11

Note:*(AnabbreviatedexampleshowingselectedHRpracticesandoutcomesaimedatimplementingthecompetitivestrategy,“TousesuperiorguestservicestodifferentiatetheHotelParispropertiesandthusincreasethelengthofstaysandthereturnrateofguestsandthusboostrevenuesandprofitability”)48©2005PrenticeHallInc.Allrightsreserved.HRScorecardforHotelParisIPersonnelPlanningandRecruitingPersonnelPlanningandRecruitAfterstudyingthischapter,

youshouldbeableto:Explainthemaintechniquesusedinemploymentplanningandforecasting.Listanddiscussthemainoutsidesourcesofcandidates.Effectivelyrecruitjobcandidates.Nameanddescribethemaininternalsourcesofcandidates.Developahelpwantedad.Explainhowtorecruitamorediverseworkforce.©2005PrenticeHallInc.Allrightsreserved.5–50Afterstudyingthischapter,

TheRecruitmentandSelectionProcessDecidewhatpositionsyou’llhavetofillthroughpersonnelplanningandforecasting.Buildapoolofcandidatesforthesejobsbyrecruitinginternalorexternalcandidates.Havecandidatescompleteapplicationformsandperhapsundergoaninitialscreeninginterview.Useselectiontechniquesliketests,backgroundinvestigations,andphysicalexamstoidentifyviablecandidates.Decidewhotomakeanofferto,byhavingthesupervisorandperhapsothersontheteaminterviewthecandidates.51©2005PrenticeHallInc.Allrightsreserved.TheRecruitmentandSelectionStepsinRecruitmentandSelectionProcessFigure5–1

Therecruitmentandselectionprocessisaseriesofhurdlesaimedatselectingthebestcandidateforthejob.52©2005PrenticeHallInc.Allrightsreserved.StepsinRecruitmentandSelecPlanningandForecastingEmploymentorpersonnelplanningTheprocessofdecidingwhatpositionsthefirmwillhavetofill,andhowtofillthem.SuccessionplanningTheprocessofdecidinghowtofillthecompany’smostimportantexecutivejobs.Whattoforecast?OverallpersonnelneedsThesupplyofinsidecandidatesThesupplyofoutsidecandidates53©2005PrenticeHallInc.Allrightsreserved.PlanningandForecastingEmployLinkingEmployer’sStrategytoPlansFigure5–2

54©2005PrenticeHallInc.Allrightsreserved.LinkingEmployer’sStrategytoForecastingPersonnelNeedsTrendanalysisThestudyofafirm’spastemploymentneedsoveraperiodofyearstopredictfutureneeds.RatioanalysisAforecastingtechniquefordeterminingfuturestaffneedsbyusingratiosbetweenacausalfactorandthenumberofemployeesneeded.Assumesthattherelationshipbetweenthecausalfactorandstaffingneedsisconstant55©2005PrenticeHallInc.Allrightsreserved.ForecastingPersonnelNeedsTreTheScatterPlotScatterplotAgraphicalmethodusedtohelpidentifytherelationshipbetweentwovariables. SizeofHospital Numberof

(NumberofBeds) RegisteredNurses 200 240 300 260 400 470 500 500 600 620 700 660 800 820 900 86056©2005PrenticeHallInc.Allrightsreserved.TheScatterPlotScatterplot DeterminingtheRelationshipBetween

HospitalSizeandNumberofNursesFigure5–3

57©2005PrenticeHallInc.Allrightsreserved.DeterminingtheRelationshipBDrawbackstoScatterPlotsTheyfocusonprojectionsandhistoricalrelationships,andassumethatthefirm’sexistingstructureandactivitieswillcontinueintothefuture.Theygenerallydonotconsidertheimpactthecompany’sstrategicinitiativesmayhaveonfuturestaffinglevels.Theytendtosupportcompensationplansthatrewardmanagersformanagingever-largerstaffs,andwillnotuncovermanagerswhoexpandtheirstaffsirrespectiveofstrategicneeds.Theytendto“bakein”thenonproductiveideathatincreasesinstaffsareinevitable.Theytendtovalidateandinstitutionalizeexistingplanningprocessesandwaysofdoingthings,eveninthefaceofrapidchange.58©2005PrenticeHallInc.Allrightsreserved.DrawbackstoScatterPlotsTheyUsingComputerstoForecastPersonnelRequirementsComputerizedforecastsTheusesoftwarepackagestodetermineoffuturestaffneedsbyprojectingsales,volumeofproduction,andpersonnelrequiredtomaintainavolumeofoutput.Generatesfiguresonaveragestafflevelsrequiredtomeetproductdemands,aswellasforecastsfordirectlabor,indirectstaff,andexemptstaff.Typicalmetrics:directlaborhoursrequiredtoproduceoneunitofproduct(ameasureofproductivity),andthreesalesprojections—minimum,maximum,andprobable.59©2005PrenticeHallInc.Allrightsreserved.UsingComputerstoForecastPeForecastingtheSupplyofInsideCandidatesQualificationsinventoriesManualorcomputerizedrecordslistingemployees’education,careeranddevelopmentinterests,languages,specialskills,andsoon,tobeusedinselectinginsidecandidatesforpromotion.60©2005PrenticeHallInc.Allrightsreserved.ForecastingtheSupplyofInsiManualSystemsandReplacementChartsPersonnelreplacementchartsCompanyrecordsshowingpresentperformanceandpromotabilityofinsidecandidatesforthemostimportantpositions.PositionreplacementcardAcardpreparedforeachpositioninacompanytoshowpossiblereplacementcandidatesandtheirqualifications.61©2005PrenticeHallInc.Allrightsreserved.ManualSystemsandReplacementManagementReplacementChartShowingDevelopmentNeedsofFutureDivisionalVicePresidentFigure5–4

62©2005PrenticeHallInc.Allrightsreserved.ManagementReplacementChartSComputerizedInformationSystemsHumanResourceInformationSystem(HRIS)Computerizedinventoryofinformationthatcanbeaccessedtodetermineemployees’background,experience,andskillsthatmayinclude:Workexperiencecod