人力资源管理双语教学课件04招募

Chapter4

PersonnelRecruiting引导案例：

许多小企业在发展过程中会碰到销售人员短缺的问题，这就使其面临招聘和选择。然而，很多企业在招聘过程中遭遇挫折。例如：“面试的看上去都不合适”、“好的都被挑走了”、“怎么挑都不合适”等。结果，导致无人可用或误用。我们知道，销售职位不同于打字员、清洁工、服务生，后者可以通过简单利用招工广告，前者则复杂得多。可是，常有一些企业在招聘销售人员时甚至不知道销售工作究竟要做什么，更谈不上需要具备什么技能。试问，在这种情况下怎么能找到优秀的人才呢？有资料显示，结合多种测评方法的招聘成功率为66%，而经验的招聘只有38%。

思考：成功的招聘要符合哪些要求？TeachingObjectives:Whenyoufinishstudyingthischapter,youshouldbeableto:Definetherecruiting；Understandtherelation

ofRecruitingandHRP；Describetheprocessofrecruiting；DiscussandComparetheprosandconsofeightmethodsusedforrecruitingjobcandidates；Describehowtodevelopanapplicationform.Keywords:Unemploymentrate失业率Turnoverrate流动率Applicationform招募申请表TemporaryWorkers临时工Offshoring(outsourcing)外包Overtime加班Internship实习生Formeremployee前雇员Jobposting布告法Employeereferral推荐法Employmentagency职业中介Walk-in上门求职者Headhunter猎头公司Collegerecruiting校园招聘4-1Recruiting4-1-1DefinitionofRecruitmentAllactivitiesinvolvedinseekingandattractingapoolofqualifiedcandidates(合格应征者人才库)formwhichselectioncanoccur.Inordertoattractqualifiedcandidates:Jobrequirementsmustbeprecisely(精确)defined.RecruitmentRelatestoPersonnelPlanning,Job

Analysis

andtheSelectionProcess.RelationshipsamongJob

Analysis,HumanResourcePlanning,RecruitmentandSelectionNewhires

新雇员Offersmade(2:1)发出录用通知Candidatesinterviewed(3:2)面试候选人Candidatesinvited(4:3)发出面试通知Leadsgenerated(6:1)招聘吸引人数501001502001200RecruitingYield

pyramid

(HRM-Dessler:p98)HRM职能工作经济工作服务-需求导向利润-价值导向满足组织岗位需要符合成本-效益需要数量质量时间成本效果适用效率经济效益Intime及时：PersonnelRequisitionForm（专业杂志/一般报纸）Economy经济：（华为公司员工推荐计划、麦当劳雇用老年员工计划）Efficiency有效：RealisticJobPreviews

（适用与稳定）4-1-2EffectiveRecruitingPersonnelRequisitionFormTypicalConsequencesofJobPreviewProcedures

(HRM-Ivancevich:p207)ACase：某公司招聘计划（一）招聘计划根据2008年3月28日第二次董事会决议，特向社会公开招聘负责国际贸易的副总经理1名，销售部经理1名，生产部经理1名。本项招聘工作由人力资源部张一觉经理在分管副总经理周玮的直接领导下具体负责。招聘测试工作全权委托复兴管理咨询公司人力资源服务部实施。（二）招聘进程2月1日：在《广州日报》和《羊城晚报》刊登广告；2月15日至2月20日：报名登记；2月20日至2月28日：初步筛选，笔试，面试人力资源部经理签名：

2008年4月10日

4-2TheProcessofRecruitingOpening

Case：

Recruitment

intheFaceof

aSevere

NursingShortage

TheUniversityofKentuckyHospitalwasinastaffingbind.Inthefaceofexpansionandaseverenursingshortage，

itneededtohire200nursesduringthefirstfourmonthsof2004．

HowwoulditbeabletorecruitsomanynursesinanalreadycompetitiveStep2:DeterminehowtoFillJobOpening

Step1:IdentifyJobOpeningNoNewHireContingencyNewHireCore-Overtime-JobElimination-JobRedesign-PreventTurnover-Temps-Lease-Contract-Internal-ExternalStep3:IdentifyApplicantPopulationStep4:NotifyApplicantPopulation-AllQualifiedApplicants-SegmentofApplicantpopulationStep5:InterviewCandidatesTheModeloftheRecruitingProcesses4-2-1IdentifytheJobOpening(1)Howtoidentifythejobopening

-Ingeneral,manyjobopeningsareidentifiedinthewaythatanemployeeturnsinanoticeofresignation.-Ideally,organizationsshouldattempttoidentifyjobopeningswellinadvanceofanannouncedresignation.(2)HowtogetmoreinformationofthejobopeningHRPquantityJobdescriptionqualitySupervisortimeNotes:

It’lltakethecompanyalongtimetofilltheopening,generallyatleast3months.

《劳动合同法》规定：劳动者解除劳动合同应当提前30日以书面形式通知用人单位。4-2-2DeterminehowtoFilltheJobOpeningStep2:DeterminehowtoFillJobOpening

NoNewHireContingencypersonnelNewHireCorepersonnel-Overtime-JobElimination-JobRedesign-PreventTurnover-Temps-Lease-Contract-Internal-External4-2-2DeterminehowtoFilltheJobOpening(Continued)(1)Decidewhethertofindanewpersontofillthevacantposition.long-termopening/short-term

openingabsoluteopening/relativeopening(2)Decidewhethertofillitwithcoreorwithcontingencypersonnel.

A.Definitions：

-corepersonnel:--placedontheorganization’spayroll;--considered“permanentemployees”.-contingencypersonnel:--notincludedontheorganization’spayroll4-2-2DeterminehowtoFilltheJobOpening(Continued)B.SupplierAgencies:

-laborleasors-temporaryemploymentagencies-independentcontractors

C.Advantages：-Providingmanagementwiththeflexibilitytocontrolfixedemployeecosts;-RelievingacompanyofmanyofitsHRMburdens;-Costsavings;-Beingofferedcorepositionswhenthecontingencyworkersexcelattheirjobs.

4-2-2DeterminehowtoFilltheJobOpening(Continued)D.Disadvantages：(summarizedbyoneself)E.Situationstousecontingencyworkers:-Certaintypesofhard-to-findexpertisearerequired;-Companiesaretryingtostaffnewofficesingeographicareasfarfrommainheadquarters;-Companiesaretryingtostaffpositionstoworkonprojectsinwhichunusuallyhighriskfactorsmayjeopardize(损害)acompany’sexistingworkers’compensationrates.4-2-2DeterminehowtoFilltheJobOpening(Continued)(3)

Decidewhethertorecruittheminternallyorexternally.A.Explaining:-Inmostfirms,externalrecruitmentislimitedprimarilytoentry-leveljobs.Jobsabovetheentrylevelareusuallyfilledwithcurrentemployeesthroughpromotions.B.Advantagesofinternalrecruitment：-Promotionpossibilitiesoftenenhancemoraleandmotivations;-Thequalificationsofinternalcandidatesarealreadywell-known;-Internalrecruitmentislessexpensive;-Jobopeningscanbefilledmorequickly;-Internalcandidatesaremorefamiliarwithorganizationalpoliciesandpractices.

4-2-2DeterminehowtoFilltheJobOpening(Continued)C.Disadvantagesofinternalrecruitment：(summarizedbyoneself)D.Externalrecruitmentforjobsabovetheentrylevelisusuallyrestrictedtosituationsasfollow.-Anoutsiderisneededtoexposetheorganizationtonewideasandinnovations;-Noqualifiedinternalcandidatesapply;-Theorganizationneedstoincreaseitspercentageofemployeeswithinaparticularunderutilizedgroup.4-2-2DeterminehowtoFilltheJobOpening(Continued)E.Environmentalfactors:

-Internal

-External宏观经济环境招聘单位所在地区招募对象类型及供求状况人员招聘的竞争对手相关的政策和法规组织的发展战略组织的人事政策(4)SubstitutesofRecruiting(供小于求时)

CommonAlternativeStaffingOptions：-Overtime(Traditionaltemporaryhelp)-Training-Epiboly(Independentcontractors,outsourcing)外包-Reducingturnover-Employeeleasing-TemporaryWorkers

-FormerEmployees(employingthesecondtime)-Internships-OlderWorkers4-2-2DeterminehowtoFilltheJobOpening

(Continued)4-2-3IdentifytheTargetPopulation(1)Thecompanymustanswerthefollowingquestion.-Whattypeofindividualsarewelookingfortofillthevacantposition?

-Notes:

-organizationalattractions

-interferingfactors

-职业稳定性与工作安全性；-行业地位与发展机会；-工作与个人生活的平衡；-出色的领导与同事；-与人交往的机会；-组织灵活性与学习机会；-“非货币特征”。-替代性工作机会；-组织吸引力；-工作本身吸引力；-招聘方式。4-2-3IdentifytheTargetPopulation

(Continued)(2)Thecompanymustdefineitstargetpopulation.-Specifyingworkerrequirements;-Decidingwhethertotargetcertainsegmentsoftheapplicantpopulation.ACase:InnovativeRecruitmentStrategy

UsedbyIOMEGAIOMEGA,adiskdrivemanufacturerlocatedinOgden，Utah，washavingdifficultyinfillingengineeringandotherhigh-techpositions．ItsaimwastoattractcandidateslocatedinSanJose，California.TheproblemwasthatmanyoftheseindividualsfeltthatamovetoOgdenwouldbe“worsethananassignmentinSiberia．”IOMEGAadoptedarecruitmentstrategythatfocusedonelementsintendedtoappealtothosefedupwithSanJose‘shectic(繁忙的)lifestyle．Itsadtouted(吹捧)thehighqualityoflifeinOgden，listing24specificattributesthatmadeOgdenagoodplacetolive，e．g．，friendlyneighborhoods，safestreets，affordable(负担得起的)housing，concerts，golfcourses．Consequently,morethan250qualifiedapplicantsrepliedtothead．(1)Determinehowtonotifytheindividualsofthevacantpositions.-Avarietyofrecruitmentmethods：--Jobpostings,newspaperads,campusrecruiting,etc.--Examples:▲寻找助理工程师与寻找总工程师能否用同样方式？▲招募钟点工与招募高级技工有何差别？(2)Limittheapplicantpooltoamanageablesize.-Attractingonlythemostqualifiedapplicants;--Statingclearlythejobqualificationsinthevacancynotification.4-2-4NotifytheTargetPopulation4-2-5InterviewtheCandidates(1)Themostqualifiedcandidatesarebroughtinforinterviewsandotherassessmentprocedureswhichservebothselectionandrecruitmentpurposes.-Tothefirm,achancetofurtherassessthecandidates’qualifications;-Tothecandidates,anopportunitytolearnmoreaboutthefirmandthejob.(2)Failuretoprovideasufficientamountofinformationcouldbedetrimental(不利的)totherecruitingprocess.4-3MethodsofRecruiting4-3-1SourcesofQualifiedPersonnelInternalsourcesAdvantagesofrecruitingfromwithinDisadvantagesofrecruitingwithinMajorissuestobeconsideredwhenrecruiting

ExternalsourcesAdvantagesofusingexternalsourcesDisadvantagesofusingexternalsourcesSourceInternalExternal

AdvantagesCompanyhasabetterknowledgeofstrengthsandweaknessesofjobcandidate.Jobcandidatehasabetterknowledgeofcompany.Morale(士气)

andmotivationofemployeesareenhanced.Thereturnoninvestmentthatanorganizationhasinitspresentworkforceisincreased.Thepooloftalentismuchlarger.Newinsightsandperspectives(新观念)canbebroughttotheorganization.Frequentlyitischeaperandeasiertohiretechnical,skilled,ormanagerialemployeesfromoutside.DisadvantagesPeoplemightbepromotedtothepointwheretheycannotsuccessfullyperformthejob.(注：彼得原理)Infightingforpromotionscannegativelyaffectmorale.Inbreeding(近亲繁殖)canstifle(窒息)newideasandinnovation.Attracting,contacting,andevaluatingpotentialemployeesismoredifficult.Adjustmentororientationtimeislonger.Moraleproblemscandevelopamongthoseemployeeswithintheorganizationwhofeelqualifiedtodothejob.ComparisonofInternalandExternalRecruiting4-3-2MethodsoftheInternalRecruitingInternalresource：ExaltationWorkrotationWorkchangeOlderWorkers(返聘或重新聘用)InternalRecruiting

Methods：QualificationsinventoriesJobpostingandbidding

EmployeereferralsPersonnelreplacementcharts

档案法迅速、便捷、可靠；缺乏主观信息、对信息依赖强内部公告透明公平、提高士气；时限性、内部局限、流动性主管推荐熟悉可靠、便于合作；主观偏见、不公平职业生涯降低流动、激励员工；限期过长Jobpostingandbidding

Jobpostingandbidding:amethodofinformingemployeesofjobvacanciesbypostinganoticeincentrallocationsandgivingaspecifiedperiodtoapplyforthejob.Inthepast,Jobpostingwaslittlemorethantheuseofbulletinboardsandcompanypublicationsforadvertisingjobopenings.Today,Postingsarecomputerizedandeasilyaccessibletoemployees.Jobpostinghasbecomeoneofthemoreinnovativerecruitingtechniquesbeingusedbyorganizations.诚信网招生信息就业指南人才招聘数字校园PersonnelReplacementChart政法学院公共管理系

《人力资源管理》双语教学主讲：刘博逸副教授专业：公共事业管理班级:2006级(1)班Chapter4

PersonnelRecruitingPart3MethodsofRecruitmentⅠ.Reviewthemainideas

1.Whatarethemethodsoftheinternalrecruitment?2.Manycollegesanduniversitiesemploysomepeopleinchargeofclassrooms.Whatkindofrecruitmentmethodmaybeused,internalorexternal?Ⅱ.Introducethenewcontents1.Explainthemethodsoftheexternalrecruitment.2.Comparetheinternalandexternalrecruitmentmethods.3.Operationalizetherecruitmentmethods.Ⅲ.Explainthenewmaterials1.Categorizethemethodsoftheexternalrecruiting2.Explainthemethodsoftheexternalrecruitment2-1Applicant-initiatedrecruitmentAmethodofexternalrecruitmentinwhichacompanyacceptsunsolicitedapplicationsorresumesfromindividualsinterestedinworkingforthecompany.StrengthstobeefficienttobelowcosttobehighlymotivatedWeaknessestopresentatimingproblemApplicant-initiatedrecruitment2.Explainthemethodsoftheexternalrecruitment2-2EmployeereferralsAmethodofexternalrecruitmentinwhichfirmsasktheiremployeestosolicit(请求)applicationsfromqualifiedfriendsandassociates(伙伴).EMPLOYEEEFERRALSWeaknessespossibletoserveasabarriertoequalemploymentopportunity(EEO)Strengthstobeeffectivetoperformbettertoremainlongertobelowcost2.Explainthemethodsoftheexternalrecruitment2-3AdvertisementsinnewspapersandperiodicalsAmethodofexternalrecruitmentinwhichacompanyplacesanadvertisementofthepositionintheappropriatemedia(e.g.newspaper,magazine).AdvertisementsStrengthsWeaknessestobeoftenineffective

tofailtoreachthemostviablecandidatestoensurealargeapplicantpooltoensurepeopletogetachancetoapplyfortheopeningtoreachalargeaudienceinashortperiodoftimeTips(技巧)forwritingeffectiveadsDesigntheadstograbthereaders’attentionDon’tmisrepresentthejobProvidethereaderswithasourceMakesuretheadiseasytoreadUseadvertisingspaceeconomicallyBespecificaboutthejobrequirementsDescribetheadvantagesofworking2.ExplainthemethodsoftheexternalrecruitmenttobemuchfastertoreachalargeraudiencetobequiteexpensiveOn-lineRecruitingAdvertisingofjobopeningsontheInternet2-4On-lineRecruiting2.ExplainthemethodsoftheexternalrecruitmentPublicAgenciesPrivateAgenciesRunbylocalgovernmentsornonprofitorganizations，theseagenciesplaceworkersinprimarilyclericalandblue-collarjobs.Privatelyrunagenciesthat，forafee，providecompanieswithclerical，blue-collar，technicalandlower-levelmanagerialpersonnel.Employmentagenciesusedtorecruitmid-and–senior-levelmanagerswithsalariesgenerallyabove$6,0000.Headhunter2-5EmploymentAgenciesDifferencebetween

privateandpublicagenciesPrivateagencieshavetheresourcestofillawidervarietyofjobsTheagencychargesafeeforitsservicesCandidatesregisterwiththeagencyvoluntarilyRecruitingstepsofheadhunter

DevelopasetofCandidatequalificationsPrepareastrategyofthesearchMakeaconcertedefforttofindpotentialcandidates.EvaluatethebackgroundandqualificationsofeachpotentialcandidatePresenttheclientorganizationwithalistofcandidatesforscreening2.Explainthemethodsoftheexternalrecruitment2-6CampusRecruitingArecruitingmethodinwhichafirm'srecruitersvisitvariouscollegeanduniversitycampusestorecruitindividualsforpositionsrequiringacollegedegree.StrengthsCampusRecruitingCampusrecruitingiscostlyandtimeconsumingTherecruitingprocesscanbearatherslowoneWeaknessesFillspecializedentry-leveljobsinsuchfieldsasengineering,finance,accounting,computerscience,lawandsupervisorymanagement.StepsinthecampusrecruitmentprocessConductarecruitmentanalysisPrepareapositionrequisitionSelectschoolsConductCampusinterviewsScreencandidatesEvaluaterecruitmentⅣ.ComparisonofRecruitmentMethodsⅤ.SummarizethemainideasSumupthecontentsofthisperiodsSumupthecontentsofthischapterⅥ.AssignhomeworkCase