Staffing- Planning.pptx

1、Staffing- Planning,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,4-2,Job Analysis,Definition: a systematic process of identifying and describing the important aspects of a job and the characteristics workers need to perform the job well Job analyses are used for multiple purpose

2、s, including: Determining job entry requirements Developing a companys strategic recruiting plan Selecting individuals for employment Developing employee training plans Designing compensation systems Developing performance evaluation measures Job analyses also help group jobs into job families or gr

3、oupings of jobs that either call for similar worker characteristics or contain parallel work tasks,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,4-3,Job Analysis for Staffing,A job analysis that produces a valid selection system identifies worker characteristics that: Distinguis

4、h superior from average and unacceptable workers; Are not easily learned on the job; and Exist to at least a moderate extent in the applicant pool. Future-oriented job analysis: job analysis technique for analyzing new jobs or analyzing how jobs will look in the future,Copyright 2009 Pearson Educati

5、on, Inc. Publishing as Prentice Hall,4-4,Job-Worker Match,Table 4-2,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,4-5,Job Description,A written description of the duties and responsibilities of the job itself based on a job analysis. Job descriptions usually include: The size an

6、d type of organization The department and job title The salary range Position grade or level To whom the employee reports and for whom the employee is responsible Brief summary of the main duties and responsibilities of the job Brief summary of the occasional duties and responsibilities of the job A

7、ny special equipment used on the job Any special working conditions (e.g. shift or weekend work, foreign travel, etc.) Purpose and frequency of contact with others The statement, “Other duties as assigned” to accommodate job changes and special projects,Copyright 2009 Pearson Education, Inc. Publish

8、ing as Prentice Hall,4-6,Outcomes of Job Analysis,Figure 4-1,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,5-7,Workforce Planning Process,Identify the business strategy. Articulate the firms talent philosophy and strategic staffing decisions. Conduct a workforce analysis. Develo

9、p and implement action plans. Develop action plans to address any gaps between labor demand and labor supply forecasts. The action plans should be consistent with the firms talent philosophy, and can include recruiting, retention, compensation, succession planning, and training and development. Acti

10、on plans can be short-term or long-term, depending on the firms needs and the predictability of the environment. Monitor, evaluate, and revise the forecasts and action plans. As the environment changes, forecasts and action plans may need to change as well.,Copyright 2009 Pearson Education, Inc. Pub

11、lishing as Prentice Hall,5-8,Forecasting,Given the uncertainty of forecasts, construct estimates as a range, providing low, probable, and high estimates. Recalculate estimates as changes happen in the organizations internal and external environments and as the firms assumptions and expectations chan

12、ge.,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,5-9,Workforce Planning Process,Figure 5-1,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,5-10,Staffing Planning,The three questions that need to be answered are: How many people should we recruit? Staffing yie

13、lds: the proportion of applicants moving from one stage of the hiring process to the next Hiring yields: the percent of applicants ultimately hired (also called selection ratios) What resources do we need? Workload-driven forecasting Staffing efficiency driven forecasting: the total cost associated

14、with the total compensation being hired How much time will it take to hire? Cumulative yield time requirements Continuous recruiting can shorten the hiring timeline,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,5-11,External Cost Per Hire,External cost per hire: six basic elemen

15、ts account for 90% of the costs to hire to calculate the cost of external hiring: Advertising expenses Agency and search firm fees Employee referral bonuses Recruiter and applicant travel costs Relocation costs Company recruiter costs (prorated salary and benefits if the recruiter performs duties ot

16、her than staffing) Saratoga Institute adds an additional 10% to cover miscellaneous expenses including testing, reference checking, hiring manager time, and administrative support.,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,5-12,Internal Cost Per Hire,Internal cost per hire i

17、ncludes four elements: Internal advertising costs Travel and interview costs Relocation costs Internal recruiter costs,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,6-13,Recruiting Sources,Internal recruiting sources: locate people who currently work for the company who would be

18、 good recruits for other positions External recruiting sources: target people outside the firm,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,6-14,Internal Recruiting Sources,Succession management Qualifications inventories Employee development Internal job posting systems Employ

19、ee referrals,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,6-15,Some External Recruiting Sources,In-house recruiters Employee referrals Newspapers and other written media Observation Resume databases Careers link from company web page Online job boards Search firms Professional

20、associations,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,6-16,More External Recruiting Sources,Job fairs Acquisitions and mergers Raiding competitors Offshore labor Networking Schools Previous employees Non-U.S. citizens Walk-ins Creative sourcing,Copyright 2009 Pearson Educat

21、ion, Inc. Publishing as Prentice Hall,6-17,Internet Data Mining,Boolean searches Flipping or flip searching Web crawlers Networking sites,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,6-18,Creating a Sourcing Plan,Profile desirable employees to identify promising sources Identif

22、y what desirable talent and successful current employees in targeted jobs like to do and how you might reach them if you were to try to recruit them now Using surveys or focus groups, ask where do they like to go, what media do they use, what organizations do they belong to, and what events do they

23、attend? What web sites and other sources would they use if they were to look for another job? How did they first learn of their first job in your firm?,Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall,6-19,Creating a Sourcing Plan,Perform ongoing recruiting source effectiveness ana

24、lyses by tracking Where applicants discovered the vacancy Where top candidates discovered the vacancy Where candidates receiving job offers discovered the vacancy How many recruits each source generated What quality of recruits each source generated, and what was the range of recruit quality from each source What were the demographic characteristics of the rec