HRM04Attracting(E).pptx
- 文档编号:30816596
- 上传时间:2024-01-30
- 格式:PPTX
- 页数:70
- 大小:162.33KB
HRM04Attracting(E).pptx
《HRM04Attracting(E).pptx》由会员分享,可在线阅读,更多相关《HRM04Attracting(E).pptx(70页珍藏版)》请在冰豆网上搜索。
LectureFourAttractingHumanResources:
JobDesign,EmployeeRecruitmentandSelection,Issues:
1.WhatarethethreewaysinwhicheffectiveHRplanningcanenhanceafirmscompetitiveadvantage?
2.Whatishumanresourceplanning?
3.WhyshallallmanagerspayattentiontoHRM?
4.WhatisJobanalysis?
5.WhydoweneedJobdescription?
6.Whatcriteriadeweconsiderwhenwerecruitexpatriates?
7.Howtoconductjobinterviews?
I.ThreewaysinwhicheffectiveHRPlanningcanenhanceafirmscompetitiveadvantage,1.LinksHRMpracticestoorganizationalgoals2.ServesasabuildingblockforfutureHRMpractices3.Avoidstheconsequencesassociatedwiththefailuretoplanforhumanresources(e.g.,respondingreactively,ratherthanproactively),II.WhatisHRPlanning?
HRplanningisaprocessthat-enablesorganizationstoanticipatetheirfutureHRMneeds-identifiespracticesthatwillhelpthemmeetthoseneeds.,1.WhydosomecompaniesavoidHRplanning?
SomecompaniesseeHRplanningastoodifficultandfrustrating.Otherssimplydontseetheneedforit.,2.WhatisStrategicPlanning,Strategicplanningreferstoaprocessinwhichacompanyspecifiesitsoverallpurposesandobjectives,andindicateshowthesearetobeachieved.Thestrategicplanningprocesstypicallyconsistsofthefollowingactivities:
1.Determinetheorganizationalmission.2.Scantheorganizationalenvironment.3.Setstrategicgoals.4.Formulateastrategicplan,partofwhichaddresseshumanresourceneeds.,3.DemandForecasting:
Definition,DemandforecastingisaprocessusedinHRplanningthatentailspredictingthenumberandtypesofpeopletheorganizationwillneedatsomefuturepointintime.,DemandForecasting:
Approaches,StatisticalapproachesUsingastatisticalapproach,anorganizationpredictsneededworkforcesizeonthebasisofcertainbusinessfactors.Mostcommonlyusedmethodsareasfollows:
trendanalysis:
pastbusinesstrendsratioanalysis:
btwbusinessfactor&employeesneededregressionanalysis:
determinethenumberofemployeesneededforthefuture.,DemandForecasting:
Approaches,JudgmentalApproachesTheyinvolvetheuseofhumanjudgment,ratherthanamanipulationofnumbers.Themostcommonlyusedjudgmentaltechniquesare:
groupbrainstormingsalesforceestimates,4.SupplyForecasting:
Definition,Supplyforecastingisaprocessusedtoestimatewhichorganizationalpositionswillbefilledatsomefuturepointintime.,5.OutcomesoftheHRPlanningProcess,WhentheHRplanningprocessiscompleted,afirmmustestablishandimplementHRMpracticestohelpitmeetitsHRneeds.WewillfocusonspecificHRMpracticesdesignedtohelporganizationsdealwithanticipatedoversuppliesandundersuppliesofpersonnel.,6.DealingwithanOversupplyofPersonnel,Whenanorganizationsstrategicplancallsforrestructuring,theHRMresponseisusuallyoneofdownsizing.Downsizingoftenmeanslayoffs.Becauseofthenegativeoutcomesthatareoftenassociatedwithlayoffs,employersareencouragedtoseekalternatives,suchashiringfreezes,earlyretirements,restrictedovertime,jobsharing,payreductionsandthelike.,7.DealingwithanUndersupplyofPersonnel,Infaceofapossibleundersupplyofpersonnelatsomefuturepointintime,theorganizationhasthefollowingoptionstoresolvetheproblem.hiringadditionalworkersimprovingtheproductivityimprovingretentionratesusingovertime,additionalshifts,jobreassignmentsortemporaryworkers.,8.WhatarethelikelyconsequenceswhenHRplanningisomitted?
Anorganizationmaybeunabletocorrectlyanticipateanincreaseinitsfuturedemandforpersonnel.Atbest,suchacompanywouldbeforcedtorecruitpersonnelatthelastminuteandmaythusfailtofindthebestcandidate.Atworst,thecompanymaybecomeseriouslyunderstaffed.Thisunderstaffingcouldcauseexistingemployeestoexperienceagreatdealofstressastheyattempttomeettheadditionaldemandwithoutadequateresourcesandassistance.Andiftheneededworkisnotgettingdone,thefirmmayultimatelyexperienceanincreaseinbackorderswhichcauseadecreaseincustomergoodwill,anincreaseincompetition,andalossofmarketshare.,III.JobAnalysis:
ThemostBasicHumanResourceManagementTool,TaskResponsibilitiesDuties|JobDescriptionJobAnalysisJobSpecifications|KnowledgeSkillsAbilities,HRPlanningRecruitmentSelectionTraining&DevelopmentPerformanceAppraisalCompensation&BenefitsSafety&healthEmployee&LaborRelationsHRResearchEqualEmployment,JobAnalysisandOtherHRActivities,TypicalJobAnalysisProcess,AIdentifyJobsandReviewExistingDocumentation,BExplainProcesstoManagersandEmployees,CConductJobAnalysisUsingInterview,Questionnaires,orObservations,DPrepareJobDescriptionsandSpecifications,EMaintainandupdateJobDescriptionsandSpecifications,NatureofJobAnalysis,-Workactivitiesandbehaviors-Interactionswithothers-Performancestandards-Machinesandequipmentused-Workingconditions-Supervisiongivenandreceived-Knowledge,skills,andabilitiesneeded,JobAnalysis,Job:
Agroupingofsimilarpositionshavingcommontasks,dutiesandresponsibilities.Task:
Adistinctidentifiableworkactivitycomposedofmotions.Duty:
Alargeworksegmentcomposedofseveraltasksthatareperformedbyindividual.Responsibilities:
Obligationtoperformcertaintasksandduties.,JobAnalysis,Position:
Thetaskandresponsibilitiesperformedbyoneperson;thereisapositionforeveryindividualinanorganization.(Ajobperformedbyoneperson.)(Inaworkgroupconsistingofasupervisor,2seniorclerks,and4wordprocessingoperators,thereare3jobsand7positions)JobAnalysis:
Thesystematicprocessofdeterminingtheskills,duties,andknowledgerequiredforperformingspecificjobsinanorganization.,JobAnalysis,Thepurposeistoobtainanswerstosiximportantquestions:
1.Whatphysicalandmentaltasksdoestheworkeraccomplish?
2.Whenisthejobtobecompleted?
3.Whereisthejobtobeaccomplished?
4.Howdoesthepersondothejob?
5.Whyisthejobdone?
6.Whatqualificationsareneededtoperformthejob?
JobAnalysis,ComponentsDevelopedbyJobAnalysis:
Jobanalysisprovidestheinformationnecessarytodevelopjobdescriptionsandspecifications.Jobdescription:
Adocumentthatprovidesinformationregardingthetask,duties,andresponsibilitiesofajob.PerformanceStandards:
Indicatorsofwhatthejobaccomplishesandwhatperformanceisconsideredsatisfactoryineachareaofthejobdescription.,JobAnalysis,Jobspecification:
Adocumentthatoutlinestheminimumacceptablequalifications(knowledge,skills,andabilities)apersonneedstodothejobsatisfactorily.-Knowledge,skills,andabilities(KSAs):
includingeducation,experience,workskillrequirements,personalrequirements,mental,andphysicalrequirements,andworkingconditionsandhazards.,JobDescriptionandSpecifications,PositionTitle:
HumanResourceAssistantJobNumber:
_Department:
HumanResourcesGrade:
6Reportsto:
HumanResourcesManagerStatus:
NonexemptClass:
ClericalGeneralSummary:
ProvidesupportfortheHRDept.bymaintaininghighlyconfidentialpersonnelrecordsinphysicalfiles,updatingHRdatabase,andpreparingreports.Assistsinvariousprojectsand,managerssomeprojectsintheabsenceoftheHRmanager.EssentialJobFunctions:
1.Maintainspersonnelrecordsinfilesandupdatescomputerrecordstoensurecompliancewithregulations.(55%)2.Retrieves,complies,andpreparesvariousexternalandinternalreportssuchasregularandenhancedretireereportsforaccounting.(15%)3.AnswersemployeequestionsregardingHRmatterssuchasbenefitinquiresandproblems.(10%)JobDescriptionandSpecifications4.Write,edits,andcoordinatesprintingandlayoutofcompanynewsletter.(5%)5.Attendsmeetingsandconductsoff-sitebusinessonanas-neededbasis.(5%)6.AssistsHRmanagerwithprojectsasneeded.(5%)7.Performsotherrelateddutiesasassignedbymanagement.(5%)Knowledge,Skills,andAbilities:
1.KnowledgeofHRpracticesandprocedures.2.Knowledgeofandskillinusingcomputersoftware,includingWordPerfectorMSWord,andExcelorLotus.3.Skillinoperatingvariousofficeequipment,suchaspersonalcomputer,calculator,facsimile,copymachine,camera,documentshredder,typewriter,laminator,andLogitechscanner.4.Abilitytopaycloseattentiontodetailandcoordinatevariousactivitiessimultaneously.5.Abilitytocommunicatewithcustomers,co-workers,andbusinesscontactsinacourteousandprofessionalmanner.6.Abilitytoworkwithminimalsupervision.7.Abilitytomaintainconfidentiality.,JobDescriptionandSpecifications,EducationandExperience:
Collegegraduateorequivalent,plusonetotwoyearsspecializedsecretarialtrainingwithemphasisincomputer.OneyearexperienceinHRorrelatedfield.Additionaltrainingoreducationhelpful.PhysicalRequirements:
0-24%25-49%50-74%75-100%Seeing:
xMustbeabletoreadreportsandusecomputer-Hearing:
xMustbeabletohearwellenoughtocommunicatewithco-workers.-Standing/Walking/mobility:
xMustbeabletostandtoopenfilesandoperateofficemachines;mobilitybetweendepartmentsandtoattendmeetingsofemployeesandmanagers.,JobDescriptionandSpecifications,0-24%25-49%50-74%75-100%Climbing/Stooping/Kneeling:
x-Lifting/Pulling/Kneeling:
x-Fingering/Grasping/Feeling:
xMustbeabletowrite,type,andusephonesystem.-PhysicalDimensions:
MediumWork:
Exertingupto50poundsofforceoccasionally,and/orupto20poundsofforcefrequently,and/orupto10poundsofforceconstantlytomoveobjects.-Note:
Thestatementshereinareintendedtodescribethegeneralnatureandlevelofworkbeingperformedbyemployeesassignedtothisclassification.Theyarenotintendedtobeconstruedasanexhaustivelistofallresponsibilities,duties,andskillsrequiredofpersonnelsoclassified.,IV.EmployeeRecruitmentandSelection,TheRecruitingProcess,RecruitingEvaluation,QuantityofapplicantsEEOgoalsmetQualityof
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- HRM04Attracting
![提示](https://static.bdocx.com/images/bang_tan.gif)