哈佛商學(xué)院MBA 授課講義 課件

McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/Irwin?2006TheMcPartTwo:AcquisitionandPreparationofHumanResourcesChapter5-HumanResourcePlanningandRecruitmentChapter6-SelectionandPlacementChapter7-TrainingChapter5?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinPartTwo:AcquisitionandPrepHumanResourcePlanningandRecruitmentDiscusshowtoalignacompany’sstrategicdirectionwithitshumanresourceplanning.Determinethelabordemandforworkersinvariousjobcategories.Discusstheadvantagesanddisadvantagesofvariouswaysofeliminatingalaborsurplusandavoidingalaborshortage.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.5ChapterHumanResourcePlanningandReHumanResourcePlanningandRecruitmentDescribethevariousrecruitmentpoliciesthatorganizationsadopttomakejobvacanciesmoreattractive.Listthevarioussourcesfromwhichjobapplicantscanbedrawn,theirrelativeadvantagesanddisadvantages,andthemethodsforevaluatingthem.Explaintherecruiter’sroleintherecruitmentprocess,thelimitstherecruiterfaces,andtheopportunitiesavailable.5ChapterMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.HumanResourcePlanningandReStagesinHumanResourcePlanningForecasting

LaborDemandLaborSupplyGoalSettingandStrategicPlanningProgramImplementationandEvaluationMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.StagesinHumanResourcePlannForecastingStageofHumanResourcePlanningDeterminingLaborDemandderivedfromproduct/servicedemandedexternalinnatureDeterminingLaborSupplyinternalmovementscausedbytransfers,promotions,turnover,retirements,etc.transitionalmatricesidentifyemployeemovementsovertimeusefulforAA/EEOpurposesDeterminingLaborSurplusorShortageMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.ForecastingStageofHumanResStrategiesforReducinganExpectedLaborSurplusOption Speed ExtentofHumanSuffering

FastFastFastFastFastSlowSlowSlowSlowHighHighHighModerateModerateLowLowLowLow1.Downsizing2.Payreductions3.Demotions4.Transfers5.Worksharing6.Hiringfreeze7.Naturalattrition8.Earlyretirement9.RetrainingMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.StrategiesforReducinganExpStrategiesforReducinganExpectedLaborSurplusOption Speed ExtentofHumanSuffering

FastFastFastSlowSlowSlowSlowHighHighHighHighModerateLowLow1.Overtime2.Temporaryemployees3.Outsourcing4.Retrainedtransfers5.Turnoverreductions6.Newexternalhires7.TechnologicalinnovationMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.StrategiesforReducinganExpDownsizingDownsizingistheplannedeliminationoflargenumbersofpersonneldesignedtoenhanceorganizationalcompetitiveness.Reasonsfordownsizinginclude:needtoreducelaborcoststechnologicalchangesreduceneedforlabormergersandacquisitionsreducebureaucraticoverheadorganizationschoosetochangethelocationofwheretheydobusinessMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.DownsizingDownsizingistheplEffectsofDownsizingStudiesshowthatfirmsthatannounceadownsizingcampaignshowworse,ratherthanbetterfinancialperformance.Reasonsinclude:Thelong-termeffectsofanimproperlymanageddownsizingeffortcanbenegative.Manydownsizingcampaignsletgoofpeoplewhoturnouttobeirreplaceableassets.Employeeswhosurvivethestaffpurgesoftenbecomenarrow-minded,self-absorbed,andrisk-averse.

McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.EffectsofDownsizingStudiessEarlyRetirementProgramsTheaverageageoftheU.S.workforceisincreasing.Babyboomersarenotretiringearlyforseveralreasons:improvedhealthofolderpeopleafearthatSocialSecuritywillbecutmandatoryretirementisoutlawedManyemployerstrytoinducevoluntaryattritionamongolder workersthroughearly retirementincentiveprograms.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.EarlyRetirementProgramsTheaEmployingTemporaryWorkersHiringtemporaryworkershelpseliminatealaborshortage.Temporaryemploymentaffordsfirmstheflexibilityneededtooperateefficientlyinthefaceofswingsindemand.Otheradvantagesinclude:temporaryworkersfreeafirmfrommanyadministrativetasksandfinancialburdenstemporaryworkersareoftentimestestedbyatemporaryagencymanytemporaryagenciestrainemployeesbeforesendingthemtoemployeesMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.EmployingTemporaryWorkersHirOutsourcingandOffshoringOutsourcingisanorganization’suseofanoutsideorganizationforabroadsetofservices.Offshoringisaspecialcaseofoutsourcingwherethejobsthatmoveactuallyleaveonecountryandgotoanother.Tohelpensurethesuccessofoutsourcing:outsourceonlythosejobsthatarerepetitive,predictable,andeasilytrained.Chooseanoutsourcingvendorthatislargeandestablished.Jobsthatareproprietaryorrequiretightsecurityshouldnotbeoutsourced.Itisagoodideatostartsmallandmonitorconstantly.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.OutsourcingandOffshoringOutsAffirmativeActionPlanningItisimportanttoplanforvarioussubgroupswithinalaborforce.Acomparisonoftheproportionofworkersinprotectedsubgroupswiththeproportionthateachsubgrouprepresentsiscalledaworkforceutilizationreview.Thestepsrequiredtoexecuteanaffirmativeactionplanareidenticaltothestepsinthegenericplanningprocessdiscussedearlier.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.AffirmativeActionPlanningItTheHumanResourceRecruitmentProcessJobChoiceRecruitmentInfluencesJobChoiceApplicantCharacteristicsPersonnelPoliciesRecruiterTraitsandBehaviorsRecruitmentSourcesVacancyCharacteristicsMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.TheHumanResourceRecruitmentPersonnelPoliciesCharacteristicsofthevacancyaremoreimportantthanrecruitersorrecruitingsources.PersonnelPoliciesvary:InternalversusExternalrecruitingopportunityforadvancementMarketleaderpaystrategyEmployment-at-willpolicies-eitherpartycanterminatetherelationshipatanytimeDue-processpolicy-employeescanappealaterminationdecisionImageadvertisingMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.PersonnelPoliciesCharacteristRecruitmentSourcesInternalSources-Faster,cheaper,morecertaintyExternalSources-NewideasandapproachesDirectApplicantsandReferrals-selfselection,lowcostNewspaperAdvertising-largevolume,lowqualityrecruitsElectronicRecruiting-theInternetPublic&PrivateEmploymentAgencies-headhunters,canbeexpensiveCollegesandUniversities-campusplacementservicesJOBSJOBSMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.RecruitmentSourcesInternalSoRecruitersFunctionalAreaHR-versusoperatingarea-specialistTraitswarmandinformativeRealismrealisticjobpreview,honestyMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.RecruitersFunctionalAreaMcGr1.Providetimelyfeedback2.Avoidrudebehavior3.RecruitinteamsStepstoEnhanceRecruiterImpact1.Providetimelyfeedback2.Avoidrudebehavior3.RecruitinteamsMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.1.ProvidetimelyfeedbackSteMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/Irwin?2006TheMcPartTwo:AcquisitionandPreparationofHumanResourcesChapter5-HumanResourcePlanningandRecruitmentChapter6-SelectionandPlacementChapter7-TrainingChapter5?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinPartTwo:AcquisitionandPrepHumanResourcePlanningandRecruitmentDiscusshowtoalignacompany’sstrategicdirectionwithitshumanresourceplanning.Determinethelabordemandforworkersinvariousjobcategories.Discusstheadvantagesanddisadvantagesofvariouswaysofeliminatingalaborsurplusandavoidingalaborshortage.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.5ChapterHumanResourcePlanningandReHumanResourcePlanningandRecruitmentDescribethevariousrecruitmentpoliciesthatorganizationsadopttomakejobvacanciesmoreattractive.Listthevarioussourcesfromwhichjobapplicantscanbedrawn,theirrelativeadvantagesanddisadvantages,andthemethodsforevaluatingthem.Explaintherecruiter’sroleintherecruitmentprocess,thelimitstherecruiterfaces,andtheopportunitiesavailable.5ChapterMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.HumanResourcePlanningandReStagesinHumanResourcePlanningForecasting

LaborDemandLaborSupplyGoalSettingandStrategicPlanningProgramImplementationandEvaluationMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.StagesinHumanResourcePlannForecastingStageofHumanResourcePlanningDeterminingLaborDemandderivedfromproduct/servicedemandedexternalinnatureDeterminingLaborSupplyinternalmovementscausedbytransfers,promotions,turnover,retirements,etc.transitionalmatricesidentifyemployeemovementsovertimeusefulforAA/EEOpurposesDeterminingLaborSurplusorShortageMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.ForecastingStageofHumanResStrategiesforReducinganExpectedLaborSurplusOption Speed ExtentofHumanSuffering

FastFastFastFastFastSlowSlowSlowSlowHighHighHighModerateModerateLowLowLowLow1.Downsizing2.Payreductions3.Demotions4.Transfers5.Worksharing6.Hiringfreeze7.Naturalattrition8.Earlyretirement9.RetrainingMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.StrategiesforReducinganExpStrategiesforReducinganExpectedLaborSurplusOption Speed ExtentofHumanSuffering

FastFastFastSlowSlowSlowSlowHighHighHighHighModerateLowLow1.Overtime2.Temporaryemployees3.Outsourcing4.Retrainedtransfers5.Turnoverreductions6.Newexternalhires7.TechnologicalinnovationMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.StrategiesforReducinganExpDownsizingDownsizingistheplannedeliminationoflargenumbersofpersonneldesignedtoenhanceorganizationalcompetitiveness.Reasonsfordownsizinginclude:needtoreducelaborcoststechnologicalchangesreduceneedforlabormergersandacquisitionsreducebureaucraticoverheadorganizationschoosetochangethelocationofwheretheydobusinessMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.DownsizingDownsizingistheplEffectsofDownsizingStudiesshowthatfirmsthatannounceadownsizingcampaignshowworse,ratherthanbetterfinancialperformance.Reasonsinclude:Thelong-termeffectsofanimproperlymanageddownsizingeffortcanbenegative.Manydownsizingcampaignsletgoofpeoplewhoturnouttobeirreplaceableassets.Employeeswhosurvivethestaffpurgesoftenbecomenarrow-minded,self-absorbed,andrisk-averse.

McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.EffectsofDownsizingStudiessEarlyRetirementProgramsTheaverageageoftheU.S.workforceisincreasing.Babyboomersarenotretiringearlyforseveralreasons:improvedhealthofolderpeopleafearthatSocialSecuritywillbecutmandatoryretirementisoutlawedManyemployerstrytoinducevoluntaryattritionamongolder workersthroughearly retirementincentiveprograms.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.EarlyRetirementProgramsTheaEmployingTemporaryWorkersHiringtemporaryworkershelpseliminatealaborshortage.Temporaryemploymentaffordsfirmstheflexibilityneededtooperateefficientlyinthefaceofswingsindemand.Otheradvantagesinclude:temporaryworkersfreeafirmfrommanyadministrativetasksandfinancialburdenstemporaryworkersareoftentimestestedbyatemporaryagencymanytemporaryagenciestrainemployeesbeforesendingthemtoemployeesMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.EmployingTemporaryWorkersHirOutsourcingandOffshoringOutsourcingisanorganization’suseofanoutsideorganizationforabroadsetofservices.Offshoringisaspecialcaseofoutsourcingwherethejobsthatmoveactuallyleaveonecountryandgotoanother.Tohelpensurethesuccessofoutsourcing:outsourceonlythosejobsthatarerepetitive,predictable,andeasilytrained.Chooseanoutsourcingvendorthatislargeandestablished.Jobsthatareproprietaryorrequiretightsecurityshouldnotbeoutsourced.Itisagoodideatostartsmallandmonitorconstantly.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.OutsourcingandOffshoringOutsAffirmativeActionPlanningItisimportanttoplanforvarioussubgroupswithinalaborforce.Acomparisonoftheproportionofworkersinprotectedsubgroupswiththeproportionthateachsubgrouprepresentsiscalledaworkforceutilizationreview.Thestepsrequiredtoexecuteanaffirmativeactionplanareidenticaltothestepsinthegenericplanningprocessdiscussedearlier.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.AffirmativeActionPlanningItTheHumanResourceRecruitmentProcessJobChoiceRecruitmentInfluencesJobChoiceApplicantCharacteristicsPersonnelPoliciesRecruiterTraitsandBehaviorsRecruitmentSourcesVacancyCharacteristicsMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.A