人力資源管理雙語(yǔ)教學(xué)課件04招募

Chapter4

PersonnelRecruiting引導(dǎo)案例：

許多小企業(yè)在發(fā)展過(guò)程中會(huì)碰到銷售人員短缺的問(wèn)題，這就使其面臨招聘和選擇。然而，很多企業(yè)在招聘過(guò)程中遭遇挫折。例如：“面試的看上去都不合適”、“好的都被挑走了”、“怎么挑都不合適”等。結(jié)果，導(dǎo)致無(wú)人可用或誤用。我們知道，銷售職位不同于打字員、清潔工、服務(wù)生，后者可以通過(guò)簡(jiǎn)單利用招工廣告，前者則復(fù)雜得多?？墒牵Ｓ幸恍┢髽I(yè)在招聘銷售人員時(shí)甚至不知道銷售工作究竟要做什么，更談不上需要具備什么技能。試問(wèn)，在這種情況下怎么能找到優(yōu)秀的人才呢？有資料顯示，結(jié)合多種測(cè)評(píng)方法的招聘成功率為66%，而經(jīng)驗(yàn)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失業(yè)率Turnoverrate流動(dòng)率Applicationform招募申請(qǐng)表TemporaryWorkers臨時(shí)工Offshoring(outsourcing)外包Overtime加班Internship實(shí)習(xí)生Formeremployee前雇員Jobposting布告法Employeereferral推薦法Employmentagency職業(yè)中介Walk-in上門(mén)求職者Headhunter獵頭公司Collegerecruiting校園招聘4-1Recruiting4-1-1DefinitionofRecruitmentAllactivitiesinvolvedinseekingandattractingapoolofqualifiedcandidates(合格應(yīng)征者人才庫(kù))formwhichselectioncanoccur.Inordertoattractqualifiedcandidates:Jobrequirementsmustbeprecisely(精確)defined.RecruitmentRelatestoPersonnelPlanning,Job

Analysis

andtheSelectionProcess.RelationshipsamongJob

Analysis,HumanResourcePlanning,RecruitmentandSelectionNewhires

新雇員Offersmade(2:1)發(fā)出錄用通知Candidatesinterviewed(3:2)面試候選人Candidatesinvited(4:3)發(fā)出面試通知Leadsgenerated(6:1)招聘吸引人數(shù)501001502001200RecruitingYield

pyramid

(HRM-Dessler:p98)HRM職能工作經(jīng)濟(jì)工作服務(wù)-需求導(dǎo)向利潤(rùn)-價(jià)值導(dǎo)向滿足組織崗位需要符合成本-效益需要數(shù)量質(zhì)量時(shí)間成本效果適用效率經(jīng)濟(jì)效益Intime及時(shí)：PersonnelRequisitionForm（專業(yè)雜志/一般報(bào)紙）Economy經(jīng)濟(jì)：（華為公司員工推薦計(jì)劃、麥當(dāng)勞雇用老年員工計(jì)劃）Efficiency有效：RealisticJobPreviews

（適用與穩(wěn)定）4-1-2EffectiveRecruitingPersonnelRequisitionFormTypicalConsequencesofJobPreviewProcedures

(HRM-Ivancevich:p207)ACase：某公司招聘計(jì)劃（一）招聘計(jì)劃根據(jù)2008年3月28日第二次董事會(huì)決議，特向社會(huì)公開(kāi)招聘負(fù)責(zé)國(guó)際貿(mào)易的副總經(jīng)理1名，銷售部經(jīng)理1名，生產(chǎn)部經(jīng)理1名。本項(xiàng)招聘工作由人力資源部張一覺(jué)經(jīng)理在分管副總經(jīng)理周瑋的直接領(lǐng)導(dǎo)下具體負(fù)責(zé)。招聘測(cè)試工作全權(quán)委托復(fù)興管理咨詢公司人力資源服務(wù)部實(shí)施。（二）招聘進(jìn)程2月1日：在《廣州日?qǐng)?bào)》和《羊城晚報(bào)》刊登廣告；2月15日至2月20日：報(bào)名登記；2月20日至2月28日：初步篩選，筆試，面試人力資源部經(jīng)理簽名：

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.

《勞動(dòng)合同法》規(guī)定：勞動(dòng)者解除勞動(dòng)合同應(yīng)當(dāng)提前30日以書(shū)面形式通知用人單位。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(損害)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宏觀經(jīng)濟(jì)環(huán)境招聘單位所在地區(qū)招募對(duì)象類型及供求狀況人員招聘的競(jìng)爭(zhēng)對(duì)手相關(guān)的政策和法規(guī)組織的發(fā)展戰(zhàn)略組織的人事政策(4)SubstitutesofRecruiting(供小于求時(shí))

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

-職業(yè)穩(wěn)定性與工作安全性；-行業(yè)地位與發(fā)展機(jī)會(huì)；-工作與個(gè)人生活的平衡；-出色的領(lǐng)導(dǎo)與同事；-與人交往的機(jī)會(huì)；-組織靈活性與學(xué)習(xí)機(jī)會(huì)；-“非貨幣特征”。-替代性工作機(jī)會(huì)；-組織吸引力；-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(負(fù)擔(dān)得起的)housing，concerts，golfcourses．Consequently,morethan250qualifiedapplicantsrepliedtothead．(1)Determinehowtonotifytheindividualsofthevacantpositions.-Avarietyofrecruitmentmethods：--Jobpostings,newspaperads,campusrecruiting,etc.--Examples:▲尋找助理工程師與尋找總工程師能否用同樣方式？▲招募鐘點(diǎn)工與招募高級(jí)技工有何差別？(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(士氣)

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

Methods：QualificationsinventoriesJobpostingandbidding

EmployeereferralsPersonnelreplacementcharts

檔案法迅速、便捷、可靠；缺乏主觀信息、對(duì)信息依賴強(qiáng)內(nèi)部公告透明公平、提高士氣；時(shí)限性、內(nèi)部局限、流動(dòng)性主管推薦熟悉可靠、便于合作；主觀偏見(jiàn)、不公平職業(yè)生涯降低流動(dòng)、激勵(lì)員工；限期過(guò)長(zhǎng)Jobpostingandbidding

Jobpostingandbidding:amethodofinformingemployeesofjobvacanciesbypostinganoticeincentrallocationsandgivingaspecifiedperiodtoapplyforthejob.Inthepast,Jobpostingwaslittlemorethantheuseofbulletinboardsandcompanypublicationsforadvertisingjobopenings.Today,Postingsarecomputerizedandeasilyaccessibletoemployees.Jobpostinghasbecomeoneofthemoreinnovativerecruitingtechniquesbeingusedbyorganizations.誠(chéng)信網(wǎng)招生信息就業(yè)指南人才招聘數(shù)字校園PersonnelReplacementChart政法學(xué)院公共管理系

《人力資源管理》雙語(yǔ)教學(xué)主講：劉博逸副教授專業(yè)：公共事業(yè)管理班級(jí):2006級(jí)(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(請(qǐng)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