Professional Documents
Culture Documents
t en th e di t io n
Chapter 5
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Figure 51
2005 Prentice Hall Inc. All rights reserved.
54
Succession planning
The process of deciding how to fill the companys
most important executive jobs.
What to forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates
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Figure 52
2005 Prentice Hall Inc. All rights reserved.
56
Ratio analysis
A forecasting technique for determining future
staff needs by using ratios between a causal factor
and the number of employees needed.
Assumes that the relationship between the causal
factor and staffing needs is constant
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Number of
Registered Nurses
200
240
300
260
400
470
500
500
600
620
700
660
800
820
900
860
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Figure 53
2005 Prentice Hall Inc. All rights reserved.
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510
511
512
513
Management
Replacement Chart
Showing Development
Needs of Future
Divisional Vice
President
Figure 54
2005 Prentice Hall Inc. All rights reserved.
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Sources of information
Periodic forecasts in business publications
Online economic projections
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Effective Recruiting
External factors affecting recruiting:
Looming undersupply of workers
Lessening of the trend in outsourcing of jobs
Increasingly fewer qualified candidates
518
519
Source: Kenneth Sovereign, Personnel Law (Upper Saddle River, NJ: Prentice Hall, 1999), p. 50.
Figure 55
520
521
Table 51
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Disadvantages
Failed applicants
become discontented
Time wasted
interviewing inside
candidates who will not
be considered
Inbreeding of the
status quo
524
Disadvantages:
They may have less-than positive attitudes.
Rehiring may sent the wrong message to current
employees about how to get ahead.
2005 Prentice Hall Inc. All rights reserved.
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526
Constructing an effective ad
Wording related to job interest factors should
evoke the applicants attention, interest, desire,
and action (AIDA) and create a positive
impression of the firm.
2005 Prentice Hall Inc. All rights reserved.
527
Help
Wanted
Ad
Figure 57
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530
531
Costs of Temps
Fees paid to temp
agencies
Lack of commitment to
firm
532
533
Figure 58
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On-site visits
Invitation letters
Assigned hosts
Information package
Planned interviews
Timely employment offer
Follow-up
Internships
2005 Prentice Hall Inc. All rights reserved.
540
Walk-ins
Direct applicants who seek employment with or
without encouragement from other sources.
Courteous treatment of any applicant is a good
business practice.
541
542
Figure 59
543
Figure 510
2005 Prentice Hall Inc. All rights reserved.
544
Older workers
Revising polices that make it difficult or
unattractive for older workers to remain employed.
545
The disabled
Developing resources and policies to recruit and
integrate disable persons into the workforce.
546
547
HR Scorecard
for Hotel Paris
International
Corporation*
Figure 511
2005 Prentice Hall Inc. All rights reserved.
548