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Recruiting

Chapter 6. Recruiting. Part 1. Forecasting Work Requirements. Forecasting Work Requirements . Determine expected production for department for specific time period 10,000 T-shirts per month Determine how many labor hours it will take to meet production goal

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Recruiting

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  1. Chapter 6 Recruiting

  2. Part 1 • Forecasting Work Requirements Chapter 6

  3. Forecasting Work Requirements • Determine expected production for department for specific time period • 10,000 T-shirts per month • Determine how many labor hours it will take to meet production goal • Each worker makes 10/hr 10,000/10 = 1000 hours Chapter 6

  4. Forecasting Work Requirements • Convert work hours to work days • With 8 hr shifts  1000/8 = 125 days • Divide needed workdays by workdays-per-period • With 20 workdays/month  125/20 = 6.25 people Chapter 6

  5. Forecasting Work Requirements • Make allowances for absences, training, and leaves • Round up to 7 people • Search for other ways to meet your schedule • i.e. overtime, transfers, borrow employees, temps • instead of 7 line workers to do 6.25 work, hire 6 & work a little overtime Chapter 6

  6. Your Goal: • Make sure employees on hand matches workload Chapter 6

  7. Overstaffing • Having more workers than minimum necessary • Costs & flexibility increase • Efficiency drops • Coaching & training opportunities may be taken Chapter 6

  8. Understaffing • Having fewer workers than minimum necessary • Can get you behind schedule • Costs may end up higher as you try to make up the difference • Can bring out creativity Chapter 6

  9. Effective Staffing • The right number & kinds of workers on the right jobs at the right times Chapter 6

  10. Staffing Process • Specify kinds of jobs and workers needed • Forecast the number of employees & create work schedule • Recruit candidates • Preliminary screening • Select the most appropriate candidates Chapter 6

  11. Part 2 • Recruiting Chapter 6

  12. Benefits of a promotion-from-within policy: • Capitalizes on past investments in current employees. • recruiting, selecting, training, and developing • Rewards past performance and encourages continued commitment. • Signals to employees that similar efforts by them will lead to promotion. Chapter 6

  13. Limitations of a promotion-from-within policy: • Current employees may lack the knowledge, experience or skills needed for placement in the vacant/new position. • Inbreeding of ideas and attitudes (“employee cloning”) increase. Chapter 6

  14. Internal Methods of Locating Qualified Job Candidates • Human Resources Information Systems (HRIS) • Database systems containing the records and qualifications of each employee that can be accessed to identify and screen candidates for an internal job opening. • Job Posting • Posting vacancy notices and maintaining lists of employees looking for upgraded positions. Chapter 6

  15. Recruiting Outside the Organization • Labor Market • Area from which applicants are to be recruited. • Tight market: • high employment, few available workers • Loose market: • low employment, many available workers Chapter 6

  16. Factors determining the relevant labor market: • Skills and knowledge required for a job • Level of compensation offered for a job • Reluctance of job seekers to relocate • Ease of commuting to workplace • Location of job (urban or nonurban) Chapter 6

  17. Outside Sources of Recruitment • Advertisements • Unsolicited applications and resumes • Internet recruiting • Employee referrals • Executive search firms • Educational institutions Chapter 6

  18. Outside Sources of Recruitment • Professional organizations • Labor unions • Public employment agencies • Private employment agencies • Temporary help agencies • Employee leasing Chapter 6

  19. Effectiveness of Recruiting Sources Chapter 6

  20. Increasing the Effectiveness of Employee Referrals • Offer incentives for referrals. • Pay for performance (profit sharing). • Increase visibility. • Keep the data. • Measure the results. Chapter 6

  21. Recruiting Websites (1) • Career Builder: http://www.careerbuilder.com • Employment Guide: http://www.employmentguide.com • FlipDog: http://www.flipdog.com • HotJobs: http://www.hotjobs.com Chapter 6

  22. Recruiting Websites (2) • JOBTRAK: http://www.jobtrak.com • JobWeb: http://www.jobweb.com • Monster.com: http://www.monster.com • Net-Temps: http://www.nettemps.com • Spherion (formerly E. Span): http://www.spherion.com Chapter 6

  23. Best & Worst Majors Chapter 6

  24. Top-Paying Starting Salaries Bachelor’s Degree • Chemical Engineering • Mechanical engineering • Electrical engineering • Industrial engineering • Computer science • Nursing • Civil engineering • Physics • Chemistry • Mathematics Chapter 6

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