人力资源获取--招聘与选拔PPT文件格式下载.ppt

1、研究公司過去五年來之聘用水準,進而預測未來需求Ratio analysis:依據某些因果因素（如業務量）,與所需員工人數（如銷售人員）,來預測員工需求Scatter plot（散佈圖）:可判定業務活動與人員水準之間是否相關wManagerial judgment plays a big roleUsing Computers to Forecast Personnel RequirementsComputerized forecastDetermination of future staff needs by projecting sales,volume of production,and

2、personnel required to maintain this volume of output,using software packagesDefinitionForecasting the Supply of Inside CandidatesQualifications inventories（合格之人力庫存）Manual or computerized records listing employees education,career and development interests,languages,special skills,and so on,to be use

3、d in selecting inside candidates for promotionDefinitionManual Systems and Replacement ChartsPersonnel inventory&development record help track employee qualificationsPersonnel replacement charts are often used for filling a companys top positionsForecasting the Supply of Inside CandidatesPersonnel r

4、eplacement chartsCompany records showing present performance and promotability of inside candidates for the most important positionsDefinitionForecasting the Supply of Inside CandidatesPosition replacement cardA card prepared for each position in a company to show possible replacement candidates and

5、 their qualificationsDefinitionComputerized Information SystemsWork experience codesProduct knowledgeIndustry experienceFormal educationTraining coursesForeign language skillsRelocation limitationsCareer interestsPerformance appraisalsSkillsManagement Replacement ChartForecasting the Supply of Outsi

6、de CandidatesMonitoring general economic conditionsBusiness Week,Fortune,Economist and Wall Street Journal U.S.GovernmentEffective Recruiting:The Yield PyramidNew hiresOffers made（2:1）Interviewed（3:2）Invited（4:3）Leads generated（6:1）Internal Sources of CandidatesNo substitute for knowing a candidates

7、 strengths and weaknessesInside candidates may be more committed to the company and can increase moraleCan backfire Can promote inbreedingFinding CandidatesJob posting publicizing the open job to employees and listing its attributes like qualifications,supervisor,work schedule,and pay rateRehiring f

8、ormer employeesan option today due to the tight labor marketFinding Internal CandidatesSuccession planning:ensuring a suitable supply of successors for future senior jobsPlanning includes:Determine projected needAudit current talentPlanning career pathsCareer counselingAccelerated promotionsPerforma

9、nce related trainingPlanned strategic recruitmentFilling Outside Sources of CandidatesAdvertising the advertising media and ad content（AIDA）-attention,interest,desire,actionSelect the best media local paper,WSJ,TV,or internet depending on the positionOutside Sources of CandidatesAmericanPsychologist

10、THE WALL STREET JOURNALEmployment AgenciesTypes of agencies:Public agencies and non profit Private agenciesHow to Avoid Problems With Employment AgenciesProvide full and accurate job descriptionSpecify the screening tools to useReview data on candidates accepted or rejected by your firm and by the a

11、gencyDevelop a long-term relationships with one or more agenciesScreen the agency流程名称招聘计划流程招聘计划流程流程说明从公司内部的人从公司内部的人员需求需求计划到划到实施招聘期施招聘期间的的过程描述程描述流程输入输入计划需求、离缺需求划需求、离缺需求提供部门人力人力资源部源部频率年年/季季流程输出输出需求需求计划、招聘渠道开划、招聘渠道开发计划、招聘行划、招聘行动计划划接受部门人力人力资源部源部频率年年/季季业务流程规则 流程控制/业务需求说明1组织发展的展的战略要求：略要求：根据公司整体的战略规划和人力资源战

12、略规划，明确公司必须具备的组织能力和相应的人力资源需求2定定岗定定编：根据公司发展现状，制定对应的定岗定编计划，随着公司进一步发展及时的对其作出相应的调整，保证计划落到实处3现有有岗位位胜任力分析：任力分析：针对广大在职员工展开岗位胜任力调查，进行现阶段公司整体的岗位胜任力分析，对个别关键岗位上出现的在职者不能胜任的情况，要及时的进行替换，以确保岗能匹配；对胜任力不是很强的情况，分析具体原因，必要时通过培训的方式予以解决4岗位接位接续计划：划：针对一些对公司发展起关键作用的岗位和公司未来几年发展的一个主要动向，及时高效的做好对应人员的储备工作5计划需求：划需求：在1、2、3、4步程序都具备的基

13、础上，人力资源部通过分析比较得出相应的人员计划需求6离离职管理流程：管理流程：对员工离职程序作出的一个简要的描述7离缺需求：离缺需求：主要是指员工离职原因所引起的人员需求8制定需求制定需求计划：在明确计划需求和离缺需求的基础上，制定人员需求计划9招聘渠道开招聘渠道开发计划：制定招聘渠道开发计划，计划中包括：各种渠道的甄选、公司招聘主辅渠道的确定，同时应明确建立招聘战略合作伙伴（合作网站、合作院校等）的行动策略10招聘招聘预算：算：根据公司年度预算和年度人力资源预算，结合年度招聘需求目标，分析后得出对应招聘预算11招聘行招聘行动计划：在确认人员需求计划、招聘渠道、招聘预算后，制定出的具可操作性的招聘行动计划12审批：批：招聘行动计划上报总经理审批，审批通过者，直接进入招聘实施流程；审批未获通过者，重新返回到制定需求计划的进程13招聘招聘实施流程：施流程：描述了公司进行人员招聘时的一系列操作步骤流程名称招聘招聘实施流程施流程流程说明公司公司录用新用新员工的一系列步工的一系列步骤描述描述流程输入输入人力人力资源需求源需求计划划提供部门人力人力资源部源部频率应时流程输