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MGTO 231 Human Resources Management

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MGTO 231 Human Resources Management Recruitment Dr. Kin Fai Ellick WONG – PowerPoint PPT presentation

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Title: MGTO 231 Human Resources Management


1
MGTO 231Human Resources Management
  • Recruitment
  • Dr. Kin Fai Ellick WONG

2
Questions for you
  • Sometimes, someone uses recruitment, while
    others use selection. Are the two concepts
    identical? If not, What are their differences?
  • What are the major goals an HR manager wants to
    achieve in recruitment (not in selection)?

3
Outline
4
Recruitment processes
  1. Business strategies formation
  2. Job analysis Job opening
  3. Recruitment
  4. Selection
  5. Socialization

5
Recruitment processes
  1. Business strategies formation
  2. Job analysis Job opening
  3. Recruitment
  4. Selection
  5. Socialization

6
Example 1Internet business
  • Broadway, CitiCall, SaSa, Angel
  • Business strategies
  • Expanding, high investment, aggressive
  • HR planning
  • External recruitment, high compensation, new
    opening, limited training and development

7
Example 2Public sectors
  • e.g., Housing Authority (???)
  • Business strategies
  • Defender, maintaining current status
  • HR planning
  • Internal recruitment, compensation at a market
    level, less new opening, more training and
    development

8
Recruitment processes
  1. Business strategies formation
  2. Job analysis Job opening
  3. Recruitment
  4. Selection
  5. Socialization

9
From job analysis
  • We know the tasks, duties, and responsibilities
    of a job
  • Java script, C, team-work oriented, etc.
  • Recruitment
  • Select a pool of candidates, job opening
  • Selection
  • Ability test, interview, job offering or not

10
Recruitment processes
  1. Business strategies formation
  2. Job analysis Job opening
  3. Recruitment
  4. Selection
  5. Socialization

11
Recruitment
  • The process of generating a pool of qualified
    candidates for a particular job
  • Job analysis, description and recruitment
  • Two dimensions are particularly important
  • Ability (cognitive ability)
  • Motivation (personality, or context dependent)

12
Recruitment ad
  • Job title (general description of job)
  • May have implications about the organization
    culture or the job nature

13
Example 1
  • In a boutique
  • Sales vs. Customer-needs Manager
  • Sales creates an impression of selling
  • Customer-needs Manager creates a better feeling

14
Example 2
  • An insurance firm
  • Insurance Agent vs. Financial Analyst
  • Insurance Agent creates an impression of ..
  • Financial Analyst may be seen as more
    professional

15
Example 3
  • A sales department
  • Sales vs. Marketing Executive vs. Account Manager
  • Account Manager
  • For customers creating a more professional image
  • For employees creating a more superior title,
    making the job more attractive

16
  • Job description (job content)
  • Remember the job description you have made
  • The major contents are highly similar
  • Tasks, duties, and responsibilities
  • Job specification (requirements)
  • Educational level and background
  • Any professional qualification?
  • Any specific skills, e.g., Mandarin, 100 wpm

17
  • How to apply (prompt actions)
  • Other requirements (e.g. organizational culture)
  • Christians?
  • Salaries and benefits (may or may not be included)

18
Examples
  • Positions at CUHK
  • http//perntc.per.cuhk.edu.hk/personnel/jobvacancy
    .asp?category2
  • Positions at HKUST
  • https//www.ab.ust.hk/po/vac.html

19
(No Transcript)
20
Outline
21
External vs. internal
  • Both have benefits and drawbacks
  • External recruitment
  • Fresh perspectives and different approaches,
    bring new processes or technology
  • May not be fully supported by the subordinates
    (for senior positions), need time to adapt new
    environment and learning, problem of justice

22
Recruitment (external forces)
  • Print advertisements
  • Internet advertisements
  • Career sites
  • Employment agencies
  • Labour department
  • College recruiting
  • Customers

23
  • Internal recruitment
  • Promotion or transfer
  • Less costly, a kind of reinforcement that
    increases job motivation, promoted persons are
    familiar with the culture and duties
  • Lack of innovation, undercut the authority

24
Recruitment (internal forces)
  • Current employees
  • Creating another job opening
  • Referrals from current employees
  • Former employees
  • Internship

25
Outline
26
Different evaluation methods
  • By assessing how long employees recruited from
    different sources stay with the company
  • How well the applicants know about the job
  • Current employees, referrals, and former
    employees
  • A realistic job preview is important !!!
  • ???? stewardess

27
  • By assessing the costs and benefits of different
    sources
  • No. of applicants, offers given, and acceptance
    of each source
  • Total cost of each source
  • Turnover rate of each source
  • Performance of each source

28
Recruiting Yield Pyramid
New hires
  • Offers made (2 1)

Candidates Interviewed (3 2)
Candidates Invited (4 3)
Leads generated (6 1)
Source Human Resource Management, 10th Edition,
p.162
29
Yield ratio
  • Applied to screened 61
  • Screened to interviewed 43
  • Interviewed to offered 32
  • Offered to accepted 21
  • Overall yield ratio
  • 1446 or 241 or 120050

30
  • How many will be hired in a pool of 300
    applicants? Is this pool size enough if there are
    three vacancies?
  • Different sources may have different yield ratios

31
Exercise
  • According to the data sheet I gave you, what
    recommendations will you give to HR manager in
    order to improve the quality of recruitment (i.e.
    recruit more qualified candidates by lower
    costs)?
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