Chapter 5 Identify job

categories or skills

----------------- where demand

can be forecasted

Nguyễn Võ Cát Tuyền Then, predict

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whether the need
for people with
those skills or in

HRM-DH48ISB-01 that job category

will increase or
decrease in the
future

At the most
Determining Labor
Focus on what HR sophisticated level, A leading
Demand
managers can do in The competitive advantage of a statistical
indicator is an
planning and firm in a dynamic environment. models can be
used to predict objective measure
executing policies
labor demand for that accurately
the next year given predicts future labor
relatively demand.
Purpose: Examine FORECASTING: Determining Labor objective statistics
factors that influence Ascertain the supply of Supply on leading
the and demand for various
indicators from the
supply and demand types of human
previous year
Affect the demand for goods for labor and resources.
and services Consumer markets

Determining Labor
Surplus or Shortage
Methods for societal
Human
trends and events to Resource The Human Resource
Affect the supply of people to affect employers Introduction Planning
produce goods and services
Labor markets Planning and Process Choose goals based on the analysis of labor
Recruitment GOAL SETTING AND supply and demand and should include a
STRATEGIC PLANNING: specific figure for what should happen with the
Set goals and strategies job category or skill area
to prevent/address labor and a specific timetable
shortage/surplus
A clear idea of their Effectively utilizing labor
Know the strengths and current configuration of PROGRAM
weaknesses of their present markets to one’s IMPLEMENTATION AND
human resources competitive advantage
stock of employees EVALUATION
Choose from the
Implementation: hold many different strategies
individuals accountable for available
Definition achieving the stated
Know where they are any practice or goals and has the necessary
going in the future and Evaluation: comparing
activity carried on by authority and resources to
be aware results to goals, as well as
the organization with accomplish this It is also
of how their present The Human Resource an “after-action-review” of
the primary purpose goal.
configuration of human Recruitment what worked or failed to important to
resources relates to the of identifying and Process work when it came to have regular
configuration that will attracting potential accomplishing goals. progress reports
be needed
employees. on the
Recruiter’s implementation
Functional Area
(supervisors or job
Address discrepancies incumbents)
between the present RECRUITERS
Colleges and
configuration and the Internal versus Universities
External Sources RECRUITMENT Recruiter’s Traits
configuration required
SOURCES (“warmth" &
for the
future Public and Private “informativeness")
Employment
Direct Applicants and Agencies PERSONNEL POLICIES:
Electronic
Referrals organizational
Recruiting
decisions that affect the Recruiter’s Realism
Internal External nature of the vacancies
Sources Sources for which people are
recruited
Enhancing
Recruiter Impact
cheaper and generate a
minimize the Extrinsic and Intrinsic
faster sample of there may not be
possibility of inside hires often Rewards: raise wages
applicants who any internal faster than the Image Advertising:
inflated outperform
are well known recruits from Cold calling competition advertise just to
expectations outsiders
to the firm which to draw promote
about the job Internal versus
sometimes External Recruiting: Job themselves as a good
upsets current Security place to work in
managers general.
of employees
who are
recruited away.
Employment-at-will
Due process policies: either party in
policies: formally the employment
Promote-from-
bringing in lay out the steps relationship can
within policies
recruits an employee can terminate that
from external take to appeal a relationship at any
sources termination time, regardless of
often helps decision. cause.
spur creativity
and
innovation.