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CHAPTER 5
Planning for and Recruiting
Human Resources
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. 5-1
The Process of Human Resource Planning
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Forecasting
• Forecasting: attempts There are three major
to determine the supply steps to forecasting:
and demand for various 1. Forecasting the demand
types of human for labor
resources to predict 2. Determining labor
areas within the
supply
organization where
there will be labor 3. Determining labor
shortages or surpluses. surplus or shortage
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Forecasting the Demand for Labor
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Determining Labor Supply
• Transitional matrix: a It answers two questions:
chart that lists job 1. “Where did people in
categories held in one each job category go?”
period and shows the 2. “Where did people now
proportion of employees in each job category
in each of those job come from?
categories in a future
period.
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Determining Labor Surplus or Shortage
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Goal Setting and Strategic Planning
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Options for Avoiding a Shortage
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Table 5.2: HR Strategies for Addressing a
Labor Shortage or Surplus
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Implementing and Evaluating the HR Plan
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Recruitment Sources: Internal Sources
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Recruitment Sources: External Sources
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Summary
• The first step in human resource planning is
personnel forecasting. Through trend analysis and
good judgment, the planner tries to determine the
supply and demand for various human resources.
• The next step is to determine the labor demand for
workers in various job categories. Analysis of a
transitional matrix can help the planner identify
which job categories can be filled internally and
where high turnover is likely.
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