Robinson recruitingproject

Chapter 5

STAFFING and RECRUITING

2Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Chapter Outcomes Describe the human resource management process. Discuss the influence of government regulations on

human resource decisions. Contrast recruitment and downsizing options. Explain the importance of validity and reliability in

selection. Describe the selection devices that work best with various

kinds of jobs. Identify various training methods. Describe the goals of compensation administration and

factors that affect wage structures. Explain what is meant by the terms sexual harassment

and layoff-survivor sickness.



EXHIBIT 5–1The human resource management process.



Supervision and HRM Affirmative action Employment planning Human resource inventory Recruitment



EXHIBIT 5–2Major U.S. federal laws and regulations related to HRM.



EEOC Equal Employment Opportunity Commission Born out of Title VII of the Civil Rights Act Enforcing body for Title VII Policies have the force of law



Employment planning Assessing current human resources Assessing future human resource needs Developing a program to meet future human

resource needs Recruitment issues Selection issues



Recruitment sources Internal Advertising Employee referrals Employment agencies Educational institutions Professional organizations Temp services Walk-ins Online



Downsizing options

Firing Layoffs Attrition Transfers Reduced workweek Early retirements Job sharing



Selection process

Reliability Validity Written tests Performance-simulation tests Personality profiles Interviews Realistic job preview



Interviewer behaviors Review the job description and job

specification. Prepare a structured set of questions. Review the applicant’s information. Put the interviewee at ease. Ask questions and listen carefully. Close by telling the applicant the next steps in

the process. Write the evaluation immediately.



Orientation

An expansion on information a new employee obtained during the recruitment and selection stages; an attempt to familiarize new employees with the job, the work unit, and the organization as a whole.



EXHIBIT 5–6Determining training needs.



Typical training methods

On-the-job Apprenticeship Job instruction training

Off-the-job Classroom lectures Multimedia Simulation exercises Computer-based training Vestibule training Programmed instruction



Current issues in HRM Workforce diversity Sexual harassment Layoffs Layoff-survivor sickness



Sexual harassment Any unwanted activity of a sexual nature that

affects an individual’s employment. Sexual harassment can occur if verbal or physical

conduct toward an individual: Creates an intimidating, offensive, or hostile

environment Unreasonably interferes with an individual’s work Adversely affects an employee’s employment

opportunities



What can be considered sexual harassment?

Sexually suggestive remarks Unwanted touching Sexual advances Requests for sexual favors Verbal or physical conduct of a sexual

nature

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