人事管理外文文献及翻译 第4页
INRODUCTION
Effective staffing helps minimize problems in an organization through recruiting and selecting qualified people using established criteria and predictors.
Staffing is the process of matching appropriate people with appropriate jobs. From the viewpoint of organizations, staffing entails using HR planning information to determine the correct numbers and kinds of candidates, locating them, and then selecting those who are most likely to be satisfactory employees. From the standpoint of job applicants, the staffing process affects how they see jobs and organizations, and the likelihood that will be matched with jobs that are rewarding for them. Staffing consists of recruiting and selection.
Many employers currently are facing shortages of workers with the appropriate knowledge, skills, and abilities (KSAs) in tight labor markets. There actually is not one but several labor markets that are the external sources from which employers attract employees. There are many ways to identify labor markets, including by geographical area, type of skill, and educational level. Some labor market segments might include managerial, clerical, professional and technical, and blue-collar. Classified differently, some markets are local, other regional, other national; there are international labor markets as well. To understand labor markets in which recruiting takes place, one must consider three different concepts: labor fore population, and applicant pool.
The labor force population includes all individuals who are available for selection if all possible recruitment strategies are used. This vast array of possible applicants may be reached in very different ways.
The applicant population is a subset of the labor force population that is available for selection using a particular recruiting approach. At least four recruiting decisions affect the nature of the applicant population:
Recruiting method: advertising media chosen
Recruiting message: what is said about the job and how it is said
Applicant qualifications required: education level and amount of experience necessary
Administrative procedures: time of year recruiting is done, follow-ups with applicants, 原文请找腾讯752018766优'文"论'文.网
http://www.youerw.com f all people who are actually evaluated for selection. The applicant pool at this step will depend on the reputation of the organization and industry as a place to work, the screening efforts of the organization, and the information available to the applicant population. Assuming a suitable candidate can be found, the final selection is made from the applicant pool.
The supply and demand of workers in the labor force population has a substantial impact on the staffing strategies of organizations. Internal labor markets also influence recruiting because many employers choose to promote from within whenever possible, and hire externally only for entry-level jobs. A discussion of these and other strategic to be made in recruiting follows.
PLANNING AND STRATEGIC DECISIONS ABOUT RECRUITING
The decisions that are made about recruiting help dictate not only the types and numbers of applicants, but also how difficult or successful recruiting efforts may be. Figure 2-1 shows an overview of these recruiting decisions. Recruiting involves identifying where to recruit, whom to recruit, and what the job recruitment will be. One key consideration is deciding about internal versus external searches that must be made.
Figure 2-1 Recruiting Decisions
Internal Versus External Recruiting
Both advantages and disadvantages are associated with promoting from within the organization (internal recruitment) and hiring from outside the organization (external recruitment) to fill openings. Most organizations combine the use of internal and external methods. Organizations that operate in a rapidly changing environment and competitive conditions may need to place a heavier emphasis on external sources in addition to developing internal sources. However, for organizations existing in environments that change slowly, promotion from within may be more suitable.
Internal Recruiting
Internal recruiting means focusing on current employees and others with precious contact with an employing organization. Friends of present employees, former employees, and previous applicants may be sources. Promotions, demotions, and transfers also can provide additional people for an organizational unit, if not for the entire organization.
Among the ways in which internal recruiting sources have an advantage over external sources is that they allow management to observe the candidate for promotion (or transfer) over a period of time and to evaluate that person’s potential and specific job performance. Also, an organization that promotes its own employees to fill job openings may give those employees added motivation to do a good job.
Job Posting and Bidding
The major means for recruiting employees for other jobs within the organization is through job posting and bidding, whereby the employer provides notices of job openings and employees respond by applying for specific openings. The organization can notify employees of job vacancies by posting notices via e-mail, or in some other way inviting employees to apply for jobs. Job posting and bidding systems can be ineffective if handled improperly. Job generally are posted before any external recruiting is done. The organization must 原文请找腾讯752018766优'文"论'文.网
http://www.youerw.com Promotion and Transfer
Many organizations choose to fill vacancies through promotions or transfers from within whenever possible. Although most often successful, promotions from within have some drawbacks as well. The person’s performance on one job may not be a good predictor of performance on another, because different skills may be required on the new job. Also, in most organization promotions may not be an effective way to speed the movement of protected-class individuals up through the organization if that is an organizational concern.
Current Employee Referrals
A reliable source of people to fill vacancies is composed of friends and / or family members of current employees. Employees can acquaint potential applicants with the advantages of a job with the company, furnish letters of introduction, and encourage them to apply. These are external applicants recruited using an internal information source. Some employees pay employees incentives for referring individuals with specialized skills that are difficult to recruit through normal means.
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