員工招募（招聘）(ppt)

招募(Recruitment)
 企業(yè)為了吸引具有工作能力及工作動(dòng)機(jī)的適當(dāng)人選，激發(fā)他們前來(lái)應(yīng)征的過(guò)程.

組織吸引力 (Organizational inducements)
 報(bào)償制度(compensation systems)
 事業(yè)生涯機(jī)會(huì)(career opportunities)
 公司聲譽(yù)(organizational reputation)

人員需求表的填寫(xiě)
 需求的描述
 需求的理由
 補(bǔ)充
 增添
 須具備條件
 教育
 經(jīng)驗(yàn)
招募的方法: 內(nèi)部招募
 職缺公布 (Job posting and bidding)
 內(nèi)部晉升 (promotion)或調(diào)動(dòng)(transfer)

 現(xiàn)職員工兼差(Inside moonlighting)
 現(xiàn)職員工介紹(Employee referrals)
 介紹費(fèi)(Finders fees)
 引用親信(Nepotism)的顧慮
職缺公布(Job Posting and bidding)
 將公司的職位空缺情形在顯著場(chǎng)所公告周知，讓有意愿的員工申請(qǐng)
 Bulletin boards
 Internal publications
 Computerized

內(nèi)部招募的優(yōu)缺點(diǎn)
 優(yōu)點(diǎn)
 對(duì)候選者已相當(dāng)了解
 候選者也熟悉公司的制度
 能激勵(lì)員工士氣
 培育員工的投資得以回收
 缺點(diǎn)
 員工最終晉升到其不能勝任的階層
 Peter Principle: Successful people are promoted until they finally reach a level at which they are unable to perform adequately.
 同事競(jìng)爭(zhēng)，影響士氣
 近親繁殖，缺乏創(chuàng)新能力

招募的方法: 外部招募

 征才廣告 (Media advertisements): e.g., help want ads
 校園征才(college recruiting)
 現(xiàn)職員工介紹 (employee referrals)
 毛遂自薦 (walk-ins/write-ins)
 建教合作 (cooperation program)
 向同業(yè)挖角(steal)
 透過(guò)第三者 (Third party)介紹: e.g., employment agencies and search firms
 引用親屬 (nepotism)
 工讀生(Summer internships)

透過(guò)第三者(third party)
 學(xué)校推薦
 政府的國(guó)民就業(yè)輔導(dǎo)機(jī)關(guān)
 青輔會(huì)
 “人力銀行”網(wǎng)站
 職業(yè)介紹所或獵人頭公司(head hunter)
 顧問(wèn)公司、中介公司
外部招募的優(yōu)缺點(diǎn)
 優(yōu)點(diǎn)
 吸引更多人才應(yīng)征，可供挑選
 新陳代謝，帶來(lái)新視野與新動(dòng)力
 征求專(zhuān)業(yè)性人才，向外招募通常較為經(jīng)濟(jì)

 缺點(diǎn)
 對(duì)組織外部人員不易進(jìn)行接觸、評(píng)量
 適應(yīng)期較長(zhǎng)
 打擊現(xiàn)有員工的士氣


招募的新途徑:
Internet 的應(yīng)用
 招募成本可降低

 因應(yīng)預(yù)算與職位性質(zhì)，有多種選擇
 一般性 (monster.Com)
 專(zhuān)業(yè)性 (financialjobsnet.Com)
 公司網(wǎng)頁(yè) (NIKE.Com)




校園征才的缺點(diǎn)(College Recruiting Flaws)
 招募者缺乏興趣與動(dòng)機(jī)(Lack of interest in the application)
 招募者缺乏熱情，欠缺吸引力(Lack of enthusiasm)
 面談壓力過(guò)大，問(wèn)題牽涉隱私(Interviews too stressful or too personal)
 時(shí)間安排不當(dāng)(Time allocation by recruiters)
Breaugh (1981)發(fā)現(xiàn)校園征才不理想 (工作質(zhì)量與可靠度較差).

履歷表的內(nèi)容
 姓名、地址、電話(huà)、個(gè)人數(shù)據(jù)
 應(yīng)征工作(job objective)
 教育(education)
 技能(skills)
 經(jīng)驗(yàn)(employment)
 其它(miscellaneous)
 推薦人(references)
記著，要使用正面、主動(dòng)的詞句
企業(yè)形象管理
(Image Management)
 給予應(yīng)征者熱誠(chéng)與尊嚴(yán)
 招募人員的學(xué)識(shí)與專(zhuān)業(yè)

RJP (工作實(shí)情預(yù)覽)

 RJP 為 Realistic job previews 的簡(jiǎn)稱(chēng)，指將與工作有關(guān)的正面、負(fù)面的信息充分告知應(yīng)征工作者 (Provides pertinent and relevant job information without distortion or exaggeration)
 可看作是一種預(yù)防接種(An inoculation against disappointment)


甄選(Selection)
從眾多應(yīng)征者中，選出最合適的人員去擔(dān)任某項(xiàng)工作的過(guò)程 (To choose the individual who can successfully perform the job from the pool of qualified candidates).
勞動(dòng)市場(chǎng)效果評(píng)估
(Evaluating the Effects of the Labor Market )


甄選的信度 (Reliability)









申請(qǐng)表( Application Blanks )
 因過(guò)去行為與表現(xiàn)是未來(lái)績(jī)效的預(yù)估指標(biāo)，可運(yùn)用申請(qǐng)表得到有用的信息
 所問(wèn)問(wèn)題須與工作相關(guān)(Validate questions by showing job-relatedness)
 何種問(wèn)題為不該問(wèn)?
 各國(guó)法律規(guī)定不同
 犯罪紀(jì)錄不能問(wèn)
 會(huì)員:只能問(wèn)及與工作專(zhuān)業(yè)相關(guān)者
面試的種類(lèi) (Types of Interviews)
 非結(jié)構(gòu)式面試 (Unstructured interviews)
 沒(méi)有范本依循

 結(jié)構(gòu)式面試 (Structured interviews)
 得到相同信息種類(lèi)，故信度較高

 半結(jié)構(gòu)式面試 (Semistructured interviews)

 情境面試
 (Situational interviews)
 詢(xún)問(wèn)其過(guò)去經(jīng)驗(yàn)
面試者的指導(dǎo)原則(Guidelines for interview)
 預(yù)作規(guī)畫(huà)
 事先審核申請(qǐng)表及履歷
 慎選面試地點(diǎn) (room arrangements)
 營(yíng)造和諧氣氛
 設(shè)法讓申請(qǐng)人放松心情 (put the applicant at ease)
 進(jìn)行面談時(shí)
 依循結(jié)構(gòu)化面談 (structure the questions to be asked)
 多用 open/end 的問(wèn)題 (5WH)
 少用 yes/no 的問(wèn)題
面試者的指導(dǎo)原則(續(xù))
 結(jié)束面談時(shí)
 保留時(shí)間讓?xiě)?yīng)征者發(fā)問(wèn)
 以正面的方式結(jié)束面談
 順便做公關(guān)的工作
 面試過(guò)程要加以檢討
 事實(shí)資料立即記下(record the facts obtained in the interview immediately)
 評(píng)估面談過(guò)程 (evaluate the effectiveness of the interviewing process)
員工甄試方法舉例
 實(shí)作測(cè)驗(yàn) (Job Sample Performance Tests)

 認(rèn)知能力測(cè)驗(yàn) (Cognitive Ability Tests)
 多種特定心智能力的衡量(Measuring a large number of specific mental abilities)

 運(yùn)動(dòng)神經(jīng)能力測(cè)試 (Psychomotor Ability Simulations)
 反應(yīng)時(shí)間、四肢活動(dòng)能力、手指靈巧度(Reaction time, limb movement, and finger dexterity)
員工甄試方法舉例
人格量表與個(gè)性測(cè)驗(yàn) (Personality Inventories and Temperament Tests)
 信度可能為最低 (Potentially the least reliable)
 效度有賴(lài)情境的配合程度(Validity tied to the match between test and situation)
管理評(píng)量中心(Assessment Centers)
 最早由AT&T采用(1950)，需時(shí)2-3天，以多重甄選方法來(lái)選拔管理人才(A multiple selection method for managers)
 各種不同的評(píng)量方式包括:
 面談(Interviews)
 工作實(shí)例(Work samples)
 收文籃測(cè)驗(yàn)(The In-basket)
 模擬 (Simulations)
 管理競(jìng)賽(Management games)
 筆試(Paper and pencil tests)
藥物檢驗(yàn)(Drug Testing)
其實(shí)施程序要合法 (Making Them Legally Acceptable):

 預(yù)先告知 (Informing all applicants of the drug-screening program)
 具公信力(Establishing a high-quality control testing procedure with a reliable testing lab)
 過(guò)程具專(zhuān)業(yè)水平(Performing any drug testing in a professional, non-threatening manner)
 守密(Keeping all results confidential)


介紹人提供數(shù)據(jù)(Reference Checks )
的顧慮與衡量:



員工招募（招聘）(ppt)