Chapter
Training Employees
6
1.
What Do I Need to Know?
Discuss how to link training programs to
organizational needs.
Explain how to assess the need for training.
Explain how to assess employees’ readiness for
training.
Describe how to plan an effective training
program.
Compare widely used training methods.
Summarize how to implement a successful
training program.
Evaluate the success of a training program.
Describe training methods for employee
orientation and diversity management.
C H A P T E R
2.
3.
4.
5.
6.
Planning for and Recruiting
7.
Human
Resources
8.
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Motorola Canada – Career Bridge
Weiling Qian, a systems
engineer from China was
hired by Agnes van Haeren,
HR manager for Motorola
Canada as an intern under
the Career Bridge Program.
Career Bridge assists
internationally trained
professionals gain access to
jobs in Canada without
duplicating education and
training received outside
Canada
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Introduction
Human Resource Planning
Identifying the numbers and types of employees
the organization will require to meet its
objectives
 Carried out to meet business objectives and gain
a competitive advantage
 Compares the present state of the organization
with its goals for the future
 Identifies changes in human resources needed
to meet those goals

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Human Resource Planning
Process
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.
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Forecasting
Forecasting
 Attempts
to determine the supply of and
demand for various types of human
resources to predict areas within the
organization where there will be labour
shortages or surpluses
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.
Forecasts of Labour Surplus or
Shortage
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Forecasting Demand for Labour



Usually an organization
forecasts demand for
specific job categories or
skill areas
Answers question: Will the
need for people increase
or decrease?
Statistical models:


Trend analysis
Leading indicators
Determining Labour Supply



Detailed analysis of how
many people are currently
in various job categories
or have specific skills
Examines internal
changes expected
 Transitional matrix
Examines trends in the
external labour market
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.
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Human Resource Planning Process
Forecasting

Based on the forecasts
for labour demand and
supply and planner
determines whether there
will be a shortage or
surplus of human
resources for each job
category
more
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.
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Human Resource Planning Process
Forecasting

Goals should come
directly from the analysis
of labour supply and
demand

Includes a specific figure
of what should happen
with the job category or
skill area and a timetable

Each goal should have
one or more strategies
Goal Setting &
Strategic Planning
more
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HR Strategies
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Goal Setting and Strategic Planning
Reducing a Surplus
• Downsizing
• Planned elimination of large
numbers of employees to
enhance the organization’s
competitiveness
• Early-retirement programs
• Programs that encourage
older workers to leave
voluntarily
Avoiding a Shortage
• Employing temporary
workers
• Provides flexibility & lower
costs, however
disadvantages include
tension between temporary
and permanent employees
• Outsourcing
• Overtime and expanded
more
hours
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Human Resource Planning Process

Implementing the
strategies and evaluating
the outcomes

Some individual must be
accountable

Checking whether the
organization has
succeeded in avoiding
labour shortages or
surpluses
Forecasting
Goal Setting &
Strategic Planning
Implementing &
Evaluating

Identify which part of the
process contributed
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Applying HR Planning to
Employment Equity
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 Many
organizations have an HR strategy
that includes Employment Equity to
manage diversity or meet government
requirements
 Employment Equity programs forecast
and monitor the proportion of employees
who are members of the protected groups

Workforce utilization review
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Recruiting Human Resources
Recruiting
 Any
practice or activity carried on by the
organization with the primary purpose of
identifying and attracting potential
employees
 3 Aspects:
Human Resource Policies
 Recruitment Sources
 Recruiter Traits and Behaviours

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Human Resource Policies
Internal vs. External
Recruiting
Promote-from-within policies make
an organization more attractive
Lead-the-Market
Pay Strategies
Meeting or exceeding the market
rate of pay to compete for
applicants
Recruitment
Branding & Image
Advertising
• Using marketing techniques to
become an “employer of choice”
• Generate a favourable image
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Recruitment Sources
 Internal
sources: Employees who
currently hold other positions in the
organization
 Job
posting
 Manager referrals
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Recruitment Sources
Direct Applicants & Referrals
Advertisements
HRSDC
External
Sources
Private Employment Agencies
Universities and Colleges
Electronic Recruiting
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Evaluating Quality of a Source
Employers should monitor the quality of
all recruitment sources
 Yield ratios

Ratio/percentage of applicants who
advance from one stage of the recruitment
and selection process to the next
 Cost

per hire
Divide the cost of using a recruitment
source by the number of people hired
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Recruiter Traits & Behaviours
 Characteristics

of the Recruiter
“Warm” and “Informative”
 Behaviour
of the Recruiter
Provide the right information
 Realistic job previews

 Enhancing
Recruiter’s Impact
Timely feedback
 Avoid offensive behaviour
 Recruit in teams i.e. include job experts

© 2005 McGraw-Hill Ryerson Ltd.