人力资源管理自查doc28)英文版!-人力资源综合(编辑修改稿)

人力资源管理自查doc28)英文版!-人力资源综合(编辑修改稿)内容摘要：

gh final approval authorization. 5. Is recruitment done proactively from a planning mode (., projected workforce plan) as well as reactively to immediate replacement and new job openings? Is recruitment linked to human resources planning (projected workforce requirements)? 6. Is a job analysis conducted for each position? Does the job analysis acpany the hiring authorization? Does the job analysis accurately identify the key objectives and responsibilities of the position? Does the job analysis accurately identify the essential ‘can do’ skills needed (., skills, abilities, knowledge, education and experience)? Does the job analysis accurately identify the essential ‘will do’ skills needed (., leadership, interpersonal, entrepreneurial, munication and good attitude)? 7. Is consideration given to internal candidates for all or some job openings before outside recruitment begins? If some positions are determined to be filled from within, how is this determination made? 8. Is there a formal job posting procedure in place? If so, does the job posting contain the job objectives, needs and requirements cited in the job analysis (6 above)? 9. Are recruitment strategies (methods to obtain qualified candidates) set before active recruitment begins? Who participates in the strategy development? Does this strategy include affirmative action and diversity needs? 10. What kind of recruiting sources does your anization use and for what positions: Newspaper sources? Professional journals/periodicals? College recruiting? Special events recruitment (., job fairs and expos)? Community referral agencies (., state employment and training offices)? Quasisearch methods (., hourly rate paid to recruiting professionals for targeting candidate sourcing or use of professional candidate researchers)? Employee referral? Internal puterized applicant database? Professional working (., associations)? Direct mail recruitment? Personal works (., local petitors, customers, suppliers, outplacement firms or industry research)? If so, please give examples: 11. Does your anization measure the effectiveness as well as the costs of these recruiting sources? 12. To whom are these performance measures and recruiting costs municated? SELECTION 13. Does the HR department perform all initial screening of candidates? 14. Are candidate telephone interviews, teleconferencing or video screening conducted before personal interviews? 15. How many candidates are typically interviewed before filling a position and at what levels? 16. Who participates in the interview and at what intervals? How many people are typically involved in the interviewing process? Are panel interviews used? Who makes the final hiring decision? 17. Are hiring managers trained in objective selection (., interviewing techniques, positionrelated questions and legal implications)? 18. Are reference checks conducted on all candidates? Who performs the reference checks? 19. Are tests or personality profiles used in the selection process? Are they professionally validated? 20. Are drug tests administered to all new employees as a condition for hire? 21. Does the anization pare the number of job openings and workforce projections with the HR department’s recruitment and selection capacity? Are peak and low hiring cycles identified? 22. Has the anization examined or evaluated any of the following alternatives to satisfying workforce requirements: Project or contract outsourcing? Temporary placement? Internal temporary placement pool? Parttime employment and job sharing? 23. Are all employment costs accounted for in the anization’s budget? 24. On a scale of one to seven (seven being the highest and four being adequate), how do you think the HR team would rate the effectiveness of the recruitment and selection process? 25. On the same onetoseven scale, how do you think departments would rate the effectiveness of the recruitment and selection process? Explanation of Recruitment and Selection Questionnaire The purpose of the Recruitment and Selection questions is to improve critical staffing needs in a timely manner and with quality candidates. Questions three through 12 examine how the pany attracts job candidates. Question ten deals with finding candidates. Costbenefit analyses of all hiring sources (questions 11 and 12) will tell you where to place your recruiting energies and financial resources. Questions on the selection process (13 to 20) may be more important to government agencies and contractors because of highly regulated selection criteria, affirmative action and diversity implications. Fiscal constraints and regional preferences may also restrict government staffing professionals to the most inexpensive sources, regardless of their results. What makes a successful manager is the ability to influence positive behavior and to hire the best talent. HR professional counseling, guidance and training on effective interviewing and selection are essential to help managers make the right hiring decisions. It is also essential that the selection criteria be equally and consistently applied to all applicants. Companies’ efforts to reduce both their workforce and their fixed labor costs have resulted in less costly ways to satisfy workforce requirements. These include outsourcing and temporary workers, which transfer costs on a variable basis. This is why Manpower, Inc. has bee the largest employer in the . today. If your anization uses these methods, be aware of possible longterm quality problems resulting from reduced mitment and lack of pany pride. Compensation Questionnaire A system of evaluating job。