Assignment 5 - HRP,recruitment PDF

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HRP,recruitment...

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Assignment # 5 (Chapter - HRP & Recruitment)

NAME

SIDRA

CLASS

BSAF-4A

ID NUMBER

180831

Q1: Managing human resource is at times becomes a daunting task when a manager struggles to deal with human resource supply and demand disequilibrium. In your opinion, how can organizations deal with human resource surplus and human resource shortage? A-SURPLUS OF EMPLOYEES: When comparison of requirement’s and availability indicates a worker surplus will results restricted hiring, reduced hours, early retirements, and layoffs may be required to handle the satiation. Downsizing is one result of worker surplus. i.

ii.

Restricted hiring; The firm implements a restricted hiring policy, it reduces workforce by not replacing employees who leave. Reduced hours;

A company can also react to a reduced workload requirement by reducing the total number of hours worked. o instead of counting a 40 -hours week, management may decide to cut each employee time to 30 hours. this approach applies on the contingent workers normally. iii. iv. v.

Early retirement; it is way to reduce the number of workers Layoffs; if company face economic downturn then firm has no choice but they layoff part of its workforce.

B-SHORTAGE OF WORKERS: When a firm with a shortage of workers organization will have to increase their efforts to recruit the necessary people to meet the needs of the firm. i. ii.

iii.

Creative recruiting; A shortage of personnel often means that new approaches to recruiting must be used. Compensation incentives; Firms competing for workers in high demand situation may have to rely on compensations incentive. o reward may be required to attract the employees to firm, such as four-day workweeks, flexible timing, telecommuting, part time employment and child care centers. Training programs;

iv.

Special training may be needed to prepare unemployed persons for position with a firm. Different selection standard’s; dealing with a shortage of workers is the lowering of employment standards

Q2: Contingent workers are seen as a valuable resource to employers. Describe the conditions under which contingent workers are likely to be most highly valued by employers. In addition, do you believe that employers will replace many of their full-time workers with contingent workers? Explain your answer.

 Contingent workers are seen as a valuable resource to employers; Many employers use contingent workers: contingent workers may include temporary employees, part-time employees, independent contract workers, employees of the temporary help industry ("temps"), consultants, seasonal employees, and interns. In contrast, full-time, permanent employees frequently are referred to as core employees. Typically, contingent workers are hired to complete a project. In most cases, contingent workers have specialized skills. The contingent workforce allows businesses to hire non-permanent workers with an eye to fulltime employment. This process can enable your company to make sure that a certain position is part of your long-term plans or to ensure that a specific individual fits into your company culture. here are some benefits;

Benefits of contingent workers; There are many potential benefits to using contingent workers. Although the specific benefits vary from case to case, some of the more common benefits include:  Cost savings. Perhaps the most significant motivation for using workers such as independent contractors and temps is cost savings. You often must pay employees for non-productive time, but you don’t usually pay contingent workers for downtime (e.g., you cut back on temps during periods of low production). o Additionally, you generally don’t provide workers such as independent contractors and temps with the benefits you provide to regular employees, such as vacation time, holiday pay, sick leave, and health insurance. Finally, using independent contractors allows you to avoid withholding payroll taxes, paying social security and Medicare taxes, and making unemployment contributions  Increased efficiency. You can increase efficiency by using contingent workers to staff peak hours, days, or periods of demand or for one-time projects. During periods of lower demand, you can stop using them.

 Administrative savings. Using contingent workers can ease your administrative burdens

by alleviating the need to complete routine employment documentation and other administrative tasks. o Additionally, workers such as independent contractors and temps can be replaced or removed from service without the significant administrative and personnel headaches often associated with firing someone.  Better job security. Contingent workers often serve as a buffer that allows stable employment for the “core” workforce. o Because workers such as independent contractors and temps allow you to use labour fluidly and adapt strategies for expanding and reducing hours with minimal effect on the employment of the core workforce, regular employees may feel an increased sense of job security.  Recruiting opportunities. Contingent workers often provide a valuable base of workers from which to recruit for regular jobs. They also provide you with an opportunity to evaluate their performance on the job.  Broad talent pool. Contingent workers may offer a broad talent pool from which to select, particularly during special projects of limited duration. For example, you may be able to secure an independent contractor with more skill and talent than you would be able to afford on a long-term, full-time basis.  Flexibility. Contingent workers allow you greater flexibility in maintaining and adjusting staffing levels. You can readily increase staffing when your labour needs are high and decrease staffing with minimal legal risks and economic consequences when your labour needs are low.

 Employers will replace many of their full-time workers with contingent workers;  Impact on employees; For one reason or another, some employees resent contingent workers. Employees may feel that workers such as independent contractors and temps are robbing them of overtime opportunities or taking a full-time job from someone who’s more deserving. Or they may know former employees who were discharged during a reduction in force only to later have their jobs filled by contingent workers.  Broad talent pool; Contingent workers may offer a broad talent pool from which to select, particularly during special projects of limited duration. For example, you may be able to secure an independent

contractor with more skill and talent than you would be able to afford on a long-term, full-time basis...