人力资源管理概论 英文版Topic3 Recruiting课件.pptVIP

? 2005 Prentice Hall Inc. All rights reserved. Concerns of Temp Employees Treatment by employers in a dehumanizing, impersonal, and ultimately discouraging way. Insecurity about their employment and pessimistic about the future. Worry about their lack of insurance and pension benefits. Being misled about their job assignments and in particular about whether temporary assignments were likely to become full-time positions. Being “underemployed” (particularly those trying to return to the full-time labor market). In general they were angry toward the corporate world and its values; participants repeatedly expressed feelings of alienation and disenchantment. ? 2005 Prentice Hall Inc. All rights reserved. Guidelines for Using Temporary Employees Figure 5–8 Do not train your contingent workers. Do not negotiate the pay rate of your contingent workers. Do not coach or counsel a contingent worker on his/her job performance. Do not negotiate a contingent worker’s vacations or personal time off. Do not routinely include contingent workers in your company’s employee functions. Do not allow contingent workers to utilize facilities intended for employees. Do not let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval. Do not let managers discuss harassment or discrimination issues with contingent workers. Do not discuss job opportunities and the contingent worker’s suitability for them directly. Do not terminate a contingent worker directly. Source: Adapted from Bohner and Selasco, “Beware the Legal Risks of Hiring Temps,” Workforce, October 2000, p. 53. ? 2005 Prentice Hall Inc. All rights reserved. Outside Sources of Candidates (cont’d) Executive recruiters (headhunters) Special employment agencies retained by employers to seek out top-management talent for their clients. Contingent-based recruiters collect a fee for their services when a successful hire is completed. Retained executive searchers are