Transcript Managing Human Resources 15e.

Expanding the Talent Pool:
Recruitment and Careers
The Challenges of Human Resources Management
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1–1
Strategic Aspects of Recruiting
• Decisions about talent—regardless of whether they
pertain to recruiting, transferring, promoting, developing,
or deploying people—need to be considered within the
context of a business’s strategies and priorities.
• The broad factors that can affect a firm’s
recruiting strategy include a firm’s




Recruiting abilities,
whether to recruit externally versus internally,
the labor market for the types of positions it is
recruiting for, including global labor markets, and
the strength of a firm’s employment “brand.”
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Who Should Do the Recruiting?
• HR recruiters or generalist (large firms)
• Managers and/or Supervisors (smaller firms)
• Work Teams, or
• Recruiting Process Outsourcing (RPO)


The practice of outsourcing an organization’s recruiting
function to an outside firm.
Staff One
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Global Labor Markets
• Why Recruit Globally?


To develop better products via a global workforce
To attract the best talent wherever it may be
• International Recruiting Issues






Local, national, and international laws
Different labor costs
Different pre-employment and compensation practices
Cultural differences
Security
Visas and work permits
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Should a Firm Recruit Internally or Externally?
• Most managers try to follow a policy of filling job
vacancies above the entry-level position through
promotions and transfers. By filling vacancies in this
way, an organization can capitalize on the investment
it has made in recruiting, selecting, training, and
developing its current employees, who might look for
jobs elsewhere if they lack promotion opportunities.
• There are Advantages and Disadvantages to both.
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Labor Markets
• Labor Market

Area from which applicants are to be recruited.
– Tight market: high employment, few available workers
– Loose market: low employment, many available workers
• Factors determining the relevant labor market:





Skills and knowledge required for a job
Level of compensation offered for a job
Reluctance of job seekers to relocate
Ease of commuting to workplace
Location of job (urban or nonurban)
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Recruiting Internally
• Internal Job Postings
• Identifying Talent through Performance Appraisals
• Skills Inventories and Replacement Charts
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Warning Signs of a Weak Talent “Bench”
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Recruiting Externally
• Advertisements
• Walk-Ins and Unsolicited Applications and Résumés
• The Internet, Social Networking, and Mobile Recruiting
• Job Fairs
• Employee Referrals
• Re-recruiting
• Executive Search Firms
• Educational Institutions
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Recruiting Externally (cont.)
• Professional Associations
• Labor Unions
• Public Employment Agencies
• Private Employment and Temporary Agencies
• Employee Leasing
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Major Temporary Help Agencies
in the United States
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Improving the Effectiveness of Recruiting
• Using Realistic Job Previews
• Surveys
• Recruiting Metrics
Surveys
Recruiting Metrics
Effectiveness
of
Recruitment
Realistic Job Previews
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Recruiting Metrics
• Quality of Fill Statistics
• Quality of Hire = (PR + HP + HR) / N




PR = Average job performance rating of new hires
HP = % of new hires reaching acceptable productivity with
acceptable time frame
HR = % of new hires retained after one year
N = number of indicators
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Recruiting Metrics (cont.)
• Example:

PR = Average 3.5 on a 5.0 scale = 70%

HP = Of 100 hires made one year ago, 75 are
meeting acceptable productivity levels = 75%

HR 5 20% turnover = 80% HR

N=3

Quality of Hire = (70 + 75 + 80) / 3 = 75
The result is a quality level of 75 percent for new
employees hired during the year.
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Recruiting Metrics (cont.)
• Time to Fill

Refers to the number of days from when a job
opening is approved to the date the person
ultimately chosen for the job is selected
• Yield Ratios

The percentage of applicants from a
recruitment source that make it to the next
stage selection process
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Time-to-Fill Calculations
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Costs of Recruitment
• Cost of Recruitment (per employee hired)
SC AC  AF  RB  NC

H
H
SC
AC
AF
RB
NC
H
= source cost
= advertising costs, total monthly expenditure (example: $32,000)
= agency fees, total for the month (example: $21,000)
= referral bonuses, total paid (example: $2,600)
= no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)
= total hires (example: 119)
Cost to hire one employee = $467.23
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25 Career Mistakes to Banish for 2013
To access this interesting article click on the
following link:
• http://money.usnews.com/money/careers/slidesh
ows/25-career-mistakes-to-banish-for-2013/3
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Career Management: Developing
Talent over Time
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Blending the Goals of Individual Employees
with the Goals of the Organization
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Identify Job Progressions and Career Paths
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Recognize Different Career Paths
• Promotion

A change of assignment to a job at a higher level in
the organization
• Transfer

Placement of an individual in another job for which the
duties, responsibilities, status, and remuneration are
approximately equal to those of the previous job
• Consider Dual Career Paths for Employees
• Consider the Boundaryless Career
• Help Employees Progress beyond Career Plateaus
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Human Capital Profiles
for Two Different Careers
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Successful Career-Management Practices
• Placing clear expectations on employees.
• Giving employees the opportunity for transfer.
• Providing a clear and thorough succession plan
• Encouraging performance through rewards
and recognition.
• Giving employees the time and resources they need
to consider short- and long-term career goals.
• Encouraging employees to continually assess their
skills and career direction.
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Successful Career-Management Practices (cont.)
• Lack of time, budgets, and resources for
employees to plan their careers and to
undertake training and development.
• Rigid job specifications, lack of leadership
support for career management, and a
short-term focus.
• Lack of career opportunities and pathways
within the organization for employees.
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Career Plateau Questions
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Mentoring Functions
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Developing a Diverse Talent Pool
• Recruiting and Developing Women
• Eliminating Women’s Barriers to Advancement


Advancing Women to Management
Accommodating Families
• Recruiting and Developing Minorities
• Providing Minority Internships
• Advancing Minorities to Management
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Other Important Talent Concerns
• Recruiting the Disabled
• Employing the Older Workforce
• Employing Dual Career Couples
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Key Terms
applicant tracking system
branding
assessment center
career counseling
career networking
career paths
career plateau
dual career partnerships
employee leasing
employee profile
fast-track program
global sourcing
internal labor market
job progressions
mentors
nepotism
9-box grid
outplacement services
passive job seekers
promotion
recruiting process outsourcing
(RPO)
realistic job preview (RJP)
relocation services
recruiting
sabbatical
transfer
yield ratio
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© 2012
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© 2012
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Expanding the Talent Pool:
Recruitment and Careers
The Challenges of Human Resources Management
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1–37
Recruiting Yield Pyramid
●
50% ● ●
67% ● ● ●
75% ● ● ● ●
16% ● ● ● ● ● ●
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Internal Sources of Candidates
Advantages
• Foreknowledge of
candidates’ strengths
and weaknesses
• More accurate view of
candidate’s skills
• Candidates have a stronger
commitment
to the company
• Increases employee morale
• Less training and
orientation required
Disadvantages
• Failed applicants become
discontented
• Time wasted interviewing
inside candidates who will
not be considered
• Inbreeding strengthens
tendency to maintain the
status quo
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Finding Internal Candidates
Hiring-from-Within Tasks
Posting open
job positions
Rehiring former
employees
Succession
planning (HRIS)
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Sample Job Posting at Xerox
Outside Sources of Candidates
Locating Outside Candidates
1
Recruiting via the Internet
6
Executive Recruiters
2
Advertising
7
On Demand Recruiting
Services (ODRS)
3
Employment Agencies
8
College Recruiting
4
Temp Agencies and Alternative
Staffing
9
Referrals and Walk-ins
5
Offshoring/Outsourcing
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Some Top Online Recruiting Job Boards
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Recruiting via the Internet
• Advantages
•
•
•
•
•
•
Cost-effective way to publicize job openings
More applicants attracted over a longer period
Immediate applicant responses
Online prescreening of applicants
Links to other job search sites
Automation of applicant tracking and evaluation
• Disadvantages
• Exclusion of older and minority workers
• Unqualified applicants overload the system
• Personal information privacy concerns of applicants
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Ineffective and Effective Web Ads
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Advertising for Outside Candidates
• The Media Choice
– Selection of the best medium depends on the
positions for which the firm is recruiting.
• Newspapers: local and specific labor markets
• Trade and professional journals: specialized employees
• Internet job sites: global labor markets
• Constructing (Writing) Effective Ads
– Create attention, interest, desire, and action
(AIDA).
– Create a positive impression (image) of the firm.
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Help Wanted Ad that Draws Attention
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A Help Wanted Ad That Creates Interest
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Another Ad
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A Couple More Ads
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1–51
Recruiting a CEO for Ben & Jerry’s
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36
Employment Agencies
Types of Employment
Agencies
Public
agencies
Nonprofit
agencies
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Why Use a Private Employment Agency?
• No HR department: firm lacks recruiting and
screening capabilities to attract a pool of
qualified applicants.
• To fill a particular opening quickly.
• To attract more minority or female applicants.
• To reach currently employed individuals who
are more comfortable dealing with agencies
than competing companies.
• To reduce internal time devoted to recruiting.
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Avoiding Problems with Employment Agencies
• Give agency an accurate and complete job
description.
• Make sure tests, application blanks, and interviews
are part of the agency’s selection process.
• Review candidates accepted or rejected by your firm
or the agency for effectiveness and fairness of
agency’s screening process.
• Screen agency for effectiveness in filling positions.
• Supplement the agency’s reference checking by
checking the final candidate’s references yourself.
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Specialized Staffing and Recruiting
• Alternative Staffing
– In-house contingent (casual, seasonal, or
temporary) workers employed by the company,
but on an explicit short-term basis.
– Contract technical employees supplied for longterm projects under contract from outside
technical services firms.
• On-Demand Recruiting Services (ODRS)
– Provide short-term specialized recruiting to
support specific projects without the expense of
retaining traditional search firms.
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Temp Agencies and Alternative Staffing
• Benefits of Temps
– Increased productivity—paid only when working
– Allows “trial run” for prospective employees
– No recruitment, screening, and payroll
administration costs
• Costs of Temps
– Increased labor costs due to fees paid to temp
agencies
– Temp employees’ lack of commitment to the firm
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Working with a Temp Agency
• Time sheets. The time sheet is a verification of hours worked and an
agreement to pay the agency’s fees.
• Temp-to-perm policy. What is the policy if you want to hire a temp as a
permanent employee?
• Recruitment of and benefits for temp employees. How does the
agency plan to recruit and what sorts of benefits will it pay?
• Dress code. Specify the attire at each of your offices or plants.
• Equal employment opportunity statement. Get a statement from the
agency that it does not discriminate when filling temp orders.
• Job description information. Ensure that the agency understands the
job to be filled and the sort of person you want to fill it.
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Concerns of Temp Employees
• Dehumanizing, impersonal, and discouraging treatment
by employers.
• Insecurity about employment and pessimism about the
future.
• Worry about the lack of insurance and pension benefits.
• Being misled about job assignments and whether
temporary assignments are likely to become full-time
positions.
• Being “underemployed” while trying to return to the fulltime labor market.
• Anger toward the corporate world and its values;
expressed as alienation and disenchantment.
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Ten Things Managers Should Avoid When
Supervising Temporary Employees
Do Not:
1. Train your contingent workers. Ask their staffing agency to handle training.
2. Negotiate the pay rate of your contingent workers. The agency should set pay.
3. Coach or counsel a contingent worker on his/her job performance. Instead, call
the person’s agency and request that it do so.
4. Negotiate a contingent worker’s vacations or personal time off. Direct the worker
to his or her agency.
5. Routinely include contingent workers in your company’s employee functions.
6. Allow contingent workers to utilize facilities intended for employees.
7. Let managers issue company business cards, nameplates, or employee badges
to contingent workers without HR and legal approval.
8. Let managers discuss harassment or discrimination issues with contingent
workers.
9. Discuss job opportunities and the contingent worker’s suitability for them
directly. Instead, refer the worker to publicly available job postings.
10. Terminate a contingent worker directly. Contact the agency to do so.
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Executive Recruitment
• Executive Recruiters (Headhunters)
– Contingent-based recruiters
– Retained executive searchers
– Internet technology and specialization trends
• Guidelines for Choosing a Recruiter
1. Make sure the firm is capable of conducting a
thorough search.
2. Meet individual who will handle your assignment.
3. Ask how much the search firm charges.
4. Make sure the recruiter and you agree on what sort
of person you need for the position.
5. Never rely solely on the recruiter to do reference
checking.
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36
College Recruiting
• On-campus recruiting goals
• On-site visits
– To determine if the candidate is
worthy of further consideration
– Invitation letters
– To attract good candidates
– Information packages
– Assigned hosts
– Planned interviews
– Timely employment offer
– Follow-up
• Internships
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Job Fairs from a Candidate’s Perspective
• SE students sometimes not happy with campus
job fair
• Louisiana Tech U. → Grambling State U.
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5–63
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36
Sources of Outside Applicants
Other Sources of Outside Applicants
Employee
referrals
Walk-ins
Telecommuters
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Military
personnel
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Employee Referrals and Walk-ins
• Employee Referrals
–
–
–
–
Referring employees become stakeholders.
Referral is a cost-effective recruitment program.
Referral can speed up diversifying the workforce.
Relying on referrals may be discriminatory.
• Walk-ins
– Seek employment through a personal direct
approach to the employer.
– Courteous treatment of any applicant is a good
business practice.
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Relative Recruiting Source Effectiveness Based on New Hires
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Improving the Effectiveness of Recruiting
• Using Realistic Job Previews
• Surveys
• Recruiting Metrics
Surveys
Recruiting Metrics
Effectiveness
of
Recruitment
Realistic Job Previews
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RJP: AutoZone
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Recruitment Research Findings: Practical Applications for Managers
Recruitment Research Finding
Practical Applications for Managers
The recruitment source affects the characteristics of
applicants you attract.
Use sources such as referrals from current
employees that yield applicants more likely to be
better performers.
Recruitment materials have a more positive impact if
they contain more specific information.
Provide applicants with information on aspects of the
job that are important to them, such as salary,
location, and diversity.
Organizational image influences applicants’ initial
reactions.
Ensure all communications regarding an organization
provide a positive message regarding the
attractiveness of the organization as a place to work.
Applicants with a greater number of job opportunities
are more attentive to early recruitment activities.
Ensure initial recruitment activities (e.g., Web site,
brochure, on-campus recruiting) are attractive to
candidates.
Realistic job previews that highlight both the
advantages and the disadvantages of the job reduce
subsequent turnover.
Provide applicants with a realistic picture of the job
and organization, not just the positives.
Applicants will infer (perhaps erroneous) information
about the job and company if the information is not
clearly provided by the company.
Provide clear, specific, and complete information in
recruitment materials so that applicants do not make
erroneous inferences about the job or the employer.
Recruiter warmth has a large and positive effect on
applicants’ decisions to accept a job.
Choose individuals who have contact with applicants
for their interpersonal skills.
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25 Career Mistakes to Banish for 2013
To access this interesting article click on the
following link:
• http://money.usnews.com/money/careers/slidesh
ows/25-career-mistakes-to-banish-for-2013/3
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