HRM 5th chapter 5expanding the talent pool recruitment and careers

Expanding the Talent
Pool: Recruitment
and Careers

Managing Human Resources
Belcourt * Bohlander * Snell

Copyright © 2008 by Nelson, a division of Thomson
Canada Limited.
All rights reserved.

5th Canadian edition
PowerPoint Presentation by

Monica Belcourt, York University and
Charlie Cook, The University of West Alabama


Objectives

After studying this chapter, you should be able to:
1. Explain the advantages and disadvantages of
external recruitment.
2. Explain the advantages and disadvantages of
recruiting from within the organization.
3. Discuss how job opportunities can be inventoried
and employee potential assessed.
4. Explain how a career development program
integrates individual and organizational needs.
5. Describe the conditions that help make a career
development program successful.

6. Explain why diverse recruitment and career
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5–2


Recruiting Talent Externally
• Labour 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 labour 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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5–3


Outside Sources of Recruitment

• Advertisements

• Labour unions

• Unsolicited applications
and resumes

• Public employment
agencies

• Internet recruiting
• Employee referrals

• Private employment
agencies

• Executive search firms

• Temporary help agencies

• Educational institutions
• Professional associations
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5–4


Increasing the Effectiveness of Employee

Referrals
• Up the ante
• Pay for performance
• Tailor the program
• Increase visibility
• Keep the data
• Rethink your taboos
• Widen the program
• Measure the results

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5–5


Occupational Breakdowns of Temporary Help Agency Placements

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Source: Steve Jones, “You’ve Come a Long Way, Baby: What the Staffing Industry Offers Today,” Canadian HR Reporter 14, no. 19
(November 5, 2001): 15. © Copyright Canadian HR Reporter, November 5, 2001, by permission of Carswell, Toronto, Ontario 1-800-3875164. Web: . Data supplied by Association of Canadian Search, Employment Staffing Services.

5–6


Improving the Effectiveness of External

Recruitment
Calculate
CalculateYield
YieldRatios
Ratios

Training
TrainingRecruiters
Recruiters

External
External
Recruitment
Recruitment

Realistic
RealisticJob
JobPreviews
Previews

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5–7


External Recruitment Considerations
• Yield Ratio
 Percentage of applicants from a recruitment source

that make it to the next stage of the selection process.


100 resumes received, 50 found acceptable = 50% yield.

• Cost of Recruitment (per employee hired)
SC AC + AF + RB + NC
=
H
H
SC = source cost
AC = advertising costs, total monthly expenditure (example: $28,000)
AF = agency fees, total for the month (example: $19,000)
RB = referral bonuses, total paid (example: $2,300)
NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)
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H = total
hires (example:
119) a

Cost
hire one employee
division
oftoThomson
Canada = $414
Ltd.

5–8

External Recruitment Considerations
• Sources of Organizational Recruiters
 Professional HR recruiters
 HR generalists
 Work team members

• Requirements for Effective Recruiters
 Knowledge of the recruited job’s requirements and of
the organization
 Training as an interviewer
 Personable and competent to represent the
organization
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5–9


Improving the Effectiveness of External
Recruitment (cont’d)
• Realistic Job Previews (RJP)
 Informing applicants about all aspects of the job,
including both its desirable and undesirable facets.
 Positive benefits of RJP
 Improved employee job satisfaction
 Reduced voluntary turnover
 Enhanced communication through honesty and
openness

 Realistic job expectations
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5–10


Recruiting Talent Internally
• Advantages of a promotion-from-within policy:
 Capitalizes on past investments (recruiting, selecting,
training, and developing) in current employees.
 Rewards past performance and encourages
continued commitment to the organization.
 Signals to employees that similar efforts by them will
lead to promotion.
 Fosters advancement of members of designated
groups within an organization.
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5–11


Recruiting Talent Internally (cont’d)
• Limitations of a promotion-from-within policy:
 Current employees may lack the knowledge,
experience or skills needed for placement in the
vacant/new position.
 The hazards of inbreeding of ideas and attitudes

(“employee cloning”) increase when no outsiders are
considered for hiring.
 The organization has exhausted its supply of viable
internal candidates and must seek additional
employees in the external job market.
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5–12


Methods for Identifying Qualified
Candidates
• Human Resources Information Systems (HRIS)
 Database systems containing the records and
qualifications of each employee that can be accessed
to identify and screen candidates for an internal job
opening.

• Job Posting and Bidding
 Posting vacancy notices and maintaining lists of
employees looking for upgraded positions.
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5–13


Warning Signs of a Weak Talent “Bench”

1. It takes a long time to fill key positions.
2. Key positions can be filled only by hiring from the
outside.
3. Vacancies in key positions cannot be filled with
confidence in the abilities of those chosen for them.
4. Replacements for positions often are unsuccessful
in performing their new duties.
5. Promotions are made on the basis of whim,
favouritism, or nepotism.
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Source: Adapted from William Rothwell, Effective Succession Planning (New York: AMACOM, 2000).

Figure 5.4

5–14


Using Assessment Centres
• Assessment Centre
 A process by which individuals are evaluated as they
participate in a series of situations that resemble what
they might be called on to handle on the job.
 In-basket exercises
 Leaderless group discussions
 Role playing
 Behavioural interviews

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5–15


The Goal: Matching Individual and
Organizational Needs
The
TheEmployee’s
Employee’sRole
Role

The
TheOrganization’s
Organization’sRole
Role

Career
Career
Management
Management

Individual
Individualand
and
Organizational
Goals

Nelson,
a
Organizational
Goals

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5–16


HR’s Role in Career Development

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Figure 5.5

5–17


The Organization’s Role: Establishing a
Favourable Context
• Management Participation
 Provide top management
support
 Provide collaboration
between line managers and

HR managers
 Train management
personnel

• Setting Goals
 Plan human resources
strategy

• Changing HR Policies
 Provide for job rotation
 Provide outplacement
service

• Announcing the Program
 Explain its philosophy

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5–18


Balancing Individual and Organizational Needs

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Figure 5.6

5–19


Identifying Career Opportunities and
Requirements
• Competency Analysis
 Measures three basic competencies for each job:
know-how, problem solving, and accountability.

• Job Progressions
 The hierarchy of jobs a new employee might
experience, ranging from a starting job to jobs that
require more knowledge and/or skill.

• Career Paths
 Lines of advancement in an occupational field within
an organization.
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5–20


Typical Line of Advancement in HR Management

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Figure 5.7

5–21


Recognize Lots of Possibilities
• Promotion
 A change of assignment to a job at a higher level in
the organization.
 Principal criteria for determining promotions are merit,
seniority, and potential.

• Transfer
 The placement of an individual in another job for
which the duties, responsibilities, status, and
remuneration are approximately equal to those of the
previous job.
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5–22


Alternative Career Moves

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5–23


Career Change Organizational Assistance
• Relocation services
 Services provided to an employee who is transferred
to a new location:


Help in moving, in selling a home, in orienting to a new
culture, and/or in learning a new language.

• Outplacement services
 Services provided by organizations to help terminated
employees find a new job.

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5–24


Highlights in HRM
Dual Career Tracks: Xenova System
Scientist

Senior Scientist

Section Leader

Head a
Copyright © Department
2008 by Nelson,
division of Thomson Canada
Ltd.

Research Associate

Principal Scientist

Source: Adapted from Alan Garmonsway of Xenova and Michael Wellin of Behavioral
Transformation, “Creating the Right Natural Chemistry,” People Management 1, no. 19 (September
21, 1995): 36–39.

Highlights 5.3

5–25