1. Expanding the Talent Pool: Recruitment and Careers
Human Resource Management Snell • Bohlander
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2. Objectives After studying this chapter, you should be able to:
Explain the advantages and disadvantages of external recruitment.
Explain the advantages and disadvantages of recruiting from within the organization.
Explain how a career development program integrates individual and organizational needs.
Describe the conditions that help make a career development program successful.
Discuss how job opportunities can be inventoried and employee potential assessed.
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3. Objectives (cont’d) After studying this chapter, you should be able to:
Compare the methods used for identifying and developing managerial talent.
Describe how recruitment and career development activities are integrated with diversity and EEO initiatives.
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4. Recruiting Talent Externally
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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5. Outside Sources of Recruitment
Advertisements
Unsolicited applications and resumes
Internet recruiting
Employee referrals
Executive search firms
Educational institutions
Professional associations
Labor unions
Public employment agencies
Private employment agencies
Temporary help agencies
Employee leasing
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6. Figure 5–1 Top Internet Recruiting Sites
Source: “Hot Internet Recruiting Sites,” HRFocus 8, no. 2 (August 2004): 8.
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7. 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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8. Figure 5–2 U.S. Employment and Pay by Occupation
Source: “November 2003 National Cross-Industry Estimates of Employment and Mean Annual Wage for SOC Major Occupational Groups,” U.S. Bureau of Labor Statistics.
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9. Figure 5–3 Occupational Breakdowns of Temporary Help Agency Placements
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 Web: Data supplied by Association of Canadian Search, Employment Staffing Services.
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10. Improving the Effectiveness of External Recruitment
Calculate Yield Ratios
Training Recruiters
External Recruitment
Realistic Job Previews
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11. 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 = 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)
H = total hires (example: 119) Cost to hire one employee = $414
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12. 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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13. 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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14. 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 protected classes within an organization.
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15. 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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16. 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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17. Figure 5–4 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, favoritism, or nepotism.
Source: Adapted from William Rothwell, Effective Succession Planning (New York: AMACOM, 2000).
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18. Using Assessment Centers
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
Behavioral interviews
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19. The Goal: Matching Individual and Organizational Needs
The Employee’s Role
The Organization’s Role
Career Management
Individual and Organizational Goals
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20. Figure 5–5 HR’s Role in Career Development
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21. The Organization’s Role: Establishing a Favorable 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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22. Figure 5–6 Balancing Individual and Organizational Needs
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23. 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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24. Figure 5–7 Typical Line of Advancement in HR Management
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25. Highlights in HRM 3 Career Path of Colin Powell
1954 Joins ROTC program
1957 Enrolls in City College of New York 1963
1963 Tour of duty in Vietnam
1968 Graduates from U.S. Army Command and General Staff College (CGSC)
1971 Graduate School at the George Washington University
1972 White House Fellow under President Richard Nixon
1974 Commander of 1st Battalion, 32nd Infantry in Korea
1977 Colonel, Commander of 2nd Brigade, 101st Infantry
1978 Works in Office of Secretary of Defense under President Jimmy Carter
1982 Brigadier General, Commander of 4th Infantry Division
1982 Deputy Commanding General of Combined Arms Combat Developments Activity
1987 National Security Advisor under President Ronald Reagan
1989 Chairman, Joint Chiefs of Staff under President George Bush
1992 Approached to be Bill Clinton’s vice presidential running mate (declined)
1993 Chairman, Joint Chiefs of Staff under President Bill Clinton
1993 Retired from military service
2000 Secretary of State under President George W. Bush
2005 Resigned as Secretary of State
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26. 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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27. Alternative Career Moves
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28. 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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29. Dual Career Tracks: Xenova System
Highlights in HRM 4
Dual Career Tracks: Xenova System
Scientist
Senior Scientist
Section Leader
Research Associate
Department Head
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.
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30. Figure 5–8 Human Capital Profiles for Two Different Careers
Source: Scott Snell, Cornell University.
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31. Figure 5–9 Stages of Career Development
Stage 5: Late Career (ages 55–retirement): Remain productive in work, maintain self-esteem, prepare for effective retirement.
Stage 4: Midcareer (ages 40–55): Reappraise early career and early adulthood goals, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive.
Stage 3: Early Career (ages 25–40): Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals.
Stage 2: Organizational Entry (ages 18–25): Obtain job offer(s) from desired organization(s), select appropriate job based on complete and accurate information.
Stage 1: Preparation for Work (ages 0–25): Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.
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32. The Plateauing Trap Career Plateau Types of Plateaus
Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low.
Types of Plateaus
Structural plateau: end of advancement
Content plateau: lack of challenge
Life plateau: crisis of personal identity
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33. Figure 5–10 Career Plateau Questions
1. Do I accept high-visibility assignments?
2. Do I continue to advance my education, both formal and vocational?
3. Am I recognized by other leaders in my organization?
4. Am I routinely promoted?
5. Am I known as a versatile employee?
6. Do I continue to get larger-than-normal raises?
7. Do I rate at the high end of the performance ratings?
8. Do I have a plan with measurable objectives, and have I updated it recently?
Source: John Rosche, “Who’s Managing Your Career?” Contract Management 44, no. 2 (February 2004): 20–22.
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34. 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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35. Internal Barriers to Career Advancement
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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36. Career Management: Developing Talent over Time
Career Planning Workbooks
Stimulate thinking about careers, strengths/limitations, development needs
Career Planning Workshops
Discuss and compare attitudes, concerns, plans
Career Counseling
Discuss job, career interests, goals
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37. Career Development Initiatives
Career Planning Workbooks
Stimulate thinking about careers, strengths/ limitations, development needs
Career Planning Workshops
Discuss and compare attitudes, concerns, plans
Career Counseling
Discussing current job activities and performance, personal and career interests and goals, skills, and career development objectives.
Workforce Investment Act of 1998
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38. Determining Individual Development Needs
Fast-track Program
A program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.
Career Self-Management Training
Helping employees learn to continuously gather feedback and information about their careers.
Encouraging them to prepare for mobility.
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39. Mentoring Mentors Mentoring functions E-mentoring
Executives who coach, advise, and encourage individuals of lesser rank.
Mentoring functions
Functions concerned with the career advancement and psychological aspects of the person being mentored.
E-mentoring
Brings experienced business professionals together with individuals needing counseling.
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40. Figure 5–11 Top Ten Myths about Mentors
Myth 1: Mentors exist only for career development.
Myth 2: You need only one mentor.
Myth 3: Mentoring is a one-way process.
Myth 4: A mentor has to be older than the protégé.
Myth 5: A mentor has to be the same gender and race as the protégé.
Myth 6: Mentor relationships just happen.
Myth 7: Highly profiled people make the best mentors.
Myth 8: Once a mentor, always a mentor.
Myth 9: Mentoring is a complicated process.
Myth 10: Mentor-protégé expectations are the same for everyone.
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41. Figure 5–12 Mentoring Functions
Source: Matt Starcevich, Ph.D. and Fred Friend, “Effective Mentoring Relationships from the Mentee’s Perspective,” Workforce, supplement (July 1999): 2–3. Used with permission of the Center for Coaching and Mentoring, Inc.,
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42. Forming a Mentoring Relationship
Research the mentor’s background.
Make contact with the mentor.
Request help on a particular matter.
Consider what you can offer in exchange.
Arrange a meeting.
Follow up.
Ask to meet on an ongoing basis.
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43. Career Networking Contacts
Your college alumni association or career office networking lists
Your own extended family
Your friends’ parents and other family members
Your professors, advisors, coaches, tutors, clergy
Your former bosses and your friends’ and family members’ bosses
Members of clubs, religious groups, and other organizations to which you belong
All of the organizations near where you live or go to school
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44. Developing a Diverse Talent Pool
Recruitment of Women
Growth of women in the workplace
Increase in females in management roles
Stereotyping and gender conflicts
Recruitment of Minorities
Educational and societal disadvantages
Retention in organizations
Affirmative action
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45. Recruitment and Development of Women
The “Glass Ceiling”
Artificial barriers based on attitudinal or organizational bias that prevent qualified women from advancing upward in their organizations into management level positions.
Eliminating Women’s Barriers to Advancement
Development of women’s networks
Online e-mentoring for women
Diminishing stereotyping of women
Presence of women in significant managerial positions
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46. Figure 5–13 Women as a Percentage of People Earning Selected Professional Degrees, 1970–1971, 1987–1988, and 2000–2001
Source: Commission of Professionals in Science and Technology, Professional Women and Minorities (Washington, DC: CPST, 1987); U.S. Department of Education, Digest of Education Statistics, 1990 and 2002 (Washington, DC: U.S. Government Printing Office).
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47. Glass-Ceiling Audits Glass ceiling audit factors:
Upper-level management and executive training
Rotational assignments International assignments
Opportunities for promotion
Opportunities for executive development programs at universities
Desirable compensation packages
Opportunities to participate on high-profile project teams
Upper-level special assignments
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48. Recruitment and Development of Minorities
Career development for minorities is advanced by:
Organizational support for the advancement of minorities to significant management positions
Provision of internships to attract minorities to management careers
Organization of training courses to foster the development of minority’s managerial skills and knowledge.
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49. Other Important Talent Concerns
Recruitment of the Disabled
Increasing numbers of disabled in the workforce
Stereotyping of the disabled versus their superior records for dependability, attendance, motivation and performance
Accommodations for physical and mental disabilities
Others with less publicized disadvantages
Recruitment of Older People
Increasingly returning to the workplace
Have valued knowledge, experience, flexibility and reliability as employees
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50. Dual-Career Couples Dual-Career Partnerships
Couples in which both members follow their own careers and actively support each other’s career development.
Flexible work schedules
Adaptive leave policies
Work-at-home
On-premises day care
Job sharing
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51. Key Terms assessment center career counseling career paths
career plateau
dual-career partnerships
employee leasing
fast-track program
job posting and bidding
job progressions
mentors
nepotism
outplacement services
promotion
realistic job preview (RJP)
relocation services
transfer
yield ratio
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52. Figure 5.A1 Combinations of Career Interests and Skills
Explore
Pursue
Avoid
Develop
INTERESTS
Low
High
SKILLS
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53. Figure 5.A2 Twelve Steps for Starting a New Business
Source: Matt Starcevich, Ph.D. and Fred Friend, “Effective Mentoring Relationships from the Mentee’s Perspective,” Workforce, supplement (July 1999): 2–3. Used with permission of the Center for Coaching and Mentoring, Inc.,
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