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: Explain the advantages and disadvantages of external recruitment Explain the advantages and disadvantages of recruiting from within the organization Discuss how job opportunities can be inventoried and employee potential assessed Explain how a career development program integrates individual and organizational needs Describe the conditions that help make a career development program successful Explain why diverse recruitment and career Copyright © 2008 by activities Nelson, a are important to companies development division of Thomson Canada Ltd 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) Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 5–5 Occupational Breakdowns of Temporary Help Agency Placements Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 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: http://www.hrreporter.com 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 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) Copyright © 2008 by Nelson, 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 5–10 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 5–33 Mentoring • Mentors 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 counseling Copyright © 2008needing by Nelson, a division of Thomson Canada Ltd 5–34 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd Figure 5.11 5–35 Mentoring Functions Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 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., http://coachingandmentoring.com Figure 5.12 5–36 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 5–37 Career Networking Contacts • Your college/university 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 Copyright school © 2008 by Nelson, a division of Thomson Canada Ltd 5–38 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 5–39 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 5–40 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 5–41 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 5–42 Other Important Talent Concerns • Recruitment of Older People Increasingly returning to the workplace Have valued knowledge, experience, flexibility and reliability as employees Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 5–43 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 5–44 Key Terms • • • • • • • • • assessment centre career counselling career networking career paths career plateau dual-career partnerships fast-track program job posting and bidding job progressions Copyright © 2008 by Nelson, a division of Thomson Canada Ltd • • • • • • • • mentors nepotism outplacement services promotion realistic job preview (RJP) relocation services transfer yield ratio 5–45 High Combinations of Career Interests and Skills Pursue Avoid Develop Low SKILLS Explore Low Copyright © 2008 by Nelson, a INTERESTS division of Thomson Canada Ltd High Figure 5.A1 5–46 Twelve Steps for Starting a New Business Copyright © 2008 by Nelson, a division of Thomson Canada Ltd Source: Business in a Changing World, 3rd edition, by W Cunningham, R Aldag, and S Block: 139 copyright 1993 Reprinted with permission of South-Western, a division of Thomson Learning: www.thomsonrights.com Figure 5.A2 5–47 [...]... 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 5–15 The Goal: Matching Individual and Organizational Needs The TheEmployee’s Employee’sRole Role The TheOrganization’s Organization’sRole... 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 Copyright © 2008 by Nelson, a division... 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... employees in the external job market Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 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. .. Thomson Canada Ltd 5–30 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 shortterm focus Lack of career opportunities and pathways within the organization for employees Copyright © 2008 by Nelson, a division of Thomson... 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 Copyright © 2008 by Nelson, a division of Thomson Canada... 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 Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 5–33 Mentoring • Mentors Executives who coach, advise, and encourage individuals... 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 Copyright © 2008 by Nelson, a division of... Ltd 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... 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 Copyright © 2008 by Nelson, a division