Managing human resrouce management 5th by snel chapter 5

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 development activities are important to companies Copyright © 2008 by Nelson, a 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 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 â 2008 by Nelson, a 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 5–5 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 1-800-3875164 Web: http://www.hrreporter.com Data supplied by Association of Canadian Search, Employment Staffing Services Copyright © 2008 by Nelson, a 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 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 AC AF RB NC H = source cost = advertising costs, total monthly expenditure (example: $28,000) = agency fees, total for the month (example: $19,000) = referral bonuses, total paid (example: $2,300) = no-cost hires, walk-ins, nonprofit agencies, etc (example: $0) = total hires (example: 119) Cost to hire one employee = $414 Copyright © 2008 by Nelson, a 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 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 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 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 needing counseling Copyright © 2008 by Nelson, a 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 Figure 5.11 Copyright © 2008 by Nelson, a 5–35 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., http://coachingandmentoring.com Copyright © 2008 by Nelson, a 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 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 school Copyright © 2008 by Nelson, a 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 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 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 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 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 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 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 • • • • • • • • 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 High INTERESTS Copyright © 2008 by Nelson, a Figure 5.A1 5–46 Twelve Steps for Starting a New Business 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 Copyright © 2008 by Nelson, a Figure 5.A2 5–47 ... 36–39 Copyright © 2008 by Nelson, a 5 25 Human Capital Profiles for Two Different Careers Figure 5. 8 Source: Scott Snell, Cornell University Copyright © 2008 by Nelson, a 5 26 Stages of Career... Copyright © 2008 by Nelson, a 5 16 HR’s Role in Career Development Figure 5. 5 Copyright © 2008 by Nelson, a 5 17 The Organization’s Role: Establishing a Favourable Context • Management Participation... field within an organization Copyright © 2008 by Nelson, a 5 20 Typical Line of Advancement in HR Management Figure 5. 7 Copyright © 2008 by Nelson, a 5 21 Recognize Lots of Possibilities • Promotion