PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

Managing Human ResourcesManaging Human ResourcesBohlander Bohlander •• SnellSnell 1414thth edition edition

© 2007 Thomson/South-Western.© 2007 Thomson/South-Western.All rights reserved.All rights reserved.

Expanding the Expanding the TalentTalentPool: Recruitment Pool: Recruitment and Careersand Careers

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Recruiting Talent Externally

• Labor MarketArea 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 jobLevel of compensation offered for a jobReluctance of job seekers to relocateEase of commuting to workplaceLocation of job (urban or nonurban)

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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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Figure 5Figure 5–1 –1 Top Internet Recruiting SitesTop Internet Recruiting Sites

Source: “Hot Internet Recruiting Sites,” HRFocus 8, no. 2 (August 2004): 8.

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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 satisfactionReduced voluntary turnoverEnhanced communication through honesty and

opennessRealistic job expectations

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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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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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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 BiddingPosting vacancy notices and maintaining lists of

employees looking for upgraded positions.

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Identifying Career Opportunities and Requirements

• Competency AnalysisMeasures three basic competencies for each job:

know-how, problem solving, and accountability.

• Job ProgressionsThe hierarchy of jobs a new employee might

experience, ranging from a starting job to jobs that require more knowledge and/or skill.

• Career PathsLines of advancement in an occupational field within

an organization.

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Recognize Lots of Possibilities

• PromotionA change of assignment to a job at a higher level in

the organization.Principal criteria for determining promotions are merit,

seniority, and potential.

• TransferThe 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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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 servicesServices provided by organizations to help terminated

employees find a new job.

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The Plateauing Trap

• Career PlateauSituation in which for either organizational or personal

reasons the probability of moving up the career ladder is low.

• Types of PlateausStructural plateau: end of advancementContent plateau: lack of challengeLife plateau: crisis of personal identity

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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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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 TrainingHelping employees learn to continuously gather

feedback and information about their careers.Encouraging them to prepare for mobility.

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Mentoring

• MentorsExecutives who coach, advise, and encourage

individuals of lesser rank.

• Mentoring functionsFunctions concerned with the career advancement

and psychological aspects of the person being mentored.

• E-mentoringBrings experienced business

professionals together with individuals needing counseling.

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Other Important Talent Concerns

• Recruitment of the Disabled Increasing numbers of disabled in the workforceStereotyping of the disabled versus their superior

records for dependability, attendance, motivation and performance

Accommodations for physical and mental disabilitiesOthers with less publicized disadvantages

• Recruitment of Older People Increasingly returning to the workplaceHave valued knowledge, experience, flexibility and

reliability as employees

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