bohlander15e ch05

© 2010 South-Western, a part of Cengage LearningAll rights reserved.© 2010 South-Western, a part of Cengage LearningAll rights reserved.

PowerPoint Presentation by Charlie CookThe University of West Alabama

PowerPoint Presentation by Charlie CookThe University of West Alabama

5

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–2

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 career management programs integrate the needs of individual employees and their organizations.

Describe the conditions that help make a career management program successful.

Chapter ObjectivesAfter studying this chapter, you should be able to


Explain why diverse recruitment and career development activities are important to companies.

Chapter Objectives (cont’d)After studying this chapter, you should be able to


Recruiting Talent ExternallyRecruiting Talent Externally

•Labor MarketLabor Market Area from which applicants are to be recruited.Area from which applicants are to be recruited.

Tight market: high employment, few available workersTight market: high employment, few available workers Loose market: low employment, many available workersLoose market: low employment, many available workers

•Factors determining the relevant labor Factors determining the relevant labor market:market: Skills and knowledge required for a jobSkills and knowledge required for a job Level of compensation offered for a jobLevel of compensation offered for a job Reluctance of job seekers to relocateReluctance of job seekers to relocate Ease of commuting to workplaceEase of commuting to workplace Location of job (urban or nonurban)Location of job (urban or nonurban)


1Marriott’s Recruitment Principles

#1: Get It Right the First Time

#2: Money Is a Big Thing, But . . .

#3: A Caring Workplace Is a Bottom-Line Issue

#4: Promote from Within

#5: Build the Employment Brand


Outside Sources of RecruitmentOutside Sources of Recruitment

• AdvertisementsAdvertisements

• Unsolicited Unsolicited applications and applications and resumesresumes

• Internet recruitingInternet recruiting

• Employee referralsEmployee referrals

• Executive search firmsExecutive search firms

• Educational Educational institutionsinstitutions

• Professional Professional associationsassociations

• Labor unionsLabor unions

• Public employment Public employment agenciesagencies

• Private and temporary Private and temporary employment agenciesemployment agencies

• Employee leasingEmployee leasing


Increasing the Effectiveness Increasing the Effectiveness of Employee Referralsof Employee Referrals

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


FIGURE

5.1Steps for Strengthening a Firm’s On-Campus Recruiting Relationships

• Invite professors and advisers to visit your office and take them to lunch.

• Invite them to bring a student group to the office.

• Send press releases and newsletters by mail or e-mail to bring them up to date on the firm’s latest news and innovations.

• Provide guest speakers for classes.

• Conduct mock interviews, especially in years when not interviewing for full-time or internship positions.

• Provide scholarships to students.

• Attend the campus career fair, even when the firm is not going to be hiring, so that its name becomes known by the faculty and students.

• Offer job-shadowing programs for students.


FIGURE

5.2Largest Temporary Help Agencies in the United States


The Global Labor MarketThe Global Labor Market

•Why Recruit Globally?Why Recruit Globally? To develop better products via a global To develop better products via a global

workforceworkforce To attract the best talent wherever it may beTo attract the best talent wherever it may be

•International Recruiting IssuesInternational Recruiting Issues Local, national, and international lawsLocal, national, and international laws Different labor costsDifferent labor costs Different preemployment and compensation Different preemployment and compensation

practicespractices Cultural differencesCultural differences SecuritySecurity Visas and work permitsVisas and work permits


ExternalRecruitment

ExternalRecruitment

Improving the Effectiveness of External Improving the Effectiveness of External RecruitmentRecruitment

Realistic Job PreviewsRealistic Job Previews

Calculate Yield RatiosCalculate Yield Ratios Training RecruitersTraining Recruiters


External Recruitment ConsiderationsExternal Recruitment Considerations

•Yield RatioYield Ratio Percentage of applicants from a recruitment Percentage of applicants from a recruitment

source that make it to the next stage of the source that make it to the next stage of the selection process.selection process. 100 resumes received, 50 found acceptable = 50% yield.100 resumes received, 50 found acceptable = 50% yield.

•Cost of Recruitment (per employee hired)Cost of Recruitment (per employee hired)

HNCRBAFAC

HSC

SC = source costAC = advertising costs, total monthly expenditure (example: $32,000)AF = agency fees, total for the month (example: $21,000)RB = referral bonuses, total paid (example: $2,600)NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)H = total hires (example: 119)Cost to hire one employee = $467.23


External Recruitment Considerations (cont’d)External Recruitment Considerations (cont’d)

•Sources of Organizational RecruitersSources of Organizational Recruiters Professional HR recruitersProfessional HR recruiters HR generalistsHR generalists Work team membersWork team members

•Requirements for Effective RecruitersRequirements for Effective Recruiters Knowledge of the recruited job’s requirements Knowledge of the recruited job’s requirements

and of the organizationand of the organization Training as an interviewerTraining as an interviewer Personable and competent to represent the Personable and competent to represent the

organizationorganization


Improving the Effectiveness of External Improving the Effectiveness of External Recruitment (cont’d)Recruitment (cont’d)

•Realistic Job Previews (RJP)Realistic Job Previews (RJP) Informing applicants about all aspects of the Informing applicants about all aspects of the

job, including both its desirable and job, including both its desirable and undesirable facets.undesirable facets.

Positive benefits of RJPPositive benefits of RJP Improved employee job satisfactionImproved employee job satisfaction

Reduced voluntary turnoverReduced voluntary turnover

Enhanced communication through honesty and opennessEnhanced communication through honesty and openness

Realistic job expectationsRealistic job expectations


FIGURE

5.3Warning 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.


Recruiting Talent InternallyRecruiting Talent Internally

•Advantages of a promotion-from-within Advantages of a promotion-from-within policy:policy: Capitalizes on past investments (recruiting, Capitalizes on past investments (recruiting,

selecting, training, and developing) in current selecting, training, and developing) in current employees.employees.

Rewards past performance and encourages Rewards past performance and encourages continued commitment to the organization.continued commitment to the organization.

Signals to employees that similar efforts by Signals to employees that similar efforts by them will lead to promotion.them will lead to promotion.

Fosters advancement of members of protected Fosters advancement of members of protected classes within an organization.classes within an organization.


Recruiting Talent Internally (cont’d)Recruiting Talent Internally (cont’d)

•Disadvantages of a promotion-from-within Disadvantages of a promotion-from-within policy:policy: Current employees may lack the knowledge, Current employees may lack the knowledge,

experience or skills needed for placement in experience or skills needed for placement in the vacant/new position.the vacant/new position.

The hazards of inbreeding of ideas and The hazards of inbreeding of ideas and attitudes (“employee cloning”) increase when attitudes (“employee cloning”) increase when no outsiders are considered for hiring.no outsiders are considered for hiring.

The organization has exhausted its supply of The organization has exhausted its supply of viable internal candidates and must seek viable internal candidates and must seek additional employees in the external job additional employees in the external job market.market.


Methods for Identifying Qualified CandidatesMethods for Identifying Qualified Candidates

•Inventorying Management TalentInventorying Management Talent Information systems containing skills Information systems containing skills

inventories of employees that can be used:inventories of employees that can be used: To screen candidates for an internal job openingTo screen candidates for an internal job opening To predict career pathsTo predict career paths To support succession planningTo support succession planning

•Job Posting and BiddingJob Posting and Bidding Posting vacancy notices and maintaining lists Posting vacancy notices and maintaining lists

of employees looking for upgraded positions.of employees looking for upgraded positions.


Identifying Talent through Performance Identifying Talent through Performance AppraisalsAppraisals

•Managers are concerned about the actual Managers are concerned about the actual current performance and potential current performance and potential performance of employees.performance of employees.

•9-box Grid9-box Grid A comparative diagram that includes appraisal A comparative diagram that includes appraisal

and assessment data to allow managers to and assessment data to allow managers to easily see an employee’s actual and potential easily see an employee’s actual and potential performance.performance.


FIGURE

5.4An Example of a 9-Box Grid


Using Assessment CentersUsing Assessment Centers

•Assessment CenterAssessment Center A process by which individuals are evaluated A process by which individuals are evaluated

as they participate in a series of situations that as they participate in a series of situations that resemble what they might be called on to resemble what they might be called on to handle on the job.handle on the job. In-basket exercisesIn-basket exercises Leaderless group discussionsLeaderless group discussions Role playingRole playing Behavioral interviewsBehavioral interviews


The Career Management Goal: The Career Management Goal: Matching Individual and Organizational NeedsMatching Individual and Organizational Needs

Individual and Individual and Organizational GoalsOrganizational Goals

Individual and Individual and Organizational GoalsOrganizational Goals

The Employee’s RoleThe Employee’s RoleThe Employee’s RoleThe Employee’s Role The Organization’s RoleThe Organization’s RoleThe Organization’s RoleThe Organization’s Role

Career Career ManagementManagement

Career Career ManagementManagement


FIGURE

5.5HR’s Role in Career Management


The Organization’s Role: The Organization’s Role: Establishing a Favorable ContextEstablishing a Favorable Context

• Management Management ParticipationParticipation Provide top Provide top

management supportmanagement support Provide collaboration Provide collaboration

between line managers between line managers and HR managersand HR managers

Train management Train management personnelpersonnel

• Setting GoalsSetting Goals Plan human resources Plan human resources

strategystrategy

• Changing HR PoliciesChanging HR Policies Provide for job rotationProvide for job rotation Provide outplacement Provide outplacement

serviceservice

• Announcing the Announcing the ProgramProgram Explain its philosophyExplain its philosophy


FIGURE

5.6Balancing Individual and Organizational Needs


Identifying Career Opportunities and Identifying Career Opportunities and RequirementsRequirements

•Competency AnalysisCompetency Analysis Measures three basic competencies for each Measures three basic competencies for each

job: know-how, problem solving, and job: know-how, problem solving, and accountability.accountability.

•Job ProgressionsJob Progressions The hierarchy of jobs a new employee might The hierarchy of jobs a new employee might

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

•Career PathsCareer Paths Lines of advancement in an occupational field Lines of advancement in an occupational field

within an organization.within an organization.


FIGURE

5.7Typical Line of Advancement in HR Management


2Career Path of Jeffrey Immelt, CEO, General Electric

1982 Enters GE’s Commercial Leadership Program

1983 Manager of Business Development/GTX Product Management, GE Plastics

1984 Manager of Dallas District Sales, GE Plastics

1986 General Manager of Western Region Sales, GE Plastics

1987 General Manager of New Business Development and Marketing Development, GE Plastics

1989 Vice President of Consumer Service, GE Appliances

1991 Vice President of Worldwide Marketing and Product Management, GE Appliances

1992 Vice President of Commercial Division, GE Plastics Americas

1993 Vice President and General Manager, GE Plastics Americas

1997 President and CEO, GE Medical Systems

2000 President, GE

2001 CEO, GE


Recognize Lots of PossibilitiesRecognize Lots of Possibilities

•PromotionPromotion A change of assignment to a job at a higher A change of assignment to a job at a higher

level in the organization.level in the organization. Principal criteria for determining promotions Principal criteria for determining promotions

are merit, seniority, and potential.are merit, seniority, and potential.

•TransferTransfer The placement of an individual in another job The placement of an individual in another job

for which the duties, responsibilities, status, for which the duties, responsibilities, status, and remuneration are approximately equal to and remuneration are approximately equal to those of the previous job.those of the previous job.


Alternative Career MovesAlternative Career Moves

ExitExit

DemotionDemotion

TransferTransferCareer Moves

Career Moves

PromotionPromotion


Career Change Organizational AssistanceCareer Change Organizational Assistance

•Relocation servicesRelocation services Services provided to an employee who is Services provided to an employee who is

transferred to a new location:transferred to a new location: Help in moving, in selling a home, in orienting to a new Help in moving, in selling a home, in orienting to a new

culture, and/or in learning a new language.culture, and/or in learning a new language.

•Outplacement servicesOutplacement services Services provided by organizations to help Services provided by organizations to help

terminated employees find a new job.terminated employees find a new job.


FIGURE

5.8Human Capital Profiles for Two Different Careers


FIGURE

5.9Stages of Career Development


The Plateauing TrapThe Plateauing Trap

•Career PlateauCareer Plateau Situation in which for either organizational or Situation in which for either organizational or

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

•Types of PlateausTypes of Plateaus Structural plateau: end of advancementStructural plateau: end of advancement Content plateau: lack of challengeContent plateau: lack of challenge Life plateau: crisis of personal identityLife plateau: crisis of personal identity


FIGURE

5.10Career 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?


Successful Career-Management PracticesSuccessful Career-Management Practices

• Placing clear expectations on employees. Placing clear expectations on employees. • Giving employees the opportunity for Giving employees the opportunity for

transfer.transfer.• Providing a clear and thorough succession Providing a clear and thorough succession

planplan• Encouraging performance through rewards Encouraging performance through rewards

and recognition.and recognition.• Giving employees the time and resources Giving employees the time and resources

they need to consider short- and long-term they need to consider short- and long-term career goals.career goals.

• Encouraging employees to continually Encouraging employees to continually assess their skills and career direction.assess their skills and career direction.


Internal Barriers to Career AdvancementInternal Barriers to Career Advancement

• Lack of time, budgets, and resources for Lack of time, budgets, and resources for employees to plan their careers and to employees to plan their careers and to undertake training and development.undertake training and development.

• Rigid job specifications, lack of leadership Rigid job specifications, lack of leadership support for career management, and a support for career management, and a short-term focus.short-term focus.

• Lack of career opportunities and Lack of career opportunities and pathways within the organization for pathways within the organization for employees.employees.


Career Development Initiatives: Career Development Initiatives: Developing Talent over TimeDeveloping Talent over Time

•Career Planning WorkbooksCareer Planning Workbooks Stimulate thinking about careers, Stimulate thinking about careers,

strengths/limitations, development needsstrengths/limitations, development needs

•Career Planning WorkshopsCareer Planning Workshops Discuss and compare attitudes, concerns, Discuss and compare attitudes, concerns,

plansplans

•Career CounselingCareer Counseling Discuss job, career interests, goalsDiscuss job, career interests, goals


Determining Individual Development NeedsDetermining Individual Development Needs

•Fast-track ProgramFast-track Program A program that encourages young managers A program that encourages young managers

with high potential to remain with an with high potential to remain with an organization by enabling them to advance organization by enabling them to advance more rapidly than those with less potential.more rapidly than those with less potential.

•Career Self-Management TrainingCareer Self-Management Training Helping employees learn to continuously Helping employees learn to continuously

gather feedback and information about their gather feedback and information about their careers.careers.

Encouraging them to prepare for mobility.Encouraging them to prepare for mobility.


MentoringMentoring

•MentorsMentors Executives who coach, advise, and encourage Executives who coach, advise, and encourage

individuals of lesser rank.individuals of lesser rank.

•Mentoring functionsMentoring functions Functions concerned with the career Functions concerned with the career

advancement and psychological aspects of the advancement and psychological aspects of the person being mentored.person being mentored.

•E-mentoringE-mentoring Brings experienced business Brings experienced business

professionals together with professionals together with individuals needing counseling.individuals needing counseling.


FIGURE

5.12Mentoring Functions


Forming a Mentoring RelationshipForming a Mentoring Relationship

1.1. Research the mentor’s background.Research the mentor’s background.

2.2. Make contact with the mentor.Make contact with the mentor.

3.3. Request help on a particular matter.Request help on a particular matter.

4.4. Consider what you can offer in exchange.Consider what you can offer in exchange.

5.5. Arrange a meeting.Arrange a meeting.

6.6. Follow up.Follow up.

7.7. Ask to meet on an Ask to meet on an ongoing basis.ongoing basis.


Career Networking ContactsCareer Networking Contacts

• Your college alumni association or career office Your college alumni association or career office networking listsnetworking lists

• Your own extended family Your own extended family

• Your friends’ parents and other family membersYour friends’ parents and other family members

• Your professors, advisors, coaches, tutors, clergy Your professors, advisors, coaches, tutors, clergy

• Your former bosses and your friends’ and family Your former bosses and your friends’ and family members’ bosses members’ bosses

• Members of clubs, religious groups, and other Members of clubs, religious groups, and other organizations to which you belong organizations to which you belong

• All of the organizations near where you live or go All of the organizations near where you live or go to schoolto school


Developing a Diverse Talent PoolDeveloping a Diverse Talent Pool

•Recruiting and Developing WomenRecruiting and Developing Women Growth of women in the workplaceGrowth of women in the workplace Increase in females in management rolesIncrease in females in management roles Stereotyping and gender conflictsStereotyping and gender conflicts

•Recruitment of MinoritiesRecruitment of Minorities Educational and societal disadvantagesEducational and societal disadvantages Retention in organizationsRetention in organizations Affirmative actionAffirmative action


Recruitment and Development of WomenRecruitment and Development of Women

•The “Glass Ceiling”The “Glass Ceiling” Artificial barriers based on attitudinal or Artificial barriers based on attitudinal or

organizational bias that prevent qualified women organizational bias that prevent qualified women from advancing upward in their organizations from advancing upward in their organizations into management level positions.into management level positions.

•Eliminating Women’s Barriers to Eliminating Women’s Barriers to AdvancementAdvancement Development of women’s networksDevelopment of women’s networks Online e-mentoring for womenOnline e-mentoring for women Diminishing stereotyping of womenDiminishing stereotyping of women Presence of women in significant managerial Presence of women in significant managerial

positionspositions Accommodating familiesAccommodating families


Glass-Ceiling AuditsGlass-Ceiling Audits

•Glass ceiling audit factors:Glass ceiling audit factors: Upper-level management and executive trainingUpper-level management and executive training Rotational assignments International Rotational assignments International

assignmentsassignments Opportunities for promotionOpportunities for promotion Opportunities for executive development Opportunities for executive development

programs at universitiesprograms at universities Desirable compensation packagesDesirable compensation packages Opportunities to participate on high-profile Opportunities to participate on high-profile

project teamsproject teams Upper-level special assignmentsUpper-level special assignments


Recruiting and Developing of MinoritiesRecruiting and Developing of Minorities

•Career development for minorities is Career development for minorities is advanced by:advanced by: Organizational support for the advancement of Organizational support for the advancement of

minorities to significant management positionsminorities to significant management positions

Provision of internships to attract minorities to Provision of internships to attract minorities to management careersmanagement careers

Organization of training courses to foster the Organization of training courses to foster the development of minority’s managerial skills development of minority’s managerial skills and knowledge.and knowledge.


Other Important Talent ConcernsOther Important Talent Concerns

•Recruitment of the DisabledRecruitment of the Disabled Increasing numbers of disabled in the workforceIncreasing numbers of disabled in the workforce Stereotyping of the disabled versus their Stereotyping of the disabled versus their

superior records for dependability, attendance, superior records for dependability, attendance, motivation and performancemotivation and performance

Accommodations for physical and mental Accommodations for physical and mental disabilitiesdisabilities

Others with less publicized disadvantagesOthers with less publicized disadvantages

•Recruitment of Older PeopleRecruitment of Older People Increasingly returning to the workplaceIncreasingly returning to the workplace Have valued knowledge, experience, flexibility Have valued knowledge, experience, flexibility

and reliability as employeesand reliability as employees


Dual-Career CouplesDual-Career Couples

•Dual-Career PartnershipsDual-Career Partnerships Couples in which both Couples in which both

members follow their own members follow their own careers and actively support careers and actively support each other’s career each other’s career development.development. Flexible work schedulesFlexible work schedules Adaptive leave policiesAdaptive leave policies Work-at-homeWork-at-home On-premises day careOn-premises day care Job sharingJob sharing


assessment center

career counseling

career networking

career paths

career plateau

dual career partnerships

employee leasing

fast-track program

job posting and bidding

job progressions

mentors

nepotism

9-box grid

outplacement services

promotion

realistic job preview (RJP)

relocation services

transfer

yield ratio


FIGURE

5.A1


FIGURE

5.A2Twelve Steps for Starting a New Business

bohlander15e ch05

Business

ofcengage learning

cost of recruitment

job reluctance of job

job opportunities

recruitment source

diverse recruitment

global labor market

jobshadowing programs