Expanding the Talent Pool Recruitment and Careers The

Expanding the Talent Pool: Recruitment and Careers The Challenges of Human Resources Management © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1– 1

Strategic Aspects of Recruiting • Decisions about talent—regardless of whether they pertain to recruiting, transferring, promoting, developing, or deploying people—need to be considered within the context of a business’s strategies and priorities. • The broad factors that can affect a firm’s recruiting strategy include a firm’s § § Recruiting abilities, whether to recruit externally versus internally, the labor market for the types of positions it is recruiting for, including global labor markets, and the strength of a firm’s employment “brand. ” © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 2 of 35 36

Who Should Do the Recruiting? • HR recruiters or generalist (large firms) • Managers and/or Supervisors (smaller firms) • Work Teams, or • Recruiting Process Outsourcing (RPO) § § The practice of outsourcing an organization’s recruiting function to an outside firm. Staff One © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 3 of 35 36

Global Labor Markets • Why Recruit Globally? § § To develop better products via a global workforce To attract the best talent wherever it may be • International Recruiting Issues § § § Local, national, and international laws Different labor costs Different pre-employment and compensation practices Cultural differences Security Visas and work permits © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 4 of 35 36

Should a Firm Recruit Internally or Externally? • Most managers try to follow a policy of filling job vacancies above the entry-level position through promotions and transfers. By filling vacancies in this way, an organization capitalize on the investment it has made in recruiting, selecting, training, and developing its current employees, who might look for jobs elsewhere if they lack promotion opportunities. • There are Advantages and Disadvantages to both. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 5 of 35 36

Labor Markets • 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) © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 6 of 35 36

Recruiting Internally • Internal Job Postings • Identifying Talent through Performance Appraisals • Skills Inventories and Replacement Charts © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 7 of 35 36

© 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 8 of 35 36

Warning Signs of a Weak Talent “Bench” © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 9 of 35 36

Recruiting Externally • Advertisements • Walk-Ins and Unsolicited Applications and Résumés • The Internet, Social Networking, and Mobile Recruiting • Job Fairs • Employee Referrals • Re-recruiting • Executive Search Firms • Educational Institutions © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 10 of 35 36

© 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 11 of 35 36

Recruiting Externally (cont. ) • Professional Associations • Labor Unions • Public Employment Agencies • Private Employment and Temporary Agencies • Employee Leasing © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 12 of 35 36

Major Temporary Help Agencies in the United States © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 13 of 35 36

Improving the Effectiveness of Recruiting • Using Realistic Job Previews • Surveys • Recruiting Metrics Surveys Recruiting Metrics Effectiveness of Recruitment Realistic Job Previews © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 14 of 35 36

Recruiting Metrics • Quality of Fill Statistics • Quality of Hire = (PR + HP + HR) / N § § PR = Average job performance rating of new hires HP = % of new hires reaching acceptable productivity with acceptable time frame HR = % of new hires retained after one year N = number of indicators © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 15 of 35 36

Recruiting Metrics (cont. ) • Example: § PR = Average 3. 5 on a 5. 0 scale = 70% § HP = Of 100 hires made one year ago, 75 are meeting acceptable productivity levels = 75% § HR 5 20% turnover = 80% HR § N=3 § Quality of Hire = (70 + 75 + 80) / 3 = 75 The result is a quality level of 75 percent for new employees hired during the year. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 16 of 35 36

Recruiting Metrics (cont. ) • Time to Fill § Refers to the number of days from when a job opening is approved to the date the person ultimately chosen for the job is selected • Yield Ratios § The percentage of applicants from a recruitment source that make it to the next stage selection process © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 17 of 35 36

Time-to-Fill Calculations © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 18 of 35 36

Costs of Recruitment • Cost of Recruitment (per employee hired) SC AC AF RB NC H = source cost = advertising costs, total monthly expenditure (example: $32, 000) = agency fees, total for the month (example: $21, 000) = referral bonuses, total paid (example: $2, 600) = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0) = total hires (example: 119) Cost to hire one employee = $467. 23 © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 19 of 35 36

25 Career Mistakes to Banish for 2013 To access this interesting article click on the following link: • http: //money. usnews. com/money/careers/slidesh ows/25 -career-mistakes-to-banish-for-2013/3 © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 20 of 35 36

Career Management: Developing Talent over Time © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 21 of 35 36

Blending the Goals of Individual Employees with the Goals of the Organization © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 22 of 35 36

Identify Job Progressions and Career Paths © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 23 of 35 36

© 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 24 of 35 36

Recognize Different Career Paths • Promotion § A change of assignment to a job at a higher level in the organization • Transfer § • • Placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job Consider Dual Career Paths for Employees Consider the Boundaryless Career • Help Employees Progress beyond Career Plateaus © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 25 of 35 36

Human Capital Profiles for Two Different Careers © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 26 of 35 36

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. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 27 of 35 36

Successful Career-Management Practices (cont. ) • 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. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 28 of 35 36

Career Plateau Questions © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 29 of 35 36

© 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 30 of 35 36

Mentoring Functions © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 31 of 35 36

Developing a Diverse Talent Pool • Recruiting and Developing Women • Eliminating Women’s Barriers to Advancement § § • • • Advancing Women to Management Accommodating Families Recruiting and Developing Minorities Providing Minority Internships Advancing Minorities to Management © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 32 of 35 36

Other Important Talent Concerns • Recruiting the Disabled • Employing the Older Workforce • Employing Dual Career Couples © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 33 of 35 36

Key Terms applicant tracking system branding assessment center career counseling career networking career paths career plateau dual career partnerships employee leasing employee profile fast-track program global sourcing internal labor market job progressions mentors nepotism 9 -box grid outplacement services passive job seekers promotion recruiting process outsourcing (RPO) realistic job preview (RJP) relocation services recruiting sabbatical transfer yield ratio © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 34 of 35 36

© 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 35 of 35 36

© 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 36 of 35 36

Expanding the Talent Pool: Recruitment and Careers The Challenges of Human Resources Management © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1– 37

Recruiting Yield Pyramid ● 50% ● ● 67% ● ● ● 75% ● ● 16% ● ● ● © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 38 of 35 36

Internal Sources of Candidates Advantages • Foreknowledge of candidates’ strengths and weaknesses • More accurate view of candidate’s skills • Candidates have a stronger commitment to the company • Increases employee morale • Less training and orientation required Disadvantages • Failed applicants become discontented • Time wasted interviewing inside candidates who will not be considered • Inbreeding strengthens tendency to maintain the status quo © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 39 of 35 36

Finding Internal Candidates Hiring-from-Within Tasks Posting open job positions Rehiring former employees Succession planning (HRIS) © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 40 of 35 36

Sample Job Posting at Xerox

Outside Sources of Candidates Locating Outside Candidates 1 Recruiting via the Internet 6 Executive Recruiters 2 Advertising 7 On Demand Recruiting Services (ODRS) 3 Employment Agencies 8 College Recruiting 4 Temp Agencies and Alternative Staffing 9 Referrals and Walk-ins 5 Offshoring/Outsourcing © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 42 of 35 36

Some Top Online Recruiting Job Boards © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 43 of 35 36

Recruiting via the Internet • Advantages • • • Cost-effective way to publicize job openings More applicants attracted over a longer period Immediate applicant responses Online prescreening of applicants Links to other job search sites Automation of applicant tracking and evaluation • Disadvantages • Exclusion of older and minority workers • Unqualified applicants overload the system • Personal information privacy concerns of applicants © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 44 of 35 36

Ineffective and Effective Web Ads © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 45 of 35 36

Advertising for Outside Candidates • The Media Choice – Selection of the best medium depends on the positions for which the firm is recruiting. • Newspapers: local and specific labor markets • Trade and professional journals: specialized employees • Internet job sites: global labor markets • Constructing (Writing) Effective Ads – Create attention, interest, desire, and action (AIDA). – Create a positive impression (image) of the firm. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 46 of 35 36

Help Wanted Ad that Draws Attention © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 47 of 35 36

A Help Wanted Ad That Creates Interest © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 48 of 35 36

Another Ad © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 49 of 35 36

A Couple More Ads © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 50 of 35 36

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Recruiting a CEO for Ben & Jerry’s © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 52 of 35 36

Employment Agencies Types of Employment Agencies Public agencies Nonprofit agencies © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as Private agencies permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 53 of 35 36

Why Use a Private Employment Agency? • No HR department: firm lacks recruiting and screening capabilities to attract a pool of qualified applicants. • To fill a particular opening quickly. • To attract more minority or female applicants. • To reach currently employed individuals who are more comfortable dealing with agencies than competing companies. • To reduce internal time devoted to recruiting. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 54 of 35 36

Avoiding Problems with Employment Agencies • Give agency an accurate and complete job description. • Make sure tests, application blanks, and interviews are part of the agency’s selection process. • Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s screening process. • Screen agency for effectiveness in filling positions. • Supplement the agency’s reference checking by checking the final candidate’s references yourself. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 55 of 35 36

Specialized Staffing and Recruiting • Alternative Staffing – In-house contingent (casual, seasonal, or temporary) workers employed by the company, but on an explicit short-term basis. – Contract technical employees supplied for longterm projects under contract from outside technical services firms. • On-Demand Recruiting Services (ODRS) – Provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 56 of 35 36

Temp Agencies and Alternative Staffing • Benefits of Temps – Increased productivity—paid only when working – Allows “trial run” for prospective employees – No recruitment, screening, and payroll administration costs • Costs of Temps – Increased labor costs due to fees paid to temp agencies – Temp employees’ lack of commitment to the firm © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 57 of 35 36

Working with a Temp Agency • Time sheets. The time sheet is a verification of hours worked an agreement to pay the agency’s fees. • Temp-to-perm policy. What is the policy if you want to hire a temp as a permanent employee? • Recruitment of and benefits for temp employees. How does the agency plan to recruit and what sorts of benefits will it pay? • Dress code. Specify the attire at each of your offices or plants. • Equal employment opportunity statement. Get a statement from the agency that it does not discriminate when filling temp orders. • Job description information. Ensure that the agency understands the job to be filled and the sort of person you want to fill it. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 58 of 35 36

Concerns of Temp Employees • Dehumanizing, impersonal, and discouraging treatment by employers. • Insecurity about employment and pessimism about the future. • Worry about the lack of insurance and pension benefits. • Being misled about job assignments and whether temporary assignments are likely to become full-time positions. • Being “underemployed” while trying to return to the fulltime labor market. • Anger toward the corporate world and its values; expressed as alienation and disenchantment. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 59 of 35 36

Ten Things Managers Should Avoid When Supervising Temporary Employees Do Not: 1. Train your contingent workers. Ask their staffing agency to handle training. 2. Negotiate the pay rate of your contingent workers. The agency should set pay. 3. Coach or counsel a contingent worker on his/her job performance. Instead, call the person’s agency and request that it do so. 4. Negotiate a contingent worker’s vacations or personal time off. Direct the worker to his or her agency. 5. Routinely include contingent workers in your company’s employee functions. 6. Allow contingent workers to utilize facilities intended for employees. 7. Let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval. 8. Let managers discuss harassment or discrimination issues with contingent workers. 9. Discuss job opportunities and the contingent worker’s suitability for them directly. Instead, refer the worker to publicly available job postings. 10. Terminate a contingent worker directly. Contact the agency to do so. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 60 of 35 36

Executive Recruitment • Executive Recruiters (Headhunters) – Contingent-based recruiters – Retained executive searchers – Internet technology and specialization trends • Guidelines for Choosing a Recruiter 1. Make sure the firm is capable of conducting a thorough search. 2. Meet individual who will handle your assignment. 3. Ask how much the search firm charges. 4. Make sure the recruiter and you agree on what sort of person you need for the position. 5. Never rely solely on the recruiter to do reference checking. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 61 of 35 36

College Recruiting • On-campus recruiting goals • On-site visits – To determine if the candidate is worthy of further consideration – Invitation letters – To attract good candidates – Information packages – Assigned hosts – Planned interviews – Timely employment offer – Follow-up • Internships © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 62 of 35 36

Job Fairs from a Candidate’s Perspective • SE students sometimes not happy with campus job fair • Louisiana Tech U. → Grambling State U. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 5– 63 63 of 35 36

Sources of Outside Applicants Other Sources of Outside Applicants Employee referrals Walk-ins Telecommuters © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for Military personnel 64 of 35 36

Employee Referrals and Walk-ins • Employee Referrals – Referring employees become stakeholders. – Referral is a cost-effective recruitment program. – Referral can speed up diversifying the workforce. – Relying on referrals may be discriminatory. • Walk-ins – Seek employment through a personal direct approach to the employer. – Courteous treatment of any applicant is a good business practice. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 65 of 35 36

Relative Recruiting Source Effectiveness Based on New Hires © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 66 of 35 36

Improving the Effectiveness of Recruiting • Using Realistic Job Previews • Surveys • Recruiting Metrics Surveys Recruiting Metrics Effectiveness of Recruitment Realistic Job Previews © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 67 of 35 36

RJP: Auto. Zone © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 68 of 35 36

Recruitment Research Findings: Practical Applications for Managers Recruitment Research Finding Practical Applications for Managers The recruitment source affects the characteristics of applicants you attract. Use sources such as referrals from current employees that yield applicants more likely to be better performers. Recruitment materials have a more positive impact if they contain more specific information. Provide applicants with information on aspects of the job that are important to them, such as salary, location, and diversity. Organizational image influences applicants’ initial reactions. Ensure all communications regarding an organization provide a positive message regarding the attractiveness of the organization as a place to work. Applicants with a greater number of job opportunities are more attentive to early recruitment activities. Ensure initial recruitment activities (e. g. , Web site, brochure, on-campus recruiting) are attractive to candidates. Realistic job previews that highlight both the advantages and the disadvantages of the job reduce subsequent turnover. Provide applicants with a realistic picture of the job and organization, not just the positives. Applicants will infer (perhaps erroneous) information about the job and company if the information is not clearly provided by the company. Provide clear, specific, and complete information in recruitment materials so that applicants do not make erroneous inferences about the job or the employer. Recruiter warmth has a large and positive effect on applicants’ decisions to accept a job. Choose individuals who have contact with applicants for their interpersonal skills. © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 69 of 35 36

25 Career Mistakes to Banish for 2013 To access this interesting article click on the following link: • http: //money. usnews. com/money/careers/slidesh ows/25 -career-mistakes-to-banish-for-2013/3 © 2012 Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in except useexcept as © 2012 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, in part, whole or infor part, for use as permitted distributed with a certain product or service or otherwise on a password-protected website for classroom use. permittedinina alicense distributed a certain product or service or otherwise on a password-protected website for 70 of 35 36