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Expanding the Talent Pool: Recruitment and Careers

Managing Human Resources

Bohlander Snell
2007 Thomson/South-Western. All rights reserved.

14th edition
PowerPoint Presentation by Charlie Cook The University of West Alabama

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Recruiting Talent Externally

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)

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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 51

Top 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 (contd)

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

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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 (contd)

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 Bidding

Posting vacancy notices and maintaining lists of employees looking for upgraded positions.

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Identifying Career Opportunities and Requirements

Competency Analysis
Measures three basic competencies for each job: know-how, problem solving, and accountability.

Job Progressions
The hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that require more knowledge and/or skill.

Career Paths
Lines of advancement in an occupational field within an organization.
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Recognize Lots of Possibilities

Promotion
A change of assignment to a job at a higher level in the organization. Principal criteria for determining promotions are merit, seniority, and potential.

Transfer
The placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job.

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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 services
Services provided by organizations to help terminated employees find a new job.

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The Plateauing Trap

Career Plateau
Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low.

Types of Plateaus
Structural plateau: end of advancement Content plateau: lack of challenge Life 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 Training

Helping employees learn to continuously gather feedback and information about their careers. Encouraging them to prepare for mobility.

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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.
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Other Important Talent Concerns

Recruitment of the Disabled
Increasing numbers of disabled in the workforce Stereotyping of the disabled versus their superior records for dependability, attendance, motivation and performance Accommodations for physical and mental disabilities Others with less publicized disadvantages

Recruitment of Older People

Increasingly returning to the workplace Have valued knowledge, experience, flexibility and reliability as employees
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