Dr. Jeanne Michalski michalski@uta.edu Recruiting MANA 3320 Dr. Jeanne Michalski michalski@uta.edu

Process Inputs and Outputs HR Planning: Number of jobs to be filled Recruitment: Pool of qualified and interested applicants Selection: Job Offers Job Analysis: Job Descriptions and Minimum KSA’s

What is Career Development? Career development is an organized approach used to match employee goals with the business needs of the organization. The purpose of career development is to: Enhance each employee's current job performance. Enable individuals to take advantage of future job opportunities. Fulfill organization’s goals for a dynamic and effective workforce Can play a role in recruitment as well as retention of key employees Needs to be a key business strategy if an org intends to survive in an increasingly competitive and global business environment - especially as reliance on their workers’ knowledge, skill, and innovation increases

Challenges in Career Development Most organizations expect the employee to play an increasing role in career development Ownership is with the employee Organization provides assistance through resources and supervisory feedback often have goals their organizations do not know about. NO one cares or knows as much as you do Who Will Be Responsible? - Traditional: orgs were bureaucratic & development was “done for” the employees - Today: employees are expected to take an active role in their own development How Much Emphasis Is Appropriate? - Employees with extreme career orientation can become more concerned about their image than their performance - Warning signs a manager should be on the lookout for include a heavy focus: - on advancement opportunities - managing impressions - socializing (as opposed to job performance) - If the program fosters unrealistic expectations for advancement, can be side effects (employee dissatisfaction, poor performance, and turnover) How Will The Needs of a Diverse Work Force Be Met? - Companies need to break down the barriers some employees face in achieving advancement - Women and minorities are frequently excluded from the informal career development activities (e.g. networking, mentoring, and participation in policy-making committees) - Glass ceiling is not a problem unique to the United States

Essential Steps of Effective Career Development Where are you now? Values Skills/Capabilities Life Balance Where do you want to be? Organizational Information gathered through organizational charts, informational interviews, job posting, career path information, etc. How do you get there? Set goals Take training/develop skills Network/mentors Are you improving skills or seeking advancement Assessment – can be performed by the employee or by the organization - common tools in Figure 9.3 (above)

Where are you now? Self-Assessment Skills assessment “Ideal Job” Interest Inventory Clarifying Values the process of identifying his skills, values, and interests Self-Assessment – generally includes three things: - Skills assessment exercises - designed to identify an employee’s skills - Interest inventory - a measure of a person’s occupational interests - Values clarification - involves prioritizing personal values Organizational Assessment – can employ many of assessment tools used in selection: - Assessment centers - Psychological testing - Performance appraisal - Promotability Forecasts – looks at advancement potential of subordinates - Succession Planning – prepare people to fill executive positions - important for business continuity, especially in smaller businesses

Where do you want to be? Take advantage of company offered career counseling Information Services Job-posting systems Skills inventories Career paths Career resource center - involves determining the type of career that employees want & steps needed to make their career goals a reality - two major approaches: Individual Career Counseling & Information Services Individual career counseling – one on one sessions to help employees identify they career aspirations Information services – provide career development information to employees - Job Posting Systems – a system in which an organization announces job openings to all employees way to provide employees information about job opportunities - could be on a bulletin board, in a company newsletter, or through a phone recording or computer system - Skills Inventories – company-maintained records with information such as employees’ abilities, skills, knowledge, and education - Career Paths - presents the steps in a possible career and a plausible timetable for accomplishing them - also should include the qualifications necessary to proceed to the next step - Career Resource Center - a collection of career development materials such as workbooks, tapes, and texts

Career Paths What information would be useful for career path planning? - involves determining the type of career that employees want & steps needed to make their career goals a reality - two major approaches: Individual Career Counseling & Information Services Individual career counseling – one on one sessions to help employees identify they career aspirations Information services – provide career development information to employees - Job Posting Systems – a system in which an organization announces job openings to all employees - could be on a bulletin board, in a company newsletter, or through a phone recording or computer system - Skills Inventories – company-maintained records with information such as employees’ abilities, skills, knowledge, and education - Career Paths - presents the steps in a possible career and a plausible timetable for accomplishing them - also should include the qualifications necessary to proceed to the next step - Career Resource Center - a collection of career development materials such as workbooks, tapes, and texts

Career Paths What information would be useful for career path planning? Career progression information Skills and knowledge needed/ learned in various roles Training that would help in performance of role - involves determining the type of career that employees want & steps needed to make their career goals a reality - two major approaches: Individual Career Counseling & Information Services Individual career counseling – one on one sessions to help employees identify they career aspirations Information services – provide career development information to employees - Job Posting Systems – a system in which an organization announces job openings to all employees - could be on a bulletin board, in a company newsletter, or through a phone recording or computer system - Skills Inventories – company-maintained records with information such as employees’ abilities, skills, knowledge, and education - Career Paths - presents the steps in a possible career and a plausible timetable for accomplishing them - also should include the qualifications necessary to proceed to the next step - Career Resource Center - a collection of career development materials such as workbooks, tapes, and texts

Career Path for Marketing Employees BNSF Railway Company Career Path for Marketing Employees

Career Path for Marketing Employees BNSF Railway Company Career Path for Marketing Employees

Marketing Career Path Tool Features: Logical career progression map Marketing experiences available at your current level Learning experiences specific to your current level Listing of positions at your current career level by department Benefits: Provides employees with a guide or road map to manage their career progression Enriches performance and development feedback discussions Enhances employee retention through transparency or broader view of the organization

Marketing Career Path As you manage your career path, remember: Expect to stay in your current role for 18-24 months You are responsible for your own development Try not to think of the career path a straight linear path Think in terms of experiences and learning, not salary bands and positions Never forget that performance is the cornerstone You will be competing for the position so consider different options

Marketing Career Path Guide Getting Started http://bnsfwebtr.bnsf.com/departments/hr/lu/careerPath/path.html $3,589 Industrial Products BNSF has grown to a $14 billion company Diverse customer base with Industrial Products being the second largest business group for BNSF

Marketing Career Path Guide Career Level Selection $3,589 Industrial Products BNSF has grown to a $14 billion company Diverse customer base with Industrial Products being the second largest business group for BNSF

Marketing Career Path Guide Career Level Details $3,589 Industrial Products BNSF has grown to a $14 billion company Diverse customer base with Industrial Products being the second largest business group for BNSF

Marketing Career Path Guide Career Level Details $3,589 Industrial Products BNSF has grown to a $14 billion company Diverse customer base with Industrial Products being the second largest business group for BNSF

Marketing Career Path Guide Testimonials Performance is the cornerstone… VP Domestic Intermodal Marketing Think in terms of experience and learning… VP Industrial Products Sales BNSF has grown to a $14 billion company Diverse customer base with Industrial Products being the second largest business group for BNSF $3,589 Industrial Products

How Do You Get There? Setting Goals and taking actions to create and increase skills Principles of good Goal setting? Common development programs can be formal or informal: Mentoring Coaching Job Shadowing Tuition Assistance

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 Accommodating families

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 Accommodating families

Recruiting and Developing 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.

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)

External Recruiting Sources

Who Should Recruit 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

Choosing A Message What is Most Important For You? Interesting work Wage / Salary Incentive Pay Benefits Growth / Development Opportunities Job Security Location

Choosing A Message Messages can be tailored for individual groups: Amount of contingent pay Team vs. individual work and appraisals Promotion opportunities “Promotes from within” top consideration for MBA’s Retailing jobs – Wal Mart, Home Depot, Target Details about the company “Fun place to work” Environmentally friendly “Affirmative Action Employer”

Choosing A Message Messages should be both attractive and accurate: Beware of the specificity and accuracy of information “Unlimited growth potential” Amount of travel required Nature of the work Salary included? Benefits described? Selling the job vs. Realistic job preview Self-selection Higher commitment and less turnover

Recruiting Costs Average cost per hire: Administrative costs $10,000 for exempt employees $1000 for non-exempt Administrative costs Interview costs Relocation expenses Lost productivity or overtime associated with vacant position.

Deciding on a Source Quantity of applicants Quality of applicants Large headcount vs. single jobs Quality of applicants Specialized skills vs. general skills Types of people that the media reaches Print ads vs. internet ads Location and Relocation Budget Lead times Legal issues and diversity

Improving the Effectiveness of External Recruitment Calculate Yield Ratios Training Recruiters External Recruitment Realistic Job Previews

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 = source cost AC = 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

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

Effectiveness of Recruitment Sources Source: David E. Terpstra, “The Search for Effective Methods.” Reprinted from HRFocus, May 1996. © 1996 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org/.

Getting the most from LinkedIn Complete a detailed professional profile loaded with relevant keywords, even if you’ve got a job. Use a professional e-mail address and picture. Invite others to join your network. Join groups to expand your connections Spell-check Request recommendations Post questions, and answer others’ questions String out planned changes to your profile over several days, not just one, to keep your name at the top of connections’ Source: Star-Telegram