1. PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabama Managing Human Resources Chapter Expanding the Talent Pool: Recruitment and Careers

2. 1.Explain the advantages and disadvantages of external recruitment. 2.Explain the advantages and disadvantages of recruiting from within the organization. 3.Discuss how job opportunities can be inventoried and employee potential assessed. 4.Explain how a career development program integrates individual and organizational needs. 5.Describe the conditions that help make a career development program successful. 6.Explain why diverse recruitment and career development activities are important to companies. Copyright © 2011 by Nelson Education Ltd. Learning Outcomes After studying this chapter, you should be able to: 5–2

3. Recruiting Talent Externally  Labour Market  Area from which applicants are to be recruited.  Factors determining the relevant labour market: Copyright © 2011 by Nelson Education Ltd. 5–3

4. Advantages of External Recruitment  Ability to find specialized skills  New ideas, new methods Copyright © 2011 by Nelson Education Ltd. 5–4

5. Outside Sources of Recruitment  Advertisements  Unsolicited applications and resumes  Internet recruiting  Employee referrals  Executive search firms  Educational institutions  Professional associations  Labour unions  Public employment agencies  Private employment agencies  Temporary help agencies  Social media Copyright © 2011 by Nelson Education Ltd. 5–5

6. Improving the Effectiveness of External Recruitment Realistic Job Previews Calculate Yield Ratios Recruiters Training Recruiters External Recruitment Copyright © 2011 by Nelson Education Ltd.. 5–6

7. External Recruitment Considerations  Yield Ratio  Percentage of applicants from a recruitment source that make it to the next stage of the selection process.  Cost of Recruitment (per employee hired) Copyright © 2011 by Nelson Education Ltd. 5–7

8. External Recruitment Considerations  Sources of Organizational Recruiters  Requirements for Effective Recruiters Copyright © 2011 by Nelson Education Ltd. 5–8

9. 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: Copyright © 2011 by Nelson Education Ltd. 5–9

10. Recruiting Talent Internally  Advantages of a promotion-from-within policy: Copyright © 2011 by Nelson Education Ltd. 5–10

11. Recruiting Talent Internally (cont’d)  Limitations of a promotion-from-within policy: Copyright © 2011 by Nelson Education Ltd. 5–11

12. Methods for Identifying Qualified Candidates  Job Posting and Bidding  Performance Appraisals Copyright © 2011 by Nelson Education Ltd. 5–12

13. Copyright © 2011 by Nelson Education Ltd. Novice showing high potential/has demonstrated high potential in previous roles Capacity and/or capability for progression after further potential has been released Capacity and/or ability for immediate advancement clear potential beyond current role Novice new in company/role. Test in role. Has potential to improve performance Developer may have potential to do more through lateral move/bigger responsibility. Needs to be tested to ensure capability is maximized High performer, ready for additional challenge. Potential to perform in another role at same level (transferable skills) Risk performance issuesHighly valued possibly a specialist High performer, hard to replace possibly a specialist High Medium Low Below Target On TargetAbove Target Potential Performance Figure 5–4 An example of a 9-Box Grid 5–13

14. Methods for Identifying Qualified Candidates (Cont’d)  Inventory Management Talent  Assessment Centre Copyright © 2011 by Nelson Education Ltd. 5–14

15. The Job Search  Maximizers  Satisfiers  Validators Copyright © 2011 by Nelson Education Ltd. 5–15

16. The Goal: Matching Individual and Organizational Needs Individual and Organizational Goals The Employee’s Role The Organization’s Role Career Management Copyright © 2011 by Nelson Education Ltd. 5–16

17. The Individual’s Role  Accept responsibility for your career  Seek information  Set goals  Develop a career plan Copyright © 2011 by Nelson Education Ltd. 5–17

18. The Organization’s Role: Establishing a Favourable Career Development Climate  Management Participation  Setting Goals  Changing HR Policies  Announcing the Program Copyright © 2011 by Nelson Education Ltd. 5–18

19. Figure 5–5 Balancing Individual and Organizational Needs Copyright © 2011 by Nelson Education Ltd. 5–19

20. Identifying Career Opportunities and Requirements  Competency Analysis  Job Progressions  Career Paths Copyright © 2011 by Nelson Education Ltd. 5–20

21. Figure 5–6 Typical Line of Advancement in HR Management Copyright © 2011 by Nelson Education Ltd..5–21

22. Recognize Lots of Possibilities  Promotion  Transfer Copyright © 2011 by Nelson Education Ltd. 5–22

23. Career Change Organizational Assistance  Relocation services  Outplacement services Copyright © 2011 by Nelson Education Ltd. 5–23

24. Alternative Career Moves Copyright © 2011 by Nelson Education Ltd. 5–24

25. Figure 5–7 Human Capital Profiles for Two Different Careers Source: Scott Snell, Cornell University Copyright © 2011 by Nelson Education Ltd. 5–25

26. Figure 5–8 Stages of Career Development Stage 5: Late Career (ages 55–retirement): Remain productive in work, maintain self-esteem, prepare for effective retirement. Stage 4: Midcareer (ages 40–55): Reappraise early career and early adulthood goals, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive. Stage 3: Early Career (ages 25–40): Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals. Stage 2: Organizational Entry (ages 18–25): Obtain job offer(s) from desired organization(s), select appropriate job based on complete and accurate information. Stage 1: Preparation for Work (ages 0–25): Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education. Copyright © 2011 by Nelson Education Ltd. 5–26

27. The Plateauing Trap  Career Plateau.  Types of Plateaus Copyright © 2011 by Nelson Education Ltd. 5–27

28. Career Development Initiatives  Career Planning Workbooks  Career Planning Workshops  Career Counseling Copyright © 2011 by Nelson Education Ltd. 5–28

29. Determining Individual Development Needs  Fast-track Program  Career Self-Management Training Copyright © 2011 by Nelson Education Ltd. 5–29

30.  Mentors  Executives who coach, advise, and encourage individuals of lesser rank.  Mentoring functions  E-mentoring Copyright © 2011 by Nelson Education Ltd. Determining Individual Development Needs 5–30

31. Developing a Diverse Talent Pool  Recruitment of Women  Recruitment of Minorities Copyright © 2011 by Nelson Education Ltd. 5–31

32. Recruitment and Development of Women  The “Glass Ceiling”  Eliminating Women’s Barriers to Advancement Copyright © 2011 by Nelson Education Ltd. 5–32

33. Glass-Ceiling Audits  Glass ceiling audit factors: Copyright © 2011 by Nelson Education Ltd. 5–33

34. Advancement of Minorities to Management  Career development for minorities is advanced by: Copyright © 2011 by Nelson Education Ltd. 5–34

35. Other Important Talent Concerns  Recruitment of Older People Copyright © 2011 by Nelson Education Ltd. 5–35

36. Dual-Career Couples  Dual-Career Partnerships  Couples in which both members follow their own careers and actively support each other’s career development. Copyright © 2011 by Nelson Education Ltd. 5–36

37. Appendix: Personal Career Development  Choosing a career  Use of available resources Copyright © 2011 by Nelson Education Ltd. 5–37

38. Figure 5.A2 Twelve Steps for Starting a New Business Source: From Business in a Changing World, 3 rd Edition, by W. Cunningham, R. Aldag, and S. Block: 139 copyright 1993. Reprinted with permission of South- Western, a division of Cengage Learning: http://www.cengage.com/permissions Copyright © 2011 by Nelson Education Ltd. 5–38

39. Careers in Perspective  Off the job interests  Balancing  Planning for retirement Copyright © 2011 by Nelson Education Ltd. 5–39