© 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.

© 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. Expanding the Talent Pool: Recruitment and Careers 1–1 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. 2 of 36 © 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. 2 of 35 Strategic Aspects of Recruiting Decisions about talent—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’sThe 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 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. 3 of 36 © 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. 3 of 35 Who Should Do the Recruiting? HR recruiters or generalist (large firms)HR recruiters or generalist (large firms) Managers and/or Supervisors (smaller firms)Managers and/or Supervisors (smaller firms) Work Teams, orWork Teams, or Recruiting Process Outsourcing (RPO)Recruiting Process Outsourcing (RPO)  The practice of outsourcing an organization’s recruiting function to an outside firm.  Staff One Staff One

© 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. 4 of 36 © 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. 4 of 35 Global Labor Markets Why Recruit Globally?Why Recruit Globally?  To develop better products via a global workforce  To attract the best talent wherever it may be International Recruiting IssuesInternational Recruiting Issues  Local, national, and international laws  Different labor costs  Different pre-employment and compensation practices  Cultural differences  Security  Visas and work permits

© 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. 5 of 36 © 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. 5 of 35 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 can 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.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 can 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.There are Advantages and Disadvantages to both.

© 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. 6 of 36 © 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. 6 of 35 Labor Markets Labor MarketLabor 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: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 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. 7 of 36 © 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. 7 of 35 Recruiting Internally Internal Job PostingsInternal Job Postings Identifying Talent through Performance AppraisalsIdentifying Talent through Performance Appraisals Skills Inventories and Replacement ChartsSkills Inventories and Replacement Charts

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© 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. 9 of 36 © 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. 9 of 35 Warning Signs of a Weak Talent “Bench”

© 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. 10 of 36 © 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. 10 of 35 Recruiting Externally AdvertisementsAdvertisements Walk-Ins and Unsolicited Applications and RésumésWalk-Ins and Unsolicited Applications and Résumés The Internet, Social Networking, and Mobile RecruitingThe Internet, Social Networking, and Mobile Recruiting Job FairsJob Fairs Employee ReferralsEmployee Referrals Re-recruitingRe-recruiting Executive Search FirmsExecutive Search Firms Educational InstitutionsEducational Institutions

© 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. 12 of 36 © 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. 12 of 35 Recruiting Externally (cont.) Professional AssociationsProfessional Associations Labor UnionsLabor Unions Public Employment AgenciesPublic Employment Agencies Private Employment and Temporary AgenciesPrivate Employment and Temporary Agencies Employee LeasingEmployee Leasing

© 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. 13 of 36 © 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. 13 of 35 Major Temporary Help Agencies in the United States

© 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. 14 of 36 © 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. 14 of 35 Improving the Effectiveness of Recruiting Using Realistic Job PreviewsUsing Realistic Job Previews SurveysSurveys Recruiting MetricsRecruiting Metrics Effectiveness of Recruitment Realistic Job Previews Surveys Recruiting Metrics

© 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. 15 of 36 © 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. 15 of 35 Recruiting Metrics Quality of Fill StatisticsQuality of Fill Statistics Quality of Hire = (PR + HP + HR) / NQuality 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 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. 16 of 36 © 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. 16 of 35 Recruiting Metrics (cont.) Example: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 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. 17 of 36 © 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. 17 of 35 Recruiting Metrics (cont.) Time to FillTime 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 RatiosYield Ratios  The percentage of applicants from a recruitment source that make it to the next stage selection process

© 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. 18 of 36 © 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. 18 of 35 Time-to-Fill Calculations

© 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. 19 of 36 © 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. 19 of 35 Cost of Recruitment (per employee hired)Cost of Recruitment (per employee hired) Costs of Recruitment 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

© 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. 20 of 36 © 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. 20 of 35 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-2013/3http://money.usnews.com/money/careers/slidesh ows/25-career-mistakes-to-banish-for-2013/3http://money.usnews.com/money/careers/slidesh ows/25-career-mistakes-to-banish-for-2013/3http://money.usnews.com/money/careers/slidesh ows/25-career-mistakes-to-banish-for-2013/3

© 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. 21 of 36 © 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. 21 of 35 Career Management: Developing Talent over Time

© 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. 22 of 36 © 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. 22 of 35 Blending the Goals of Individual Employees with the Goals of the Organization

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© 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. 25 of 36 © 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. 25 of 35 Recognize Different Career Paths PromotionPromotion  A change of assignment to a job at a higher level in the organization TransferTransfer  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 EmployeesConsider Dual Career Paths for Employees Consider the Boundaryless CareerConsider the Boundaryless Career Help Employees Progress beyond Career PlateausHelp Employees Progress beyond Career Plateaus

© 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. 26 of 36 © 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. 26 of 35 Human Capital Profiles for Two Different Careers

© 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. 27 of 36 © 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. 27 of 35 Successful Career-Management Practices Placing clear expectations on employees.Placing clear expectations on employees. Giving employees the opportunity for transfer.Giving employees the opportunity for transfer. Providing a clear and thorough succession planProviding a clear and thorough succession plan Encouraging performance through rewards and recognition.Encouraging performance through rewards and recognition. Giving employees the time and resources they need to consider short- and long-term career goals.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.Encouraging employees to continually assess their skills and career direction.

© 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. 28 of 36 © 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. 28 of 35 Successful Career-Management Practices (cont.) Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development.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.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.Lack of career opportunities and pathways within the organization for employees.

© 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. 29 of 36 © 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. 29 of 35 Career Plateau Questions

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© 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. 32 of 36 © 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. 32 of 35 Developing a Diverse Talent Pool Recruiting and Developing WomenRecruiting and Developing Women Eliminating Women’s Barriers to AdvancementEliminating Women’s Barriers to Advancement  Advancing Women to Management  Accommodating Families Recruiting and Developing MinoritiesRecruiting and Developing Minorities Providing Minority InternshipsProviding Minority Internships Advancing Minorities to ManagementAdvancing Minorities to 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. 33 of 36 © 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. 33 of 35 Other Important Talent Concerns Recruiting the DisabledRecruiting the Disabled Employing the Older WorkforceEmploying the Older Workforce Employing Dual Career CouplesEmploying Dual Career Couples

© 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. 34 of 36 © 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. 34 of 35 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 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. Expanding the Talent Pool: Recruitment and Careers 1–37 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. 38 of 36 © 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. 38 of 35 Recruiting Yield Pyramid 16% ● ● ● ● ● ● 75% ● ● ● ● 67% ● ● ● 50% ● ● ●

© 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. 39 of 36 © 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. 39 of 35 Internal Sources of Candidates 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 Failed applicants become discontented Time wasted interviewing inside candidates who will not be considered Inbreeding strengthens tendency to maintain the status quo AdvantagesDisadvantages

© 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. 40 of 36 © 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. 40 of 35 Finding Internal Candidates Posting open job positions Rehiring former employees Hiring-from-Within Tasks Succession planning (HRIS)

Sample Job Posting at Xerox

© 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. 42 of 36 © 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. 42 of 35 Outside Sources of Candidates 12 345 Advertising Recruiting via the Internet Employment Agencies Temp Agencies and Alternative Staffing Offshoring/Outsourcing 67 89 On Demand Recruiting Services (ODRS) Executive Recruiters College Recruiting Referrals and Walk-ins Locating Outside Candidates

© 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. 43 of 36 © 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. 43 of 35 Some Top Online Recruiting Job Boards

© 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. 44 of 36 © 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. 44 of 35 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 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. 45 of 36 © 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. 45 of 35 Ineffective and Effective Web Ads

© 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. 46 of 36 © 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. 46 of 35 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 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. 47 of 36 © 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. 47 of 35 Help Wanted Ad that Draws Attention

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1–51

© 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. 52 of 36 © 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. 52 of 35 Recruiting a CEO for Ben & Jerry’s

© 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. 53 of 36 © 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. 53 of 35 Employment Agencies Public agencies Private agencies Types of Employment Agencies Nonprofit agencies

© 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. 54 of 36 © 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. 54 of 35 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 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. 55 of 36 © 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. 55 of 35 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 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. 56 of 36 © 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. 56 of 35 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 long- term 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 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. 57 of 36 © 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. 57 of 35 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 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. 58 of 36 © 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. 58 of 35 Working with a Temp Agency Time sheets. The time sheet is a verification of hours worked and 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 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. 59 of 36 © 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. 59 of 35 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 full- time labor market. Anger toward the corporate world and its values; expressed as alienation and disenchantment.

© 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. 60 of 36 © 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. 60 of 35 Ten Things Managers Should Avoid When Supervising Temporary Employees 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. Do Not:

© 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. 61 of 36 © 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. 61 of 35 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 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. 62 of 36 © 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. 62 of 35 College Recruiting On-campus recruiting goals –To determine if the candidate is worthy of further consideration –To attract good candidates On-site visits –Invitation letters –Assigned hosts –Information packages –Planned interviews –Timely employment offer –Follow-up Internships

© 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. 63 of 36 © 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. 63 of 35 Job Fairs from a Candidate’s Perspective SE students sometimes not happy with campus job fairSE students sometimes not happy with campus job fair Louisiana Tech U. → Grambling State U.Louisiana Tech U. → Grambling State U. 5–63

© 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. 64 of 36 © 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. 64 of 35 Sources of Outside Applicants Employee referrals Walk-ins Telecommuters Other Sources of Outside Applicants Military personnel

© 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. 65 of 36 © 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. 65 of 35 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 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. 66 of 36 © 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. 66 of 35 Relative Recruiting Source Effectiveness Based on New Hires

© 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. 67 of 36 © 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. 67 of 35 Improving the Effectiveness of Recruiting Using Realistic Job PreviewsUsing Realistic Job Previews SurveysSurveys Recruiting MetricsRecruiting Metrics Effectiveness of Recruitment Realistic Job Previews Surveys Recruiting Metrics

© 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. 68 of 36 © 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. 68 of 35 RJP: AutoZone

© 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. 69 of 36 © 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. 69 of 35 Recruitment Research Findings: Practical Applications for Managers Recruitment Research FindingPractical 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 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. 70 of 36 © 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. 70 of 35 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-2013/3http://money.usnews.com/money/careers/slidesh ows/25-career-mistakes-to-banish-for-2013/3http://money.usnews.com/money/careers/slidesh ows/25-career-mistakes-to-banish-for-2013/3http://money.usnews.com/money/careers/slidesh ows/25-career-mistakes-to-banish-for-2013/3

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© 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.

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Presentation on theme: "© 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."— Presentation transcript:

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