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

2. 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

3. 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

4. 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

5. 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)

6. 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

7. 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

8. 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

9. 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

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

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

12. 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

13. Marketing Career Path As you manage your career path, remember:
Expect to stay in your current role for 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

14. Marketing Career Path Guide
Getting Started
$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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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.

23. 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)

24. External Recruiting Sources

25. 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

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

27. 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”

28. 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

29. 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.

30. 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

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

32. 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

33. 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

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

35. Getting the most from LinkedIn
Complete a detailed professional profile loaded with relevant keywords, even if you’ve got a job.
Use a professional 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