1. PowerPoint Presentation by Charlie Cook The University of West Alabama 5 © 2010 South-Western, a part of Cengage Learning All rights reserved.

2. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–2 Recruiting Talent Externally 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)

3. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–3 1 Marriott’s Recruitment Principles #1: Get It Right the First Time #2: Money Is a Big Thing, But... #3: A Caring Workplace Is a Bottom-Line Issue #4: Promote from Within #5: Build the Employment Brand

4. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–4 Outside Sources of Recruitment AdvertisementsAdvertisements Unsolicited applications and resumesUnsolicited applications and resumes Internet recruitingInternet recruiting Employee referralsEmployee referrals Executive search firmsExecutive search firms Educational institutionsEducational institutions Professional associationsProfessional associations Labor unionsLabor unions Public employment agenciesPublic employment agencies Private and temporary employment agenciesPrivate and temporary employment agencies Employee leasingEmployee leasing

5. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–5 Increasing the Effectiveness of Employee Referrals Up the ante.Up the ante. Pay for performance.Pay for performance. Tailor the program.Tailor the program. Increase visibility.Increase visibility. Keep the data.Keep the data. Rethink your taboos.Rethink your taboos. Widen the program.Widen the program. Measure the results.Measure the results.

6. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–6 FIGURE 5.2 Largest Temporary Help Agencies in the United States

7. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–7 The Global Labor Market 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 preemployment and compensation practices  Cultural differences  Security  Visas and work permits

8. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–8 External Recruitment Improving the Effectiveness of External Recruitment Realistic Job Previews Calculate Yield Ratios Training Recruiters

9. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–9 External Recruitment Considerations Yield RatioYield 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)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

10. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–10 External Recruitment Considerations (cont’d) Sources of Organizational RecruitersSources of Organizational Recruiters  Professional HR recruiters  HR generalists  Work team members Requirements for Effective RecruitersRequirements 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

11. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–11 Improving the Effectiveness of External Recruitment (cont’d) Realistic Job Previews (RJP)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

12. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–12 FIGURE 5.3 Warning Signs of a Weak Talent “Bench” 1.It takes a long time to fill key positions. 2.Key positions can be filled only by hiring from the outside. 3.Vacancies in key positions cannot be filled with confidence in the abilities of those chosen for them. 4.Replacements for positions often are unsuccessful in performing their new duties. 5.Promotions are made on the basis of whim, favoritism, or nepotism.

13. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–13 Recruiting Talent Internally Advantages of a promotion-from-within policy: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.

14. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–14 Recruiting Talent Internally (cont’d) Disadvantages of a promotion-from-within policy:Disadvantages 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.

15. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–15 Methods for Identifying Qualified Candidates Inventorying Management TalentInventorying Management Talent  Information systems containing skills inventories of employees that can be used:  To screen candidates for an internal job opening  To predict career paths  To support succession planning Job Posting and BiddingJob Posting and Bidding  Posting vacancy notices and maintaining lists of employees looking for upgraded positions.

16. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–16 Identifying Talent through Performance Appraisals Managers are concerned about the actual current performance and potential performance of employees.Managers are concerned about the actual current performance and potential performance of employees. 9-box Grid9-box Grid  A comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee’s actual and potential performance.

17. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–17 FIGURE 5.4 An Example of a 9-Box Grid

18. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–18 Using Assessment Centers Assessment CenterAssessment Center  A process by which individuals are evaluated as they participate in a series of situations that resemble what they might be called on to handle on the job.  In-basket exercises  Leaderless group discussions  Role playing  Behavioral interviews

19. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–19 The Career Management Goal: Matching Individual and Organizational Needs Individual and Organizational Goals The Employee’s Role The Organization’s Role Career Management

20. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–20 Identifying Career Opportunities and Requirements Competency AnalysisCompetency Analysis  Measures three basic competencies for each job: know-how, problem solving, and accountability. Job ProgressionsJob 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 PathsCareer Paths  Lines of advancement in an occupational field within an organization.

21. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–21 FIGURE 5.7 Typical Line of Advancement in HR Management

22. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–22 2 Career Path of Jeffrey Immelt, CEO, General Electric 1982Enters GE’s Commercial Leadership Program 1983Manager of Business Development/GTX Product Management, GE Plastics 1984Manager of Dallas District Sales, GE Plastics 1986General Manager of Western Region Sales, GE Plastics 1987General Manager of New Business Development and Marketing Development, GE Plastics 1989Vice President of Consumer Service, GE Appliances 1991Vice President of Worldwide Marketing and Product Management, GE Appliances 1992Vice President of Commercial Division, GE Plastics Americas 1993Vice President and General Manager, GE Plastics Americas 1997President and CEO, GE Medical Systems 2000President, GE 2001CEO, GE

23. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–23 Recognize Lots of Possibilities PromotionPromotion  A change of assignment to a job at a higher level in the organization.  Principal criteria for determining promotions are merit, seniority, and potential. TransferTransfer  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.

24. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–24 Alternative Career Moves Exit Demotion Transfer Career Moves Promotion

25. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–25 Career Change Organizational Assistance Relocation servicesRelocation 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 servicesOutplacement services  Services provided by organizations to help terminated employees find a new job.

26. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–26 FIGURE 5.9 Stages of Career Development

27. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–27 The Plateauing Trap Career PlateauCareer Plateau  Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low. Types of PlateausTypes of Plateaus  Structural plateau: end of advancement  Content plateau: lack of challenge  Life plateau: crisis of personal identity

28. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–28 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.

29. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–29 Internal Barriers to Career Advancement 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.

30. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–30 Career Development Initiatives: Developing Talent over Time Career Planning WorkbooksCareer Planning Workbooks  Stimulate thinking about careers, strengths/limitations, development needs Career Planning WorkshopsCareer Planning Workshops  Discuss and compare attitudes, concerns, plans Career CounselingCareer Counseling  Discuss job, career interests, goals

31. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–31 Determining Individual Development Needs Fast-track ProgramFast-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 TrainingCareer Self-Management Training  Helping employees learn to continuously gather feedback and information about their careers.  Encouraging them to prepare for mobility.

32. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–32 Mentoring MentorsMentors  Executives who coach, advise, and encourage individuals of lesser rank. Mentoring functionsMentoring functions  Functions concerned with the career advancement and psychological aspects of the person being mentored. E-mentoringE-mentoring  Brings experienced business professionals together with individuals needing counseling.

33. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–33 FIGURE 5.12 Mentoring Functions

34. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–34 Forming a Mentoring Relationship 1.Research the mentor’s background. 2.Make contact with the mentor. 3.Request help on a particular matter. 4.Consider what you can offer in exchange. 5.Arrange a meeting. 6.Follow up. 7.Ask to meet on an ongoing basis.

35. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–35 Career Networking Contacts Your college alumni association or career office networking listsYour college alumni association or career office networking lists Your own extended familyYour own extended family Your friends’ parents and other family membersYour friends’ parents and other family members Your professors, advisors, coaches, tutors, clergyYour professors, advisors, coaches, tutors, clergy Your former bosses and your friends’ and family members’ bossesYour former bosses and your friends’ and family members’ bosses Members of clubs, religious groups, and other organizations to which you belongMembers of clubs, religious groups, and other organizations to which you belong All of the organizations near where you live or go to schoolAll of the organizations near where you live or go to school

36. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–36 Developing a Diverse Talent Pool Recruiting and Developing WomenRecruiting and Developing Women  Growth of women in the workplace  Increase in females in management roles  Stereotyping and gender conflicts Recruitment of MinoritiesRecruitment of Minorities  Educational and societal disadvantages  Retention in organizations  Affirmative action

37. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–37 Recruitment and Development of Women The “Glass Ceiling”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 AdvancementEliminating 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

38. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–38 Recruiting and Developing of Minorities Career development for minorities is advanced by: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.

39. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–39 Other Important Talent Concerns Recruitment of the DisabledRecruitment 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 PeopleRecruitment of Older People  Increasingly returning to the workplace  Have valued knowledge, experience, flexibility and reliability as employees

40. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–40 Dual-Career Couples Dual-Career PartnershipsDual-Career Partnerships  Couples in which both members follow their own careers and actively support each other’s career development.  Flexible work schedules  Adaptive leave policies  Work-at-home  On-premises day care  Job sharing

41. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–41 assessment center career counseling career networking career paths career plateau dual career partnerships employee leasing fast-track program job posting and bidding job progressions mentors nepotism 9-box grid outplacement services promotion realistic job preview (RJP) relocation services transfer yield ratio

42. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–42 FIGURE 5.A1

43. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–43 FIGURE 5.A2 Twelve Steps for Starting a New Business