1. Gary Dessler Fundamentals of Human Resource Management 2e

2. Recruiting and Talent Management Chapter 4 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 4-2

3. When you finish studying this chapter, you should be able to: 1. Explain the talent management process. 2. Describe the basic methods of collecting job analysis information. 3. Outline and briefly discuss each step in the recruitment and selection process. 4. Explain the process of forecasting personnel requirements. 5. Compare eight methods for recruiting job candidates. 6. Explain how to use application forms to predict job performance. 4-3 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

4. What Is Talent Management?  Talent management ∟ The end-to-end process of planning, recruiting, developing, managing, and compensating employees throughout an organization 4-4 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

5. What Is Talent Management? 1. Talent management is goal-directed. 2. Viewing talent management tasks as parts of a single process helps ensure that managers consciously think through and focus on all the tasks required for managing the company’s talent. 3. You should consistently use the same profile of competencies, traits, knowledge, and experience for formulating recruitment plans that you use for making selection, training, appraisal, and payment decisions for an employee. 4-5 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

6. What Is Talent Management? (cont.) 4. Employers actively manage their employees’ recruitment, selection, development, and rewards. 5. The process should integrate the underlying talent management activities such as workforce planning, recruiting, developing, and compensating employees. 4-6 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

7. Building Blocks of the Talent Management Process: Figure 4.1 4-7 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

8. Talentmanagement101.com  Talent Management Solutions’ talent management suite includes e-recruiting software, employee performance management, a learning management system, and compensation management. 4-8 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

9. What is Job Analysis?  Job analysis ∟ Procedure through which you determine the duties of jobs and the characteristics of the people who should perform them 4-9 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

10. Methods of Collecting Job Analysis Information 4-10 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice HallInterviewsQuestionnaires Observation Participant Diary/Logs

11. Interviews  Most widely used method  Lets workers report activities and behavior that might not otherwise surface  Major problem is distortion of information 4-11 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

12. Typical Interview Questions  What is the job being performed?  What are the major duties of your position?  What exactly do you do?  What activities do you participate in? 4-12 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

13. Questionnaires  Some questionnaires are structured checklists: ∟ They present employees with an inventory of perhaps hundreds of specific tasks. ∟ Each employee must indicate whether he or she performs each task and, if so, how much time is spent on it. 4-13 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

14. Observation  Useful when jobs consist mainly of observable physical activity 4-14 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

15. Participant/Diary Logs  Workers keep a diary/log or list of what they do during the day.  Workers record ever activity they perform, along with the time spent performing it, in a log.  Can produce a very complete picture of the job. 4-15 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

16. Using the Internet  The human resource department distributes standardized job analysis questionnaires to employees, with instructions to complete the forms and return them by a particular date. 4-16 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

17. Expediting the Job Analysis Process 1. Greet participants and conduct very brief introductions. 2. Briefly explain the job analysis process and the participants’ roles in this process. 3. Spend about 15 minutes determining the scope of the job you’re about to analyze by coming to an agreement on a basic summary of the job. 4-17 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

18. Writing Job Descriptions  Job description ∟ Written statement of what the jobholder does, how he or she does it, and under what conditions the job is performed 4-18 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

19. Expediting the Job Analysis Process (cont.) 4. Identify the job’s broad functional or duty areas, such as “administrative” and “supervisory.” 5. Identify tasks within each duty area using a flip chart or collaboration software. 6. Print the task list and get the group to sign off on it. 4-19 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

20. Sample Job Description, Pearson Education: Figure 4.2 4-20 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

21. Writing Job Descriptions  Job identification section ∟ Contains the job title  Job summary ∟ Describes the general nature of the job, listing only its major functions or activities  Relationships statement ∟ Shows the jobholder’s relationships with others inside and outside the organization 4-21 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

22. Writing Job Descriptions (cont.)  Responsibilities and Duties ∟ Lists and describes each of the job’s major duties  Authority ∟ Defines the limits of the jobholder’s authority 4-22 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

23. Writing Job Descriptions (cont.)  Standards of performance ∟ States the standards the employee is expected to achieve in each of the job description’s main duties and responsibilities  Working conditions and physical environment ∟ Can include noise level, hazardous conditions, heat, and other conditions 4-23 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

24. Internet-Based Job Descriptions  Search by alphabetical title, keyword, or industry to find the desired job title.  Choose from a number of possible desirable competencies and experience levels.  The U.S. Department of Labor’s Occupational Information Network, or O*NET, is an invaluable free resource.O*NET 4-24 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

25. O*Net Online 4-25 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

26. O*Net Job Description: Figure 4.3 4-26 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

27. Writing Job Descriptions that Comply with the ADA  Many ADA lawsuits revolve around the question, “What are the essential functions of the job?”  Essential job functions ∟ Job duties that employees must be able to perform, either with or without reasonable accommodation 4-27 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

28. 4-28 Writing Job Specifications  The job specification answers the question, “What human traits and experience are required to do this job well?”  Shows what kind of person to recruit and the qualities for which that person should be tested.

29. Writing Job Specifications  Placing trained employees is not too difficult in most cases because the past can usually predict the future.  The difficulty arises when placing untrained employees without job specifications that identify those personal traits that predict which candidate would do well in the job.  O*NET job specifications can provide information for both trained and untrained personnel. 4-29 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

30. Competency-Based Job Analysis  Competencies ∟ A worker’s observable and measurable behaviors that make performance possible 4-30 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

31. Competency-based Job Analysis (cont.)  Competency-based job analysis ∟ Describes the job in terms of measurable, observable, behavioral competencies that an employee must exhibit to do the job well ∟ Worker-focused 4-31 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

32. Example of Competency Model for Human Resource Manger: Figure 4.4 4-32 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

33. Competency-based Job Analysis (cont.)  At BP’s exploration division, the need for more efficient, faster-acting, flatter organizations and more empowered employees inspired management to replace job descriptions.  They created skills matrices for various jobs within two groups of employees: those on a management track and those whose aims lay elsewhere. 4-33 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

34. The Skills Matrix for One Job at BP 4-34 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

35. Workforce Planning and Forecasting  Workforce (or employment or personnel) planning ∟ The process of deciding what positions the firm will have to fill and how to fill them ∟ Embraces all future positions, from maintenance clerk to CEO 4-35 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

36. Strategy and Workforce Planning  The heart of personnel planning involves thinking through the skills and competencies the firm needs to execute its overall strategy. 4-36 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

37. Steps in Linking the Employer’s Strategy to Plans 4-37 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

38. How to Forecast Personnel Needs  Forecast revenues first  Estimate the size of the staff required to achieve this volume 4-38 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

39. How to Forecast Personnel Needs Trend analysis  Studying your firm’s employment levels over the past five years to predict future needs Ratio analysis  Making forecasts based on the ratio between some causal factor and the number of employees required 4-39 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

40. How to Forecast Personnel Needs (cont.) Scatter plot  A graphical method used to help identify the relationship between two variables 4-40 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

41. Scatter Plot 4-41 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

42. Managerial Judgment 1. Projected turnover 2. Quality and skills needed 3. Strategic decisions to upgrade the quality of products or enter new markets 4. Technological and other changes resulting in increased productivity 5. Financial resources available 4-42 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

43. Forecasting the Supply of Outside Candidates  May require forecasting general economic conditions, local market conditions, and occupational market conditions 4-43 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

44. Forecasting the Supply of Inside Candidates  Qualifications inventories ∟ Manual or computerized records listing employees’ education, career and development interests, languages, special skills, and so on to be used in identifying inside candidates for promotion 4-44 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

45. Forecasting the Supply of Inside Candidates (cont.)  Personnel replacement charts ∟ Company records showing present performance and promotability of inside candidates for the firm’s most important positions 4-45 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

46. Management Replacement Chart 4-46 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

47. Forecasting the Supply of Inside Candidates (cont.)  Computerized information systems ∟ A web–based survey in which employees describe their background and experience ∟ Also maintains records of performance appraisals 4-47 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

48. Succession Planning  Succession planning ∟ The process of ensuring a suitable supply of successors for current and future key jobs arising from business strategy ∟ Careers of individuals can be planned and managed to optimize the organization’s needs and the individuals’ aspirations 4-48 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

49. Succession Planning (cont.)  Analysis of demand for managers  Audit of existing executives  Planning of individual career paths  Accelerated promotions  Performance-related training and development  Planning strategic retirement 4-49 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

50. Recruiting Job Candidates  The more applicants, the more selective you can be  Should make sense in terms of company’s strategy  Some methods are superior to others 4-50 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

51. Internal Sources of Candidates  Job posting ∟ Posting the open job and listing its attributes, such as qualifications, supervisor, working schedule, and pay rate 4-51 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

52. Recruiting via the Internet 4-52 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Home pages Job boards Dot-jobs domain Virtual job fairs

53. Some Top Online Recruiting Job Boards: Figure 4.9 4-53 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

54. Applicant Tracking Systems  Applicant tracking systems ∟ Software systems that help employers screen and keep track of their applicants by performing various services such as collecting application information, prescreening applicants, scheduling interviews, and letting employers do searches (such as by skill) easily to match candidates with positions 4-54 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

55. Example: Taleo.com 4-55 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

56. Application Service Providers  Application service provider ∟ An online vendor that uses its own servers and systems to manage tasks for employers, such as recruitment or training ∟ During recruitment process, compiles application information, prescreens applicants, and helps the employer rank applicants and set interview appointments 4-56 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

57. Advertising as a Source of Candidates  The local newspaper or the web is usually the best source of blue-collar, clerical, and lower- level administrative employees.  For professionals, you can advertise in trade and professional journals. 4-57 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

58. Constructing the Ad 4-58 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice HallAttentionInterest Desire Action

59. Help Wanted Ad that Draws Attention: Figure 4.10 4-59 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

60. Employment Agencies as a Source of Candidates 1. Those operated by federal, state, or local governments 2. Those associated with nonprofit organizations 3. Those that are privately owned 4-60 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

61. Reasons to Use an Agency 1. Your firm found it difficult in the past to generate a pool of qualified applicants. 2. You must fill an opening quickly. 3. You want to attract a greater number of minority or female applicants. 4. You want to reach individuals who are currently employed and therefore might feel more comfortable dealing with employment agencies than directly with competitors. 4-61 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

62. Employment Agencies as a Source of Candidates (cont.) Temporary workers:  Part-time or just-in-time workers  Usually aren’t paid any benefits  Let employers readily expand and contract according to changes in demand Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 4-62

63. Alternative Staffing  Non-traditional recruitment sources  In-house temporary employees  Contract technical employees 4-63 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

64. Executive Recruiters as a Source of Candidates  Executive recruiters ∟ Special employment agencies retained by employers to seek out top-management talent for their clients ∟ Also called headhunters 4-64 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

65. Internships  Internships allow interns to hone business skills and check out potential employers.  Employers can evaluate interns as possible full-time employees. 4-65 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

66. Referrals as a Source of Candidates  Current employees usually provide accurate information about the job applicants they are referring.  New employees may have a more realistic picture of what working in the firm is really like.  This may result in higher-quality candidates. 4-66 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

67. Walk-ins as a Source of Candidates  Walk-ins ∟ Direct applications made at your place of business ∟ Major source of applicants, especially for hourly positions 4-67 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

68. Outsourcing and Offshoring Outsourcing  Having outside vendors supply services that the company’s own employees previously did in house Offshoring  Having outside vendors abroad supply services that the company’s own employees previously did in house 4-68 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

69. Other Recruiting Sources 4-69 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Customers as candidates Telecommuters Military personnel

70. Relative Recruiting Source Effectiveness Based on New Hires: Figure 4.11 4-70 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

71. Summary of Current Recruitment Practices 4-71 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

72. Older Workers as a Source of Candidates  Because of recessions, buyouts, and early retirement incentives, many workers have retired early and are ready and willing to reenter the job market.  To recruit these employees: ∟ Develop flexible work options ∟ Offer flexible benefit plans 4-72 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

73. Recruiting a More Diverse Workforce 4-73 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Single Parents Minorities and Women Disabled

74. Purpose of Application Forms  Application form ∟ A good way to quickly collect verifiable historical data from the candidate ∟ Includes information about such areas as education, prior work history, and hobbies 4-74 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

75. FBI Employment Application: Figure 4.12 4-75 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

76. Copyright 4-76 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall