Managing Human Resources 15e.

Human Resource Planning and Recruitment11

Principles of Human Resource Management16 e

Bohlander | Snell 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. 2013 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. 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.# of 36 2013 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.# of 351Chapter ObjectivesAfter studying this chapter, you should be able toDescribe how a firms strategy affects its recruiting efforts.

Outline the methods by which firms recruit internally.

Outline the methods by which firms recruit externally.

Explain the techniques organizations can use to improve their recruiting efforts.

Explain how career management programs integrate the needs ofindividual employees and their organizations.

Explain why diverse recruitment and career development activities are important to companies.

LEARNING OUTCOME 1

LEARNING OUTCOME 2

LEARNING OUTCOME 3LEARNING OUTCOME 4LEARNING OUTCOME 5LEARNING OUTCOME 6 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.# of 36 2013 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.# of 352Strategic Aspects of RecruitingDecisions about talent regardless of whether they pertain to recruiting, transferring, promoting, developing, or deploying peopleneed to be considered within the context of a businesss strategies and priorities.The broad factors that can affect a firms recruiting strategy include a firms 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 firms 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.# of 36 2013 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.# of 353Who Should Do the Recruiting?HR recruiters or generalist (large firms)Managers and/or Supervisors (smaller firms)Work Teams, orRecruiting Process Outsourcing (RPO)The practice of outsourcing an organizations recruiting function to an outside 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.# of 36 2013 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.# of 354Global Labor MarketsWhy Recruit Globally?To develop better products via a global workforceTo attract the best talent wherever it may beInternational Recruiting IssuesLocal, national, and international lawsDifferent labor costsDifferent pre-employment and compensation practicesCultural differencesSecurityVisas 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.# of 36 2013 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.# of 355Should 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.

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.# of 36 2013 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.# of 356Labor MarketsLabor MarketArea from which applicants are to be recruited.Tight market: high employment, few available workersLoose market: low employment, many available workersFactors determining the relevant labor market:Skills and knowledge required for a jobLevel of compensation offered for a jobReluctance of job seekers to relocateEase of commuting to workplaceLocation 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.# of 36 2013 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.# of 357Recruiting InternallyInternal Job PostingsIdentifying Talent through Performance AppraisalsSkills Inventories and Replacement Charts 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.# of 36 2013 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.# of 358

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.# of 36 2013 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.# of 359Warning 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.# of 36 2013 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.# of 3510Recruiting ExternallyAdvertisementsWalk-Ins and Unsolicited Applications and RsumsThe Internet, Social Networking, and Mobile RecruitingJob FairsEmployee ReferralsRe-recruitingExecutive Search FirmsEducational 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.# of 36 2013 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.# of 3511

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.# of 36 2013 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.# of 3512Recruiting Externally (cont.)Professional AssociationsLabor UnionsPublic Employment AgenciesPrivate Employment and Temporary AgenciesEmployee 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.# of 36 2013 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.# of 3513Major 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.# of 36 2013 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.# of 3514Improving the Effectiveness of RecruitingUsing Realistic Job PreviewsSurveysRecruiting MetricsEffectiveness of RecruitmentRealistic Job PreviewsSurveysRecruiting 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.# of 36 2013 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.# of 3515Recruiting MetricsQuality of Fill StatisticsQuality of Hire = (PR + HP + HR) / NPR = Average job performance rating of new hiresHP = % of new hires reaching acceptable productivity with acceptable time frameHR = % of new hires retained after one yearN = 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.# of 36 2013 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.# of 3516Recruiting Metrics (cont.)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% HRN = 3Quality 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.# of 36 2013 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.# of 3517Recruiting Metrics (cont.)Time to Fillrefers to the number of days from when a job opening is approved to the date the person ultimately chosen for the job is selectedYield RatiosThe 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.# of 36 2013 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.# of 3518Time-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.# of 36 2013 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.# of 3519Cost of Recruitment (per employee hired)Costs of Recruitment

SC= source costAC= 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.# of 36 2013 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.# of 3520Career Management: DevelopingTalent 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.# of 36 2013 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.# of 3521Blending the Goals of Individual Employeeswith the Goals of the Organization

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.# of 36 2013 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.# of 3522Identify Job Progressions and Career Paths

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.# of 36 2013 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.# of 3523

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.# of 36 2013 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.# of 3524Recognize Different Career PathsPromotionA change of assignment to a job at a higher level in the organizationTransferPlacement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous jobConsider Dual Career Paths for EmployeesConsider the Boundaryless CareerHelp 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.# of 36 2013 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.# of 3525Human 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.# of 36 2013 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.# of 3526Successful Career-Management PracticesPlacing clear expectations on employees. Giving employees the opportunity for transfer.Providing a clear and thorough succession planEncouraging performance through rewards and recognition.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. 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.# of 36 2013 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.# of 3527Successful Career-Management Practices (cont.)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.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.# of 36 2013 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.# of 3528Career Plateau Questions

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.# of 36 2013 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.# of 3529

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.# of 36 2013 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.# of 3530Mentoring Functions

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.# of 36 2013 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.# of 3531Developing a Diverse Talent PoolRecruiting and Developing WomenEliminating Womens Barriers to AdvancementAdvancing Women to ManagementAccommodating FamiliesRecruiting and Developing MinoritiesProviding Minority InternshipsAdvancing 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.# of 36 2013 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.# of 3532Other Important Talent ConcernsRecruiting the DisabledEmploying the Older WorkforceEmploying 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.# of 36 2013 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.# of 3533Key Termsapplicant tracking systembrandingassessment centercareer counselingcareer networkingcareer pathscareer plateaudual career partnershipsemployee leasingemployee profilefast-track programglobal sourcinginternal labor marketjob progressions

mentorsnepotism9-box gridoutplacement servicespassive job seekerspromotionrecruiting process outsourcing (RPO)realistic job preview (RJP)relocation servicesrerecruitingsabbaticaltransferyield 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.# of 36 2013 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.# of 3534Chapter 5 - Learning Outcomes Learning Outcome StatementsRelated Outcomes from Body of the Text1Describe how a firms strategy affects its recruiting efforts.This section describes some of the major factors that can affect a firms recruiting. What other factors might play a role? Hint: Refer to Chapter 1.2Outline the methods by which firms recruit internally.Sometimes firms do not post internal openings for which anyone may apply. Instead, they select someone to promote. Why might a firm do this and what drawbacks could result?3Outline the methods by which firms recruit externally.If you were a small business owner, how would you go about attracting top external candidates to your firm?4Explain the techniques organizations can use to improve their recruiting efforts.If youre employed, ask your boss what methods he or she has most successfully used to recruit employees. Compare your findings with your classmates. Does the recruiting source seem to depend upon the type of job?

5Explain how career management programs integrate the needs of individual employees and their organizations.Why should both employees and their employers be concerned about career management programs?6Explain why diverse recruitment and career development activities are important to companies.How are the career challenges of minorities both similar to and different from those of women in your opinion? 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.# of 36 2013 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.# of 3535