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Chapter

Chapter Notes


Department
Management (MGH)
Course Code
MGHB12H3
Professor
Sujay Vardhmane

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Chapter 5 – Expanding the Talent Pool: Recruitment and Careers
RECRUITING TALENT EXTERNALLY
OUTSIDE SOURCES FOR RECRUITMENT
Advertisements
Unsolicited applications and resumes
Internet recruiting
Employee referrals
oThere are several ways to increase the effectiveness of employee referral
programs:
Up the ante – companies pay high commissions to employment
agencies and search firms. So why not do the same thing with
employees when they provide a good referral
Pay for performance – some firms save part of the referral bonus
until the new hire has stayed for six months
Tailor the program – companies tpyicall need more of certain types
of skills than others, part of a good referral program is educating
employees about the kinds of people the org wants to hire.
Increase visibility – one of the best ways to publicizie a referral
program is to celebrate successes. Some companies use novel
approaches such as job of the month. The idea is to keep everyone
thinking about bringing in good people
Keep the data – even if one of the applicants from before don’t get the
job this time, they might still be valuable in the future
Rethink your taboos – in a tight loabur market, it is a good idea to
broaden the search
Widen the program
Measure results
oNepotism - a preference for hiring relatives of current employees
Executive Search Firms
Educational institutions – Universities
Labour Unions
Public Employment agencies
Private employment and temporary agencies
THE GLOBAL LABOUR MARKET
IMPROVING THE EFFECTIVENESS OF EXTERNAL RECRUITMENT
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Chapter 5 – Expanding the Talent Pool: Recruitment and Careers
Yield ratio – the percentage of applicants from a recruitment source that make it to
the next stage of the selection process
Cost of Recruitment
Organizational Recruiters
Realistic Job Previews
oThis means to inform applicants about all aspects of the job, including both
its desirable and undesirable facets
RECRUITING TALENT INTERNALLY
ADVANTAGES AND LIMITATIONS OF RECRUITING FROM WITHIN
Pros:
accurate assemesnt of applicant’s skill
employees see that competence is rewarded – enhancing commitment, morale and
performance
already with firm – committed to goals, less likely to leave
already oriented – possibily good networks in firm
lower recruitment costs
Cons:
if don’t get job become discontented
wasting time interviewing all internal candidates when they already have made up
their mind
employees may be less accepting of a boss appointed from their ranks
possibility of inbreeding – noting in fresh ideas
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Chapter 5 – Expanding the Talent Pool: Recruitment and Careers
METHODS OF IDENTIFYING QUALIFIED CANDIDATES
Inventorying Management Talent
JOB posting and bidding
oThis is the posting vacancy notices and maintain lists of employees looking for
upgraded positions
Identifying Talent through Performance Appraisals
o9 box grid – a comparative diagram that includes appraisal and assessment
data to allow managers to easily see an employee’s actual and potential
performance
Using Assessment Centres
oAssessment Centre – a process by which individuals are evaluated as they
participated in a series of situations that resemble what they might be called
onto handle on the job.
The centres use a variety of methods, including in basket exercises,
leaderless group discussions, and other approaches:
β€’In basket exercises – simulate a problem situation
β€’Leadless group discussion – this evaluates them on their
initiative, leadership skills, and ability to work effectively in a
group setting
β€’Role Playing
β€’Behavioural interviews

CAREER MANAGEMENT: DEVELOPING TALENT
OVER TIME
β€’Decisions about talent need to be considered within the context of long-term
priorities of the business and the employees
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