Textbook Notes (378,302)
CA (167,125)
UTSC (19,207)
MGH (426)
MGHB12H3 (73)
Chapter 005

Human Resource Management - Chapter 005

8 Pages
251 Views

Department
Management (MGH)
Course Code
MGHB12H3
Professor
Joanna Heathcote

This preview shows pages 1-2 and half of page 3. Sign up to view the full 8 pages of the document.

Loved by over 2.2 million students

Over 90% improved by at least one letter grade.

Leah — University of Toronto

OneClass has been such a huge help in my studies at UofT especially since I am a transfer student. OneClass is the study buddy I never had before and definitely gives me the extra push to get from a B to an A!

Leah — University of Toronto
Saarim — University of Michigan

Balancing social life With academics can be difficult, that is why I'm so glad that OneClass is out there where I can find the top notes for all of my classes. Now I can be the all-star student I want to be.

Saarim — University of Michigan
Jenna — University of Wisconsin

As a college student living on a college budget, I love how easy it is to earn gift cards just by submitting my notes.

Jenna — University of Wisconsin
Anne — University of California

OneClass has allowed me to catch up with my most difficult course! #lifesaver

Anne — University of California
Description
CHAPTER 5: BRANDING THE TALENT POOL: RECRUITMENT AND CAREERS 2 October 2013 Employee Profiles is a profile of a worker developed by studying an organization’s top performers to recruit similar types of people. The broad factors that can affect a firm’s recruiting strategy include a firm’s 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 firm’s employment “brand.” Who Should Do the Recruiting? The size of an organization affects who performs the recruitment function. Most large firms have full- time, in house HR recruiters. In smaller organizations, the recruiting might be done by an HR generalist. If the organization has no HR function, managers or supervisors recruit their own employees. Recruiting Process Outsourcing (RPO) is the practice of outsourcing an organization’s recruiting function to anoutsidefirm.This isusedwhentheorganizationwantsto focusontheircore functionsand lacktime or HR personnel. It is also used when needed to hire a lot of employees or hire employees quickly. It is also useful when a firm hashad trouble finding suitable candidates in the pastorneeds a differentway to tap different talent pools to find more diverse candidates. It is important recruiters have a good understanding of the knowledge, skills, abilities, experiences, and other characteristics required for the job and be personable, enthusiastic, and competent. Recruiters can often enhance the perceived attractiveness of a job and an organization, or detract from it. Should 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 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. Promoting employees rewards them for past performance and encourages them to continue their efforts. It also gives other employees a reason to believe that if they perform similarly, they will be promoted too. This can improve morale within the organizationandsupportacultureofemployeeengagement.Employee’sfamiliaritywiththeorganization and its operations can eliminate the orientation and training costs that recruitment from the outside wouldentail.Theirperformancerecordislikelyto beamoreaccuratepredictorofthecandidate’ssuccess than the data gained about outside applicants. Jobs that require specialized training and experience cannot always be easily filled from within the organization and may need to be filled from the outside. Potential candidates from the outside should alsobeconsideredtopreventthe“inbreeding”ofideasandattitudes.Applicantsalsobringrevenue,when they leave their organizations, their clients often go with them. Labor Market Internal Labor Market is the labor market in which are hired into entry-level jobs and higher levels are filled from within. During periods of high unemployment in the economy, organizations might be able to maintain an adequate supply of qualified applicants because of this. Global Sourcing is the business practice of searching for and utilizing goods and services from around the world. This is locating near their talent, to stay apace of their competitors and expand their operations around the world. Recruiting abroad may be complicated, dealing with myriad of local, national, and international laws, different labor costs, pre-employment and compensation practices, and cultural differences. Branding A company’s efforts to help existing and prospective workers understand why it is a desirable place to work. To do this, companies can think of applicants as consumers and focus on what they want in terms of jobs and careers. Companies often make their customers employers. They can also reach out via social networks. Philanthropic activities can also be used, who are looking for more than just a pay cheque and promotions but to establish relationships with promising young employees. In the global arena, branding is enormously helpful because locals are often unfamiliar with foreign firms. “Storefronts” is where candidates can walk in and chat with company representatives about what these firms do and the kinds of opportunities they offer. Firms need to be sure that the brand they promote reflects their internal cultures (using realistic job previews). Recruitment Channels  Recruiting Internally o Internal Job Postings  Quick to find qualified employees interested  Small business = Bulletin boards  Large companies = Intranet sites o Identifying Talent Through Performance Appraisals  9 Box Grid is a comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee’s actual and potential performance o Skill Inventories and Replacement Charts  Skill inventories to track employee’s education, past work experience, vocational interests, etc. to see how they can best be used  Replacement charts as tool for succession planning, identify who can easily step in  Recruiting Externally o Advertisements  Job openings on websites  Advantageous to reaching a large audience  Selectivity achieved by using newspapers toward a particular group of readers  Time consuming  Requires creativity to develop design and message content  More information the better, but even when described thoroughly, unqualified applicants still apply o Walk-ins and Unsolicited Applications and Resumes  Common in smaller organizations o Internet, Social Networking, and Mobile Recruiting  Cheaper, faster, potentially more effective  Passive Job Seekers are people who are not looking for jobs but could be persuaded to take new ones given the right opportunity  Mobile recruiting is the process of recruiting candidates via their mobile devices  Textmessages,most popular typeof e-recruiting, inexpensive,easyto send, fast, work with any phone, people have phone on them all the time  Potential drawback of using social media is that some groups of people are less likely to be wired (IE: Disabled) o Job Fairs  Companies and recruiters set up booths, meet with prospective applicants, exchange employment information  Attract a lot of applicants, might not be qualified  Only attract in regional area  Consider virtual job fair o Employee Referrals  Quality of employee referral is higher, employees hesitant to refer those who cannot perform  Referred by current employee tend to remain with the organization longer  Negative factor of corporate inbreeding, similar backgrounds, unintentional discrimination  Nepotism is a preference for hiring relatives of current employees (IE: Asia is the norm) o Recruiting  The process of keeping track of and maintaining relationships with former employees to see if they would be willing to return to the firm o Executive Search Firms o Educational Institutions  Source of young applicants with formal training but little full time work experience  Primary source for technical and managerial positions  Recruiters sent to campuses have major impact on students perception of work  Attract high demand graduates, offering higher pay, firms sometimes employ innovative recruitment techniques (IE: Work study programs, low interest loans, scholarships, internships) o Professional Associations  Placement service  List of members seeking employment advertised in journals o Labor Unions  Source for blue collar and some professional jobs o Public Employment Agencies  Provincial  Individuals unemployed must register at one of these offices and be available for suitable employment to receive their work employment insurance cheques o Private Employment and Temporary Agencies  Chargingafeeenablesprivateemploymentagenciestotailortheirservicestothe specific needs of their clients  Private employment agencies offer professionalism and caliber of counsellors  Temporary workers, when managers cannot justify hiring a full time employee, have added flexibility, employment costs are lower o Employee Leasing  The process of dismissing employees who are then hired by a leasing company (which handles all HR-related activities) and contracting with that company to lease back the employees Improving the Effectiveness of Recruiting  Using Realistic Job Previews o Realistic Job Preview (RJP) is informing applicants about all aspects of the job, including both its desirable and undesirable facets o Typical job preview presents only positive terms  Surveys o How satisfied they are with process o Candidates who turned down jobs can provide valuable information bout why they did not accept the firm’s offer  Recruiting Metrics o Quality of Fill Statistics  Quality of Hire = (PR + HP + HR) / N  PR = Average job performance rating of new hires  HP =Percentageof new hires reaching acceptable productivity within an acceptable time frame  HR = Percentage of new hires retained after one year  N = Number of indicators  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 = 20% turnover = 80% HR  N = 3  Quality of Hire = (70 + 75 + 80)/3 = 75  Result is a quality level of 75% for new employees hired during the year o Time to Fill is the number of days from when a job opening is approved to the date the candidate is selected (IE: Date offer accepted – Date position approved = Selection Time)  Lower time to fill statistics are better o Yield Ratio is the percentage of applicants from a recruitment source that make it to the next stage of the selection process  Example: 100 resumes obtained from an employment agency, 17 applicants submitted invited for an onsite interview, yield ratio: 17/100  Cumulative yield ratio is doing it again after the interview, after final offer o Cost of Recruitment  Average Source Cost per Hire = SC/H = (AC + AF + RB + NC)/H  AC = Advertising costs, total monthly expenditure  AF = Agency fees, total for the month  RB = Referral bonuses, total paid  NC = No-cost hires, walk ins, nonprofit agencies  H = Total hires  Example:  AC = $32,000  AF = $21,000  RB = $2,600  NC = $0  H = 119  Average Source Cos
More Less
Unlock Document


Only pages 1-2 and half of page 3 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


OR

Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


OR

By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.


Submit