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ADMS 2600 (126)
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Chapter 5

ADMS 2600 Chapter 5 notes.docx

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York University
Administrative Studies
ADMS 2600
Sung Kwon

Chapter 5: Branding the Talent Pool: Recruitment and Careers Strategic Aspects of Recruiting Broad factors that can affect a firm's recruiting strategy  firm's recruiting abilities  whether to recruit externally versus internally  labour market for the types of positions it is recruiting for, including global labour markets  strength of a firm's employment ―brand‖ Who Should Do the Recruiting? Full-time, in-house HR recruiters – most large firms HR generalist – smaller organizations managers and/or supervisors – organizations with no HR recruiting process outsourcing (RPO) – small businesses that lack time or HR personnel - the process of outsourcing an organizations’s recruiting function to an outside firm - RPO providers are used when firms need to hire a lot of employees or hire employees quickly - RPO providers can also be useful when a firm has had trouble finding suitable candidates in the past or needs a different way to tap different talent pools, perhaps to find more diverse candidates Should a Firm Recruit Internally or Externally? promoting employees - 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 - rewards them for past performance and encourages them to continue their efforts - gives other employees a reason to believe that if they perform similarly, they will be promoted too, improving morale within the organization and supporting a culture of employee engagement - employee's familiarity with the organization and its operations can eliminate the orientation and training costs that recruitment from the outside would entail - transferee's performance record is likely to be a more accurate predictor of the candidate's success than the data gained about outside applicants Recruiting internally vs. externally  jobs that require specialized training and experience cannot always be easily filled from within the organization  potential external candidates should be considered to prevent the ―inbreeding‖ of ideas and attitudes  external applicants can be a source of creativity and innovation and may bring with them the latest knowledge acquired from their previous employers  external applicants can bring revenue by bringing their clients with them, i.e. talented salespeople, accountants  reaching an employer's diversity goals is another factor that can lead a firm to recruit externally Labour Markets - during periods of high unemployment in the economy, organizations might be able to maintain an adequate supply of qualified applicants from unsolicited résumés and from their internal labour markets - tight labour market, one with low unemployment, might force the employer to advertise heavily and/or seek assistance from local employment agencies internal labour markets - workers are hired into entry-level jobs and higher levels are filled from within Regional and Global Labour Markets global sourcing - business practice of searching for and utilizing goods sources from around the world Complications of recruiting globally  dealing with a myriad of local, national, and international laws  employers have to take into account the different labour costs, pre-employment and compensation practices, and cultural differences associated with the countries in which they are recruiting  security is a concern in volatile areas of the world Branding - company's efforts to help existing and prospective workers understand why it is a desirable place to work - think of applicants as consumers and focus on what they want in terms of jobs and careers as opposed to what an organization has to ―sell‖ them - reach out to people via social networks - write blogs and articles for industry publications - philanthropic activities to especially target Gen-Y applicants, who are looking for more than just a paycheque and promotions in their careers - in the global arena, setting up ―storefronts‖ in major cities to promote the employment brands of its corporate clients where candidates can walk in and chat with company representatives about what these firms do and the kinds of opportunities they offer Recruitment Channels Recruiting Internally  internal job postings o quick way to find qualified employees interested in a position  identifying talent through performance appraisals o 9-box grid  comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee’s actual and potential performance  can then help managers determine what the developmental needs of the employee are and what the person's next steps within the organization might be  skill inventories and replacement charts o information systems allow an organization to rapidly screen its entire workforce to locate suitable candidates to fill an internal opening o data can also be used to predict the career paths of employees and to anticipate when and where promotion opportunities might arise o to lessen the chances of losing top performers, some managers actively identify high-potential ―at-risk‖ employees and take steps to retain these people Warning Signs of a Weak Talent Bench  It takes a long time to fill key positions  Key positions can be filled only by hiring from the outside  Vacancies in key positions cannot be filled with confidence in the abilities of those chosen for them  Replacements for positions often are unsuccessful in performing their new duties  Promotions are made on the basis of whim, favouritism, or nepotism Recruiting Externally - advertisements - walk-ins and unsolicited applications and résumés - internet, social networking, and mobile recruiting - job fairs - employee referrals - re-recruitung - executive search firms - educational institutions - professional associations - labour unions - public employment agencies - private employment and temporary agencies - employee leasing Advertisements - websites, newspapers, trade journals is a common way to attract candidates - Help Wanted signs, billboards, and even Craigslist - countries with low literacy rates: radio and television ads - ads and pages on social networking sites, email campaigns, Twitter, and text messages - has the advantage of reaching a large audience of possible applicants - some degree of selectivity can be achieved by using newspapers and journals directed toward a particular group of readers: professional and trade journals, blogs, professional social networking groups on LinkedIn, and publications of unions and various fraternal or nonprofit organizations - time-consuming and requires creativity in terms of developing their design and message content - well-written advertisements highlight the major assets of the position while showing the responsiveness of the organization to the job, career, and lifestyle needs of applicants Walk-ins and Unsolicited Applications and Résumés - often believed that individuals who contact employers on their own initiative will be better employees than those recruited through college placement services or newspaper advertisements - any person contacting an organization for a job should be treated with courtesy and respect - applicant should be tactfully and frankly informed if there is no present or future possibility of employment The Internet, Social Networking, and Mobile Recruiting - internet searching is the most commonly used search tactic by job seekers and recruiters - cheaper, faster, and potentially more effective - software developers have created talent search software, which can be customized to search the Web for valuable but passive job candidates, based on information they post on industry blogs, social networking sites passive job seekers - people who are not looking for jobs but could be persuaded to take new ones given the right opportunity mobile recruiting - process of recruiting candidates via their mobile devices - advantage of speed, which is important in competitive labour markets and when a firm needs to recruit talent fast - text messages most popular type of e-recruiting, perhaps because people know how to use it the best - inexpensive, easy to send, fast, and work with any cell phone social networks - inexpensive way to recruit people compared to print ads, which can cost hundreds of dollars to run - costs of branding, i.e. Facebook campaigns, employing a part-time social media manager - some groups of people are less likely to be ―wired‖ and could hurt a company's diversity efforts Job Fairs - can be a good way to cast a wide net for diverse applicants in a certain region - many applicants might not be qualified - only attract applicants in the regional area in which they are held o can be solved by having a ―virtual job fair‖ – more accessible and cost effective Employee Referrals - quality of employee-referred applicants is normally quite high because employees are generally hesitant to recommend individuals who might not perform well - possibility of corporate ―inbreeding,‖ intentionally or unintentionally screen out, protected classes Three-stage trend that produces inbreeding, resulting in an ultra-homogenized organization  Attraction – people with values similar to those of an organization are attracted to it and become employees  Selection – employees then choose applicants similar to themselves  Attrition – employees who do not fit in leave nepotism - practice of hiring relatives that can invite charges of favouritism, especially in appointments to desirable positions - family members are in an ideal position to pass job knowledge and skills on to one another Rerecruiting - process of keeping track of and maintaining relationships with former employees to see if they would be willing to return to the firm Executive Search Firms (headhunters) - help employers find the right person for a job - do not advertise in the media for job candidates, nor do they accept a fee from the individual being placed - fees charged by search firms range from 25 to 40 percent of the annual salary for the position to be filled - criticized for selling the ―Superman‖ qualities of outside CEOs—for which firms pay a premium Educational Institutions - source of young applicants with formal training but relatively little full-time work experience - high schools are usually a source of employees for clerical and blue-collar jobs - community colleges, with their various types of specialized training, can provide candidates for technical jobs - can also be a source of applicants for a variety of white-collar jobs, including those in the sales and retail fields - colleges and universities are generally the primary source for technical and managerial positions - common mistakes when recruiting on campus o not using campus placement offices effectively o trying to visit too many campuses instead of concentrating on select institutions o not continuing the recruiting effort on a long-term basis once it is begun o some recruiters sent to campuses are not sufficiently trained or prepared to talk to interested candidates about career opportunities or the requirements of specific openings or do not follow up with them - innovative recruitment techniques such as work-study programs, low-interest loans for promising recruits, scholarships, and internships to attract high-demand graduates Steps for Strengthening a Firm's on-Campus Recruiting Relationships  Invite professors and advisors to visit your office and take them to lunch  Invite them to bring a student group to the office  Send press releases and newsletters to bring them up to date on the firm's latest news and innovations  Provide guest speakers for classes  Conduct mock interviews, especially in years when not interviewing for full-time or internship positions  Provide scholarships to students  Attend the campus career fair so that its name becomes known by the faculty and students  Offer job-shadowing programs for students Professional Associations - offer a placement service to members as one of their benefits Labour Unions - principal source of applicants for blue-collar and some professional jobs - employers should contact the local union for employer eligibility requirements and applicant availability Public Employment Agencies - match unemployed applicants with job openings and sometimes assist employers with apprenticeship programs, employment testing, job analysis, evaluation programs, and community wage surveys Private Employment and Temporary Agencies - differ in the services they offer, their professionalism, and the calibre of their counselors - job seekers should take the time to find a recruiter who is knowledgeable, experienced, and professional - individuals should discuss openly their philosophies and practices with regard to recruiting strategies, including advertising, in-house recruiting, screening procedures, and costs for these efforts “Temps” - typically used for short-term assignments or to help when managers cannot justify hiring a full-time employee - give organizations added flexibility because they can be hired and laid off as needed - employment costs are often lower because temps are not provided with benefits - just-in-time staffing approach – a core staff of employees is augmented by a trained and highly skilled supplementary workforce - less incentive to be loyal to an employer and its clients or to go the extra mile to help a company achieve success Employee Leasing - has grown rapidly in the United States but is not as common in Canada - a PEO takes over the management of HR tasks and becomes a coemployer to its employees - PEO performs all the HR duties and is paid a placement fee of 4-8% of payroll cost + 9- 20% of gross wages - PEOs can provide employees with benefits and health plans that small companies cannot afford - PEOs place their employees with subscribers on a permanent basis Improving the Effectiveness of Recruiting  Using Realistic Job Previews  Surveys  Recruiting Metrics Realistic Job Preview (RJP) - informs applicants about all aspects of the job, including both its desirable and undesirable facets - include a tour of the working area, combined with a discussion of any negative health or safety considerations - proponents believe that applicants who are given realistic information regarding a position are more likely to remain on the job and be successful because there will be fewer unpleasant surprises Surveys - managers and new hires can be surveyed about how satisfied they are with the process - candidates who turned down jobs can provide valuable information about why they did not accept the firm's offer Recruiting Metrics - recruiters should keep statistics to help them understand which recruiting sources work best for different employees, which allows them to find better employees faster and at a lower cost o sources from which c
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