5© 2010 South-Western, a part of Cengage Learning   PowerPoint Presentation by Charlie CookAll rights reserved.           ...
Chapter ObjectivesAfter studying this chapter, you should be able to           Explain the advantages and disadvantages of...
Chapter Objectives (cont’d)After studying this chapter, you should be able to           Explain why diverse recruitment an...
Recruiting Talent Externally• Labor Market    Area from which applicants are to be recruited.         Tight market: high...
1    Marriott’s Recruitment Principles            #1: Get It Right the First Time            #2: Money Is a Big Thing, But...
Outside Sources of Recruitment• Advertisements                  • Labor unions• Unsolicited applications        • Public e...
Increasing the Effectiveness    of Employee Referrals•   Up the ante.•   Pay for performance.•   Tailor the program.•   In...
FIGURE              Steps for Strengthening a Firm’s On-Campus5.1           Recruiting Relationships  • Invite professors ...
FIGURE           Largest Temporary Help Agencies in the United States5.2  © 2010 South-Western, a part of  Cengage Learnin...
The Global Labor Market• Why Recruit Globally?    To develop better products via a global workforce    To attract the be...
Improving the Effectiveness of ExternalRecruitment   Calculate Yield Ratios   Calculate Yield Ratios                 Train...
External Recruitment Considerations• Yield Ratio    Percentage of applicants from a recruitment source     that make it t...
External Recruitment Considerations (cont’d)• Sources of Organizational Recruiters    Professional HR recruiters    HR g...
Improving the Effectiveness of ExternalRecruitment (cont’d)• Realistic Job Previews (RJP)    Informing applicants about a...
FIGURE              Warning Signs of a Weak Talent “Bench”5.3      1. It takes a long time to fill key positions.      2. ...
Recruiting Talent Internally• Advantages of a promotion-from-within policy:   Capitalizes on past investments (recruiting...
Recruiting Talent Internally (cont’d)• Disadvantages of a promotion-from-within  policy:    Current employees may lack th...
Methods for Identifying Qualified Candidates• Inventorying Management Talent    Information systems containing skills inv...
Identifying Talent through PerformanceAppraisals• Managers are concerned about the actual  current performance and potenti...
FIGURE           An Example of a 9-Box Grid5.4  © 2010 South-Western, a part of  Cengage Learning. All rights  reserved.  ...
Using Assessment Centers• Assessment Center    A process by which individuals are evaluated as they     participate in a ...
The Career Management Goal:Matching Individual and Organizational Needs    The Employee’s Role    The Employee’s Role     ...
FIGURE           HR’s Role in Career Management5.5  © 2010 South-Western, a part of  Cengage Learning. All rights  reserve...
The Organization’s Role:Establishing a Favorable Context• Management                      • Setting Goals  Participation  ...
FIGURE           Balancing Individual and Organizational Needs5.6  © 2010 South-Western, a part of  Cengage Learning. All ...
Identifying Career Opportunities andRequirements• Competency Analysis    Measures three basic competencies for each job: ...
FIGURE           Typical Line of Advancement in HR Management5.7  © 2010 South-Western, a part of  Cengage Learning. All r...
2    Career Path of Jeffrey Immelt, CEO, General Electric    1982   Enters GE’s Commercial Leadership Program    1983   Ma...
Recognize Lots of Possibilities• Promotion    A change of assignment to a job at a higher level in     the organization. ...
Alternative Career Moves                          Promotion                          Promotion                           C...
Career Change Organizational Assistance• Relocation services    Services provided to an employee who is transferred     t...
FIGURE           Human Capital Profiles for Two Different Careers5.8  © 2010 South-Western, a part of  Cengage Learning. A...
FIGURE           Stages of Career Development5.9  © 2010 South-Western, a part of  Cengage Learning. All rights  reserved....
The Plateauing Trap• Career Plateau    Situation in which for either organizational or     personal reasons the probabili...
FIGURE            Career Plateau Questions5.10 1. Do I accept high visibility assignments? 2. Do I continue to advance my ...
Successful Career-Management Practices•  Placing clear expectations on employees.•  Giving employees the opportunity for t...
Internal Barriers to Career Advancement• Lack of time, budgets, and resources for  employees to plan their careers and to ...
Career Development Initiatives:Developing Talent over Time• Career Planning Workbooks    Stimulate thinking about careers...
Determining Individual Development Needs• Fast-track Program    A program that encourages young managers with     high po...
Mentoring• Mentors   Executives who coach, advise, and encourage     individuals of lesser rank.• Mentoring functions   ...
FIGURE           Mentoring Functions5.12  © 2010 South-Western, a part of  Cengage Learning. All rights  reserved.        ...
Forming a Mentoring Relationship1.   Research the mentor’s background.2.   Make contact with the mentor.3.   Request help ...
Career Networking Contacts• Your college alumni association or career office  networking lists• Your own extended family• ...
Developing a Diverse Talent Pool• Recruiting and Developing Women    Growth of women in the workplace    Increase in fem...
Recruitment and Development of Women• The “Glass Ceiling”    Artificial barriers based on attitudinal or     organization...
Glass-Ceiling Audits• Glass ceiling audit factors:    Upper-level management and executive training    Rotational assign...
Recruiting and Developing of Minorities• Career development for minorities is advanced  by:    Organizational support for...
Other Important Talent Concerns• Recruitment of the Disabled    Increasing numbers of disabled in the workforce    Stere...
Dual-Career Couples• Dual-Career Partnerships    Couples in which both members     follow their own careers and     activ...
assessment center             mentors    career counseling             nepotism    career networking             9-box gri...
FIGURE5.A1  © 2010 South-Western, a part of  Cengage Learning. All rights  reserved.                         5–51
FIGURE           Twelve Steps for Starting a New Business5.A2  © 2010 South-Western, a part of  Cengage Learning. All righ...
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Bohlander15e ch05

  1. 1. 5© 2010 South-Western, a part of Cengage Learning PowerPoint Presentation by Charlie CookAll rights reserved. The University of West Alabama
  2. 2. Chapter ObjectivesAfter studying this chapter, you should be able to Explain the advantages and disadvantages of external recruitment. Explain the advantages and disadvantages of recruiting from within the organization. Discuss how job opportunities can be inventoried and employee potential assessed. Explain how career management programs integrate the needs of individual employees and their organizations. Describe the conditions that help make a career© 2010 South-Western, a part of management program successful.Cengage Learning. All rightsreserved. 5–2
  3. 3. Chapter Objectives (cont’d)After studying this chapter, you should be able to Explain why diverse recruitment and career development activities are important to companies.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–3
  4. 4. Recruiting Talent Externally• Labor Market  Area from which applicants are to be recruited.  Tight market: high employment, few available workers  Loose market: low employment, many available workers• Factors determining the relevant labor market:  Skills and knowledge required for a job  Level of compensation offered for a job  Reluctance of job seekers to relocate  Ease of commuting to workplace  Location of job (urban or nonurban)© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–4
  5. 5. 1 Marriott’s Recruitment Principles #1: Get It Right the First Time #2: Money Is a Big Thing, But . . . #3: A Caring Workplace Is a Bottom-Line Issue #4: Promote from Within #5: Build the Employment Brand© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–5
  6. 6. Outside Sources of Recruitment• Advertisements • Labor unions• Unsolicited applications • Public employment and resumes agencies• Internet recruiting • Private and temporary• Employee referrals employment agencies • Employee leasing• Executive search firms• Educational institutions• Professional associations© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–6
  7. 7. Increasing the Effectiveness of Employee Referrals• Up the ante.• Pay for performance.• Tailor the program.• Increase visibility.• Keep the data.• Rethink your taboos.• Widen the program.• Measure the results.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–7
  8. 8. FIGURE Steps for Strengthening a Firm’s On-Campus5.1 Recruiting Relationships • Invite professors and advisers to visit your office and take them to lunch. • Invite them to bring a student group to the office. • Send press releases and newsletters by mail or e-mail 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, even when the firm is not going to be hiring, so that its name becomes known by the faculty and students. • Offer job-shadowing programs for students. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–8
  9. 9. FIGURE Largest Temporary Help Agencies in the United States5.2 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–9
  10. 10. The Global Labor Market• Why Recruit Globally?  To develop better products via a global workforce  To attract the best talent wherever it may be• International Recruiting Issues  Local, national, and international laws  Different labor costs  Different preemployment and compensation practices  Cultural differences  Security  Visas and work permits© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–10
  11. 11. Improving the Effectiveness of ExternalRecruitment Calculate Yield Ratios Calculate Yield Ratios Training Recruiters Training Recruiters External External Recruitment Recruitment Realistic Job Previews Realistic Job Previews© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–11
  12. 12. External Recruitment Considerations• Yield Ratio  Percentage of applicants from a recruitment source that make it to the next stage of the selection process.  100 resumes received, 50 found acceptable = 50% yield.• Cost of Recruitment (per employee hired) SC AC + AF + RB + NC = H H SC = source cost AC = 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)© 2010 South-Western, a part of H = total hires (example: 119)Cengage Learning. All rights = $467.23 Cost to hire one employeereserved. 5–12
  13. 13. External Recruitment Considerations (cont’d)• Sources of Organizational Recruiters  Professional HR recruiters  HR generalists  Work team members• Requirements for Effective Recruiters  Knowledge of the recruited job’s requirements and of the organization  Training as an interviewer  Personable and competent to represent the organization© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–13
  14. 14. Improving the Effectiveness of ExternalRecruitment (cont’d)• Realistic Job Previews (RJP)  Informing applicants about all aspects of the job, including both its desirable and undesirable facets.  Positive benefits of RJP  Improved employee job satisfaction  Reduced voluntary turnover  Enhanced communication through honesty and openness  Realistic job expectations© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–14
  15. 15. FIGURE Warning Signs of a Weak Talent “Bench”5.3 1. It takes a long time to fill key positions. 2. Key positions can be filled only by hiring from the outside. 3. Vacancies in key positions cannot be filled with confidence in the abilities of those chosen for them. 4. Replacements for positions often are unsuccessful in performing their new duties. 5. Promotions are made on the basis of whim, favoritism, or nepotism. © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–15
  16. 16. Recruiting Talent Internally• Advantages of a promotion-from-within policy:  Capitalizes on past investments (recruiting, selecting, training, and developing) in current employees.  Rewards past performance and encourages continued commitment to the organization.  Signals to employees that similar efforts by them will lead to promotion.  Fosters advancement of members of protected classes within an organization.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–16
  17. 17. Recruiting Talent Internally (cont’d)• Disadvantages of a promotion-from-within policy:  Current employees may lack the knowledge, experience or skills needed for placement in the vacant/new position.  The hazards of inbreeding of ideas and attitudes (“employee cloning”) increase when no outsiders are considered for hiring.  The organization has exhausted its supply of viable internal candidates and must seek additional© 2010 South-Western, a external job market. employees in the part ofCengage Learning. All rightsreserved. 5–17
  18. 18. Methods for Identifying Qualified Candidates• Inventorying Management Talent  Information systems containing skills inventories of employees that can be used:  To screen candidates for an internal job opening  To predict career paths  To support succession planning• Job Posting and Bidding  Posting vacancy notices and maintaining lists of employees looking for upgraded positions.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–18
  19. 19. Identifying Talent through PerformanceAppraisals• Managers are concerned about the actual current performance and potential performance of employees.• 9-box Grid  A comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee’s actual and potential performance.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–19
  20. 20. FIGURE An Example of a 9-Box Grid5.4 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–20
  21. 21. Using Assessment Centers• Assessment Center  A process by which individuals are evaluated as they participate in a series of situations that resemble what they might be called on to handle on the job.  In-basket exercises  Leaderless group discussions  Role playing  Behavioral interviews© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–21
  22. 22. The Career Management Goal:Matching Individual and Organizational Needs The Employee’s Role The Employee’s Role The Organization’s Role The Organization’s Role Career Career Management Management Individual and Individual and© 2010 Organizational Goals South-Western, a part of Organizational GoalsCengage Learning. All rightsreserved. 5–22
  23. 23. FIGURE HR’s Role in Career Management5.5 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–23
  24. 24. The Organization’s Role:Establishing a Favorable Context• Management • Setting Goals Participation  Plan human resources  Provide top management strategy support • Changing HR Policies  Provide collaboration  Provide for job rotation between line managers and  Provide outplacement HR managers service  Train management personnel • Announcing the Program  Explain its philosophy© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–24
  25. 25. FIGURE Balancing Individual and Organizational Needs5.6 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–25
  26. 26. Identifying Career Opportunities andRequirements• Competency Analysis  Measures three basic competencies for each job: know-how, problem solving, and accountability.• Job Progressions  The hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that require more knowledge and/or skill.• Career Paths  Lines of advancement in an occupational field within an organization.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–26
  27. 27. FIGURE Typical Line of Advancement in HR Management5.7 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–27
  28. 28. 2 Career Path of Jeffrey Immelt, CEO, General Electric 1982 Enters GE’s Commercial Leadership Program 1983 Manager of Business Development/GTX Product Management, GE Plastics 1984 Manager of Dallas District Sales, GE Plastics 1986 General Manager of Western Region Sales, GE Plastics 1987 General Manager of New Business Development and Marketing Development, GE Plastics 1989 Vice President of Consumer Service, GE Appliances 1991 Vice President of Worldwide Marketing and Product Management, GE Appliances 1992 Vice President of Commercial Division, GE Plastics Americas 1993 Vice President and General Manager, GE Plastics Americas 1997 President and CEO, GE Medical Systems 2000 President, GE 2001 CEO, GE© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–28
  29. 29. Recognize Lots of Possibilities• Promotion  A change of assignment to a job at a higher level in the organization.  Principal criteria for determining promotions are merit, seniority, and potential.• Transfer  The placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–29
  30. 30. Alternative Career Moves Promotion Promotion Career Career Exit Exit Transfer Transfer Moves Moves Demotion Demotion© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–30
  31. 31. Career Change Organizational Assistance• Relocation services  Services provided to an employee who is transferred to a new location:  Help in moving, in selling a home, in orienting to a new culture, and/or in learning a new language.• Outplacement services  Services provided by organizations to help terminated employees find a new job.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–31
  32. 32. FIGURE Human Capital Profiles for Two Different Careers5.8 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–32
  33. 33. FIGURE Stages of Career Development5.9 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–33
  34. 34. The Plateauing Trap• Career Plateau  Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low.• Types of Plateaus  Structural plateau: end of advancement  Content plateau: lack of challenge  Life plateau: crisis of personal identity© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–34
  35. 35. FIGURE Career Plateau Questions5.10 1. Do I accept high visibility assignments? 2. Do I continue to advance my education, both formal and vocational? 3. Am I recognized by other leaders in my organization? 4. Am I routinely promoted? 5. Am I known as a versatile employee? 6. Do I continue to get larger-than-normal raises? 7. Do I rate at the high end of the performance ratings? 8. Do I have a plan with measurable objectives, and have I updated it recently? © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–35
  36. 36. Successful Career-Management Practices• Placing clear expectations on employees.• Giving employees the opportunity for transfer.• Providing a clear and thorough succession plan• Encouraging 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© 2010 South-Western,career direction. their skills and a part ofCengage Learning. All rightsreserved. 5–36
  37. 37. Internal Barriers to Career Advancement• 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.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–37
  38. 38. Career Development Initiatives:Developing Talent over Time• Career Planning Workbooks  Stimulate thinking about careers, strengths/limitations, development needs• Career Planning Workshops  Discuss and compare attitudes, concerns, plans• Career Counseling  Discuss job, career interests, goals© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–38
  39. 39. Determining Individual Development Needs• Fast-track Program  A program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.• Career Self-Management Training  Helping employees learn to continuously gather feedback and information about their careers.  Encouraging them to prepare for mobility.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–39
  40. 40. Mentoring• Mentors  Executives who coach, advise, and encourage individuals of lesser rank.• Mentoring functions  Functions concerned with the career advancement and psychological aspects of the person being mentored.• E-mentoring  Brings experienced business professionals together with individuals needing counseling.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–40
  41. 41. FIGURE Mentoring Functions5.12 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–41
  42. 42. Forming a Mentoring Relationship1. Research the mentor’s background.2. Make contact with the mentor.3. Request help on a particular matter.4. Consider what you can offer in exchange.5. Arrange a meeting.6. Follow up.7. Ask to meet on an ongoing basis.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–42
  43. 43. Career Networking Contacts• Your college alumni association or career office networking lists• Your own extended family• Your friends’ parents and other family members• Your professors, advisors, coaches, tutors, clergy• Your former bosses and your friends’ and family members’ bosses• Members of clubs, religious groups, and other organizations to which you belong • All of the organizations near where you live or go to© school 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–43
  44. 44. Developing a Diverse Talent Pool• Recruiting and Developing Women  Growth of women in the workplace  Increase in females in management roles  Stereotyping and gender conflicts• Recruitment of Minorities  Educational and societal disadvantages  Retention in organizations  Affirmative action© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–44
  45. 45. Recruitment and Development of Women• The “Glass Ceiling”  Artificial barriers based on attitudinal or organizational bias that prevent qualified women from advancing upward in their organizations into management level positions.• Eliminating Women’s Barriers to Advancement  Development of women’s networks  Online e-mentoring for women  Diminishing stereotyping of women  Presence of women in significant managerial positions© 2010 South-Western, a part of  Accommodating familiesCengage Learning. All rightsreserved. 5–45
  46. 46. Glass-Ceiling Audits• Glass ceiling audit factors:  Upper-level management and executive training  Rotational assignments International assignments  Opportunities for promotion  Opportunities for executive development programs at universities  Desirable compensation packages  Opportunities to participate on high-profile project teams  Upper-level special assignments© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–46
  47. 47. Recruiting and Developing of Minorities• Career development for minorities is advanced by:  Organizational support for the advancement of minorities to significant management positions  Provision of internships to attract minorities to management careers  Organization of training courses to foster the development of minority’s managerial skills and knowledge.© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–47
  48. 48. Other Important Talent Concerns• Recruitment of the Disabled  Increasing numbers of disabled in the workforce  Stereotyping of the disabled versus their superior records for dependability, attendance, motivation and performance  Accommodations for physical and mental disabilities  Others with less publicized disadvantages• Recruitment of Older People  Increasingly returning to the workplace  Have valued knowledge, experience, flexibility and reliability as employees© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–48
  49. 49. Dual-Career Couples• Dual-Career Partnerships  Couples in which both members follow their own careers and actively support each other’s career development.  Flexible work schedules  Adaptive leave policies  Work-at-home  On-premises day care  Job sharing© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–49
  50. 50. assessment center mentors career counseling nepotism career networking 9-box grid career paths outplacement services career plateau promotion dual career partnerships realistic job preview (RJP) employee leasing relocation services fast-track program transfer job posting and bidding yield ratio job progressions© 2010 South-Western, a part ofCengage Learning. All rightsreserved. 5–50
  51. 51. FIGURE5.A1 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–51
  52. 52. FIGURE Twelve Steps for Starting a New Business5.A2 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–52

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