This document discusses strategies for recruiting and developing talent both internally and externally. It covers: 1. Factors that determine the relevant labor market and sources for external recruitment, including advertisements, employee referrals, and educational institutions. 2. Principles for effective recruitment, including getting candidates who are a good fit, emphasizing compensation and workplace culture, and promoting from within to retain talent. 3. Methods for identifying and developing talent internally, such as performance appraisals, assessment centers, mentoring programs, and career development initiatives to match individual and organizational goals. 4. Considerations for recruiting a diverse talent pool and developing women and minorities, including overcoming barriers like the glass ceiling.

1. Chapter 5
Expanding The Talent Pool:
Recruitment and Careers

2. Recruiting Talent Externally
Labor Market
Factors determining the
Area from which relevant labor market:
applicants are to be Skills and knowledge
required for a job
recruited. Level of compensation
Tight market: high offered for a job
employment, few Reluctance of job
seekers to relocate
available workers Ease of commuting to
Loose market: low workplace
Location of job (urban or
employment, many nonurban)
available workers

3. 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

4. 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

5. 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.

6. FIGURE
Steps for Strengthening a Firm’s On-Campus
5.1 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.

7. 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

8. Improving the Effectiveness of
External Recruitment
Calculate Yield Ratios
Calculate Yield Ratios Training Recruiters
Training Recruiters
External
External
Recruitment
Recruitment
Realistic Job Previews
Realistic Job Previews

9. External Recruitment
Considerations
• Yield Ratio
– Persentase pelamar dari sumber rekrutmen
yang membuatnya sampai ke tahap
berikutnya dalam proses seleksi.
• 100 resumes received, 50 found acceptable = 50%
yield.

10. 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)
H = total hires (example: 119)
Cost to hire one employee = $467.23

11. 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
5–11

12. Improving the Effectiveness of
External Recruitment (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

13. FIGURE
Warning Signs of a Weak Talent “Bench”
5.2
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.

14. 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.

15. 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 employees in the
external job market.

16. 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.

17. Identifying Talent through Performance
Appraisals
• 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.

18. FIGURE
An Example of a 9-Box Grid
5.4

19. 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

20. 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
Organizational Goals
Organizational Goals

21. FIGURE
HR’s Role in Career Management
5.5
5–21

22. 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 – Provide outplacement
and HR managers
service
– Train management
personnel • Announcing the Program
– Explain its philosophy

23. FIGURE
Balancing Individual and Organizational Needs
5.6

24. Identifying Career Opportunities
and Requirements
• 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.

25. FIGURE
Typical Line of Advancement in HR Management
5.7

26. 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.

27. Alternative Career Moves
Promotion
Promotion
Career
Career
Exit
Exit Transfer
Transfer
Moves
Moves
Demotion
Demotion

28. 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.

29. FIGURE
Stages of Career Development
5.9

30. 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

31. 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 their skills and career direction.

32. Hambatan Internal dalam
Kemajuan Karir
• 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.

33. 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

34. 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.

35. 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 5–35
counseling.

36. FIGURE
Mentoring Functions
5.12

37. Forming a Mentoring
Relationship
1. 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.

38. 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

39. 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

40. 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
5–40
– Accommodating families

41. 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

42. 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.

43. 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

44. 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

45. FIGURE
Twelve Steps for Starting a New Business
5.A2