Professional Documents
Culture Documents
In brief: This chapter explains the process of forecasting personnel requirements, discusses the pros and cons of eight methods used for recruiting job candidates, describes how to develop an application form, and explains how to use application forms to predict job performance. Interesting issues: Despite lots of publicity and widespread knowledge of EEO laws, many organizations still ask questions that are highly suspect, and some questions that are clearly violations of federal regulations. It may be useful to discuss causes of this and the potential consequences of those violations.
Lecture Outline
I. The Recruitment and Selection Process
A. B. C. D. E. F. Employment Planning and Forecasting Building a Pool of Candidates Application Forms and Initial Screening Interview Utilizing Various Selection Techniques Sending Viable Candidates to the Supervisor Conducting Final Selection Interviews
II.
Trend Analysis Ratio Analysis Scatter Plot Figure 4-2 on page 125 gives a sample scatter plot.
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5. 6. B.
Forecasting the Supply of Insider Candidates 1. 2. Qualifications Inventories Manual Systems and Replacement Charts a. b. c. 3. 4. personnel inventory and development record (shown in Figure 4-3 on page 127) personnel replacement charts (sample shown in figure 4-4 on page 128) position replacement cards
C.
Internal Sources of Candidates 1. 2. 3. Job Posting Hiring EmployeesThe Second Time Around Succession Planning
D.
Forecasting the Supply of Outside Candidates 1. 2. 3. General Economic Conditions Local Market Conditions Occupational Market Conditions
III.
Advertising as a Source of Candidates 1. Principles of Help Wanted Advertising a. b. attract attention develop interest
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Table 4-2 on page 138 gives advantages and disadvantages of various media. C. Employment Agencies as a Source of Candidates 1. Types a. b. c. 2. Federal, state, or local government operated Nonprofit organizations Privately owned
Reasons for Using Employment Agencies a. b. c. d. e. don't have your own HR department past difficulty generating sufficient qualified applicants opening must be filled quickly perceived need to attract more minority or female applicants want to reach those who are currently employed
3.
Using Temporary Help Agencies a. b. six concerns with temporary workers six guidelines for working with temporary employees
4. D.
Executive Recruiters as a Source of Candidates 1. 2. 3. 4. 5. Make Sure the Firm is Capable of Conducting a Thorough Search Meet the Individual Who Will be Handling Your Assignment Ask How Much the Search Firm Charges Choose a Recruiter You Can Trust Talk to Some of Their Clients
Small Business Applications: page 148 of the text; see Discussion Boxes solutions at the end of this chapter E. College Recruiting as a Source of Candidates Table 4-3 on page 151 identifies the top factors in selecting college recruiters. Table 4-4 on page 151 identifies the top factors in selecting schools to recruit. F. Referrals and Walk-Ins as a Source of Candidates
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Some Other Recruiting Sources Recruiting Methods Used 1. Global HRM: The Global Talent Search pages 159-160 of text; see Discussion Boxes solutions
Using Application Forms to Predict Job Performance 1. 2. Using Application Forms to Predict Job Tenure Using Application Forms to Predict Employee Theft
Discussion Boxes
Building Employee Commitment: Promotion From Within
(page 130) This dialogue box discusses the employee commitment that promotion from within opportunities create. It also takes the time to discuss factors that make a promotion from
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Key Terms
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Study of a firm's past employment needs over a period of years to predict future needs. (page 124) A forecasting technique for determining future staff needs by using ratios between sales volume and number of employees needed. (page 124) A graphical method used to help identify the relationship between two variables. (page 125) The determination of future staff needs by projecting a firm's sales, volume of production, and personnel required to maintain this volume of output, using computers and software packages. (page 126) Manual or computerized systematic records, listing employees' education, career and development interests, languages, special skills, and so on, to be used in forecasting inside candidates for promotion. (page 126) Company records showing present performance and promotability of inside candidates for the most important positions. (page 126) A card prepared for each position in a company to show possible replacement candidates and their qualifications. (page 126) Posting notices of job openings on company bulletin boards is an effective recruiting method. (page 131) The Bureau of Labor Statistics of the U.S. Department of Labor publishes projections of labor supply and demand for various occupations, as do other agencies. (page 133) The form that provides information on education, prior work record, and skills. (page 160)
qualifications inventories
personnel replacement charts position replacement cards job posting occupational market conditions application form
Discussion Questions:
1. Compare and contrast five sources of job candidates. The text lists several sources of job candidates, both internal and external. The student should clearly identify the differences as well as comparative strengths and weaknesses of each. There are at least the following sources to choose from: advertising, employment agencies, executive recruiters, state job services, college recruiting, referrals, employee database, internal, and talent searches (pages 132 - 154). 2. What types of information can an application form provide? The application form is a good means of quickly collecting verifiable, and therefore potentially accurate, historical
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Completely worded classified ads. Students will vary in their creative approaches. A good teaching method is to have them email their ads to each other and have the students rank order which ad they would apply to. Determine what made the ad attractive and ask the other students to modify the ad according to what they just learned. use. Students will offer a wide variety of suggestions. Among the likely responses are: radio ads, flyers/handbills, and direct mail to former employees (we miss youmaybe the grass didnt turn out to be greener on the other side). Some students will consider target marketing. For example, Jennifer could re-engineer the job to fewer hours and recruit part time workers, greatly increasing the pool of potential employees.
2.
What practical suggestions could you make that might help reduce turnover and make the stores a more attractive place in which to work (thereby reducing recruiting problems)? Jennifer can do a quick analysis on what it costs her to recruit and train a new employee (including the cost of lower productivity as a person learns a new job). Every reduction in employee turnover can be translated to dollars. In fact, Jennifer can improve working conditions without any change in her profit if she pays for improvements from savings in employee turnover costs. The best source of ideas from improvement may come from exit interviews (what would we have done to our work environment that would have made you more likely to stay?), and from existing employees. Students are also likely to suggest some of the following; air-conditioned work space, more employees (so workers work fewer hours), longer or more frequent breaks. Other students will consider more complicate solutions like job rotation. Still others might suggest the use of deferred compensation or profit sharing to keep employees a full year (e.g., $8.50 per hour, $7.50 now, one dollar per hour paid at year end to the remaining employees).
Case Application: Finding People Who Are Passionate About What They Do
(page 168) Trilogy Software is a fast growing software company with a unique and highly unorthodox culture. The case provides a framework for discussing issues related to person company fit and the role of recruiting in that process.
1.
Identify some of the established selection techniques that underlie Trilogys unconventional approach to hiring? Trilogy actively recruits potential employees early in the hiring cycle. Their techniques include reviewing resumes (over 15,000 in one year), attending job and career fairs, conducting on campus interviews (over 4,000), flying in
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What particular elements of Trilogys culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects? A number of company characteristics many appeal to programmers, including: no dress code, no regular work schedule, self-directed scheduling, workers with similar interests and technically challenging work. Would Trilogy be an appealing employer for you? Why or why not? If not, what would it take for you to accept a job offer from Trilogy? Students may answer this either way. Students who require more structure may want to know about career paths, mentoring and measures of success. They may want the company to make some sort of symbolic comment to them.
3.
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