C3 Dessler Fhrm2 Inppt03-04

Fundamentals of
Human Resource
Management
2e
Gary Dessler
Recruiting and Talent
Management
Chapter 4
4-2
Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall
When you finish studying this chapter,
you should be able to:
1. Explain the talent management process.
2. Describe the basic methods of collecting job analysis
information.
3. Outline and briefly discuss each step in the recruitment
and selection process.
4. Explain the process of forecasting personnel
requirements.
5. Compare eight methods for recruiting job candidates.
6. Explain how to use application forms to predict job
performance.
4-3
What Is Talent Management?
Talent management
The end-to-end process of planning, recruiting,
developing, managing, and compensating
employees throughout an organization
The core part of the HRM
4-4
Building Blocks of the Talent
Management Process: Figure 4.1
4-5
What Is Talent Management?
1. Talent management is goal-directed.

2. Viewing talent management tasks as parts of a
single process.
3. Consistently using the same profile of
competencies, traits, knowledge, and experience
for formulating recruitment plans that you use for
making selection, training, appraisal, and payment
decisions for an employee.
4-6
What Is Talent Management? (cont.)
4. Actively manage the employees recruitment,

selection, development, and rewards.
5. Integrates the underlying talent management
activities such as workforce planning, recruiting,
developing, and compensating employees.
4-7
Case study
Opening a new LIDL store in Iasi.

How many cash registers?
How many employees?
What occupations? How many persons on
each?
How to estimate all this?
What are the main entry data?
4-8
What is Job Analysis?
Job analysis
Procedure through which you determine the
duties of jobs and the characteristics of the
people who should perform them
4-9
Purpose of Job Analysis
to establish and document the 'job

relatedness' of employment procedures such
as selection, training, compensation, and
performance appraisal.
Source : http://www.job-analysis.net/G000.htm
4-10
Determining Training Needs

Job Analysis can be used in training/"needs assessment" to
identify or develop:
training content
assessment tests to measure effectiveness of training
equipment to be used in delivering the training
methods of training (i.e., small group, computer-based,
video, classroom...)
4-11
Compensation
Job Analysis can be used in compensation to identify or
determine:
skill levels
compensable job factors
work environment (e.g., hazards; attention; physical effort)
responsibilities (e.g., fiscal; supervisory)
required level of education (indirectly related to salary level)
4-12
Selection Procedures
Job Analysis can be used to identify or develop:

job duties that should be included in advertisements of vacant positions;
appropriate salary level for the position to help determine what salary
should be offered to a candidate;
minimum requirements (education and/or experience) for applicants;
interview questions;
selection tests/instruments (e.g., written tests; simulations);
applicant appraisal/evaluation forms;
orientation materials for applicants/new hires
4-13
Performance Review
Job Analysis can be used in performance review to identify or develop:

goals and objectives
performance standards
evaluation criteria
length of probationary periods
duties to be evaluated
4-14
Methods of Collecting Job Analysis
Information
Interviews Questionnaires
Participant
Observation
Diary/Logs
4-15
Interviews
Most widely used method

Lets workers report activities and behavior
that might not otherwise surface
Major problem is distortion of information
4-16
Typical Interview Questions
What is the job being performed?

What are the major duties of your position?
What exactly do you do?
What activities do you participate in?
4-17
Questionnaires
Some questionnaires are structured

checklists:
They present employees with an inventory of
perhaps hundreds of specific tasks.
Each employee must indicate whether he or she
performs each task and, if so, how much time is
spent on it.
4-18
Observation
Useful when jobs

consist mainly of
observable physical
activity
4-19
Participant/Diary Logs
Workers keep a diary/log or list of what they

do during the day.
Workers record ever activity they perform,
along with the time spent performing it, in a
log.
Can produce a very complete picture of the
job.
4-20
Using the Internet for J.A.
The human resource department distributes

standardized job analysis questionnaires to
employees, with instructions to complete the
forms and return them by a particular date.
4-21
Job Analysis Process
1. Greet participants and conduct very brief

introductions.
2. Briefly explain the job analysis process and
the participants roles in this process.
3. Spend about 15 minutes determining the
scope of the job youre about to analyze by
coming to an agreement on a basic summary
of the job.
4-22
Expediting the Job Analysis Process
(cont.)
4. Identify the jobs broad functional or duty
areas, such as administrative and
supervisory.
5. Identify tasks within each duty area using a
flip chart or collaboration software.
6. Print the task list and get the group to sign
off on it.
4-23
J.A. limitations
J.A. process is very time and effort consuming.

Mental activities performed on the job and the knowledge,
skill, ability and other characteristics (KSAOs) are not all
directly observable.
Bias may occur in the process of data collection: presence of
the assessor, subjective evaluations.
As jobs increasingly change faster, job analysis data gets
more perishable, hence, the investment in gathering them
might not be recovered.
Job analyst may not possess appropriate skills.
4-24
Writing Job Descriptions
Job description
Written statement of what
the jobholder does, how he
or she does it, and under
what conditions the job is
performed
4-25
4-26
Sample Job Description, Pearson
Education: Figure 4.2
Writing Job Descriptions
Job identification section

Contains the job title
Job summary
Describes the general nature of the job, listing
only its major functions or activities
Relationships statement
Shows the jobholders relationships with others
inside and outside the organization
4-27
Writing Job Descriptions (cont.)
Responsibilities and Duties

Lists and describes each of the jobs major duties
Authority
Defines the limits of the jobholders authority
4-28
Writing Job Descriptions (cont.)
Standards of performance
States the standards the employee is expected to
achieve in each of the job descriptions main
duties and responsibilities
Working conditions and physical
environment
Can include noise level, hazardous conditions,
heat, and other conditions
4-29
Internet-Based Job Descriptions
Search by alphabetical title, keyword, or

industry to find the desired job title.
Choose from a number of possible desirable
competencies and experience levels.
The U.S. Department of Labors Occupational
Information Network, or O*NET, is an
invaluable free resource.
4-30
O*Net Online
4-31
O*Net Job Description: Figure 4.3
4-32
Writing Job Specifications
The job specification answers the question, What

human traits and experience are required to do this
job well?
Shows what kind of person to recruit and the
qualities for which that person should be tested.
4-33
Writing Job Specifications
Placing trained employees is not too difficult in

most cases because the past can usually predict the
future.
The difficulty arises when placing untrained
employees without job specifications that identify
those personal traits that predict which candidate
would do well in the job.
O*NET job specifications can provide information
for both trained and untrained personnel.
4-34
Competency-Based Job Analysis
Competencies
A workers
observable and
measurable
behaviors that
make performance
possible
4-35
Competency-based Job Analysis (cont.)
Competency-based job analysis

Describes the job in terms of measurable,
observable, behavioral competencies that an
employee must exhibit to do the job well
Worker-focused
4-36
Example of Competency Model for
Human Resource Manager: Figure 4.4
4-37
Example of Competency Model for
Human Resource Manager: Figure 4.4
4-38
Competency-based Job Analysis (cont.)
At BPs exploration division, the need for more

efficient, faster-acting, flatter organizations and
more empowered employees inspired
management to replace job descriptions.
They created skills matrices for various jobs
within two groups of employees: those on a
management track and
those whose aims lay
elsewhere.
4-39
The Skills Matrix for One Job at BP
4-40
The use of J.D. in the Talent
Management Process
4-41
Course 4
Previous course : Job Analysis Process
Today
Workforce planning
Recruitment
4-42
Workforce Planning and Forecasting
Workforce (or employment or personnel)

planning
The process of deciding what positions the firm
will have to fill and how to fill them
Embraces all future positions, from maintenance
clerk to CEO
Balance: Work Demand and Work Offer
4-43
Strategy and Workforce Planning
The heart of personnel planning involves

thinking through the skills and competencies
the firm needs to execute its overall strategy.
4-44
How to Forecast Personnel Needs
Forecast revenues first

Estimate the size of the staff required to
achieve this volume
4-46
How to Forecast Personnel Needs
Trend analysis Ratio analysis

Studying your firms Making forecasts based
employment levels over on the ratio between
the past five years to some causal factor and
predict future needs the number of
employees required
4-47
How to Forecast Personnel Needs (cont.)
Scatter plot
A graphical method used
to help identify the
relationship between
two variables
4-48
Scatter Plot
4-49
Managerial Judgment
1. Projected turnover
2. Quality and skills needed
3. Strategic decisions to upgrade the quality of
products or enter new markets
4. Technological and other changes resulting in
increased productivity
5. Financial resources available
4-50
Forecasting the Supply of Outside
Candidates
May require forecasting
general economic
conditions, local market
conditions, and
occupational market
conditions
4-51
Forecasting the Supply of Inside
Candidates
Qualifications inventories
Manual or computerized records listing
employees education, career and
development interests, languages, special
skills, and so on to be used in identifying
inside candidates for promotion
(available inside the company)

4-52
Succession Planning
Succession planning
The process of ensuring a suitable supply of
successors for current and future key jobs arising
from business strategy
Careers of individuals can be planned and
managed to optimize the organizations needs
and the individuals aspirations
4-53
Succession Planning (cont.)
Analysis of demand for managers

Audit of existing executives
Planning of individual career paths
Accelerated promotions
Performance-related training and
development
Planning strategic retirement
4-54
Forecasting the Supply of Inside
Candidates (cont.)
Personnel replacement charts
Company records showing present performance
and promotability of inside candidates for the
firms most important positions
4-55
Management Replacement Chart
4-56
Recruiting Job Candidates
The more applicants, the more selective you

can be
Should make sense in terms of companys
strategy
Some methods are superior to others
4-57
Internal Sources of Candidates
Job posting
Posting the open job and listing its attributes,
such as qualifications, supervisor, working
schedule, and pay rate
4-58
Recruiting via the Internet
Home pages
Job boards
Dot-jobs domain
Virtual job fairs
4-59
Some Top Online
Recruiting Job Boards(USA): Figure 4.9
4-60
Applicant Tracking Systems
Applicant tracking systems

Software systems that help employers screen and
keep track of their applicants by performing
various services such as collecting application
information, prescreening applicants, scheduling
interviews, and letting employers do searches
(such as by skill) easily to match candidates with
positions
4-61
Example: Taleo.com
4-62
Application Service Providers
Application service provider

An online vendor that uses its own servers and
systems to manage tasks for employers, such as
recruitment or training
During recruitment process, compiles application
information, prescreens applicants, and helps the
employer rank applicants and set interview
appointments
4-63
Advertising as a Source of Candidates
The local newspaper or the web is usually the

best source of blue-collar, clerical, and lower-
level administrative employees.
For professionals, you can advertise in trade and
professional journals.
4-64
Constructing the Ad
Attention
Interest
Desire
Action
4-65
Help Wanted Ad that
Draws Attention: Figure 4.10
http://www.ejobs.ro/user
/locuri-de-munca/hr-
counselor-swiss-
team/601375/sqi
4-66
Employment Agencies as a Source of
Candidates
1. Those operated by federal, state, or local
governments
2. Those associated with nonprofit
organizations
3. Those that are privately owned
(ex. AJOFM in Romania)
4-67
Reasons to Use an Agency
1. Your firm found it difficult in the past to generate a

pool of qualified applicants.
2. You must fill an opening quickly.
3. You want to attract a greater number of minority or
female applicants.
4. You want to reach individuals who are currently
employed and therefore might feel more
comfortable dealing with employment agencies
than directly with competitors.
4-68
Employment Agencies as a Source of
Candidates (cont.)
Temporary workers:
Part-time or just-in-time workers
Usually arent paid any benefits
Let employers readily expand and contract
according to changes in demand
4-69
Alternative Staffing
Non-traditional recruitment sources:

In-house temporary employees
Contract technical employees
4-70
Executive Recruiters as a Source of
Candidates
Executive recruiters
Special employment agencies retained by
employers to seek out top-management talent
for their clients
Also called headhunters
4-71
Internships
Internships allow
interns to hone
business skills and
check out potential
employers.
Employers can
evaluate interns as
possible full-time
employees.
4-72
Referrals as a Source of Candidates
Current employees usually provide accurate

information about the job applicants they are
referring.
New employees may have a more realistic
picture of what working in the firm is really
like.
This may result in higher-quality candidates.
4-73
Walk-ins as a Source of Candidates
Walk-ins
Direct applications made at your place of
business
Major source of applicants, especially for hourly
positions
4-74
Outsourcing and Offshoring
Outsourcing Offshoring
Having outside vendors Having outside vendors
supply services that the abroad supply services
companys own that the companys own
employees previously employees previously
did in house did in house
4-75
Other Recruiting Sources
Customers as candidates
Telecommuters
Military personnel
4-76
Telecommuters
Telecommuting and telework are synonyms for the use of

telecommunication to work outside the traditional office or
workplace, usually at home or in a mobile situation.
4-77
Relative Recruiting Source Effectiveness
Based on New Hires: Figure 4.11
4-78
Older Workers as a Source of
Candidates
Because of recessions, buyouts, and early
retirement incentives, many workers have
retired early and are ready and willing to
reenter the job market.
To recruit these employees:
Develop flexible work options
Offer flexible benefit plans
4-80
Purpose of Application Forms
Application form
A good way to quickly collect verifiable historical
data from the candidate
Includes information about such areas as
education, prior work history, and hobbies
4-82
FBI Employment
Application:
Figure 4.12
4-83
Copyright
All rights reserved. No part of this publication may be reproduced, stored in a

retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.
4-84

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Fundamentals of

The core part of the HRM

1. Talent management is goal-directed.

4. Actively manage the employees recruitment,

Opening a new LIDL store in Iasi.

to establish and document the 'job

Determining Training Needs

Job Analysis can be used to identify or develop:

Job Analysis can be used in performance review to identify or develop:

Most widely used method

What is the job being performed?

Some questionnaires are structured

Useful when jobs

Workers keep a diary/log or list of what they

The human resource department distributes

1. Greet participants and conduct very brief

J.A. process is very time and effort consuming.

Job identification section

Responsibilities and Duties

Search by alphabetical title, keyword, or

The job specification answers the question, What

Placing trained employees is not too difficult in

Competency-based job analysis

At BPs exploration division, the need for more

Previous course : Job Analysis Process

Workforce (or employment or personnel)

Balance: Work Demand and Work Offer

The heart of personnel planning involves

Forecast revenues first

Trend analysis Ratio analysis

(available inside the company)

Analysis of demand for managers

The more applicants, the more selective you

Applicant tracking systems

Application service provider

The local newspaper or the web is usually the

(ex. AJOFM in Romania)

1. Your firm found it difficult in the past to generate a

Non-traditional recruitment sources:

Current employees usually provide accurate

Telecommuting and telework are synonyms for the use of

All rights reserved. No part of this publication may be reproduced, stored in a

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