Recruiting Talent Externally

1. © 2010 South-Western, a part of Cengage LearningAll rights reserved.

2. 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 of Cengage Learning. All rights reserved.

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 © 2010 South-Western, a part of Cengage Learning. All rights reserved.

4. Advertisements Unsolicited applications and resumes Internet recruiting Employee referrals Executive search firms Educational institutions Professional associations Labor unions Public employment agencies Private and temporary employment agencies Employee leasing Outside Sources of Recruitment © 2010 South-Western, a part of Cengage Learning. All rights reserved.

5. Increasing the Effectiveness of Employee Referrals • Up the ante • Create perks for employees who make referrals • Pay for performance • Pay the bonus after the probation period • Tailor the program • Educate employees about the type of people to refer • Reaffirm organizational values and ethics • Increase visibility • Celebrate successful referral programs • Keep the program in the forefront of employees’ minds © 2010 South-Western, a part of Cengage Learning. All rights reserved.

6. Increasing the Effectiveness of Employee Referrals • Keep the data • Even if a referral is not hired, keep their information in case another, more suitable, position becomes available • Rethink your taboos • Be willing to broaden your search in a tight labor market • Widen the program • Ask former employees for referrals • Measure the results • Evaluate the effectiveness of the employee referral program and make changes where necessary to fit the overall mission and vision of the organization © 2010 South-Western, a part of Cengage Learning. All rights reserved.

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 © 2010 South-Western, a part of Cengage Learning. All rights reserved.

8. 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 of Cengage Learning. All rights reserved.

9. 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. © 2010 South-Western, a part of Cengage Learning. All rights reserved.

10. Warning Signs of a Weak Talent “Bench” FIGURE5.3 • 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, favoritism, or nepotism. © 2010 South-Western, a part of Cengage Learning. All rights reserved.

11. 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 of Cengage Learning. All rights reserved.

12. 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. © 2010 South-Western, a part of Cengage Learning. All rights reserved.

13. An Example of a 9-Box Grid FIGURE5.4 © 2010 South-Western, a part of Cengage Learning. All rights reserved.

14. 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 of Cengage Learning. All rights reserved.

15. The Career Management Goal: Matching Individual and Organizational Needs The Employee’s Role The Organization’s Role Career Management Individual and Organizational Goals © 2010 South-Western, a part of Cengage Learning. All rights reserved.

16. Balancing Individual and Organizational Needs FIGURE5.6 © 2010 South-Western, a part of Cengage Learning. All rights reserved.

17. Promotion Career Moves Exit Transfer Demotion Alternative Career Moves © 2010 South-Western, a part of Cengage Learning. All rights reserved.

18. Lots of Possibilities for Career Development • 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 of Cengage Learning. All rights reserved.

19. 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 of Cengage Learning. All rights reserved.

20. Stages of Career Development FIGURE5.9 © 2010 South-Western, a part of Cengage Learning. All rights reserved.

21. 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. © 2010 South-Western, a part of Cengage Learning. All rights reserved.

22. 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 of Cengage Learning. All rights reserved.

23. 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 of Cengage Learning. All rights reserved.

24. 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 of Cengage Learning. All rights reserved.

25. 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 of Cengage Learning. All rights reserved.

26. Mentoring Functions FIGURE5.12 © 2010 South-Western, a part of Cengage Learning. All rights reserved.

27. Forming a Mentoring Relationship • Research the mentor’s background. • Make contact with the mentor. • Request help on a particular matter. • Consider what you can offer in exchange. • Arrange a meeting. • Follow up. • Ask to meet on an ongoing basis. © 2010 South-Western, a part of Cengage Learning. All rights reserved.

28. 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 of Cengage Learning. All rights reserved.