internal and external recruiting mana 4328 dr. george benson [email protected]
TRANSCRIPT
RECRUITMENT
Process of identifying and attracting potential job applicants who are qualified for job openings and interested in working for your organization.
Selection:Selection:Job OffersJob Offers
Recruitment:Recruitment:Pool of qualified and Pool of qualified and interested applicantsinterested applicants
HR PlanningHR Planning::Number of jobsNumber of jobs
to be filledto be filled
Job AnalysisJob Analysis::Job Descriptions Job Descriptions
and Minimum KSA’sand Minimum KSA’s
Process Inputs and OutputsProcess Inputs and Outputs
Internal Recruiting
Why recruit internally? Why NOT recruit internally
Open vs. Closed recruiting When should you post a job? When should you NOT post a job?
Succession Planning Strategic Staffing @ Microsoft GE “Session C”
Succession Planning at GE
Roughly 75 positions in top 500 are vacant each year. GE fills about 20% from outside the organization. Management Development Program
GE Execs prepare resumes listing their accomplishments, strengths, and ideal next moves.
CEO and top managers decide who is selected Only 360 professionals--six classes of 60--get selected.
Special Job Assignments Lead “Work-Out” “Popcorn Stands” or “Grocery Counters”
Coaching / Mentoring Outside classes and learning opportunities
Companies Run by Former GE Execs
Rubbermaid AlliedSignal Owens Corning Stanley Works Home Depot Conseco
Opportunistic Hiring
Companies need to hunt for talent continuously to capture people when they are ready to make a move.
Identify ideal candidates and court that person. Hire them for a specific position even if the slot is not currently
open. While they are waiting for that position they can be doing special
projects and getting to know the organization.
GE brings in 100 people a year
Within 18 months they are hired from the “bullpen” into line jobs within the different divisions.
External Recruiting Sources
Walk-insBroad
Internet Print advertisements Colleges & Universities Job Fairs Employment agencies Temporary agencies Referrals from current employees Former employees Headhunters Narrow
Internet Recruiting General Sites
http://careers.yahoo.com http://www.careerbuilder.comhttp://www.monster.comhttp://www.headhunter.nethttp://www.brassring.com http://www.hotjobs.comhttp://www.flipdog.com http://www.jobs.com
Government Affiliatedhttp://www.vetjobs.comhttp://www.ajb.org
Georgraphic Locationhttp://www.dfwjobs.com
Industry Specifichttp://jobs.aviationnow.com http://www.ejobs.orghttp://www.jobs4hr.com http://www.lawenforcementjobs.comhttp://www.streetjobs.com http://www.ministryjobs.com
Applicant Specifichttp://www.bilingual-jobs.com http://www.jobsformoms.com
And many many more…..
Deciding on a Source
Quantity of applicantsLarge headcount vs. single jobs
Quality of applicantsSpecialized skills vs. general skills
Types of people that the media reachesPrint ads vs. internet ads
Location and Relocation Budget Lead times Legal issues and diversity
Effectiveness of Recruitment Sources
Source: David E. Terpstra, “The Search for Effective Methods.” Reprinted from HRFocus, May 1996. © 1996 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org/.
Gimme an Rx! Cheerleaders Pep Up Drug Sales
As an ambitious college student, Cassie Napier had all the right moves - flips, tumbles, an ever-flashing America's sweetheart smile - to prepare for her job after graduation. She became a drug saleswoman.
Known for their athleticism and persuasive enthusiasm, cheerleaders have many qualities the drug industry looks for in its sales force.
T. Lynn Williamson, Ms. Napier's cheering adviser at Kentucky, says he regularly gets calls from recruiters looking for talent, mainly from pharmaceutical companies. "They watch to see who's graduating," he said.
NYT 11/28/05
Choosing A Message
What is Most Important For You?
Interesting work Wage / Salary Incentive Pay Benefits Growth / Development Opportunities Job Security Location
Factors That Attract Top Talent
Source: E. G. Chambers, H. Hanafield-Jones, S. M. Hankin, and E. G. Michaels, III, “Win the War for Top Talent,” Workforce 77, no. 12 (December 1998): 50–56. Used with permission of McKinsey & Co.
Choosing A Message
Depends on the people you wish to attract Amount of contingent pay Team vs. individual work and appraisals “Promotes from within” top consideration for MBA’s Other Details – e.g. “Fun place to work” “Environmentally Friendly”
Amount, specificity and accuracy of information “Unlimited growth potential” Amount of travel required
Salary included? Benefits described? Selling the job vs. Realistic job preview
Self-selection Higher commitment and less turnover
“An Army of One”
The new slogan drew sharp criticism from some veterans and analysts who said it emphasized individualism over collective action. MTV and Comedy Central Army dragster and NASCAR
"I keep telling the old guys like me who are a little concerned about the nontraditional message that we're not recruiting you. Go ask your grandson or granddaughter what turns them on, and that's where you're going to find the Army.” Army Recruiter
Teens surveyed said they didn't feel that the Army was "made up of people." They thought joining the Army meant disappearing as a small cog in a large machine.
Realistic Job Preview
Is the Army Stretched Too Thin? Time Aug. 24, 2003
“Peacekeeping is not what the U.S. troops were trained to do. Soldiers whose combat edge has been honed inside an M-1 tank are not well equipped to provide a war's victims with food and water.”
"The worst thing you can do, in terms of retention, is to have square pegs stuck in round holes," says David Chu, the Pentagon's personnel chief. "The guy or gal who doesn't get to do what he or she signed up to do is the most dissatisfied soldier."