internal and external recruiting mana 4328 dr. george benson benson@uta.edu

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  • Internal and External RecruitingMANA 4328Dr. George Bensonbenson@uta.edu

  • RECRUITMENTProcess of identifying and attracting potential job applicants who are qualified for job openings and interested in working for your organization.

  • Selection:Job OffersRecruitment:Pool of qualified and interested applicantsHR Planning:Number of jobsto be filled Job Analysis:Job Descriptions and Minimum KSAsProcess Inputs and Outputs

  • Internal RecruitingWhy recruit internally?Why NOT recruit internally

    Open vs. Closed recruitingWhen should you post a job?When should you NOT post a job?

    Succession PlanningStrategic Staffing @ MicrosoftGE Session C

  • Succession Planning at GERoughly 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 selectedOnly 360 professionals--six classes of 60--get selected.Special Job AssignmentsLead Work-OutPopcorn Stands or Grocery CountersCoaching / MentoringOutside classes and learning opportunities

  • Companies Run by Former GE ExecsRubbermaid AlliedSignalOwens CorningStanley WorksHome DepotConseco

  • Opportunistic HiringCompanies 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 SourcesWalk-insBroadInternetPrint advertisementsColleges & UniversitiesJob FairsEmployment agenciesTemporary agenciesReferrals from current employeesFormer employeesHeadhuntersNarrow

  • Internet RecruitingGeneral Siteshttp://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 SourceQuantity of applicantsLarge headcount vs. single jobsQuality of applicantsSpecialized skills vs. general skillsTypes of people that the media reachesPrint ads vs. internet adsLocation and RelocationBudgetLead timesLegal issues and diversity

  • Effectiveness of Recruitment SourcesSource: 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 MessageWhat is Most Important For You?

    Interesting workWage / SalaryIncentive PayBenefits Growth / Development OpportunitiesJob SecurityLocation

  • Factors That Attract Top TalentSource: 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): 5056. Used with permission of McKinsey & Co.

  • Choosing A MessageDepends on the people you wish to attractAmount of contingent payTeam vs. individual work and appraisalsPromotes from within top consideration for MBAsOther Details e.g. Fun place to work Environmentally FriendlyAmount, specificity and accuracy of informationUnlimited growth potentialAmount of travel requiredSalary included? Benefits described?Selling the job vs. Realistic job previewSelf-selectionHigher commitment and less turnover

  • An Army of OneThe new slogan drew sharp criticism from some veterans and analysts who said it emphasized individualism over collective action.MTV and Comedy CentralArmy 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 PreviewIs 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."

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