CHAPTER 5: EXPANDING THE
TALENT POOL - RECRUITMENT
AND CAREERS
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publicly accessible website, in whole or in part.
Chapter Objectives
The following objectives are addressed in this chapter:
5.1. Describe how a firm’s strategy affects its recruiting efforts, and the elements
that are part of a strategic recruiting strategy.
5.2. Describe the methods firms use to recruit externally and internally.
5.3. List some of the ways firms can improve their recruiting and the metrics they
use to do so.
5.4. Explain how career management programs integrate the needs of individual
employees and their organizations.
5.5. Explain why recruitment and career development activities focused on
diversity and inclusion are important to companies.
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website, in whole or in part.
Discussion Activity 1
Textio is a Web- based product that
checks job postings for bias.
You paste in a post, and the software
suggests how to rephrase it to
attract a more diverse candidate pool.
How has the use of the Internet and
social networks affected how today’s
companies brand and recruit?
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posted to a publicly accessible website, in whole or in part.
Business Strategies and Their Link to Strategic
Recruiting
• Recruiters always have to consider the firm’s strategy.
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Figure 5.1:
Elements of a Recruitment Strategy
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posted to a publicly accessible website, in whole or in part.
Activity
Step 1: Conduct an online search and find at least three articles related to the
importance of selecting an appropriate recruiting strategy.
Step 2: Using these articles as reference, write a two-page report summarizing
your findings with examples to substantiate it. Be sure to cite your sources.
Step 3: Share your report with the rest of the class to initiate a class discussion
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posted to a publicly accessible website, in whole or in part.
External and
Internal Recruiting Methods
• The two primary locations in which to find candidates are those
external to the firm (external candidates) and those internal to the
firm (internal candidates), each of which are recruited somewhat
differently.
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posted to a publicly accessible website, in whole or in part.
Figure 5.2:
Sources of External Recruitment
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posted to a publicly accessible website, in whole or in part.
External Recruiting Methods (slide 1 of 6)
Advertisements
Advertising can reach a large audience of possible applicants.
Preparing recruiting advertisements not only is time consuming; it requires creativity in
terms of developing their design and message content.
Walk-Ins and Unsolicited Applications and Résumés
It is often believed that individuals who contact employers on their own initiative will be
better employees than those recruited through ads.
The Internet
Looking on the Internet is the most commonly used search tactic by jobseekers and
recruiters to connect with one another.
Both companies and applicants find the Internet cheaper, faster, and more effective.
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posted to a publicly accessible website, in whole or in part.
External Recruiting Methods slide 2 of 6
Social Media
Firms are utilizing social media websites (e.g., Facebook, LinkedIn) to recruit
employees.
Passive jobseekers – People who are not looking for jobs but could be persuaded to
take new ones given the right opportunity
Mobile Recruiting
Mobile recruiting – The process of recruiting candidates via their mobile devices
Job Fairs
At a job fair companies and their recruiters set up booths, meet with prospective
applicants, and exchange employment information.
Virtual job fair – Job fairs conducted online
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External Recruiting Methods (slide 3 of 6)
Employee Referrals
• Word-of-mouth recommendations are the way most job positions are filled.
• Research findings:
• Employee referrals are the best source of applicants.
• Referred employees have higher retention rates than those who are not referred
and are hired in less than half the time as other candidates.
• Once hired, applicants referred by an employee tend to remain with the
organization longer.
• Negative factors:
• Corporate “inbreeding” – Occurs when firms hire employees similar to those who
provided the referrals and thereby discriminate against protected classes
• Nepotism – A preference for hiring the relatives of current employees
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posted to a publicly accessible website, in whole or in part.
External Recruiting Methods
slide 4 of 6)
(
Re-recruiting
Re-recruiting – The process of keeping track of and maintaining relationships with
former employees to see if they would be willing to return to the firm
Executive Search Firms
In contrast to public and private employment agencies, which help jobseekers find
the right job, executive search firms (often called “headhunters”) help employers
find the right person for a job.
Educational Institutions
High schools and community colleges
Work-study programs
Internships
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Figure 5.3: Steps for Strengthening a Firm’s
On-Campus Recruiting Relationships
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Figure 5.4:
Unpaid Internship Guidelines
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posted to a publicly accessible website, in whole or in part.
External Recruiting Methods (slide 5 of 6)
Professional Associations and Labor Unions
• Placement centers are included at the national meetings of professional
associations.
• Labor unions are a principal source of applicants for blue-collar and some
professional jobs.
Public Employment Agencies
• Each states maintains an employment agency that posts job openings online and
matches unemployed qualified workers to jobs.
Private Employment Agencies
• Private employment agencies match people with full-time jobs for a fee
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posted to a publicly accessible website, in whole or in part.
External Recruiting Methods (slide 6 of 6)
• Staffing agencies (e.g., Adecco, Kelly Services) hire and place workers in
temporary positions.
• Independent contractors –self-employed workers who do project work on a
contract basis for different organizations
• Employee leasing –dismissing employees who are hired by a leasing
company (to handle HR) and contracting with the company to lease back the
employees
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posted to a publicly accessible website, in whole or in part.
Internal Recruiting Methods (slide 1 of 2)
•
•
•
•
•
Most companies fill job vacancies through promotions and transfers.
Promoting employees rewards them for performance and encourages them.
Morale improves and a culture of engagement is fostered.
Research suggests that internal candidates outperform external candidates.
When employees are passed over, they become disillusioned and looi elsewhere
for jobs.
• When experienced employees leave an organization, they take with them years of
corporate knowhow that is hard to replace.
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posted to a publicly accessible website, in whole or in part.
Figure 5.5: Warning Signs
of a Weak Talent “Bench”
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posted to a publicly accessible website, in whole or in part.
Internal Recruiting Methods (slide 2 of 2)
Internal Job Postings
• Bulletin boards
• Intranets
Identifying Talent through Performance Appraisals
• Nine-box grid – A diagram that includes appraisal and assessment data to
see an employee’s performance.
Skills Inventories and Replacement Charts
• Skills inventories – Track an employee’s education, work experience,
vocational interests, abilities and skills, compensation history, and job tenure
• Replacement charts – Used for succession planning
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posted to a publicly accessible website, in whole or in part.
Figure 5.6:
An Example of a Nine-Box Grid
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posted to a publicly accessible website, in whole or in part.
Improving the
Effectiveness of Recruiting
A firm can improve its effectiveness in recruiting by doing the following:
•
•
•
•
Recruiters need an accurate job analysis.
Line managers and employees need to be involved in the process.
A job-starting date for the organization and the new hire needs to be established.
After hiring, the firm should conduct a “debrief” and try to improve the recruiting
process.
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posted to a publicly accessible website, in whole or in part.
Using Realistic Job Previews
• Realistic job preview (RJP) – Informing applicants about all aspects of the
job, including its desirable and undesirable facets
• Proponents of RJPs believe that applicants who are given them will remain
on the job and be successful because they experience fewer unpleasant
surprises.
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posted to a publicly accessible website, in whole or in part.
Surveys and Employee Profiles
• Another way to improve a company’s recruiting is to survey managers, top
performers, new hires, and candidates who turned down jobs.
• Employee profiles – A profile of a worker developed by studying an
organization’s top performers to recruit similar types of people
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Recruiting Metrics
• Time-to-fill –the number of days from when a job opening is approved to the date a
person accepts the job
• Quality-of-fill –measures how well new hires have gotten “up to speed,” are
performing, and their retention levels
• Yield ratio – the percentage of applicants that make it to the next stage in the
selection process
• Acceptance rate – The percentage of applicants who accept a firm’s job
• Applicant tracking system (ATS) –posts job openings, screens résumés and
profiles, emails candidates for interviews, and tracks the time and costs for hiring
people
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posted to a publicly accessible website, in whole or in part.
Time-to-Fill Calculations
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Career Management:
Developing Talent Over Time
• Proactive companies see career development and recruiting as strategic
imperatives.
• They study strategies in conjunction with organizational charts, job analysis,
and external factors such as the labor market and the competition, and then
recruit proactively
•
Managers play a key role in expanding talent pools
Good managers “grow” talent by listening to employees’ aspirations, act as
coaches, identify their strengths, and offer feedback.
• Good managers ensure employee training, self-assessment tools,
organizational information and career paths
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Steps in the
Career Management Process
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The Goal: Matching the Needs of the
Organization to the Needs of Employees
• A career development program should be viewed as a dynamic process that
matches the needs of the organization with the needs of employees as those
needs change.
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posted to a publicly accessible website, in whole or in part.
Figure 5.9: Blending the Needs of Individual
Employees with the Needs of Their
Organizations
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posted to a publicly accessible website, in whole or in part.
Identifying Career Opportunities and
Requirements (slide 1 of 2)
• To identify career opportunities and requirements, managers have to
continually analyze the:
• Competencies required for jobs
• Progression among related jobs
• Supply of ready (and potential) talent available to fill those jobs
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posted to a publicly accessible website, in whole or in part.
Identifying Career Opportunities and
Requirements (slide 2 of 2)
Job progressions – The hierarchy of jobs, ranging from a starting job to jobs that
require more knowledge and/or skill
• Job progressions serve as a basis for developing career paths—the lines of
advancement
• Career advancement can move along via promotions, transfers, demotions,
and exits.
• Promotion – A change to a job at a higher level
• Transfer –placement in another job for which the duties, responsibilities,
status, and pay and benefits are equal to those of a previous job
• Demotion – A downward transfer that moves an individual into a lower-level
job
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posted to a publicly accessible website, in whole or in part.
Typical Line of Advancement in HR Management
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Figure 5.11:
Stages of Career Development
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posted to a publicly accessible website, in whole or in part.
Career Development Initiatives (slide 1 of 2)
• Career Counseling
• Involves talking to employees about job activities and performance,
personal and career interests and goals, personal skills, and suitable
career development objectives
• Mentoring Programs
• Mentors – Individuals who coach, advise, and encourage employees
of a lesser rank
• Reverse mentoring –younger employees mentor older employees and
executives about social media, technology, and trends
• Tuition Assistance Programs
• Corporations often offer their employees tuition assistance to help them
further their careers if they take courses related to the firms’ businesses
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Career Development Initiatives
(slide 2 of 2)
Career Plateau Initiatives
• Career plateau – A situation in which for either organization or personal reasons
the probability of moving up the career ladder is low
• Three types of plateaus:
1. Structural plateau – Marks the end of promotions
2. Content plateau – Occurs when a person has learned a job too well and is
bored with day-to-day activities
3. Life plateau – Is more profound and may feel like a midlife crisis
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Figure 5.12:
Career Plateau Questions
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posted to a publicly accessible website, in whole or in part.
Developing a Diverse Talent Pool
• Employers often develop formal EEO/affirmative action policies to recruit and
promote members of protected classes so that their representation at all levels
within the organization approximates their proportionate numbers in the labor
market.
• Women
• Minorities
• People who are disabled
• Veterans
• Older employees
Snell/Morris, Managing Human Resources, 19th Edition. © 2023 Cengage. All Rights Reserved. Many not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole or in part.
Summary
• Now that this lesson has ended, you will have learned how to:
5.1. Describe how a firm’s strategy affects its recruiting efforts, and the elements
that are part of a strategic recruiting strategy.
5.2. Describe the methods firms use to recruit externally and internally.
5.3. List some of the ways firms can improve their recruiting and the metrics
they use to do so.
5.4. Explain how career management programs integrate the needs of individual
employees and their organizations.
5.5. Explain why recruitment and career development activities focused on
diversity and inclusion are important to companies.
Snell/Morris, Managing Human Resources, 19th Edition. © 2023 Cengage. All Rights Reserved. Many not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole or in part.