chapter 5 HR
enhance recruiters impact
-provide timely feedback to avoid offensive behavior -they should avoid behaving in ways that convey the wrong impression about the company -organizations can recruit with teams rather than individual recruiters.
personnel policies to recruitment
internal vs external recruiting lead the market pay strategies employment at will policies image advertising
recruitment sources: internal sources
job postings- process of communicating information about a job vacancy -on company bulletin boards -in employee publications -on corporate intranets -anywhere else
forecasting steps
1.forecast labor demand 2.determine labor supply 3.determine labor surplus or shortage
advantages of internal sources (promoting within)
1.it generates applicants who are well known to the organization 2.these applicants are relatively knowledgeable about the organization's vacancies which minimizes the possibility of unrealistic job expectations 3.filing vacancies through internal recruiting is generally cheaper and faster than looking outside the organization
dirrect applicants
are people who apply for a vacancy without prompting from the organization
core competency
a set of knowledge and skills that make organization superior to competitors and create value for customers =organizations are most likely to benefit from hiring and retaining employees who provide a core competency . At a store, for example, core competencies include choosing merchandise that shoppers want and providing shoppers with excellent service. For other work that is not a core competency—say, cleaning the store and providing security—the organization may benefit from using HR strategies other than hiring full-time employees. For example, Cold Stone Creamery employees give their company the competitive advantage with their "entertainment factor." The company is known to seek out employees who like to perform and then "audition" rather than interview potential employees.
an organizations personnel policies
are its decisions about how it will carry out management, including how it will fill job vacancies
referrals
are people who apply because someone in the organization prompted them to do so.
forecasting
attempts to determine SUPPLY and DEMAND for various types of HR to predict areas within the organization where there will be labor SHORTAGES or SURPLUSES
determine labor surpulus or shortage
based on forecasts for labor demand and supply, planner can compare figures to determine whether there will be a shortage or surplus of labor for each job category -determining expected shortages and surpluses allows the organization to plan how to address these challenges.
image advertising
besides advertising specific job openings, organizations may advertise themselves as a good place to work in general. advertising designed to create a generally favorable impression of the organization is called image advertising. image advertising is particular important for organizations in highly competitive labor markets that perceive themselves as having a bad image. 28 research suggest that the image of an organizations brand for ex, innovative, dynamic or fun influences the degree to which a person feels attracted to the organization. this attraction is especially true if the person's own traits seem to match those of the organization.
recruiter traits and behaviors
characteristics of recruiter behavior of the recruiter enhancing recruiters impact Recruiters should provide timely feedback. Applicants dislike delays in feedback. They may draw negative conclusions about the organization (for starters, that the organization doesn't care about their application). Recruiters should avoid offensive behavior that might convey the wrong impression about the organization.
work force utilization review
comparison of employees in protected groups with proportion that each group represents in relevant labor market -steps in a workforce utilization review are identical to steps in HR planning process -organization must assess current utilization patterns, then forecast how they are unlikely to change in near future -If analysis forecast underutilization of certain groups, then goals and a plan will be established.
trend analysis
constructing and applying statistical models that predict labor demand for next year, given relatively objective statistics from previous year
another way to evaluate a source is
cost per hire
recruiters sources: external sources
direct applicants referrals advertisements in newspaper and magazines private employment agencies electric recruiting college and universities public employement agencies
surplus
downsizing speed fast, suffering high pay reductions fast, high demotions; fast and high transfers; fast and moderate work sharing fast and moderate hiring freeze slow and low natural attrition slow and low early retirement slow and low retraining slow and low
options for reducing a surplus include
downsizing, pay reductions and demotions deliver fast results but at a high cost in human suffering that may hurt surviving employees motivation and future recruiting. Also the organization may lose some of its best employees.
Applicants respond more positively when the recruiter is an HR specialist than line managers or incumbents.
false because applicants tend to respond more positively to someone who is currently in the job or a manager
realistic job previews should highlight the positive characteristics of the job rather than negative
false- realistic job previews provide background information about jobs positive and negative qualities.
cost per hire
find a cost of using a particular recruitment source for a particular type of vacancy. divide that cost by number of people hired to fill that type of vacancy a low cost per hire means the recruitment source is efficient
the first step in HR planning is
forecasting
second step in the HR planning
goal setting and strategic planning
objective for trend analysis
objective measures that accurately predict future labor demand
internal vs external recruiting
organizations with policies to "promote from within" try to full upper-level vacancies by recruiting candidates internally- that is finding candidates who already work for the organization. opportunities for advancement make a job more attractive to applicants and employees. Decisions about internal vs external recruiting affect the nature of jobs, recruitment sources, and the nature of the applicants
avoiding shortages
overtime temporary employees outsourcing retained transfers turnover reductions new external hires technological innovation
options for avoiding a shortage
overtime therefor is best suited for short term labor shortages -temporary employment gives them flexibility they need to operate efficiently when demand for their products change rapidly. if an employee believes a higher level of demand will persist, it often can hire the temps as a permanent workers.
lead the market pay strategies
pay is an important job characteristic for almost all applicants. organizations have a recruiting advantage if their policy is to take a "lead-in the market" approach to pay. that is pay more than the current market wages for a job. Higher pay can also make up for a job's less desirable feature, such as working on a night shirt or in dangerous conditions. Organizations that compete for applicants based on pay may use bonuses, stock options, and other forms of pay besides wages and salaries.
goal setting and strategic planning
purpose of setting specific numerical goals is to focus attention on the problem and provide a basis for measuring the organizations success in addressing labor shortages or surpluses. goals should come directly from analysis of supply and demand for each goal, organization must choose one or more HR strategies
4 objectives to downsizing
reduce cost replace labor with technology mergers and acquisitions move to a more economical location
which external recruiting sources are used the most
referrals 1/4 th company careers website job boards recruiter initiated contracts college recruiting rehiring former employees third party recruiters social media print ads
goal and strategic planning
the purpose of setting speical numberical goals is to focus attention on the problem and provided a basis for measuring the organizations success in addressing labor shortages and surpluses. the goal should come directly from the analysis of labor supply and demand. They should include a specific figure indicating what should happen with the job category or skill area and specific timetable for when the results should be achieved
recruit HR
the role of HR recruitment is to build a supply of potential new hires that the organization draw on if need arises.The goals of recruiting (encouraging qualified people to apply for jobs) and selection (deciding which candidates would be the best fit) are different enough that they are most effective when per- formed separately, rather than combined as in a job interview that also involves selling candidates on the company.
applicants respond positively to recruiters who are warm and informative
true in general applicants respond more positvely to recruiters whom they percieve as warm and informative
personnel policies are more important than the recruiter when deciding whether or not to take the job
true- for affecting whether people can choose to take a job, the recruiter seems less important than an organizations personnel policies that directly affect the jobs features
trend analysis
usually an organization forecasts demand for a specific job categories or skill areas. after identifying the revelent job categories or skills, the planner investigates the likely demand for each. the planner must forecast whether the need for people with the necessary skills and experience will increase or decrease. there are several ways of making such forecasts.
implement and evaluate HR planning
when implementing the HR strategy, organization must hold individuals accountable for achieving goals -they must have authority and resources needed to accomplish those goals -regular progress reports should be issued -evaluation of results should look at tactual numbers and identify which parts of planning process contributed to success or failure.
employment at will policies
within the laws of the state where they are operating, employers have latitude to set policies about their rights in an employment relationship. a widespread policy follows the principle of employment at will, which holds that if there is no specific employment contract saying otherwise, the employer or employee may end an employment relationship at any time. -an alternative is to establish due-process policies which formalluy lay out the steps an employee may take to appeal an employers decision to terminate that empoyee. an organizations lawyers may advise the company to ensure that all recruitment documents say that the employment is at will to protect the company from lawsuits about wrongful charge. management must decide how to weigh any legal advantages aganist the impact on recruitment. job applicants are more attracted to organizations with due process policies, which imply greater job security and concern for protecting employees, than to organizations with employee at will policies
evaluating quality of a source
yield ratio expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next. by comparing yield ratios of different recruitment sources, we can determine which source is best of most efficient for type of vacancy -For example, the organization could find the number of candidates interviewed as a percentage of the total number of résumés generated by a given source (that is, number of interviews divided by number of résumés). A high yield ratio (large percentage) means that the source is an effective way to find candidates to interview. By comparing the yield ratios of different recruitment sources, HR professionals can determine which source is the best or most efficient for the type of vacancy.