BTEC Higher National Diploma Human Resource Management. Jeeshan Mirza. Lecture 4 PERSONNEL PLANNING & RECRUITING

Transcription

1 BTEC Higher National Diploma Human Resource Management Jeeshan Mirza Lecture 4 PERSONNEL PLANNING & RECRUITING

2 Topic Overview 1. HRM Strategy & Analysis 2. Job Analysis 3. Personnel Planning & Recruiting 4. Selecting Employees 5. Training & Developing Employees 6. Performance Management & Appraisal 7. Managing Employee Retention, Engagement, and Careers 8. Developing Compensation Plans 9. Pay For Performance & Employee Benefits 10. Ethics, Employee Relations, Fair Treatment At Work 11. Working With Unions/Improving Occupational Safety, Health, and Risk Management

3 Overview Workforce Planning & Forecasting Labor Markets Recruitment Internal Sources Of Candidates Sources Of Outside Candidates Recruitment Strategic Considerations

4 Steps In Recruitment & Selection Process Source: Dessler

5 Workforce Planning & Forecasting Recruitment and selection based on organizations employment needs

6 Workforce Planning & Forecasting Workforce Planning Core HRM process Shaped by organizational strategy Ensures right number of people with the right skills, in the right place at the right time Forecasting Determine the supply and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses

7 Workforce Planning & Forecasting Process of deciding what positions the firm will have to fill, and how to fill them All future positions, from maintenance clerk to CEO Employment planning should reflect the firm s strategic plans Eg. plans to enter new businesses/reduce costsinfluences positions need to fill (or eliminate) Strategic issues are always crucial

8 Workforce Planning & Forecasting Source: Dessler

9 Workforce Planning & Forecasting Source: Mathis

10 Labor Markets Basics about labor markets and how it aids in understanding recruiting

11 Labor Markets External supply pool from which employers attract employees To understand where recruiting takes place, one can think of the sources of employees as a funnel Source: Mathis

12 Labor Markets Labor force population- All individuals who are available for selection if all possible recruitment strategies are used Applicant population- is a subset of the labor force population that is available for selection if a particular recruiting approach is used Applicant pool-consists of all persons who are actually evaluated for selection Unemployment Rate Applicant Pool

13 Recruitment The Concept

14 Recruitment Often confused, interchanged with selection! Recruitment-practices and activities carried out by the organization with the primary purpose of identifying and attracting potential employees or applicants Selection and placement follows sequentially after the recruitment The total process of requirement, selection and placement can be called the hiring process

15 Recruitment The Recruitment & Selection Process 1. Defining requirements 2. Attracting candidates 3. Checking applications 4. Interviewing 5. Testing 6. Assessing candidates 7. Obtaining references 8. Checking applications 9. Offering employment 10.Following up Recruitment Selection

16 Recruitment Determining Requirement Workforce Planning & Forecasting HR Strategy & Planning Remember The Starbucks Exercise? Job Analysis- Job Description + Job Specification

17 Recruitment Attracting Candidates Company Specific Recruitment Strategy Diversity, MAS-Sportsmen Sources Of Candidates- Internal Vs External Recruitment Methods

18 Internal Sources Of Candidates Hiring From Within

19 Internal Sources Of Candidates Hiring from within often the best source of candidates Source: Mathis

20 Promoting managers and offering career opportunities from within the company has a positive affect on Enterprise. Employees remain happy, will stay longer and give their best.

21 Internal Sources Of Candidates Finding Internal Candidates Job posting Publicizing the open job to employees usually by literally posting it on company intranets, newsletter or bulletin boards Word of mouth/internal referrals Rehiring + former employees are known quantities and are already familiar with how you do things - employees who you let go may return with negative attitudes

22 Internal Sources Of Candidates Finding Internal Candidates Succession Planning The process of identifying and tracking high potential employees who will be able to fill top management positions when they become vacant Creating bench strength or talent pipeline

23 Internal Sources Of Candidates Finding Internal Candidates Succession Planning Step 1: Identify Key Needs Based on the company s strategic and business plans, top management and the HR director identify the company s future key position needs Defining key positions, defining high potentials, enlisting top management support, and reviewing the company s current talent

24 Internal Sources Of Candidates Finding Internal Candidates Succession Planning Step 2: Develop Inside Candidates After identifying future key positions, management creates candidates for these jobs Creating means providing the inside or outside candidates identified with the developmental experiences they require to be viable candidates Employers develop high-potential employees through internal training and cross-functional experiences, job rotation, external training, and global/regional assignments

25 Internal Sources Of Candidates Finding Internal Candidates Succession Planning Step 3: Assess and Choose Finally, succession planning requires assessing these candidates and selecting those who will actually fill the key positions

26 Internal Sources Of Candidates Finding Internal Candidates In 1994, years before he retired from GE, Jack Welch had started the succession planning process. He developed a list of qualities, skills and characteristics a CEO should essentially have. So, GE was ready for its newest CEO, years before it finally had to make the decision in1999. SP is an ongoing, rigorous and challenging process at GE. At GE, succession planning was not confined to only the top management, but was applied across all tiers of management.

27 Internal Sources Of Candidates Finding Internal Candidates The managers of GE s various businesses were encouraged to identify potential candidates and fulfil their development needs, and transform them into efficient leaders ready to take up top jobs at the company. As part of CEO succession planning, GE shifted its key candidates from one business to another to enable them to gain experience across all its businesses

28 Internal Sources Of Candidates Finding Internal Candidates Jeff Immelt became CEO Nardelli went from GE to CEO of Home Depot from 2000 to 2005 McNerney went from GE to CEO of 3M, later became CEO of Boeing

29 Internal Sources Of Candidates Finding Internal Candidates Job Referrals A reliable source of potential recruits is suggestions from current or former employees Since current and former employees are familiar with the employer, most likely to refer suitable candidates At Enterprise Rent-A-Car, workers hired through employee referrals has risen to just under 40 percent; offers prizes like ipads and largescreen TVs plus traditional cash incentives for employees who refer new hires

30 Internal Sources Of Candidates Finding Internal Candidates-The Sri Lankan Context Job Referrals most popular recruitment method Friends, relations, use of influence; companies use this strategy, prospects and potential employees also approach companies via this method In apparel industry, bonuses are given from introduction Informal succession planning External>Internal

31 External Sources Of Candidates Hiring From Outside

32 External Sources Of Candidates Source: Mathis

33 External Sources Of Candidates Internet Recruitment Social Media External Sources Of Candidates Advertising Employment Agencies Campus, Job Fairs

34 External Sources Of Candidates Finding External Candidates Internet Recruitment Internet-based recruiting is most popular choice-job websites, company career page, mobile notifications Advantage: Generates quicker responses, longer time at least cost Disadvantage: May inadvertently exclude disproportionate numbers of older applicants, not IT savvy; Deluge of cv s from unqualified candidates; clerical time required to process Use application form, applicant tracking system to improve online recruitment

35 External Sources Of Candidates Finding External Candidates Internet Recruitment

36 External Sources Of Candidates Finding External Candidates Internet Recruitment

37 How Do Applicants Find Jobs? Heres a Survey

38 28% Applicants found their most recent job through word of mouth 19% Online job websites, job boards 16% Direct approach from employers Many Workers Use Social Networking Sites in Job Hunt, Edit Own Content, Survey Finds, BNA Bulletin to Management, May 10, 2011, p. 147.

39 7% Print ads-magazines, newspapers, billboards 1% Social media websites 22% Use social media websites in job search Many Workers Use Social Networking Sites in Job Hunt, Edit Own Content, Survey Finds, BNA Bulletin to Management, May 10, 2011, p. 147.

40 External Sources Of Candidates Finding External Candidates Social Media Recruiting for professionals and managers is shifting from job boards to social networking sites such as Facebook, Twitter, and LinkedIn Used to develop campaigns to attract applicants To build employer brand, brand awareness Also used for reference, background information See Social Media In Recruitment Visual

41 External Sources Of Candidates Finding External Candidates Social Media

42 External Sources Of Candidates Finding External Candidates Social Media

43 External Sources Of Candidates Finding External Candidates Social Media

44 External Sources Of Candidates Finding External Candidates Social Media

45 External Sources Of Candidates Finding External Candidates Social Media

46 External Sources Of Candidates Finding External Candidates Social Media

47 Ogilvy One is launching a global search to find the world s greatest salesperson through an online video competition on YouTube. Three finalists will be selected from entries received March 30 through May 16. The finalists will be flown to the Cannes Lions Advertising Festival for a chance to compete for a fellowship with the agency at a special session on June 21st where they will show their sales prowess in action. If you think you have what it takes to sell a common, ordinary brick

48 Classroom Debate Is it ethical, acceptable for companies to find out personal information about potential recruits through social media?

49 External Sources Of Candidates Finding External Candidates Advertising Newspaper, weekend classifieds Job websites Web advertising, social media advertising Billboards/Hoardings Newspaper ads are best for entry to mid level jobs; may be ineffective with top level and plant/floor level

50 Developing Effective Job Ads Source: Mathis

51 Source: Dessler

52 Source: content/uploads/2013/08/apple- Recruitment-Ad.jpg

53 Source: _ a.jpg

54 External Sources Of Candidates Finding External Candidates Employment Agencies Public and Non Profit Agencies National Job Bank, BOI Job Bank; eg Sri Lanka Job Bank Third Party Staffing Agencies Good option for contract/temporary staffing Ideal when companies don t want hassle of recruitment, regulation related issues

55 External Sources Of Candidates Finding External Candidates Employment Agencies Headhunters/Executive Recruiters Special employment agencies who seek out top-management talent for their clients Employer pays one month fee or other pre agreed amount Recruiters may deep contacts; especially adept at finding qualified employed candidates who aren t actively looking to change jobs They can keep your firm s name confidential until late into the search process Saves significant time, reaches candidates not connectable via normal methods

56 External Sources Of Candidates Finding External Candidates Employment Agencies The Trouble With Headhunters/Executive Recruiters May not understand company's values, requirements, specific needs May push candidates not relevant by providing inferior alternatives May bat for many sides!

57 External Sources Of Candidates Finding External Candidates Campus Hiring Sending representatives to university campuses to prescreen applicants, create an applicant pool from the graduating class management trainees and professional and technical employees Expensive and time-consuming-company brochures, time spent Internship programs Win-win for company and university

58

59 External Sources Of Candidates Finding External Candidates Career/Job Fairs Draws large supply of applicants Appropriate for lower level/entry level hires; mid to top level candidates unlikely to participate May attract job shoppers Outstation campaigns by apparel/manufacturing companies

60 External Sources Of Candidates Finding External Candidates-The Sri Lankan Context Internet based recruitment gaining popularity over advertising 14 Day Vs 1 Day, cost factor, smartphone factor Advertising not effective for lower end jobs; referrals, office branding, external signage, location based posters

61 External Sources Of Candidates Finding External Candidates-The Sri Lankan Context Executive search industry growing due to difficulty in recruiting, finding candidates Campus recruitment done on limited basis; lack of top tier educational institutions, competition for talent The Bangladesh Example

62 Classroom Discussion What is the best form of recruitment-internal or external?

63 Big concept Internal recruitment can aid in the development of a performance oriented work culture. However companies must strike balance to develop diversity, potential for new thinking and ideas

64 Recruitment Strategic Considerations

65 Recruitment Strategic Considerations Employer Branding Where HR & Marketing Meet The employment brand or image of an organization is the view of it held by both employees and outsiders Desirable organizations are better able to attract qualified applicants than are those with poor reputations Branding often focuses on what it s like to work at the company, particular company values, and the work environment the employer fosters Conscious effort Vs Subconscious effort

66 Recruitment Strategic Considerations Employer Branding Developing Employer Brand Organizational culture, values, vision, mission Great place to work, grow, career path, quality of life, benefits, Facilities at work-gym, cafeteria, other perks Branding at work, workplace aesthetics

67 Recruitment Strategic Considerations Employer Branding Developing Employer Brand Consistency in branding, core message delivered across all platforms-workplace, website, campus recruitment Social activities, CSR Selectivity Of Employees

68 Big concept Employer branding enables companies to become Employer Of Choice, seen as Great Place To Work

69 Recruitment Strategic Considerations Employer Branding

70 Recruitment Strategic Considerations Recruiting A Diverse Workforce Equal Opportunity Employer Single Parents Older Citizens Minority/Different Racial/Ethnic Background Disabled Homogenous Vs Heterogeneous Workforce

71 Recruitment Strategic Considerations Recruitment Metrics Source: Mathis

72 Thanks! Any questions? You can find me