REFLECTIVE GENERAL

MBA401

People, Culture and

Contemporary

Leadership

Workshop Week 3

Talent Acquisition

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2

By the end of the workshop you will be able to:

• identify the key drivers of human resource planning

• explain the recruitment process within organisations

• detail the concept of ‘employers of choice’.

• explain the concept of the employee value proposition and how it links to business strategy.

• compare different ways of selection that organisations employ.

• LO1 - Explain the key concepts in managing the human resources inherent in an organisational system.

• LO2 - Apply human resource considerations to business decision making and in meeting organisational strategic goals.

Workshop Objectives

Apple

Westconnex

Telstra

Source: https://www.smh.com.au/business/companies/telstra-job-cuts-staff-pulled-into-redundancy-

discussions-20180718-p4zs4g.html

• Ensures organisational objectives are met through

effective utilisation of human resources

• Takes into consideration changing circumstances

within and outside the organisation

• Is an ongoing process, focused on the long-term

• Is cognisant of contemporary changes in both internal

and external environments

• Is a series of processes, with long, medium, and

short-term contingency options

Human Resource Planning

Activity – human resource planning

in action!

https://www.youtube.com/watch?v=KL6iFgXlZgI

• What were the key things Bronze considered when

planning for their human resource needs?

• Discuss with the person next to you

• Scarcity of talent

• Balancing short and long-term needs

• Globalisation

– Movement of labour internationally

– The ‘brain drain’

• Women in the workforce

– Flexible work practices and family support

– Declining birth rates

• Academic standards

– Migration vs. education

• Technology and its impact on jobs

• Outsourcing

• Fly in fly out

• Three forecasts are needed:

– demand for human resources within the organisation

– supply of external human resources to the organisation

– supply of human resources available within the organisation

HR Planning Considerations

• You are the Human Resource Director for Tefal.

• Tefal have recently decided to enter the vacuum cleaner market and

specifically aim to take on and beat Dyson in the market.

• In groups of 4 or 5 come up with a workforce plan which identifies

how you will find the right people, with the right skills, at the

right time and at the right price.

• You have 15 minutes!

Activity – Tefal Vacuum Cleaners

vs

Woolworths no CEO Replacement

• Succession planning is human resource

planning at the senior end of the organisation

• Succession planning is the process of identifying

high-potential employees, evaluating and honing

their skills and abilities, and preparing them for

advancement into positions which are key to the

success of business operations and objectives

Succession Planning

Source: Nankervis et al (2014)

• Job analysis

• Job design

• Competency profiling

• Skills identification

• Person specification

• Job description

Creating Jobs

Source: Stone et al (2013)

• You are the HR Manager of a software company

and are looking to hire a new sales person

• Spend 5 minutes listing the education, skills and

experience required to perform the role

• Spend another 5 minutes drafting a job

description (1 paragraph is sufficient)

• Share this with the person next to you.

Activity - Creating Jobs

Recruitment

• The process of seeking and attracting a

pool of qualified applicants from which

candidates for job vacancies can be

selected

• Strategic recruitment is the linking of

recruiting activities to the organisations

business strategy and culture

Source: Stone et al (2013)

Fit

• Person – job fit.

• Person – organisation fit.

• Person – environment fit.

• War for talent

• Best employer awards

Employer of Choice

• Convince existing and prospective staff that the organisation is

an attractive place to work

• This is ‘marketing’ the culture and the organisation

• Employment Value Proposition (EVP) is a set of associations and

offerings provided by an organisation in return for the skills,

capabilities and experiences an employee brings to the

organisation

• Attempts have been made to measure the strength of

organisations’ employment brand (Srivastava and Bhatnagar,

2010)

• Links between EVP, engagement and business outcomes are

difficult to identify (Heger, 2007)

Employment Branding

Source: Nankervis et al (2014)

• On your own, spend 10 minutes looking at these 3

company websites

• What does each say about their culture and organisation?

• Which is most appealing and why?

• What do you think these organisations are not telling

perspective candidates about their culture and

organisation?

1. ALDI https://www.aldicareers.com.au/Working-at-ALDI

2. COKE http://www.coca-colacompany.com/careers/why-work-at-the-coca-

cola-company

3. CBA https://www.commbank.com.au/about-us/careers/working-here.html

Activity – Why work for us?

• Write down as many advantages and

disadvantages of hiring internally vs externally

that you can think of

• You have 5 mins

Activity – Hiring

Advertisements

Recruitment agencies

Educational institutions

Employee referrals

Executive leasing and contracting

Online talent attraction

Outsourcing talent attraction

External Talent Attraction

Nikolaou (2014)

• Application

• Screening

• Testing

• Interviews

• Medical examination

• Reference checking

• Offer

• Acceptance or rejection

The Selection Process

Types of Interviews

Source: Compton, Morrissey, Nankervis et al (2014)

Types of Interviews

Source: Compton, Morrissey, Nankervis et al (2014)

• Has a very important role in the selection process

• Remains one of the most popular methods used to assess

job candidates

• The structure of conducting a successful face to face

interview is explained here:

• https://www.youtube.com/watch?time_continue=159&v=htBD

NsunGCY

Behaviour Based Interview (BBI)

• Open

• Closed

• Probing

• Hypothetical

• Fantasy

• Behavioural – Situational

– Task

– Action

– Result

Interviews: Using Questions

Unconscious Bias

• A father and son were at a gig in which a

fire broke out, killing the father and leaving

the son seriously injured.

• The son was rushed to hospital where a

surgeon was on the scene, who

exclaimed, “it’s my son!”.

• So, who was the surgeon?

Source: https://www.socialtalent.com/blog/recruitment/how-badly-is-your-unconscious-bias-affecting-your-recruiting-

skills

Unconscious Bias

• Unconscious biases are prejudices we have but are unaware of. They are “mental shortcuts based on social norms and stereotypes.” (Guynn, 2015).

• Biases can be based on skin colour, gender, age, height, weight, introversion versus extroversion, marital and parental status, disability status (for example, the use of a wheelchair or a cane), foreign accents, where someone went to college, and more (Wilkie, 2014).

• Biases do not come from a place of bad intent – they are deep seated, unconscious stereotypes that have formed in our brains through years of different influences we often had no control over.

• These biases cause us to make decisions in favour of one group to the detriment of others (Ross, 2008) and naturally creep into the workplace.

Unconscious Bias Examples

• A Queensland University found that blond women’s salaries were 7 percent higher than women who were brunettes or redheads.

• A Duke University study found that “mature-faced” people had a career advantage over “baby-faced” people (people with large, round eyes, high eyebrows and a small chin).

• A Yale University study found that male and female scientists—trained to reject the subjective—were more likely to hire men, rank them higher in competency than women, and pay them $4,000 more per year than women

• Tall men in business may find unconscious bias to work in their favour. Fifty-eight percent of Fortune 500 CEOs are just shy of six feet tall, while only 14.5 percent of the male population are that same size.

Source: Price, S. (n.d.). Think slow. BCCJacumen.com. Retreived from

http://www.priceglobal.com/media/documents/603778102_BCCJ%20UCB-SP.pdf

Wilkie, D. (01 December 2014). Rooting out hidden bias. SHRM. Retrieved from

http://www.shrm.org/publications/hrmagazine/editorialcontent/2014/1214/pages/1214hidden-bias.aspx

Types of Biases • A few of the known unconscious biases that directly impact the

workplace include:

– Affinity bias: The tendency to warm up to people like

ourselves.

– Halo effect: The tendency to think everything about a person is

good because you like that person

– Perception bias: The tendency to form stereotypes and

assumptions about certain groups that make it impossible to

make an objective judgement about members of those groups.

– Confirmation bias: The tendency for people to seek information

that confirms pre-existing beliefs or assumptions.

– Group think: This bias occurs when people try too hard to fit into

a particular group by mimicking others or holding back thoughts

and opinions. This causes them to lose part of their identities and

causes organizations to lose out on creativity and innovation

Source: Price, S. (n.d.). Think slow. BCCJacumen.com. Retrieved from

http://www.priceglobal.com/media/documents/603778102_BCCJ%20UCB-SP.pdf

Activity - Minimising Bias in the

Workplace

• In groups of 4 or 5 brainstorm ideas on

how to minimise bias in the workplace

• You have 5 mins!

Using Tests • Personality

• Communication

• Emotional intelligence

• General mental ability

• Should never be used as sole measure of

recruitment

Decision Time

• Clarity on criteria

• Balance all information

• Further recruitment and selection costs

• Additional development and orientation costs

• Opportunity costs

• Loss of competitive advantage

• Damage to company brand

• Loss of employer of choice status

• Reduced internal status

• Impaired recruitment opportunity

• Threatened company viability

• Loss of other key staff

Cost of Getting it Wrong

Summary

• Understanding the future business

strategy is critical for human resource

planning

• Recruitment is a key HR process

• Identifying an organisation’s employee

value proposition is key to communicating

an organisation’s brand

• Unconscious bias is real and can be

effectively managed

Assessment 1 reminder

• Due: Monday of week 5 at 11.55pm

• Pick any organisation of your choice. Using a report format, address the following factors: – How is the organisation trying to improve the performance

of its workforce?

– How is the organisation trying to improve its culture?

– How is the organisation trying to improve rates of employee engagement?

– What recommendations do you have that could enhance those three HR strategies?

• Any questions?

Any Questions?