Final paper

Human Resource Management MSL660/MPA606 Hall #3 Turning Recruiting into Strategic Recruiting

Format for Hall session

• Introduction of the Hall • Hall Topics • Christian worldview applications • Major points for the week’s learning

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Topics we’ll cover

• Human Resource Planning and Its Process • Assessing the External & Internal Workforces • The Psychological Contract, Performance, &

Motivation • Employee Turnover and How to Measure It • Retention and How to Manage It • Turning Recruiting into Strategic Recruiting • Types of Recruiting ▫ Internet, External, Internal

• Recruiting Evaluation and Metrics

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Biblical Foundation: Matt. 4:18-22

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Hall Objectives

• How the HR planning process is used • How to assess the internal & external workforce • Why performance & motivation are important to HR • To look at the different types of turnover & how to

measure it • How do organizations retain employees and how do

organizations recruit • How do organizations turn recruiting into strategic

recruiting • What are the different types of recruiting and ways to

measure its success

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Questions or Topics for Reflection & Study

• What are the steps of the HR Planning Process? • What are the components to performance? • How do organizations use internet recruiting? • What are some decisions for strategic recruiting?

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Human Resource Planning

• Human Resource (HR) Planning – Process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives.

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HR Planning Process

• Fig. 5-1

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Assessing the External Workforce

• Economic & Government Factors ▫ Interest rates, inflation, economy growth or

decline, unemployment, tax legislation • Competitive Evaluations ▫ Net migration, direct competitors,

international competition • Changing Workforce Considerations ▫ Aging of the workforce, growing diversity of

the workers, female workers & work-life balancing concerns, availability of contingent workers, outsourcing possibilities

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Assessing the Internal Workforce • Current & Future Job Audits

▫ What jobs exist now & how essential is each job? ▫ How many individuals are performing each job? ▫ What are the reporting relationships of jobs? ▫ What are the vital KSAs needed in the jobs? ▫ What jobs will be needed to implement future

organizational strategies? ▫ What are the characteristics of those anticipated jobs?

• Employee & Organizational Capabilities Inventory ▫ Individual employee demographics, individual career

progression, individual performance data

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Forecasting HR Supply & Demand • Current & Future Job Audits

▫ What jobs exist now & how essential is each job? ▫ How many individuals are performing each job? ▫ What are the reporting relationships of jobs? ▫ What are the vital KSAs needed in the jobs? ▫ What jobs will be needed to implement future

organizational strategies? ▫ What are the characteristics of those anticipated jobs?

• Employee & Organizational Capabilities Inventory ▫ Individual employee demographics, individual career

progression, individual performance data

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Forecasting HR Supply & Demand • Forecasting the Demand for HR

▫ New jobs being created or current jobs being reduced, must consider when employees leave because of promotions, transfers, turnovers, & terminations

• Forecasting the Supply of HR ▫ External Supply – net migration into & out of the area,

individuals entering & leaving the workforce, individuals graduating from schools & colleges, changing workforce composition & patterns, economic forecasts for the next few years, technological developments & shifts, actions of competing employers, government regulations & pressures, circumstances affecting persons entering & leaving the workforce

▫ Internal Supply – external hires, internal transfers, promotions, replacement charts, succession planning

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Individual Workers & Organizational Relationships • Psychological contract – The unwritten

expectations employees and employers have about the nature of their work relationships.

• Traditional view ▫ Job security, competitive pay, solid range of

benefits, career progression

• How it’s changing ▫ Employees question to remain loyal to

organization

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Individual Performance & Motivation

• Performance ▫ Ability ▫ Effort ▫ Support

• Motivation – The desire within a person causing that person to act. ▫ Job satisfaction ▫ Attitude surveys ▫ Organizational commitment

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Employee Turnover

• Turnover – The process in which employees leave an organization & have to be replaced.

• Types: ▫ Involuntary ▫ Voluntary ▫ Functional ▫ Dysfunctional ▫ Uncontrollable ▫ Controllable

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Measuring Employee Turnover

• Widely used formula for calculating turnover:

# of employee separations during the year ---------------------------------------------------- x 100

Total # of employees @ midyear

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Drivers of Retention

• Fig. 5-7

• Managing Retention (Employee surveys, exit interviews, retention & follow-up)

Source: Mathis & Jackson (2011), Human Resource Management (13th ed.),

Mason, OH, Cengage Southwestern.

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Turning Recruiting to Strategic Recruiting • Recruiting – Process of generating a pool of

qualified applicants for organizational jobs. ▫ Know the industry & where to successfully recruit

qualified employees. ▫ Identify keys to success in the labor market,

including competitors’ recruiting efforts. ▫ Cultivate relationships with sources of prospective

employees. ▫ Promote the “company brand” so that the

employer is known as a good place to work. ▫ Use recruiting metrics in order to measure the

effectiveness of recruiting efforts.

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Strategic Recruiting Decisions

• Recruiting Presence & Image ▫ Employment “Branding” & Image

• Organization-Based vs. Outsourced Recruiting • Regular vs. Flexible Staffing ▫ Temporary workers (seasonal, contract),

independent contractors

• Recruiting & EEO: Diversity Considerations ▫ Employment ads, diverse groups

• Realistic Job Previews • Recruiting Source Choices: Internal vs. External

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Internet Recruiting • E-Recruiting Means

▫ Internet job boards, professional/career websites, employer websites

• Recruiting & Internet Social Networking • Recruiting Using Special Technology Means

▫ Blogs, E-video, Twitter • Legal Issues in Internet Recruiting • Advantages:

▫ Cost savings, saves times • Disadvantages:

▫ More unqualified candidates, may not be serious candidate

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External Recruiting

• Media sources (newspapers, magazines, television, etc.)

• Competitive Recruiting Sources (professional & trade associations, trade publications, & competitors)

• Employment agencies • Labor unions • Job Fairs & Creative Recruiting • Educational Institutions

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Advantages & Disadvantages of External Recruiting

• Fig. 6-5

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Internal Recruiting

• Databases & Internet-related sources • Job posting ▫ Transfers ▫ Promotions

• Employee-focused recruiting ▫ Current-employee referrals ▫ Re-recruiting of former employees &

applicants

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Advantages & Disadvantages of Internal Recruiting

• Fig. 6-8

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Recruiting Measurement Areas

• Fig. 6-9

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Questions or Topics for Review

• What are the steps of the HR Planning Process? • What are the components to performance? • How do organizations use internet recruiting? • What are some decisions for strategic recruiting?

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What next?

• Take the Hall Quiz • Complete your detailed reading • Answer the discussion questions • Complete the writing assignments

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References

• Mathis, Robert & Jackson, John. (2011) Human Resource Management (13th ed.) Mason, OH: Cengage Southwestern.

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This concludes Hall 3