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Empowering Human Potential at Work

MGT 551

Talent Management

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Elements of Talent Management Strategy

  • Company Culture
  • Job Analysis
  • Job Design
  • Job Description Training
  • Job Assistance Training
  • Performance Appraisal
  • Succession Planning
  • Professional Development
  • Personal Enrichment Programs

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Culture

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Show your employees that they matter every day and in every way. Make employee recognition part of “the way we do things around here.”

This way, even when employees experience obstacles to their success, they know the organization and its members will help them overcome it on the way to excellence.

Culture

This begins during the interview process and through the orientation process for a new employee.

Employees don’t take a new job with the attitude of, “I cannot wait to be mediocre here!” They show up interested and engaged. Capitalize on that energy. Show people they matter and the work they will do matters.

Culture

Job Analysis

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Two Elements of Work Design

  • Autonomy is the extent to which individual workers are given the freedom and independence to plan and carry out work tasks.

  • Interdependence is the extent to which an individual’s work actions and outcomes are influenced by other people.

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  • Autonomy concerns the extent to which individual workers are given the freedom and independence to plan and carry out work tasks.
  • Greater autonomy provides two potential benefits to organizations. One benefit concerns information. In many cases, front-line workers are closer to customers and products and so have information that a manager does not have.
  • The workers can use this information, for example, to adapt quickly to change. Employees who are closer to products and customers are often able to make rapid changes if something in the production process shifts or if customers’ needs vary.
  • For example, a waitress who learns that certain customers don’t want glasses of water can adapt to their needs better than can a manager who has never met those particular customers.
  • A second potential benefit of high autonomy is increased motivation. People with a greater sense of autonomy feel more responsibility for their work..
  • More autonomous employees are less likely to shirk their responsibilities, while people who don’t feel autonomy often fail to do their share of work tasks.
  • Interdependence is the extent to which an individual’s work actions and outcomes are influenced by other people. When interdependence is low, people work mostly by themselves. Each person completes his or her set of tasks without much help from or coordination with others.
  • High interdependence, occurs when people work together closely. Each team member completes a part of the task, and the work flows back and forth between team members. Each person adapts his or her inputs to the inputs of others.

Phases of Job Analysis

Source: Information from Robert D. Gatewood and Hubert S. Field, Human Resource Selection, 5th ed. (Cincinnati, OH: South-Western, 2001).

Step 1. Getting Organized. The first phase of job analysis is getting organized. An important issue to be decided during this phase is who will perform the analysis. Some organizations have employees who have the expertise necessary to perform job analyses. Other organizations hire external consultants to help. In either case, accurate job analysis depends on identifying people who have the skills needed to thoroughly analyze the jobs. Careful plans describing needed resources, such as staff support and computer assets, can help to ensure success. During the organizing phase, it is also necessary to make sure that key decision makers support analysis plans. No matter how carefully procedures are planned, problems will arise, and top-management support will be necessary to make sure that the analysis proceeds successfully.

Step 2. Choosing Jobs. The second phase of job analysis is choosing the jobs to be studied. Of course, the goal is to analyze all jobs within an organization. But constraints on budgets and staff time make it necessary to choose only some of these jobs. As you might expect, high priority should be given to jobs that are important to the success of the organization. Particular emphasis should be placed on jobs in which large numbers of people are employed. Focusing analysis on jobs that are both important and widely held ensures that efforts will be concentrated in areas where improvement can have its largest impact on making the organization successful.

Step 3. Reviewing Knowledge. The next step, reviewing knowledge, involves learning what is already known about similar jobs in other organizations. One important source of information is the Occupational Information Network, which was developed by the U.S. Department of Labor. The network, called O*Net, is online at http://online.onetcenter.org.

Step 4. Selecting Job Agents. The fourth step is selecting job agents—the people who will provide the job information. In many cases, the best people to provide information are job incumbents—the people currently doing the job. These employees are very familiar with day-to-day tasks. One potential problem with using current employees is that they may emphasize what is actually done rather than what should be done. Another source of information is supervisors. Supervisors may not be as familiar with the details of the job, but they can often provide clarification about the tasks that they would like to see done. A third source of information is analysts who make careers out of studying jobs.

Step 5. Collecting Job Information. The next step is to actually collect information about the job. A common method for collecting information is the job analysis interview,

  • An interviewer asks job agents about their duties and responsibilities. Agents can be interviewed individually or in groups. In either case, the interview should be structured so that the same questions are asked of everyone. Job analysis interviews can be useful for learning unique aspects of a particular job. Interviews can, however, be time consuming and costly.

  • A second common method for collecting information is the job analysis questionnaire. This is the PAQ. Here, agents respond to written questions about the tasks they perform on the job. One type of questionnaire is an off-the-shelf instrument that has been developed to provide information about numerous different jobs. Another type is a tailored questionnaire developed just to obtain information about a specific job in a specific organization. An advantage of job analysis questionnaires is that they are relatively inexpensive. A disadvantage is that they may only provide very general information.

  • A third common method is observation. Job analysis observation requires job analysts to watch people as they work and to keep notes about the tasks being performed. This method can provide excellent information about jobs involving frequently repeated tasks. Observation is, however, difficult for jobs where tasks either are mental or are not done frequently enough to be observed by an outsider.

Step 6. Creating Job Descriptions. Next, analysts use the job analysis information to create a job description. A job description is a series of task statements that describe what is to be done by people performing a job. This description focuses on duties and responsibilities and usually consists of a list of actions that employees perform in the job being described.

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Example

Source: Information from the Occupational Information Network O*Net OnLine, http://online.onetcenter.org/.

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Source: Information from the Occupational Information Network O*Net OnLine, http://online.onetcenter.org/.

Example

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Job Analysis – Methods

Critical-incidents technique identifies good and bad on-the-job behaviors.

  • Job agents are asked to generate a number of statements that describe behaviors they consider particularly helpful or harmful for accomplishing work.
  • Each statement includes a description of the situation and the actions that determined whether the outcome was desirable or undesirable.

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  • The critical-incidents technique identifies good and bad on-the-job behaviors. Job agents are asked to generate a number of statements that describe behaviors they consider particularly helpful or harmful for accomplishing work.
  • Each statement includes a description of the situation and the actions that determined whether the outcome was desirable or undesirable. Statements are then analyzed to identify common themes.


Job Analysis – Questionnaire

(PAQ) is a structured questionnaire that assesses the work behaviors required for a job. Such as:

  • Information input – where and how a worker obtains needed information such as education and or experience.
  • Mental processes – reasoning and decision-making activities.
  • Work output – physical actions required for the job, as well as tools or devices used.
  • Relationships with other persons – the interactions and social connections that a worker forms with others.
  • Job context – the physical and social surroundings where work activities are performed.
  • Other job characteristics – activities, conditions, or characteristics that are important but are not in the other five dimensions.

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  • The Position Analysis Questionnaire (PAQ) this is the job analysis questionnaire is a structured questionnaire that assesses the work behaviors required for a job.
  • This questionnaire collects information not about tasks or duties but rather about the characteristics people must have in order to do the job well.
  • Questions on the PAQ are rated on scales according to what is being measured. One scale, for example, is based on extent of use and ranges from “very infrequently” to “very substantial.” Another is based on importance to the job and ranges from “very minor” to “extreme.” A few items are simply rated as “does not apply” or “does apply.”
  • An advantage of the PAQ is its usefulness across many different jobs.

Job Descriptions and Job Specifications

  • The PAQ, which consists of multiple pages is then transcribed into smaller document called a Job Description by the job analysts.
  • The Job Description consist of two parts. One is the description of the job and the second is the Job Specifications.
  • A good job description and job specification focuses attention on knowledge, skills, and abilities need to do the job.
  • The Job Description is used in multiple human resources processes such as recruiting, compensation and training.

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  • This information must then be translated into job specifications, which are required for purposes such as employee selection.
  • The recruiters look at a list of tasks and make judgments about the knowledge, skills, abilities needed to complete the tasks.

  • Job specifications provide information that serves as a foundation for a number of other human resource practices.
  • The list of worker characteristics serves as a “shopping list” for managers as they begin identifying the type of workers they want to hire.
  • Carefully prepared job specifications also guide selection practices so that appropriate tests can be found to identify who actually has the desirable characteristics.
  • The information can also be used for making promotion, compensation decisions and identifying training needs.

Job Descriptions vs. Job Specifications

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Job Analysis and Legal Issues

  • Job analysis results help many organizations determine whether they are complying with requirements of the Americans with Disabilities Act (ADA).
  • ADA guidelines make an important distinction between essential and nonessential tasks. For a disabled employee to be qualified for a position, he or she must be able to perform all essential tasks (with reasonable accommodations).

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  • Job analysis results help many organizations determine whether they are complying with requirements of the Americans with Disabilities Act (ADA).
  • ADA guidelines make an important distinction between essential and nonessential tasks.
  • For a disabled employee to be qualified for a position, he or she must be able to perform all essential tasks (with reasonable accommodations).
  • The employee is not, however, required to be able to perform nonessential tasks.
  • For example, an essential task for a landscape worker might be identifying and removing weeds. A nonessential task might be communicating verbally with other employees.

Job Design

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Job Design

  • The process of job design focuses on determining what tasks will be grouped together to form employee jobs
  • There are four general approaches to grouping work tasks: mechanistic, motivational, perceptual, and biological.

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  • The process of job design focuses on determining what tasks will be grouped together to form employee jobs.
  • Four general approaches to grouping work tasks: mechanistic, motivational, perceptual, and biological.

Mechanistic Approach

  • Job design is viewed from the perspective of creating an efficient machine that transforms labor inputs into goods and services.

  • Industrial engineers often use analyses designed to find the work methods that take the least time. Examples include Time and Motion studies.

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  • The Mechanistic Approach uses principles from Frederick Taylor’s Scientific Management.
  • The basic goal of the mechanistic approach is to simplify work tasks as much as possible.
  • Tasks are automated. Each job is highly specialized, and to the degree possible jobs are simple.
  • Workers focus on completing only one task at a time, and a small set of tasks is completed over and over.
  • The mechanistic approach thus tends to reduce worker autonomy and create sequential processing.
  • Having workers specialize and complete simplified tasks has indeed been linked to greater efficiency.
  • Organizations pursuing either Loyal Soldier or Bargain Laborer HR strategies can thus benefit from job design practices that emphasize the mechanistic approach.
  • Discuss the process at UPS.


Motivational Approach

  • The motivational approach is aimed at increasing employees’ enjoyment of their work and thus increasing their effort.
  • Jobs are designed not simply to get work done as quickly as possible but also to provide workers with tasks they find meaningful and enjoyable.
  • A model of motivational job design is the job characteristics model, which focuses on building intrinsic motivation.
  • Intrinsic motivation exists when employees do work because they enjoy it, not necessarily because they receive pay and other rewards.

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  • This motivational approach is aimed at increasing employees’ enjoyment of their work and thus increasing their effort.
  • For example, people given the goal of developing a marketing plan for a cell phone manufacturer might be given a large number of different tasks that allow them to exercise creativity.
  • Jobs are designed not simply to get work done as quickly as possible but also to provide workers with tasks they find meaningful and enjoyable.
  • Unlike the mechanistic approach, the motivational approach seeks to design work so that it is complex and challenging.
  • One method used is job design is the job characteristics model, which focuses on building intrinsic motivation.
  • Intrinsic motivation exists when employees do work because they enjoy it, not necessarily because they receive pay and other rewards.
  • According to the job characteristics model, people are intrinsically motivated when they perceive their work to have three characteristics:


Perceptual Approach

  • The basic objective of the perceptual approach is to simplify mental demands on workers and thereby decrease errors.
  • Safety and prevention of accidents are critical.
  • The perceptual approach to job design usually results in work characterized by sequential processing and low autonomy.

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  • The basic objective of the perceptual approach is to simplify mental demands on workers and thereby decrease errors.
  • Safety and prevention of accidents are critical. Given its emphasis on simplicity, the perceptual approach to job design usually results in work characterized by sequential processing and low autonomy.
  • This approach is most commonly found in organizations pursuing either Loyal Soldier or Bargain Laborer HR strategies.
  • For instance, an oil refinery could use perceptual principles to ensure that gauges and meters are designed to present information clearly so that plant workers do not make mistakes that result in accidents.

Biological Approach

  • This approach is associated with ergonomics, which concerns methods of designing work to prevent physical injury.
  • Job tasks are assessed in terms of strength, endurance, and stress put on joints.
  • Work processes are then designed to eliminate movements that can lead to physical injury or excessive fatigue.
  • The basic goal of the biological approach is to eliminate discomfort and injury.

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  • This approach is sometimes associated with ergonomics, which concerns methods of designing work to prevent physical injury.
  • Task demands are assessed in terms of strength, endurance, and stress put on joints. Work processes are then designed to eliminate movements that can lead to physical injury or excessive fatigue.
  • Workers are often taught principles such as good posture and elimination of excessive wrist movement.
  • The basic goal of the biological approach is to eliminate discomfort and injury.
  • Fatigue is reduced by incorporating breaks and opportunities to switch tasks. Short-term gains in efficiency are sometimes sacrificed in order to prevent discomfort or injury to workers.
  • Principles associated with the biological approach can therefore be useful when work is characterized by sequential processing.
  • Talk about work design in the Auto Assembly plants.
  • Workers can experience work-to-family conflict when the stress they feel at work is carried into their family environment.
  • They can also feel the same conflict when stress at home carries into their work environment.

Work / Life Balance

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  • Stress from problems at home can have a negative influence on work performance, resulting in family-to-work conflict.
  • At the same time, stress encountered at work can have a negative influence on family life, a situation called work-to-family conflict
  • Studies have shown that spending more hours at work creates more stress at home and that spending more hours with family can create stress at work.
  • A second reason for work and family conflict is that the psychological effort required to cope in one area takes away from resources needed to cope in the other.
  • A young mother who engages in a difficult confrontation with a coworker is likely to be emotionally exhausted when she returns to her family.
  • Increased conflict between work and family roles is a problem because it increases absenteeism and turnover.
  • Conflict between roles is a problem for employees because it reduces satisfaction, increases alcohol and drug abuse, and results in poor physical health.


Work / Life Balance

Two of the most common forms of flexible scheduling are:

  • Flextime provides employees with the freedom to decide when they will arrive at and leave work.
  • Compressed workweek enables employees to have full-time positions but work fewer than five days a week.

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  • Flexible scheduling practices allow people to coordinate their schedules with a partner and thereby reduce the conflict associated with being a parent and an employee.
  • Two of the most common forms of flexible scheduling are flextime and the compressed workweek.
  • Flextime provides employees with the freedom to decide when they will arrive at and leave work.
  • The organization creates a core time period when all employees must be present. For example, a bank may require all tellers to be at work between the busy hours of 11 a.m. and 3 p.m. Outside of this core band, employees can work when they wish. Some may choose to arrive at 7 a.m. so they can go home early.
  • Others may choose to arrive at 11 a.m. and leave at 8 p.m. This flexibility allows employees to better balance work with family and other demands.
  • Compressed workweek enables employees to have full-time positions but work fewer than five days a week.
  • Typically, employees with compressed schedules work four ten-hour days. Allowing employees to have three-day weekends can provide them with additional time for family activities.
  • A compressed workweek may make it easier to schedule events such as doctor and dentist appointments, for example. Commuting on four rather than five days can also reduce time spent traveling.

Job Description Training

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Don’t just give a new employee a job description and have them go off and ‘do their work.’

Have regular meetings to start to make sure the employee knows exactly what is expected of them so they can take the best path to success.

Also, in the most basic yet critical aspects of their job, train employees so they don’t develop bad habits.

Job Description Training

Job Assistance Training

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If an employee has to use a software program that is new to them or is specific to the organization, make sure the employee is trained on how to best use it.

The training will tell the employee that they matter, what they do matters, and it will stress the importance of the best use of the software in order to be most successful.

Job Assistance Training

Performance Appraisal

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360-Degree Performance Appraisal. This is an example of multi-source performance ratings.

Succession Planning

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During the interview process, the employee should have an understanding of where the next step in their career projection might be.

Once they are hired, in the employee’s first year, there should be some idea for them what opportunities exist within the organization and what it will take to get there.

Succession Planning

Professional Development

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Organizations should offer employees opportunities for growth and development in their career:

  • Conferences
  • Seminars
  • Specialized training
  • Advanced education
  • Certifications

Professional Development

Personal Enrichment

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Organizations should offer employees opportunities for growth and development outside of their job descriptions and roles:

  • Book clubs
  • Fitness classes
  • Life training (money management)
  • Social gatherings
  • Charity / service opportunities

Personal Enrichment

Retaining Talent for Excellence

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Create a Retention Process

Use information you have:

  • Turnover data
  • Employee Opinion Survey data
  • Feedback from performance management
  • Data from exit surveys
  • Ask your employees…

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The Process

  • Follow a process and create an action plan that includes:
  • Identified issues unique to your team
  • Best practices: learn from business examples and retention strategies that work
  • Create action steps with accountabilities and timelines
  • Implement and Assess

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#1 Encourage Passion

  • Passion – Encourage it!
  • Hire for passion
  • Uncover / discover what you / they love to do
  • Show your passion
  • Share a meaningful mission
  • Acknowledge passion-busters

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#2 Look for Opportunities

  • Opportunities – Mine them
  • Self-assess
  • Seek opportunities
  • Ask, Brainstorm, Research
  • See the opportunities
  • Seize the opportunities

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#3 Reward

  • Provide recognition!
  • It’s more than money…
  • But keep compensation competitive
  • Reward is also in the kind of work we do
  • Feeling appreciated by others
  • Recognition must be personalized

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#4 Generational Styles

Generations at work:

  • Matures
  • Boomers
  • Gen X
  • Gen Y

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#5 Find a Mentor / Be a Mentor

  • Mentor – Be One.
  • People with mentors are twice as likely to stay.
  • Being a mentor:
  • Model
  • Encourage
  • Nurture
  • Teach
  • Organizational (avoid the minefields)
  • Reality

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#6 Setting Growth Goals

  • Goals – Expand Options
  • Move forward, not up
  • Seek enrichment
  • Take time to explore
  • Set realistic goals

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#7 Inner and Outer Space

  • Space – Give It
  • Inner space:
  • Space to be self-directed; innovative
  • Space to manage time
  • Outer space:
  • Work space, dress code, telecommuting

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#8 Enrich and Energize the Job

  • Enrich – Energize the Job
  • Overcome workplace boredom by…
  • Form teams
  • Establish contact with others
  • Rotate tasks
  • Offer feedback
  • Establish widespread participation
  • Nurture creativity

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#9 Tell the Truth

  • Performance feedback – tell them the truth about their work
  • Employees need to be “in the know” – tell them the truth about the organization
  • Ask them for the truth (even about you)!

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#10 Listen. Understand.

  • Understand – Listen deeper.
  • Listening is a choice
  • Guard against listening liabilities:
  • The Interrupter
  • The Defender
  • The Transmitter

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Love ‘em or Lose ‘em – Getting Good People to Stay

  • Beverly Kaye and Sharon Jordan-Evans
  • Berrett-Koehler Publishers, Inc.
  • (2002)

Resources

Empowering Human Potential at Work

MGT 551

Recruiting and Hiring

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Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:
Measurement, external, internal

Employment:
Decision making, final match

Staffing Organizations Model

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Organization Strategy

HR and Staffing Strategy

Organization

Mission

Goals and Objectives

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The Big Picture

  • Organizations are combinations of physical, financial, and human capital
  • Human capital
  • Knowledge, skills and abilities of people
  • Their motivation to do the job
  • Scope of human capital
  • An average organization’s employee cost (wages and benefits) is over 25% of its total revenue
  • Organizations that capitalize on human capital have a strategic advantage over their competitors

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Human Resource Planning

  • Human resource planning is the process of forecasting employment needs.

  • The process involves assessing current employment levels, predicting future needs, planning for internal movement, and predicting external hiring needs.

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Human Resource Planning

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The first step of human resource planning, assessing current employment levels, relies heavily on the organization’s information system.

  • This information provides a snapshot summary of the number of people in different positions. The HR information system can also provide details about the qualifications and skills of current employees.

The second step in human resource planning is to predict future needs. This step requires close collaboration with strategic planners throughout the organization.

  • Predicting future needs begins with assessing environmental trends (changing consumer tastes, demographic shifts, and so forth).
  • Based on these trends, a forecast is made of expected changes in demand for services and goods. Will people buy more or less of what the company produces?
  • Such projections are used to predict the number of employees that might be needed in certain jobs.

The third step in planning is to predict movement among current employees.

  • Historical data is assessed to determine how many employees in each job category can be expected to quit or be terminated during the next year. Measures such as quit rates, average length of time in specific jobs, and rates of promotion are used.

The final step is to determine the number and types of people to be recruited externally. This is accomplished by combining the information from the first three steps.

Nature of Staffing

“Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness.”

  • Implications of definition
  • Acquire, deploy, retain
  • Staffing as a process or system
  • Quantity and quality issues
  • Organization effectiveness

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What is Staffing Strategy?

  • Requires making key decisions about acquisition, deployment, and retention of a company’s workforce
  • Involves making 13 key decisions
  • Decisions focus on two areas
  • Staffing levels
  • Staffing quality

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Strategic Staffing Decisions

Staffing Levels

  • Acquire or Develop Talent
  • Hire Yourself or Outsource
  • External or Internal Hiring
  • Core or Flexible Workforce
  • Hire or Retain
  • National or Global
  • Attract or Relocate
  • Overstaff or Understaff
  • Short- or Long-term Focus

Staffing Quality

  • Person / Job or
    Person / Organization match
  • Specific or general KSAOs
  • Exceptional or acceptable workforce quality
  • Active or passive diversity

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Suggestions for Ethical Staffing Practice

  • Represent the organization’s interests.
  • Beware of conflicts of interest.
  • Remember the job applicant.
  • Follow staffing policies and procedures.
  • Know and follow the law.
  • Consult professional codes of conduct.
  • Shape effective practice with research results.
  • Seek ethics advice.

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Phases of Job Analysis

Source: Information from Robert D. Gatewood and Hubert S. Field, Human Resource Selection, 5th ed. (Cincinnati, OH: South-Western, 2001).

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Two Elements of Work Design

  • Autonomy is the extent to which individual workers are given the freedom and independence to plan and carry out work tasks.

  • Interdependence is the extent to which an individual’s work actions and outcomes are influenced by other people.

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Example

Source: Information from the Occupational Information Network O*Net OnLine, http://online.onetcenter.org/.

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Source: Information from the Occupational Information Network O*Net OnLine, http://online.onetcenter.org/.

Example

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Choice of Initial Assessment Methods

Criteria

  • Use
  • Cost
  • Reliability
  • Validity
  • Utility
  • Adverse impact
  • Education level
  • GPA
  • Quality of school
  • Major field
  • Extracurricular activity
  • Training & experience
  • Licensing / certification
  • Weighted app. Blanks
  • Letters of recommendation
  • Background checks
  • Resumes, cover letters
  • Initial interview

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Government legislation protects workers against discrimination

Discrimination Laws

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BFOQ

Bona Fide Occupational Qualification

  • A job requirement to which the EEO laws do not apply.

  • Must be a business necessity.

  • Business would be negatively affected without such an exemption from the law.

  • Men’s room attendant must be male

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Legal Issues

  • Disclaimers - Organization clearly identifies
    rights it wants to maintain
  • Employment-at-will
  • Verification consent
  • False statement warning
  • Reference checks
  • Pre-employment inquiries
  • Federal laws and regulations
  • EEOC Guide to Pre-employment Inquiries
  • ADA regulations
  • State laws and regulations

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Managing Diversity

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Affirmative Action

Policy that requires organizations to correct past discriminatory practices by making extra efforts to recruit, hire, and promote qualified members of protected groups.

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Program Steps

Issue a written equal employment policy and affirmative action commitment.

Appoint a top official with responsibility and authority to direct and implement the program.

Publicize the policy and affirmative action commitment.

Survey present minority and female employment by department and job classification.

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Program Steps

Develop goals and timetables to improve utilization of minorities, males, and females in each area that has been identified.

Develop and implement specific programs to achieve goals.

Establish an internal audit and reporting system to monitor and evaluate progress in each aspect of the program.

Develop supportive in-house and community programs.

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Recruiting

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Strategic Recruiting

  • Employee recruiting is the process of identifying and attracting people to work for an organization.
  • A strategic approach to recruiting helps an organization become an employer of choice and thereby obtain and keep great employees who produce superior goods and services.

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Employee recruiting is the process of identifying and attracting people to work for an organization.[

The basic goals of recruiting are to communicate a positive image of the organization and to identify and gain the interest and commitment of people who will be good employees.

Strategy Development

  • Open vs. targeted recruitment
  • Choosing an audience
  • Recruitment sources
  • Choosing ways to get the message out
  • Recruiting metrics
  • Assessing the effectiveness of recruiting methods

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Open vs. Targeted Recruitment

  • Open recruitment
  • Targeted recruitment
  • Key KSAO shortages
  • Workforce diversity gaps
  • Passive job seekers or non-candidates
  • Former military personnel
  • Employment discouraged
  • Former employees

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Making the Choice Between Open and Targeted Recruiting

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Criteria for Choice of System

  • A closed system is the least expensive, but may lead to high legal costs if minorities and women do not have equal access to jobs
  • Managers want a person to start work immediately when they have a vacancy; a closed system offers the quickest response
  • An open system is more likely than a closed system to identify more candidates, and hidden talent is likely to be overlooked
  • Some openings may require a narrow and specialized KSAO set
  • A closed system may be able to identify these people quickly
  • An open system may be cumbersome
  • An open system may motivate migration of employees from critical and difficult to fill jobs
  • Whatever system is specified in a labor contract must be followed since a contract is a legally binding agreement
  • An open system enhances perceptions of fairness

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Strategy Development: Targeted Recruitment

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  • Definition
  • Jobs are posted, and the HR department conducts a search outside the job posting system
  • Both systems are used to cast as wide a net as possible
  • Advantages
  • Thorough search is conducted
  • People have equal opportunity to apply for postings
  • Hidden talent is uncovered
  • Disadvantages
  • Very time-consuming and costly process

Strategy Development: Targeted Recruitment

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  • Employees are made aware of
    job vacancies

  • Job posting and bidding system

Strategy Development: OpenRecruitment

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Recruiting Strategies

  • Broad scope, which represents a set of work skills that a lot of people have.
  • Targeted scope, which represents a set of skills that only a few people have.

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Internal versus External Recruiting

Internal sourcing seeks to fill job openings with people who are already working for the organization.

  • These are current employees who are ready for promotions or for different tasks.

External sourcing of recruits seeks to fill job openings with people from outside the organization.

  • Primary sources of recruits are other organizations.

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Internal sourcing of recruits seeks to fill job openings with people who are already working for the organization.

  • Positions are filled by current employees who are ready for promotions or for different tasks. These people have performance records and are already committed to a relationship with the organization.

  • Because a lot is known about the motivation and skill of current employees, the risks associated with internal recruiting are relatively low.

External sourcing of recruits seeks to fill job openings with people from outside the organization.

  • Primary sources of recruits are other organizations. The high number of entry-level positions in organizations with a Bargain Laborer HR strategy often necessitates external sourcing.

  • Almost all employees are hired to fill basic jobs, and there are few opportunities for promotion or reassignment.

  • Organizations with a Free Agent HR strategy also use primarily external sourcing. Bringing in fresh perspectives is key for these organizations.

  • Since little training and development is provided, current employees rarely have the specialized skills needed to fill job openings.

The Job Search

  • Effective recruiting is understanding the needs, goals, and behaviors of people searching for jobs.
  • There are 3 types of people looking for work:
  • people entering the workforce for the first time.
  • people who have been in the workforce but are currently unemployed.
  • people who are currently employed but seeking a different job.

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Workers Currently Employed

  • Some of these individuals are actively looking for new jobs.
  • Others are not looking but are open to a move if a good opportunity arises.
  • People who search for alternative jobs while still employed tend to be intelligent, agreeable, open to new experiences, and less prone to worry.

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Unemployed Workers

  • The second group of potential job recruits consists of people who have been in the workforce but are currently unemployed.

  • Organizations recruiting people from the unemployment ranks benefit from seeking out and encouraging people who have been laid off from other jobs to apply for openings.

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  • Much of the research in this area explores the negative attitudes associated with being unemployed.

  • You can relate to the frustrations of these people if you have ever had trouble finding a job.

Organizational Attractiveness

The following is a listing of general characteristics which attracted applicants to organizations.

  • familiarity
  • compensation
  • specific job traits
  • recruiting activities

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Familiarity

  • Organizations with a strong brand image thus have an overall advantage when it comes to recruiting.

  • Their efforts to advertise their products and services provide them with a good reputation that helps them attract potential employees.

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Compensation and Organizational Traits

  • People like organizations which pay competitively and;
  • Offer better and more flexible benefits.
  • Greater opportunities for advancement and higher job security.
  • Organizational Traits
  • People like working for organizations which have positive reputations such being friendly, sincere, kind, and trustworthy.
  • Another organizational trait is innovativeness. People want to work for innovative organizations because they think their work will be interesting and fun.
  • A third desirable trait is competence. People want to work for an organization that is successful

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Recruiting Sources

  • Advertising
  • In-house advertising
  • Employee referrals
  • Walk-ins
  • Schools
  • Employment websites
  • Outplacement services
  • Co-ops and internships
  • Social service agencies
  • Government
  • Employment agencies
  • Temp agencies
  • Prisons
  • Job fairs
  • Military
  • Executive search firms
  • Professional associations and meetings

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Employee Referrals

Referrals are thought to have at least four strengths.

Obtaining job applicants through referrals is a relatively inexpensive method of recruiting.

Referrals are quicker than many other forms of recruiting.

People hired through referrals tend to become better employees who are less likely to leave the organization.

Current employees become more committed to the org. when they successfully refer someone.

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Employee Referrals

  • One of the most common recruiting methods
  • Finds candidates who are better informed about organizational culture and values
  • Lower turnover rates
  • Often boosted by providing cash bonuses to employees who refer successful candidates

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Employment Websites

Functionality

  • Ability to create and approve job requisitions online
  • Manage recruiting tasks
  • Track the progress of open positions and candidates
  • Report on recruiting metrics like time to hire, cost per hire, or equal employment opportunity (EEO)

General websites

  • Attract a wider variety of potential applicants
  • Reach includes millions of users

Niche websites

  • Target individuals with specific skill sets
  • Qualified and motivated user base

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Features of High-Impact Organizational Websites

  • Easily navigated
  • A “job cart” function
  • Résumé builders
  • Detailed information on career opportunities
  • Clear graphics
  • Allow applicants to create profiles
  • Self-assessment inventories

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Metrics to Evaluate Recruiting Methods

  • Quantity
  • Quality
  • Cost
  • Impact on HR Outcomes
  • Employee satisfaction
  • Job performance
  • Diversity
  • Retention
  • Potential Recruiting Metrics for Different Sources

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Cost Measures

  • Cost measures include such things as the money paid for advertising, agency fees, and referral bonuses.

  • Also included is travel expenses for both recruiters and recruits, as well as salary costs for people who spend time and effort on recruiting activities.

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Time Measures

  • Time measures assess the length of the period between the time recruiting begins and the time the new employee is in the position.

  • Estimates suggest that the average time to fill a position is 52 days.

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  • During this period, the position is often open, and important tasks are not being done. In many cases, the performance of other employees also suffers because they spend time on activities that the new employee would perform if the position were filled.

  • These factors suggest that an important objective of recruiting is to fill positions as quickly as possible.

  • Must get best candidate possible

Quantity Measures

  • Focus on the number of applicants or hires that are generated through various recruiting activities.
  • Common measures include number of inquiries generated, number of job applicants, and number of job acceptances.
  • These are measures of efficiency, and they provide information about the reach of recruiting practices.

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  • Recruiting is generally seen as more effective when it reaches a lot of potential applicants.

Quality Measures

  • Is the extent to which recruiting activities locate and gain the interest of people who are actually capable of performing the job.

  • Typical measures include assessments of how many applicants are qualified for the job, as well as measures of turnover and performance of the people hired.

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Effective Recruiting

The most frequently used measures of recruiting combines assessments of cost and quantity.

  • One measure is cost per hire, which is calculated by dividing the total cost of a particular search by the number of hires it provides.

  • The other is cost per applicant, which is calculated by dividing the cost of a recruiting method, such as a newspaper advertisement, by the number of people who respond.

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Development of the Selection Plan:
Steps Involved

Develop list of KSAOs required for job

  • KSAOs are provided by job requirements matrix

For each KSAO, decide if it needs to be assessed in the selection process

Determine method(s) of assessment to be used for each KSAO

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Skills Inventory

  • Traditional
  • List of KSAOs held by each employee
  • Records a small number of skills listed in generic categories, such as education, experience, and supervisory training received
  • Customized
  • Specific skill sets are recorded for specific jobs
  • SMEs identify skills critical to job success

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Transition to Selection

  • Involves making applicants aware of
  • Next steps in hiring process
  • Selection methods used and instructions
  • Expectations and requirements

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Employee selection

  • The process of choosing people to bring into an organization.
  • Effective selection provides benefits to an organization
  • It can improve the effectiveness of other human resource practices and prevent numerous problems.
  • For example; motivated employees who fit with the organizational culture can reduce disciplinary problems and diminish costs associated with replacing employees who quit.

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Balancing Job Fit and Organization Fit

  • Job-based fit seeks to match an individual’s abilities and interests with the demands of a specific job.
  • Organization-based fit is concerned with how well the individual’s characteristics match the broader culture, values, and norms of the firm

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  • This type of fit is highly dependent on a person’s technical skills. For instance, high ability in mathematics provides fit for a job such as financial analyst or accountant.

  • Organization-based fit depends less on technical skills than on an individual's personality, values, and goals.

  • A person with conservative values, for example, might fit well in a company culture of caution and tradition

Person / Job Match

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Concepts: Person / Job Match Model

  • Jobs are characterized by their requirements and rewards

  • Individuals are characterized via qualifications (KSAOS) and motivation

  • These concepts are not new or faddish, this is an enduring model of staffing
  • Matching process involves dual match
  • KSAOs to requirements
  • Motivation to rewards

  • Job requirements expressed in terms of both
  • Tasks involved
  • KSAOs necessary for performance of tasks

  • Job requirements often extend beyond task and KSAO requirements

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Person / Organization Match

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Concepts: Person / Organization
Match Model

  • Organizational culture and values
  • Norms of desirable attitudes and behaviors for employees
  • New job duties
  • Tasks that may be added to target job over time
  • “And other duties as assigned . . . “
  • Multiple jobs
  • Flexibility concerns - Hiring people
    who could perform multiple jobs
  • Future jobs
  • Long-term matches during employment relationship

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What Makes a Selection Method Good?

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Preliminary Issues

Logic of prediction

  • indicators of internal applicants’ degree of success in past situations should be predictive of their likely success in new situations

Types of predictors

  • there is usually greater depth and relevance to the data available on internal candidates relative to external selection

Selection plan

  • important for internal selection to avoid the problems of favoritism and gut instinct that can be especially prevalent in internal selection

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Logic of Prediction: Past Performance Predicts Future Performance

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Initial Assessment Methods

  • Skills inventory
  • Peer assessments
  • Self-assessments
  • Managerial sponsorship
  • Informal discussions and
    recommendations

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WHAT SELECTION METHODS ARE COMMONLY USED?

The three most common methods used are:

  • Testing
  • Gathering Information
  • Interviewing

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  • Employment testing provides a method for assessing employability characteristics. Tests provide a common set of questions or tasks to be completed by each job applicant. Different types of tests measure knowledge, skill, and ability, as well as other characteristics, such as personality traits.

  • Organizations use a variety of methods to directly gather information about the work experiences and qualifications of potential employees. Common methods for gathering information include application forms and résumés, biographical data, and reference checking.

  • The interview is the most frequently used selection method. Interviewing occurs when applicants respond to questions posed by a manager or some other organizational representative. Most interviews incorporate conversation between the interviewer and the applicant. The interview is useful not only for evaluating applicants but also for providing information to them and selling the organization as a desirable place to work.

Testing

Tests measure knowledge, skill, and ability, as well as other characteristics, such as personality traits.

  • Cognitive Ability Testing. Cognitive ability testing measures learning, understanding, and ability to solve problems. e.g. Intelligence Tests.
  • Personality testing measures patterns of thought, emotion, and behavior. e.g. Myers Briggs

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Cognitive ability testing measures learning, understanding, and ability to solve problems.

  • Cognitive ability tests are sometimes referred to as “intelligence” or “mental ability” tests. Some measure ability in a number of specific areas, such as verbal reasoning and quantitative problem solving.

Personality testing measures patterns of thought, emotion, and behavior.[

  • Researchers have identified five broad dimensions of personality: agreeableness, conscientiousness, emotional stability, extraversion, and openness to experience.

Testing - continued

  • Physical Ability Testing -assesses muscular strength, cardiovascular endurance, and coordination.
  • Integrity Testing - are designed to assess the likelihood that applicants will be dishonest or engage in illegal activity.
  • Drug Testing - normally requires applicants to provide a urine sample that is tested for illegal substances.
  • Work Sample Testing (Assessment Center) -measures performance on some element of the job such as keyboarding.

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  • Physical ability testing assesses muscular strength, cardiovascular endurance, and coordination.
  • These tests are useful for predicting performance in many manual labor positions and in jobs that require physical strength. Physical ability tests can be particularly important in relation to the Americans with Disabilities Act, as organizations can be held liable for discrimination against disabled applicants.

In the past, some employers used polygraph—or lie detector—tests to screen out job applicants who might steal from them. However, the Employee Polygraph Protection Act of 1988 generally made it illegal to use polygraph tests for hiring decisions. Since then, organizations have increasingly turned to paper-and-pencil tests for integrity testing. Such tests are designed to assess the likelihood that applicants will be dishonest or engage in illegal activity.

  • There are two types of integrity test: overt and covert. Overt tests ask questions about attitudes toward theft and other illegal activities. Covert tests are more personality-based and seek to predict dishonesty by assessing attitudes and tendencies toward antisocial behaviors such as violence and substance abuse.

  • Drug testing normally requires applicants to provide a urine sample that is tested for illegal substances. You may what to pose the question to the class Why do businesses drug test?

  • Work sample testing, which directly measures performance on some element of the job. Common examples include typing tests, computer-programming tests, driving simulator tests, and electronics repair tests

Pre-employment Testing

  • Psychological
  • Performance
  • Intelligence

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Psychological Tests

Measures:

  • Attitude
  • Honesty
  • Feelings
  • Beliefs

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Performance Tests

  • Requires that a candidate perform part of a job for which they have applied.

  • A faculty member conducting a lecture during the interview process.

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Intelligence Tests

Measures some basic forms of intelligence, speed of thought process, etc.

Wonderlic Test for the NFL

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Overview of Ability Tests

  • Measures that assess an individual’s capacity to function in a certain way

  • 15 to 20% of organizations use ability tests in selection

  • Two types:
  • Aptitude - Assess innate capacity
  • Achievement - Assess learned capacity

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Overview of Ability Tests

Four classes of ability tests

  • Cognitive: perception, memory, reasoning, verbal, math, expression
  • Psychomotor: thought / body movement coordination
  • Physical: strength, endurance, movement
  • Sensory / perceptual: detection & recognition of stimuli

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Job Knowledge Tests

Two types

  • Assess knowledge of duties involved in a particular job (i.e., test the knowledge level)
  • Level of experience with, and knowledge about, critical job tasks and tools necessary to perform a job (i.e., test the amount of experience with the knowledge areas)

Evaluation

  • Validity can be as much as .45
  • Higher validities found for complex jobs

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Job Knowledge Tests

  • Job knowledge includes elements of both ability and seniority
  • Measured by a paper-and-pencil test or a computer
  • Holds great promise as a predictor of job performance
  • Reflects an assessment of what was learned with experience
  • Also captures cognitive ability

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Overview of Personality Tests

  • Current role of personality tests e.g., role of Big Five
  • Describe behavioral, not emotional or cognitive traits
  • May capture up to 75% of an individual’s personality

  • Roughly 50% of the variance in the Big Five traits appears to be inherited

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Personality Traits

The “Big Five”

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Implications of Big 5 Personality Traits at Work

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Sample Items from the Personal Characteristics Inventory

  • Conscientiousness
  • I can always be counted on to get the job done.
  • I am a very persistent worker.
  • I almost always plan things in advance of work.
  • Extroversion
  • Meeting new people is enjoyable to me.
  • I like to stir up excitement if things get boring.
  • I am a “take-charge” type of person.

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Sample Items from the Personal Characteristics Inventory

  • Agreeableness
  • I like to help others who are down on their luck.
  • I usually see the good side of people.
  • I forgive others easily.
  • Emotional Stability
  • I can become annoyed at people quite easily (reverse-scored).
  • At times I don’t care about much of anything (reverse-scored).
  • My feelings tend to be easily hurt (reverse-scored).
  • Openness to Experience
  • I like to work with difficult concepts and ideas.
  • I enjoy trying new and different things.
  • I tend to enjoy art, music, or literature.

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Criticisms of Personality Tests

  • Trivial validities
  • Correlations for any individual trait with job performance are typically low
  • However, when all traits are used simultaneously, correlations are higher
  • Faking
  • Individuals answer in a dishonest way
  • However, tests still have some validity, and it may be that being able to “act” conscientiously may be related to real job performance
  • Negative applicant reactions
  • Applicants, in general, believe personality tests are less valid predictors of job performance

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Other Substantive Assessment Methods

  • Interview simulations
  • Role-play: candidate must play work related role with interviewer
  • Fact finding: candidate needs to solicit information to evaluate an incomplete case
  • Oral presentations: candidate must prepare and make an oral presentation on assigned topic
  • Promotion panels and review boards: use multiple raters, which can improve reliability and can broaden commitment to decisions reached

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Performance Tests and Work Samples

  • Definition -- Assess actual performance (e.g., fix a car, teach a class, type a document)

  • Types of tests (should focus on relevant KSAOs)
  • Performance test vs. work sample (all or some)
  • Motor vs verbal work samples (action or thought)
  • High- vs. low-fidelity tests (level of realism)
  • Computer interaction performance tests vs. paper-and-pencil tests including simulations (e.g., The Manager’s Workshop)

  • All the above can have good validity (.50+) & acceptance

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Situational Judgment Tests

  • Place applicants in hypothetical, job-related situations.
  • Applicants are then asked to choose a course of action from several alternatives
  • Capture the validity of work samples and cognitive ability tests.
  • Cheaper than work samples & has less adverse impact than cognitive ability tests

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Example of Situational Judgment Test Item

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Integrity Tests

  • Clear purpose / overt
  • Do you think most people would cheat if they thought they could get away with it?
  • Do you believe a person has a right to steal from an employer if he or she is unfairly treated?
  • Personality-based / veiled purpose
  • Would you rather go to a party or read a newspaper?
  • How often do you blush?
  • Scores appear to reflect conscientiousness, agreeableness, and emotional stability

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Interest, Values, and Preference Inventories

  • Assess activities individuals prefer to do on & off the job; do not attempt to assess ability to do these
  • Not often used in selection
  • Can be useful for self-selection into job types
  • Types of tests
  • Strong Vocational Interest Blank (SVIB)
  • Myers-Briggs Type Inventory (MBTI)
  • Evaluation
  • Unlikely to predict job performance directly
  • May help assess person-organization fit & subsequent job satisfaction, commitment & turnover

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Information Gathering

  • Common methods for gathering information include application forms and résumés, biographical data, and reference checking.

  • Application Forms and Résumés –Generally ask for information such as address and phone number, education, work experience, and special training.

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Immigration Reform and Control Act

  • Employers must verify the identity and eligibility of all individuals.

  • I-9 form for anyone who is not a US citizen.

  • Employee must have green card.

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Application Screening

Look for specific clues…

  • Sloppy handwriting
  • Gaps in employment
  • Frequent job changes
  • Reasons for leaving jobs
  • Salary history
  • Crime conviction
  • Education level
  • Blank spaces

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Interviewing

  • The interview is the most frequently used selection method.

  • Typical areas in which questions are posed include education, experience, knowledge of job procedures, mental ability, personality, communication ability, social skills.

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Recruiting

Realistic job preview

  • Gives the candidate both the good and bad points of the job and organization

  • Highlight rewards and challenges of the position

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Types of Interviews

  • Structured Interviews - uses a list of predetermined questions. All applicants are asked the same set questions. There are two types of structured interviews.
  • Situational interview, in which the interviewer asks questions about what the applicant would do in a hypothetical situation
  • Behavioral interview, in which the questions focus on the applicant’s behavior in past situations.

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Structured Interviews

  • Questions based on job analysis
  • Same questions asked of each candidate
  • Response to each question numerically evaluated
  • Detailed anchored rating scales used to score each response
  • Detailed notes taken, focusing on interviewees’ behaviors
  • Surprisingly uncommon in organizations

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Structured Interviews (continued)

  • Situational - Assess applicant’s ability to project his / her behaviors to future situations. Assumes the person’s goals/intentions will predict future behavior

  • Experience-based - Assess past behaviors that are linked to prospective job. Assumes past performance will predict future performance

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Constructing a Structured Interview

  • Consult job requirements matrix
  • Develop the selection plan
  • Partial Selection Plan for Job of Retail Store Sales Associate
  • Develop structured interview plan
  • Structured Interview Questions, Benchmark Responses, Rating Scale, and Question Weights
  • Select and train interviewers
  • Evaluate effectiveness

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Creating Structured Interview Questions

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Types of Interviews-continued

  • Unstructured Interviews-open ended questions are used such as “Tell me about yourself”.
  • This allows the interviewer to probe and pose different sets of questions to different applicants.

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Typical Unstructured Interviews

  • Relatively unplanned and “quick and dirty”
  • Questions based on interviewer “hunches” or “pet questions” to assess applicants
  • Casual, open-ended, or subjective questions
  • Often contains obtuse questions
  • Often contains highly speculative questions
  • Interviewer often unprepared
  • More potential for discrimination and bias

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Interview Questions

  • Open
  • Closed
  • Direct
  • Reflective
  • Probing
  • Situational
  • Loaded

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Open – many answers could exist – not yes or no

Closed – yes or no answer

Direct – specific answer – salary

Reflective – answer makes person think back

Probing – answer builds upon a previous answer

Situational – role playing style of answer

Loaded – meant to trip person up, if the opportunity exists