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8/8/2019 Alternatives to Recruiting
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ALTERNATIVES TO RECRUITING(STRATEGIES FOR DEALING WITH LABOR SHORTAGES)
OVERTIME
RECALL RECENT RETIREES
TEMPORARY AGENCIES
EMPLOYEE LEASING
SUBCONTRACT WORK OUT
TRANSFER WORKERS IN
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ALTERNATIVES TO LAYOFFS(STRATEGIES FOR DEALING WITH LABOR SURPLUSES)
REDUCE WORKWEEK
ACCUMULATE SURPLUS INVENTORY
ATTRITION
EARLY RETIREMENT INCENTIVES
SEEK SUBCONTRACT WORK
REASSIGN/TRANSFER OUT
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RECRUITING EFFORT IS AFFECTED BY:
MANAGERIAL PHILOSOPHY
OPEN = Best Specialists Sought
CLOSED = Develop & Promote From Within
AGREEMENTS & REGULATIONS
LAWS & AFFIRMATIVE ACTION
UNION CONTRACTS
LABOR MARKET CONDITIONS
UNEMPLOYMENT RATES
SOUGHT SKILLS (Local v. National Search?)
ORGANIZATIONAL IMAGE & REPUTATION
INDUSTRY, STABILITY, PROGRESSIVE POLICIES, PAY & BENEFITS
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EXTERNAL SOURCES OF RECRUITS
HIGH SCHOOLS & VOCATIONAL SCHOOLSclerical, mechanical
COMMUNITY COLLEGES
specific trades, retailing
COLLEGES & UNIVERSITIES
professional, management
COMPETITORS (Other Organizations)proven abilities, highly developed skills
THE UNEMPLOYED
lost jobs due to downsizing, layoffs
THE SELF-EMPLOYED
technical, professional expertise
THE RETIRED
experienced, loyal, skilled
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INTERNAL RECRUITING METHODS
PERSONNEL SKILLS INVENTORIES (HRIS)
JOB POSTING AND BIDDING SYSTEMS
SUPERVISORY RECOMMENDATIONS
UNIONS
REVIEW RECENT LAYOFFS & RETIREMENTS
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EXTERNAL RECRUITING METHODS
REFERRALS
By Current Employees
UNSOLICITED APPLICANTS
Walk-Ins and Drop-Ins
ADVERTISEMENTNewspapers, Specialized Journals
EMPLOYMENT AGENCIES
U.S. E. S., Private Agencies, Executive Search Firms
EDUCATIONAL INSTITUTIONS
Campus Recruiting, Special Events/Job Fairs, Internships
PROFESSIONAL ASSOCIATIONS
Professional Conference Placement Bureaus
INTERNET
Job Listing Sites or Company Web Page
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SELECTION CRITERIA FOR A
SALES MANAGER
EDUCATION
Earned degree in Marketing (BBA, min)
EXPERIENCE
Previous experience as Sales Manager (2 yrs, min)
SKILLS
Knowledge of spreadsheets and desk top publishing
(Corel 9 Suite, Pagemaker)
SUPERVISION
Evidence of ability to positively motivate sales representatives(Customer satisfaction, territorial sales growth, etc)
WORKING CONDITIONS
Lots of travel, tolerant of week-long trips
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RATIONAL SELECTION PROCESSES
COMPENSATORY (Classical)
All relevant criteria identified and weighted by importance
Each decision choice can be mathematically represented
Calculate expected values and select optimal choice
CONJUNCTIVE (Multiple Hurdles)All relevant criteria identified and rank-ordered by importance
Cutoff limits set for each criterion
Evaluate alternatives against cutoffsonly viable choices survive
DISJUNCTIVE (Behavioral)
Criteria seem incomplete (not able to weight or rank them)
Note the outstanding attributes (pros/cons) of each alternative
Select the alternative with the fewest negative attributes
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SOURCES OF INFORMATION
ABOUT JOB APPLICANTS
RESUMES
APPLICATION FORMS
INTERVIEWS
TESTS
Aptitude (promise) vs Achievement (proof)
Cognitive (intelligence, math, spatial, etc) vs Physical ability
Personality, honesty, drug and substance abuse
REFERENCE CHECKS
Honesty, dependability, ability to work with others
PROBATIONARY PERIODS
Try them on a no fault basis
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SELECTION IS A TWO-WAY
MATCHING PROCESS
MATCH 1
WHAT THE ORGANIZATION WANTS
AND WHAT THE EMPLOYEE CAN OFFER
A good fit results in high performance andproductivity
MATCH 2
WHAT THE EMPLOYEE WANTS
AND WHAT THE ORGANIZATION CAN OFFER
A good fit results in high satisfaction and loyalty to the firm
CLEAR AND HONEST INFORMATION EXCHANGE ABOUT JOBEXPECTATIONS AND WHAT THE FIRM WILL OFFER IN RETURNARE ESSENTIAL TO A GOOD FIT FOR BOTH PARTIES.
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REALISTIC JOB PREVIEWS
WHAT DOES THE JOB REQUIRE?JOB DESCRIPTION (Duties & Tasks)
JOB SPECIFICATION (Qualities & Personal Characteristics)
PERFORMANCE STANDARDS (Appraisal Criteria)
Are there Unwritten Expectations?
WHAT DOES THE JOB OFFER?What will I do? How challenging will the work really be?
What salary and benefits can I expect?
What other rewards and/or recognition is possible?
What is the potential for career growth and promotion?
If a job offer is accepted, will there be unanticipated surprises when s/he beginswork, or will things be exactly expected? Unexpected surprises on the job will
generate feelings of inequity (They lied!Ive been deceived!) which harm both
productivity and longevity. BE PAINFULLY CLEAR AND HONEST in all your
communications with prospective employees. No one wants to work for a
company that cant be trusted.
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ARE THESE INTERVIEW QUESTIONS
LEGAL?
1. Have you ever worked under another name?
2. What religious holidays do you observe?
3. Are you a citizen of the United States?
4. Are you handicapped?
5. Which foreign languages can you read and speak fluently?
6. Are you married?
7. Do you plan to start a family in the near future?
8. How long did you work at your three most-recent jobs?
9. Have you ever been arrested or convicted of a felony?
10. What is the name, address and phone number of your father?11. Do you rent or own your home?
12. Do you have a current drivers license?
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HIRING CRITERIA TO AVOID
RACE RELIGION
GENDER
NATIONAL ORIGIN
AGE
MARITAL STATUS
DISABILITIES
PREGNANCY
CREDIT RECORD
ARREST RECORD
GARNISHMENT RECORD
DRESS AND APPEARANCE
EXCESSIVE WORK EXPERIENCE REQUIREMENTS
EXCESSIVE EDUCATION REQUIREMENTS
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SOME INTERVIEWING ERRORS
PRIMACY EFFECT -- first impressions are lastingSTEREOTYPES categorization based on appearance (not knowledge)
HALO EFFECT you did discover one outstanding attribute
CONTRAST EFFECT ordering or sequencing has an impact
PROJECTION similar to me error; if youre like me youre ok!
REJECTION MIND SET deliberate search for negative info
INTERVIEWER DOMINATION interviewer talks too much
INCONSISTENT QUESTIONS info gathered isnt comparable
INAPPROPRIATE QUESTIONS legally questionable, job related?
INADEQUATE INTERVIEWER TRAINING doesnt know what to do
POOR BODY LANGUAGE nonverbal signals conflict & confuse
SELECTION ERRORS Type I and II Errors
TYPE I ERROR = Hiring the incompetent worker
TYPE II ERROR = Not hiring a good worker
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STRUCTURED INTERVIEWS
Weyerhaeuser Corp (80)
1. Based exclusively on Job Duties and Requirements
2. Focuses on four types of questions:
* Job knowledge
* Worker requirements
* Job samples and simulations
* Situational questions
3. Sample answers for each question determined in advance
Interviewee responses are rated on a 5-point scale
4. Committee approach: several raters evaluate the interviewee
5. Same procedures are consistently applied to each applicant
6. All interview data is documented in case of legal challenge
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EMPLOYMENT TESTS
WORK SAMPLE TESTS (Performance)Typing, driving, programming, operating equipment
SIMULATIONS
In-baskets, dexterity tests, etc
APTITUDE & ABILITY TESTS
Intelligence & learning potential tests
Clerical ability & spatial relationships
Reading comprehension and mathematical abilities
PERSONALITY & TEMPERAMENT TESTS
Personality tests (MBTI, MMPI, etc)
Projective tests (TAT, Rorschacht Ink Blot, etc)
HEALTH ASSESSMENT
Drug Tests
Physical Examinations
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RELIABILITY & VALIDITY
RELIABILITY = internal consistency of measurement tool
VALIDITY = does it measure what it claims to measure?
CONTENT VALIDITY (Face Validity)
It measures the obvious skills, knowledge etc. needed on the job
The relevance of these measures is rarely questioned by experts
CONSTRUCT VALIDITY (Theoretical)
Measures traits and psychological characteristics which we believe
are important in a job, but their relevance to the job may not be clear.
CRITERION VALIDITY (Empirical)
Test scores are significantly correlated with actual job performance
PREDICTIVE VALIDITY = uses new employees, a sequential test
CONCURRENT VALIDITY = uses existingemployees, one-shot test
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CONDUCTING A CRITERION VALIDITY
STUDY
Q: Are the interview ratings (or test scores) valid predictors of jobperformance?
RESEARCH DESIGN
1. Interview all job applicants and record their interview scores
2. Offer all job applicants a position, regardless of their score
3. After an appropriate learning period, gather work performance
(appraisal) data
4. Evaluate the correlation between interview scores and appraisalscoresis it statistically significant? If YES, the interview score
CAN BE USED to cut off or select applicants in the future. If
NO, DO NOT USE interview scores (or your test scores) for
hiring purposes.
5. Set the cutoff limit in a way that minimizes Type I & II errors.
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PURPOSES OF ORIENTATION
1. TO CREATE A POSITIVE ATTITUDE AND A FAVORABLE
IMPRESSION ABOUT THE ORGANIZATION
2. TO EDUCATE NEW WORKERS ABOUT THEIR
ORGANIZATION, THEIR JOB TASKS AND THEIRPERFORMANCE EXPECTATIONS
3. TO EASE ENTRY INTO THE ORGANIZATION BY
REDUCING STRESS AND ANXIETY
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GENERAL ORIENTATION
CORPORATE CULTURE & PHILOSOPHY
The Corporate Vision and MissionThe Products/Services Provided; The Publics We Serve
The Way We Do Things Around Here
Teamwork & Commitment to the Organization
COMPANY POLICIES AND RULES
The Company HandbookThe Appraisal Process
Disciplinary Actions & Grievance Procedures
COMPENSATION AND BENEFITS
Vacations & Holidays
Insurance Plan & Fringe BenefitsEMPLOYEE DEVELOPMENT
Training & Development Expectations
Career and Promotional Opportunities
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SPECIFIC JOB ORIENTATION
TOUR THE DEPARTMENT/WORK AREA
INTRODUCE TO COWORKERS AND KEY COLLEAGUES
SETTLE IN TO ASSIGNED WORK SITE/OFFICE/LOCATION
REVIEW THE JOB REQUIREMENTS (Job Description)
REVIEW PERFORMANCE STANDARDS (Appraisal Criteria)
GIVE INITIAL INSTRUCTIONS RE: WORK PROCEDURES ANDSPECIFIC JOB RULES
IDENTIFY WHO TO CONTACT WHEN UNCERTAIN WHAT TO DO
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SOCIALIZATION AT TEXAS INSTRUMENTSGOMERSALL & MYERS (66)
USE OF SENSITIZATION & TRAINING TO REDUCE ANXIETY
1. EMPHASIZED YOU WILL BE SUCCESSFUL
POSITIVE SENSITIZATION
2. DISREGARD THE HAZING AND HALL TALK
INITIATION RITUALS AND PRANKS
3. TAKE THE INITIATIVE ASK QUESTIONS!!
4. GET TO KNOW YOUR SUPERVISOR
HERES YOUR NEW SUPERVISOR IN HER GARDEN
5. SUPERVISORS WERE TRAINED BY SUBORDINATES
THE WHOLE TEAM WAS RESPONSIBLE FOR TRAINING
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KEYS TO SUCCESSFUL SOCIALIZATION
REALISTIC EXPECTATIONSAccurate Job Information
No Surprises
CHALLENGING WORK ASSIGNMENTS
Match Employee Skills with Tasks
Develop Intrinsic Motivation Early
SUPPORTIVE SUPERVISION
Demanding of Employees
Gives Feedback and Assistance
Secure, Can Tolerate Mistakes
SUPPORTIVE WORK GROUP
Has Positive Attitudes Toward Work and the Organization
Willing to Accept the New Employee Into Their Midst
Provides On-The-Job Guidance and Support
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PHILOSOPHIES OF DEVELOPMENT
THE WORKER IS RESPONSIBLE FOR DEVELOPING HIMSELF
GET YOUR OWN SKILLS BEFOREHAND, WERE NOT PAYING!
LET THE WORKER LEARN ON-THE-JOB
THE LEARNING IS NOT STRUCTURED OR SEQUENCED
YOU LEARN THROUGH OBSERVATION, TRIAL & ERROR
ROTATE WORKERS THROUGH A SEQUENCE OF POSITIONS
JOB ROTATION & JOB TRANSFERS
COURSEWORK AND FORMAL INSTRUCTION
CLASSROOM EXPERIENCESCOMPANY-PROVIDES TIME OFF or REIMBURSEMENT
GROWING THE RISING-STARS
ASSESSMENT CENTERS, INTENSIVE EDUCATIONAL PROGRAMS
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TRAINING & DEVELOPMENT
TRAINING = Knowledge and skills needed for the present job.
DEVELOPMENT = Knowledge and skills for the future.
DETERMINE YOUR TRAINING & DEVELOPMENT NEEDS
CONDUCT A NEEDS ASSESSMENT
ORGANIZATIONAL, TASK, and INDIVIDUAL LEVELS
ESTABLISH T&D OBJECTIVES
WHAT IS THE PURPOSE OF TRAINING? WHY DO THIS?
WHAT LEARNING OBJECTIVES DO WE HAVE?
WHAT RESULTS DO WE WANT TO ACHIEVE? BY WHEN?
SELECT T&D METHODS
ON-THE-JOB
OFF-THE-JOB
COMBINATION
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TRAINING TECHNIQUES
ON-THE-JOBTRIAL-AND-ERROR
COACHING
APPRENTICESHIPS
JOB ROTATION
OFF-THE-JOB
VESTIBULE TRAINING
SIMULATION
COMPUTER-BASED TRAINING /CDS
CLASSROOM PROGRAMSDEMONSTRATIONS & VIDEOTAPES
CONFERENCE DISCUSSIONS
DISTANCE LEARNING
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DEVELOPMENT TECHNIQUES
ON-THE-JOB
MENTORING & COACHING
INTERNSHPS
JOB ROTATION & TRANSFERS
UNDERSTUDY ASSIGNMENTS
PROJECT & COMMITTEE ASSIGNMENTS
OFF-THE-JOB
CLASSROOM PROGRAMS
CONFERENCES & WORKSHOPS
DEMONSTRATIONS & VIDEOTAPES
CASE STUDIES AND DISCUSSIONS
MANAGEMENT GAMES
ROLE PLAYSIN-BASKET SIMULATIONS
DISTANCE LEARNING
IN-HOUSE UNIVERSITIES
ASSESSMENT CENTERS
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EVALUATING
TRAINING & DEVELOPMENT
ATTITUDES & OPINIONS
HOW DO THE PARTICIPANTS FEEL ABOUT IT?
DID THEY THINK IT WAS WORTHWHILE?
KNOWLEDGE GAINED
WHAT DID THEY REALLY LEARN? DO WE HAVE PROOF?
BEHAVIORAL CHANGE
ARE PEOPLE BEHAVING & ACTING DIFFERENTLY NOW?
RESULTS ACHIEVED
WERE OUR OBJECTIVES MET? HAVE COSTS DECLINED?
HAVE PERFORMANCE GAPS NARROWED?