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1. 5
© 2010 South-Western, a part of Cengage Learning PowerPoint Presentation by Charlie Cook
All rights reserved. The University of West Alabama

2. Chapter Objectives
After studying this chapter, you should be able to
Explain the advantages and disadvantages of
external recruitment.
Explain the advantages and disadvantages of
recruiting from within the organization.
Discuss how job opportunities can be inventoried
and employee potential assessed.
Explain how career management programs
integrate the needs of individual employees and
their organizations.
Describe the conditions that help make a career
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management program successful.
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reserved. 5–2

3. Chapter Objectives (cont’d)
After studying this chapter, you should be able to
Explain why diverse recruitment and career
development activities are important to
companies.
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reserved. 5–3

4. Recruiting Talent Externally
• Labor Market
 Area from which applicants are to be recruited.
 Tight market: high employment, few available workers
 Loose market: low employment, many available workers
• Factors determining the relevant labor market:
 Skills and knowledge required for a job
 Level of compensation offered for a job
 Reluctance of job seekers to relocate
 Ease of commuting to workplace
 Location of job (urban or nonurban)
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5. 1
Marriott’s Recruitment Principles
#1: Get It Right the First Time
#2: Money Is a Big Thing, But . . .
#3: A Caring Workplace Is a Bottom-Line Issue
#4: Promote from Within
#5: Build the Employment Brand
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reserved. 5–5

6. Outside Sources of Recruitment
• Advertisements • Labor unions
• Unsolicited applications • Public employment
and resumes agencies
• Internet recruiting • Private and temporary
• Employee referrals employment agencies
• Employee leasing
• Executive search firms
• Educational institutions
• Professional associations
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7. Increasing the Effectiveness
of Employee Referrals
• Up the ante.
• Pay for performance.
• Tailor the program.
• Increase visibility.
• Keep the data.
• Rethink your taboos.
• Widen the program.
• Measure the results.
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reserved. 5–7

8. FIGURE
Steps for Strengthening a Firm’s On-Campus
5.1 Recruiting Relationships
• Invite professors and advisers to visit your office and take them to lunch.
• Invite them to bring a student group to the office.
• Send press releases and newsletters by mail or e-mail to bring them up to
date on the firm’s latest news and innovations.
• Provide guest speakers for classes.
• Conduct mock interviews, especially in years when not interviewing for full-
time or internship positions.
• Provide scholarships to students.
• Attend the campus career fair, even when the firm is not going to be hiring, so
that its name becomes known by the faculty and students.
• Offer job-shadowing programs for students.
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9. FIGURE
Largest Temporary Help Agencies in the United States
5.2
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10. The Global Labor Market
• Why Recruit Globally?
 To develop better products via a global workforce
 To attract the best talent wherever it may be
• International Recruiting Issues
 Local, national, and international laws
 Different labor costs
 Different preemployment and compensation
practices
 Cultural differences
 Security
 Visas and work permits
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reserved. 5–10

11. Improving the Effectiveness of External
Recruitment
Calculate Yield Ratios
Calculate Yield Ratios Training Recruiters
Training Recruiters
External
External
Recruitment
Recruitment
Realistic Job Previews
Realistic Job Previews
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12. External Recruitment Considerations
• Yield Ratio
 Percentage of applicants from a recruitment source
that make it to the next stage of the selection
process.
 100 resumes received, 50 found acceptable = 50% yield.
• Cost of Recruitment (per employee hired)
SC AC + AF + RB + NC
=
H H
SC = source cost
AC = advertising costs, total monthly expenditure (example: $32,000)
AF = agency fees, total for the month (example: $21,000)
RB = referral bonuses, total paid (example: $2,600)
NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)
© 2010 South-Western, a part of
H = total hires (example: 119)
Cengage Learning. All rights = $467.23
Cost to hire one employee
reserved. 5–12

13. External Recruitment Considerations (cont’d)
• Sources of Organizational Recruiters
 Professional HR recruiters
 HR generalists
 Work team members
• Requirements for Effective Recruiters
 Knowledge of the recruited job’s requirements and
of the organization
 Training as an interviewer
 Personable and competent to represent the
organization
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reserved. 5–13

14. Improving the Effectiveness of External
Recruitment (cont’d)
• Realistic Job Previews (RJP)
 Informing applicants about all aspects of the job,
including both its desirable and undesirable facets.
 Positive benefits of RJP
 Improved employee job satisfaction
 Reduced voluntary turnover
 Enhanced communication through honesty and openness
 Realistic job expectations
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reserved. 5–14

15. FIGURE
Warning Signs of a Weak Talent “Bench”
5.3
1. It takes a long time to fill key positions.
2. Key positions can be filled only by hiring from the outside.
3. Vacancies in key positions cannot be filled with confidence
in the abilities of those chosen for them.
4. Replacements for positions often are unsuccessful in
performing their new duties.
5. Promotions are made on the basis of whim, favoritism, or
nepotism.
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reserved. 5–15

16. Recruiting Talent Internally
• Advantages of a promotion-from-within policy:
 Capitalizes on past investments (recruiting,
selecting, training, and developing) in current
employees.
 Rewards past performance and encourages
continued commitment to the organization.
 Signals to employees that similar efforts by them
will lead to promotion.
 Fosters advancement of members of protected
classes within an organization.
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reserved. 5–16

17. Recruiting Talent Internally (cont’d)
• Disadvantages of a promotion-from-within
policy:
 Current employees may lack the knowledge,
experience or skills needed for placement in the
vacant/new position.
 The hazards of inbreeding of ideas and attitudes
(“employee cloning”) increase when no outsiders are
considered for hiring.
 The organization has exhausted its supply of viable
internal candidates and must seek additional
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18. Methods for Identifying Qualified Candidates
• Inventorying Management Talent
 Information systems containing skills inventories of
employees that can be used:
 To screen candidates for an internal job opening
 To predict career paths
 To support succession planning
• Job Posting and Bidding
 Posting vacancy notices and maintaining lists of
employees looking for upgraded positions.
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reserved. 5–18

19. Identifying Talent through Performance
Appraisals
• Managers are concerned about the actual
current performance and potential performance
of employees.
• 9-box Grid
 A comparative diagram that includes appraisal and
assessment data to allow managers to easily see an
employee’s actual and potential performance.
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reserved. 5–19

20. FIGURE
An Example of a 9-Box Grid
5.4
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reserved. 5–20

21. Using Assessment Centers
• Assessment Center
 A process by which individuals are evaluated as they
participate in a series of situations that resemble
what they might be called on to handle on the job.
 In-basket exercises
 Leaderless group discussions
 Role playing
 Behavioral interviews
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reserved. 5–21

22. The Career Management Goal:
Matching Individual and Organizational Needs
The Employee’s Role
The Employee’s Role The Organization’s Role
The Organization’s Role
Career
Career
Management
Management
Individual and
Individual and
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Organizational Goals
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23. FIGURE
HR’s Role in Career Management
5.5
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24. The Organization’s Role:
Establishing a Favorable Context
• Management • Setting Goals
Participation  Plan human resources
 Provide top management strategy
support • Changing HR Policies
 Provide collaboration  Provide for job rotation
between line managers and  Provide outplacement
HR managers
service
 Train management
personnel • Announcing the Program
 Explain its philosophy
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reserved. 5–24

25. FIGURE
Balancing Individual and Organizational Needs
5.6
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26. Identifying Career Opportunities and
Requirements
• Competency Analysis
 Measures three basic competencies for each job:
know-how, problem solving, and accountability.
• Job Progressions
 The hierarchy of jobs a new employee might
experience, ranging from a starting job to jobs that
require more knowledge and/or skill.
• Career Paths
 Lines of advancement in an occupational field
within an organization.
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reserved. 5–26

27. FIGURE
Typical Line of Advancement in HR Management
5.7
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reserved. 5–27

28. 2
Career Path of Jeffrey Immelt, CEO, General Electric
1982 Enters GE’s Commercial Leadership Program
1983 Manager of Business Development/GTX Product Management, GE Plastics
1984 Manager of Dallas District Sales, GE Plastics
1986 General Manager of Western Region Sales, GE Plastics
1987 General Manager of New Business Development and Marketing Development, GE Plastics
1989 Vice President of Consumer Service, GE Appliances
1991 Vice President of Worldwide Marketing and Product Management, GE Appliances
1992 Vice President of Commercial Division, GE Plastics Americas
1993 Vice President and General Manager, GE Plastics Americas
1997 President and CEO, GE Medical Systems
2000 President, GE
2001 CEO, GE
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29. Recognize Lots of Possibilities
• Promotion
 A change of assignment to a job at a higher level in
the organization.
 Principal criteria for determining promotions are
merit, seniority, and potential.
• Transfer
 The placement of an individual in another job for
which the duties, responsibilities, status, and
remuneration are approximately equal to those of
the previous job.
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30. Alternative Career Moves
Promotion
Promotion
Career
Career
Exit
Exit Transfer
Transfer
Moves
Moves
Demotion
Demotion
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31. Career Change Organizational Assistance
• Relocation services
 Services provided to an employee who is transferred
to a new location:
 Help in moving, in selling a home, in orienting to a new
culture, and/or in learning a new language.
• Outplacement services
 Services provided by organizations to help
terminated employees find a new job.
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reserved. 5–31

32. FIGURE
Human Capital Profiles for Two Different Careers
5.8
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33. FIGURE
Stages of Career Development
5.9
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34. The Plateauing Trap
• Career Plateau
 Situation in which for either organizational or
personal reasons the probability of moving up the
career ladder is low.
• Types of Plateaus
 Structural plateau: end of advancement
 Content plateau: lack of challenge
 Life plateau: crisis of personal identity
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reserved. 5–34

35. FIGURE
Career Plateau Questions
5.10
1. Do I accept high visibility assignments?
2. Do I continue to advance my education, both formal and vocational?
3. Am I recognized by other leaders in my organization?
4. Am I routinely promoted?
5. Am I known as a versatile employee?
6. Do I continue to get larger-than-normal raises?
7. Do I rate at the high end of the performance ratings?
8. Do I have a plan with measurable objectives, and have I updated it recently?
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reserved. 5–35

36. Successful Career-Management Practices
• Placing clear expectations on employees.
• Giving employees the opportunity for transfer.
• Providing a clear and thorough succession plan
• Encouraging performance through rewards and
recognition.
• Giving employees the time and resources they
need to consider short- and long-term career
goals.
• Encouraging employees to continually assess
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37. Internal Barriers to Career Advancement
• Lack of time, budgets, and resources for
employees to plan their careers and to
undertake training and development.
• Rigid job specifications, lack of leadership
support for career management, and a short-
term focus.
• Lack of career opportunities and pathways
within the organization for employees.
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38. Career Development Initiatives:
Developing Talent over Time
• Career Planning Workbooks
 Stimulate thinking about careers,
strengths/limitations, development needs
• Career Planning Workshops
 Discuss and compare attitudes, concerns, plans
• Career Counseling
 Discuss job, career interests, goals
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39. Determining Individual Development Needs
• Fast-track Program
 A program that encourages young managers with
high potential to remain with an organization by
enabling them to advance more rapidly than those
with less potential.
• Career Self-Management Training
 Helping employees learn to continuously gather
feedback and information about their careers.
 Encouraging them to prepare for mobility.
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40. Mentoring
• Mentors
 Executives who coach, advise, and encourage
individuals of lesser rank.
• Mentoring functions
 Functions concerned with the career advancement
and psychological aspects of the person being
mentored.
• E-mentoring
 Brings experienced business
professionals together with
individuals needing counseling.
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41. FIGURE
Mentoring Functions
5.12
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42. Forming a Mentoring Relationship
1. Research the mentor’s background.
2. Make contact with the mentor.
3. Request help on a particular matter.
4. Consider what you can offer in exchange.
5. Arrange a meeting.
6. Follow up.
7. Ask to meet on an
ongoing basis.
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43. Career Networking Contacts
• Your college alumni association or career office
networking lists
• Your own extended family
• Your friends’ parents and other family members
• Your professors, advisors, coaches, tutors, clergy
• Your former bosses and your friends’ and family
members’ bosses
• Members of clubs, religious groups, and other
organizations to which you belong
• All of the organizations near where you live or go to
© school
2010 South-Western, a part of
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reserved. 5–43

44. Developing a Diverse Talent Pool
• Recruiting and Developing Women
 Growth of women in the workplace
 Increase in females in management roles
 Stereotyping and gender conflicts
• Recruitment of Minorities
 Educational and societal disadvantages
 Retention in organizations
 Affirmative action
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reserved. 5–44

45. Recruitment and Development of Women
• The “Glass Ceiling”
 Artificial barriers based on attitudinal or
organizational bias that prevent qualified women
from advancing upward in their organizations into
management level positions.
• Eliminating Women’s Barriers to Advancement
 Development of women’s networks
 Online e-mentoring for women
 Diminishing stereotyping of women
 Presence of women in significant managerial
positions
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 Accommodating families
Cengage Learning. All rights
reserved. 5–45

46. Glass-Ceiling Audits
• Glass ceiling audit factors:
 Upper-level management and executive training
 Rotational assignments International assignments
 Opportunities for promotion
 Opportunities for executive development programs
at universities
 Desirable compensation packages
 Opportunities to participate on high-profile project
teams
 Upper-level special assignments
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Cengage Learning. All rights
reserved. 5–46

47. Recruiting and Developing of Minorities
• Career development for minorities is advanced
by:
 Organizational support for the advancement of
minorities to significant management positions
 Provision of internships to attract minorities to
management careers
 Organization of training courses to foster the
development of minority’s managerial skills and
knowledge.
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reserved. 5–47

48. Other Important Talent Concerns
• Recruitment of the Disabled
 Increasing numbers of disabled in the workforce
 Stereotyping of the disabled versus their superior
records for dependability, attendance, motivation
and performance
 Accommodations for physical and mental disabilities
 Others with less publicized disadvantages
• Recruitment of Older People
 Increasingly returning to the workplace
 Have valued knowledge, experience, flexibility and
reliability as employees
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reserved. 5–48

49. Dual-Career Couples
• Dual-Career Partnerships
 Couples in which both members
follow their own careers and
actively support each other’s
career development.
 Flexible work schedules
 Adaptive leave policies
 Work-at-home
 On-premises day care
 Job sharing
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Cengage Learning. All rights
reserved. 5–49

50. assessment center mentors
career counseling nepotism
career networking 9-box grid
career paths outplacement services
career plateau promotion
dual career partnerships realistic job preview (RJP)
employee leasing relocation services
fast-track program transfer
job posting and bidding yield ratio
job progressions
© 2010 South-Western, a part of
Cengage Learning. All rights
reserved. 5–50

51. FIGURE
5.A1
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52. FIGURE
Twelve Steps for Starting a New Business
5.A2
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