CH-5 Personnel Planning and Recruiting – Human Resource Management : Book Guide

PART TWO RECRUITMENT AND PLACEMENT CHAPTER T Five Personnel Planning and Recruiting 5 Lecture Outline Workforce Planning and Forecasting Strategy and Workforce Planning Forecasting Personnel Needs (Labor Demand) Improving Productivity Through HRIS Forecasting the Supply of Inside Candidates Forecasting the Supply of Outside Candidates Talent Mgmt. & Predictive Workforce Monitoring Developing an Action Plan to Match Projected Labor Supply and Demand The Recruiting Yield Pyramid The Need for Effective Recruiting Why Recruiting is Important What Makes Recruiting a Challenge? Organizing How You Recruit Internal Sources of Candidates Using Internal Sources: Pros and Cons Finding Internal Candidates Rehiring Succession Planning Improving Productivity through HRIS Outside Sources of Candidates Recruiting via the Internet Advertising Employment Agencies Temp Agencies and Alternative Staffing Offshoring and Outsourcing Jobs Executive Recruiters On-Demand Recruiting Services College Recruiting Referrals and Walk-Ins Telecommuters Military Personnel Recruiting Source Use and Effectiveness Improving Productivity through HRIS Recruiting a More Diverse Workforce Single Parents Older Workers Recruiting Minorities Welfare-to-Work The Disabled Developing and Using Application Forms Purpose of Application Forms Application Guidelines Application Forms and EEO Law Using Application Forms to Predict Performance Mandatory Arbitration In Brief: This chapter explains the process of forecasting personnel requirements, discusses the pros and cons of methods used for recruiting job candidates, describes how to develop an application form, and explains how to use application forms to predict job performance. Interesting Issues: The Internet has changed the face of recruiting, particularly in advertising for applicants. Employers can now reach more potential applicants in less time and at less expense. However, this tool has generated some challenges. Employers may get too many applicants, or fail to reach certain segments of the population. LEARNING OUTCOMES 1. List the steps in the recruitment and selection process. 2. Explain the main techniques used in employment planning and forecasting. 3. Explain and give examples for the need for effective recruiting. 4. Name and describe the main internal sources of candidates. 5. List and discuss the main outside sources of candidates. 6. Develop a help wanted ad. 7. Explain how to recruit a more diverse workforce. ANNOTATED OUTLINE I. Workforce Planning and Forecasting A. Strategy and Workforce Planning – Planning should be directly related to the company’s strategic goals. B. Forecasting Personnel Needs (Labor Demand) – Forecast revenues, and then estimate the size of the staff required to achieve this sales volume. 1. Trend analysis requires studying a firm’s employment levels over a period of years to predict future needs. 2. Ratio analysis involves making forecasts based on the ratio between (1) some causal factor, such as sales volume, and (2) the number of employees required, like the number of salespeople. 3. The scatter plot shows graphically how two variables (such as a measure of business activity and a firm’s staffing levels) are related. 4. Markov analysis involves creating a matrix that shows probabilities that employees in the chain of feeder positions for a key job. Using C. Improving Productivity through HRIS: Computers to Forecast Personnel Requirements – Software programs enable employers to translate projected productivity and sales levels into forecasts of personnel needs and estimate how personnel requirements will be affected by various productivity and sales levels. D. Forecasting the Supply of Inside Candidates 1. Manual Systems and Replacement Charts – Simple manual devices can be used to keep inventories and development records to compile qualifications information on each employee. Personnel replacement charts show the present performance and promotability for each position’s potential replacement. Position replacement cards can also be created for each position to show possible replacements as well as their present performance, promotion potential, and training. 2. Computerized skills inventories are used to track the qualifications of hundreds or thousands of employees. The system can provide managers who scan the database with a listing of candidates who have specified qualifications. 3. Keeping the Information Private – Employers must balance an individual’s right to privacy while making HR information available to those in the firm who need it. E. Forecasting the Supply of Outside Candidates – This may involve considering general economic conditions and the expected rate of unemployment. Helpful sources include: Business Week, Fortune, the Economist, the Wall Street Journal, and prepared reports from the U.S. Council of Economic Advisors, the regional Federal Reserve banks, the Bureau of Labor Statistics of the U.S. Department of Labor, the National Science Foundation, the U.S. Public Health Service, the U.S. Employment Service, and the U.S. Office of Education. F. Talent Management and Predictive Workforce Monitoring – Having a talent management philosophy for workforce planning requires organizations to pay continuous attention to workforce planning, known as predictive workforce monitoring. G. Developing an Action Plan to Match Projected Labor Supply and Demand – Organizations must create a workforce action plan which lays out the projected workforce demand-supply gaps. Resources required will include information such as advertising costs and recruiter fees. H. The Recruiting Yield Pyramid is used by some employers to calculate the number of applicants they must generate to hire the required number of new employees. Figure 5-6 illustrates the pyramid. II. The Need for Effective Recruiting A. Why Recruiting is Important? Finding the best employees takes time, and being effective is crucial to organizational success. The better the employees, the better the company. Even with high unemployment rates, finding qualified employees can be difficult. B. What Makes Recruiting a Challenge? Recruiting is a more complex activity than most managers think it is. Recruitment efforts should make sense in terms of the company’s strategic plans. Some recruiting methods are superior to others, depending on who you are recruiting for and what your resources are. Recruiting success actually depends on non-recruitment HR issues and policies, including pay levels. Also, employment law plays a big part in what an organization can/cannot do when recruiting. C. Organizing How You Recruit – Companies make a choice to centralize their recruiting efforts or to decentralize to various locations. Advantages of centralizing are that it is easier to apply the company’s strategy priorities company-wide. In addition, centralization reduces duplication, makes it easier to spread the cost of new technologies over more departments, builds a team of recruitment experts, and makes it easier to assess the effectiveness of the function. However, if divisions are autonomous or needs are varied, decentralization is a more sensible choice. 1. The Supervisor’s Role – Since the recruiting HR manager is seldom responsible for supervising the performance for the vacant position, he/she must communicate with the supervisor to find out exactly what the job entails.  NOTES Educational Materials to Use III. Internal Sources of Candidates A. Using Internal Sources: Pros and Cons – Some advantages of internal recruiting include the following: current employees may be more committed to the company; morale may go up if employees see promotions as rewards; and current employees may require less orientation and training than new hires. Disadvantages, however, include: employees may become discontented if they apply for jobs and do not get them, in some cases internal recruiting is a waste of time if the right candidate for the job is not already an employee, and there is potential for inbreeding to occur (when all managers come through the ranks they may have a tendency to maintain the status quo). B. Finding Internal Candidates – To be effective, promotion from within requires using job posting, personnel records, and skill banks. B. Rehiring – Rehiring former employees has its pros and cons. On the positive side, they are known quantities and are already familiar with the organization. But former employees may return with negative attitudes. Current employees may perceive that the way to get ahead is to leave and come back. C. Succession Planning – Succession planning ensures a suitable supply of successors for senior or key jobs. It can include the following activities: determining the projected need for managers and professionals by company level, function, and skill; auditing current executive talent to project the likely future supply for internal sources; planning individual career paths based on objective estimates of future needs and assessments of potential; offering career counseling based on the needs of the individual and the firm; accelerated promotions, with development targets against the future needs of the business; providing performance-related training and development; planning strategic recruitment to fill short-term needs and meet future needs; and actually filling the positions. D. Improving Productivity through HRIS: Succession and Talent Planning Systems - More large employers use software to facilitate succession planning and talent management. Web technology helped Dole do this. It contracted with application system providers (ASPs) to handle things like payroll management. For succession management, Dole chose software from Pilat NAI, which keeps all the data on its own servers for a monthly fee. Dole’s managers access the program via the Web using a password. They fill out online résumés for themselves, including career interests, and note special considerations such as geographic restrictions. IV. Outside Sources of Candidates A. Recruiting via the Internet – Most employers find that the Internet is their best choice for recruitment efforts. Social networking also provides recruiting assistance. Figure 5-7 lists top online recruiting job sites. Advantages – The Web is cost efficient, generating more responses more quickly and providing exposure for a longer time at less cost. Disadvantages – Gathering applications online may exclude higher numbers of older applicants and certain minorities. An employer may also get too many applications because of the Web’s broad reach and speed. There are also other web recruiting practices that include networking sites, texting, an organization’s personal recruiting website, and virtual job fairs. These can generate more responses quicker and for less cost than other forms of recruiting but they also have their disadvantages, such as less diversity of applicants.  NOTES Educational Materials to Use B. Advertising 1. The Media – The best medium should be selected based on the positions for which you are recruiting. 2. Constructing (Writing) the Ad – Many experienced advertisers use a four-point guide called AIDA (attention, interest, desire, action) to construct their ads. C. Employment Agencies 1. Public and Nonprofit Agencies – Every state has a public, state-run employment service agency supported by the Department of Labor, in part through grants and other assistance, such as a nationwide computerized job bank. Many professional and technical societies and public welfare agencies have units that try to help their members or people in special categories find jobs. 2. Private agencies charge fees for each applicant they place. Typically, market conditions determine whether the candidate or employer pays the fee. D. Temp Agencies and Alternative Staffing 1. Pros and Cons – The benefits of contingency staffing include increases in overall productivity, and time and expenses saved by not having to recruit, train, and document new employees. The costs include agency fees and individuals’ psychological reference to their place of employment. Many employers use temporary agencies as a way to “test drive” prospective employees before hiring them. 2. What Supervisors Should Know about Temporary Employees’ Concerns – Some of the major concerns of temporary employees include being treated in a dehumanizing and discouraging way and worrying about the lack of insurance and pension benefits. 3. Legal Guidelines – Understanding the difference between contract workers and employees is very important. Let the temp agency assume as much responsibility for the temporary employee as possible. This helps to create a clear line between temps and employees. 4. Alternative staffing refers to the use of nontraditional recruitment sources. E. Offshoring/Outsourcing Jobs – Hiring workers abroad is becoming more and more common. There are several specific issues that the HR manager should keep in mind when considering this option. F. Executive recruiters, also called headhunters, are special employment agencies retained by employers to seek out top-management talent for their clients. 1. Pros and Cons – Recruiters can be useful and save a manager’s time, but they may be more interested in persuading managers to hire a candidate than in finding one who will really do the job. 2. Guidelines – Make sure the recruiting firm is capable, meet the individual who will handle the assignment, and ask how much the firm charges. Never rely on the recruiter to do all the reference checking. G. On-Demand Recruiting Services (ODRS) – This service provides short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms. Basically, recruiters get paid by the hour or project, instead of a percentage fee. Two trends – technology and specialization – are changing the executive search business. Executive recruiters are becoming more specialized, and large ones are creating new businesses aimed specifically at specialized functions or industries. H. College Recruiting involves sending employers’ representatives to college campuses to prescreen applicants and create an applicant pool of management trainees, promotable candidates, and professional and technical employees. 1. On-Campus recruiting goals involve attracting good candidates and determining whether a candidate is worthy of further consideration. The school’s reputation and the performance of previous hires from that source affect school selection. 2. On-site visits are usually extended to good candidates. 3. Internships are a recruiting approach that can be a win-win situation for the employer and the student. For employers, interns can make useful contributions while being evaluated for possible full-time employment. Students are able to hone business skills, check out potential employers, and learn more about their likes and dislikes. I. Referrals and Walk-Ins are alternatives for identifying potential candidates. Referrals tend to generate high-quality candidates. Walk-in candidates may be attracted by posting a “Help Wanted” sign. J. Telecommuters – These individuals work from home. K. Military Personnel – Returning and discharged military personnel can provide a great soure of trained recruits. L. Recruiting Source Use and Effectiveness – Table 5-1 gives guidelines to improve a firm’s recruiting efforts. M. Evidence-Based HR: Measuring the Recruiting Effectiveness – Several examples of how organizations can measure recruiting effectiveness are discussed. N. Improving Productivity Through HRIS: An Integrated Approach to Recruiting – an integrated technology approach to recruiting. Elements should include a requisition management system, a recruiting solution, screening services, and hiring management software.  NOTES Educational Materials to Use V. Recruiting a More Diverse Workforce A. Single Parents – Formulating an intelligent program for attracting single parents should begin with understanding the considerable problems they often encounter in balancing work and family life. B. Older Workers – With the entire population aging, many employers are encouraging retirement-age employees not to leave, or are actively recruiting employees who are at or beyond retirement age by making their companies an attractive place in which older workers can work. An image of older worker-friendliness and flexibility in scheduling are vital. C. Recruiting minorities requires employers to tailor their way of thinking and to design HR practices that make their firms attractive to minority workers. . D. Welfare-to-Work – The Federal Personal Responsibility and Welfare Reconciliation Act of 1996 prompted many employers to implement programs to attract and assimilate former welfare recipients. E. The Disabled – Employers can do several things to tap into this huge potential workforce. The Department of Labor’s Office of Disability Employment Policy offers several programs, and all states have local agencies that provide placement services and other recruitment and training tools.  NOTES Educational Materials to Use VI. Developing and Using Application Forms A. Purpose of Applications Forms – Application forms are a good way to quickly collect verifiable and fairly accurate historical data from the candidate. B. Application Guidelines – Organizations should request detailed information on each prior employer, including the name of the supervisor and his or her email address and telephone number; this is essential for reference checking. Also, in signing the application, the applicant should certify his or her understanding that falsified statements may be cause for dismissal, that investigation of credit, employment, and driving records is authorized, that a medical examination may be required, that drug screening tests may be required, and that employment is for no definite period. C. Application Forms and EEO Law – Employers should carefully review their application forms to ensure they comply with equal employment laws. Questions to review include those asking about dates of graduation, arrest records, emergency contacts, physical disabilities, marital status, and housing arrangements. D. Using Application Forms to Predict Job Performance – Some firms use application forms to predict which candidates will be successful and which will not by conducting statistical studies to find the relationship between (1) responses on the application form and (2) measures of success on the job. E. Mandatory Arbitration – Many employers, in order to avoid the high cost of lawsuits, require applicants to agree to binding arbitration to settle disputes.  NOTES Educational Materials to Use DISCUSSION QUESTIONS 1 What are the pros and con of five sources of job candidates? Answer: The text lists several sources of job candidates, both internal and external. The student should clearly identify the differences, as well as comparative strengths and weaknesses of each. There are at least the following sources to choose from: advertisements, employment agencies, executive recruiters, state job services, college recruiting efforts, referrals, employee databases, internal, and talent searches. 2 What are the four main types of information that application forms provide? Answer: The application form is a good means of quickly collecting verifiable, and therefore potentially accurate, historical data from the candidate. It usually includes information on education, prior work history, and other experience related to the job The application form can provide four types of information: 1. substantive matters (such as education and experience); 2. previous progress and growth; 3. stability based on previous work history; and 4. prediction of job success. 3 How, specifically, do equal employment laws apply to personnel recruiting activities? Answer: The student should be able to discuss the areas in which the laws and regulations covered in Chapter 2 apply to the issues of planning and recruiting. This would include constraints on sources used for candidates (i.e. not excessive reliance on referrals), the wording of questions asked on application forms or in interviews, and planning decisions that must not be overly detrimental to a protected group. Equal employment laws require that personnel recruiting activities be conducted without discrimination based on race, color, religion, sex, national origin, disability, or age. Recruiters must ensure job advertisements and selection processes are inclusive and fair. This includes providing equal opportunities in hiring, avoiding biased language, and adhering to non-discriminatory practices in screening and interviewing candidates. Compliance helps prevent legal issues and promotes a diverse and equitable workplace. 4. What should employers keep in mind when using Internet sites to find job candidates? Answer: Use keyword searches, don’t recycle your newspaper ads, give quick feedback, ensure privacy, use applicant tracking. Employers should ensure that Internet job postings and searches comply with equal employment laws, avoiding discriminatory practices. They must verify the credibility and accuracy of information found online and protect candidate privacy. Employers should also use reputable job boards and platforms, and maintain professionalism in all online interactions. Lastly, they should be aware of the potential for biases in online sourcing and aim for a diverse candidate pool. 5. What are the five main things you would do to recruit and retain a more diverse workforce? Answer: The student should first be able to identify groups that would create a diverse workforce. Examples found in the text are: single parents, older workers, minorities and women, welfare recipients, and global candidates. In order to retain these employees, students would first need to understand the needs of each group, and then create plans and programs that accommodate these specific needs. For example, to attract and keep single mothers, employers could give employees schedule flexibility, and train the supervisors to have an increased awareness of and sensitivity to the challenges single parents face. INDIVIDUAL AND GROUP ACTIVITIES 1. Bring to class several classified and display ads from the Sunday help wanted ads. Analyze the effectiveness of these ads using the guidelines discussed in the chapter. Answer: The effectiveness should be analyzed using the following list: attracts attention, develops interest, creates desire, and prompts action. To analyze the effectiveness of classified and display ads, consider the following guidelines: 1. Clarity: Ads should clearly state the job title, key responsibilities, and required qualifications. 2. Attractiveness: The ad should be engaging, with appealing visuals or design elements for display ads. 3. Inclusivity: Ensure language is neutral and non-discriminatory, promoting diversity. 4. Details: Include essential information such as application deadlines, contact information, and how to apply. 5. Call to Action: Encourage candidates to apply with a clear and concise call to action. Evaluate each ad based on these criteria to determine its effectiveness in attracting suitable candidates. 2. Working individually or in groups, develop a forecast for the next five years of occupational market conditions for various occupations such as accountant, nurse, and engineer. Answer: Be sure that the forecasts that the students develop are grounded in information gleaned from these sources. They should do an adequate analysis of the statistics. Occupational Market Forecast (Next 5 Years) 1. Accountants: • Demand: Stable, with moderate growth due to increased regulatory requirements and financial oversight. • Key Factors: Advances in technology and automation might reduce demand for routine tasks but increase need for strategic and advisory roles. 2. Nurses: • Demand: Strong and growing, driven by an aging population and expanding healthcare services. • Key Factors: Continued emphasis on healthcare accessibility and chronic disease management will sustain high demand for nursing professionals. 3. Engineers: • Demand: Increasing, particularly in fields like software, civil, and renewable energy engineering. • Key Factors: Technological advancements, infrastructure projects, and a push towards sustainable energy solutions will drive job growth. These forecasts take into account industry trends, technological advancements, and demographic shifts impacting each occupation. 3. Working individually or in groups, visit the local office of your state employment agency (or check out their website). Come back to class prepared to discuss the following questions: What types of jobs seem to be available through this agency, predominantly? To what extent do you think this particular agency would be a good source of professional, technical, and/or managerial applicants? What sorts of paperwork are applicants to the state agency required to complete before their applications are processed by the agency? What other services does the office provide? What other opinions did you form about the state agency? Answer: The answers to this will vary greatly by state and local offices. Generally, these agencies may be more oriented to unskilled than skilled positions; rarely do they handle professional and managerial positions...although some do quite a bit. Although students may come back with a negative view of these offices, help them to understand the valuable role that they do play. A special note of courtesy: make sure that you have discussed this assignment with the local agency office. Surprise visits by several groups during busy periods can create some especially negative relations between the office and your school. Make sure the students are welcome and expected. Discussion Points for State Employment Agency Visit 1. Types of Jobs Available: Typically, state employment agencies list a range of jobs including administrative, clerical, and entry-level positions, with some focus on skilled trades and service roles. Professional, technical, and managerial positions may be less prevalent but still available. 2. Source of Professional/Technical/Managerial Applicants: The agency can be a good source for these roles, but it may be more effective for entry-level and mid-level positions. Professional and managerial roles might require specialized job boards or networks. 3. Paperwork Requirements: Applicants usually need to complete forms such as job applications, resumes, and possibly detailed work histories. Additional documentation might include identification and proof of qualifications. 4. Other Services Provided: State agencies often offer career counseling, job training programs, resume workshops, and job fairs. They may also provide unemployment benefits and other support services. 5. Opinions Formed: State employment agencies are valuable resources for job seekers, offering a range of support services, but may vary in effectiveness depending on the job market and specific agency resources. 4. Working individually or in groups, find at least 5 employment ads either on the Internet or in a local newspaper that suggest that the company is family friendly and should appeal to women, minorities, older workers, and single parents. Discuss what they’re doing to be family friendly. Answer: Students should identify statements in the ad that would suggest that an employer is aiming to be family friendly. Discussion Points on Family-Friendly Employment Ads 1. Ad Example 1: Company A • Family-Friendly Aspects: Offers flexible working hours and remote work options. • Appeal: Supports work-life balance for women, single parents, and older workers. 2. Ad Example 2: Company B • Family-Friendly Aspects: Includes on-site childcare and generous parental leave policies. • Appeal: Attracts single parents and women returning to the workforce. 3. Ad Example 3: Company C • Family-Friendly Aspects: Provides health benefits that cover family members and offers eldercare assistance. • Appeal: Benefits are attractive to older workers and those with caregiving responsibilities. 4. Ad Example 4: Company D • Family-Friendly Aspects: Promotes a diverse and inclusive work environment with mentorship programs for minorities. • Appeal: Supports minorities and women through professional development and inclusive practices. 5. Ad Example 5: Company E • Family-Friendly Aspects: Offers job-sharing opportunities and annual family days. • Appeal: Flexible arrangements and family-oriented events cater to single parents and all employees seeking work-life balance. Summary: These ads demonstrate a commitment to family-friendly practices by offering flexible work arrangements, comprehensive benefits, and supportive policies, making them appealing to a diverse range of workers, including women, minorities, older workers, and single parents. 5. Working individually or in groups, interview a manager between the ages of 25 and 35 at a local business who manages employees 40 or older. Ask the manager to describe three or four of his or her most challenging experiences managing older employees. Answer: Students should probe the manager to see if he/she mentions that the older employee found the experience challenging as well. Interview Summary: Challenges of Managing Older Employees Manager: Sarah Thompson, Age 32, Marketing Manager at XYZ Company 1. Adapting to Technological Changes: Sarah found it challenging to help older employees adapt to new digital tools and software, as some were less familiar with technology and required additional training. 2. Different Work Styles: She noted differences in work styles and communication preferences, where older employees preferred traditional methods while younger staff leaned towards more modern approaches. 3. Resistance to Change: Sarah encountered resistance from older employees when implementing new processes or organizational changes, as they were accustomed to established routines. 4. Balancing Experience and Innovation: It was sometimes challenging to balance the valuable experience of older employees with the need for innovative thinking and fresh ideas to drive the team forward. Summary: Managing older employees involves addressing technological adaptation, different work styles, resistance to change, and integrating experience with innovation. 6. The HRCI “Test Specifications” appendix at the end of this book lists the knowledge someone studying for the HRCI certification exam needs to know in each area of human resource management (such as in Strategic Management, Workforce Planning, and Human Resource Development). In groups of 4-5 students, do four things: (1) review that appendix now; (2) identify the material in this chapter that relates to the required knowledge the appendix lists; (3) write four multiple-choice exam questions on this material that you believe would be suitable for inclusion in the HRCI exam; and (4) if time permits, have someone from your team post your team’s questions in front of the class, so the students on other teams can take each other’s exam questions. Answer: HRCI Exam Question Development 1. Review Appendix: Examine the HRCI “Test Specifications” appendix to identify the key knowledge areas required for the exam, such as Strategic Management, Workforce Planning, and Human Resource Development. 2. Identify Relevant Material: Correlate the chapter material with the knowledge areas listed in the appendix, focusing on concepts, theories, and best practices. 3. Develop Questions: • Question 1: What is a key component of effective strategic management in HR? • A) Regular performance reviews • B) Aligning HR goals with business objectives • C) Implementing annual training programs • D) Conducting employee satisfaction surveys • Question 2: Which approach best supports workforce planning? • A) Reactive hiring based on immediate needs • B) Strategic forecasting and talent mapping • C) Relying solely on external recruitment agencies • D) Maintaining a high employee turnover rate • Question 3: What is a primary focus of Human Resource Development? • A) Minimizing employee benefits costs • B) Enhancing employee skills and career growth • C) Reducing the number of training programs • D) Increasing job vacancies • Question 4: Which practice is essential for maintaining compliance in HR management? • A) Ignoring industry standards • B) Regularly updating policies and procedures • C) Reducing training for HR personnel • D) Limiting employee feedback mechanisms 4. Class Activity: Post the questions for peer review, allowing classmates to answer and discuss, facilitating a deeper understanding of the material. EXPERIENTIAL EXERCISES & CASES Experiential Exercise: The Nursing Shortage This is a good exercise for students to create a recruiting approach for nursing jobs and use their creativity and what they have learned in the chapter. Application Case: Finding People Who Are Passionate About What They Do Trilogy Software is a fast-growing software company with a unique and highly unorthodox culture. The case provides a framework for discussing issues related to person-company fit and the role of recruiting in that process. 1 Identify some of the established selection techniques that underlie Trilogy’s unconventional approach to attracting talent. Answer: Trilogy actively recruits potential employees early in the hiring cycle. Their techniques include reviewing resumes (over 15,000 in one year), attending job and career fairs, conducting on-campus interviews (over 4,000), flying in prospects for interviews, and having more personalized procedures for handling top recruits. 2 What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects? Answer: A number of company characteristics may appeal to programmers, including: no dress code, no regular work schedule, self-directed scheduling, co-workers with similar interests, and technically challenging work. 3 Would Trilogy be an appealing employer for you? Why or why not? If not, what would it take for you to accept a job offer from Trilogy? Answer: Students may answer this either way. Students who require more structure may want to know about career paths, mentoring, and measures of success. They may want the company to make some sort of symbolic comment to them. Appeal of Trilogy as an Employer Trilogy might be appealing due to its dynamic and fast-paced work environment, opportunities for rapid career growth, and innovative culture. The company's emphasis on a meritocratic work culture, challenging projects, and competitive compensation could be attractive. However, if the high-pressure environment and potential work-life balance issues are concerns, it may not be ideal. To consider accepting a job offer, Trilogy would need to provide more flexible work arrangements, robust support systems for professional development, and assurances of a healthy work-life balance. 4. What suggestions would you make to Trilogy for improving their recruiting processes? Answer: The student should refer to the section on outside sources of candidates and put themselves in the shoes of a prospect to make their suggestions. Suggestions for Improving Trilogy's Recruiting Processes 1. Enhance Employer Branding: Clearly communicate the company’s values, culture, and career growth opportunities on their website and through social media to attract candidates who align with the company’s ethos. 2. Diversify Recruitment Channels: Use a mix of recruitment channels, including job boards, campus recruitment, professional networks, and social media platforms, to reach a broader and more diverse talent pool. 3. Streamline the Application Process: Simplify the application process by making it user-friendly and efficient, reducing the time and effort required for candidates to apply. 4. Provide a Realistic Job Preview: Offer candidates a realistic view of the job and work environment through virtual tours, day-in-the-life videos, or shadowing opportunities, helping them better understand the company and their potential role. 5. Implement Structured Interviews: Use structured interview formats with standardized questions and scoring rubrics to ensure a fair and consistent assessment of all candidates. 6. Feedback and Communication: Maintain clear and timely communication with candidates throughout the recruitment process, providing feedback and setting realistic expectations regarding timelines. 7. Leverage Data and Analytics: Use recruitment analytics to track the effectiveness of different recruiting strategies and make data-driven improvements to the process. Continuing Case: Carter Cleaning Company – Getting Better Applicants 1. First, how would you recommend we go about reducing the turnover in our stores? Answer: The students should base their responses on the information presented in the advertising section of the chapter, and their response should include placing and constructing ads that will attract candidates who will find the job attractive. To reduce turnover in your stores, consider implementing the following strategies: 1. Enhance Employee Engagement: Foster a positive work environment by recognizing and rewarding employees' efforts, encouraging open communication, and involving staff in decision-making processes. 2. Competitive Compensation and Benefits: Offer competitive salaries, comprehensive benefits, and performance-based bonuses to attract and retain talent. 3. Career Development Opportunities: Provide clear career advancement paths, regular training, and professional development opportunities to help employees grow within the company. 4. Improve Work-Life Balance: Offer flexible scheduling, part-time work options, and paid time off to accommodate employees' personal needs and reduce burnout. 5. Onboarding and Training: Implement thorough onboarding programs to ensure new hires are well-integrated and comfortable in their roles. Continuous training can also help employees feel competent and confident. 6. Exit Interviews and Feedback: Conduct exit interviews to understand why employees are leaving and use the feedback to address any underlying issues. 7. Supportive Management: Train managers to provide constructive feedback, support, and guidance, creating a supportive and motivating work environment. 2. Provide a detailed list of recommendations concerning how we should go about increasing our pool of acceptable job applicants, so we no longer have to hire almost anyone who walks in the door. (Your recommendations regarding the latter should include completely worded online and hard-copy advertisements and recommendations regarding any other recruiting strategies you would suggest we use.) Answer: The students should review the section on outside sources of candidates, and their responses should include advertising and the possible use of employment and/or temp agencies. 1. Online & Hard-Copy Ads: Use clear, detailed ads highlighting job roles, qualifications, benefits, and company culture. Example: "Join [Company] as a Sales Associate! Competitive pay, flexible hours, and growth opportunities. Apply at [website] or in-store." 2. Diverse Job Boards: Post on popular job sites (LinkedIn, Indeed) and niche boards (diversity-focused, industry-specific). 3. Employee Referrals: Implement a referral program with bonuses to incentivize current employees. 4. Educational Partnerships: Collaborate with local schools for internships and entry-level recruitment. 5. Recruitment Agencies & Events: Work with agencies and participate in job fairs for broader reach. Translating Strategy into HR Policies and Practice Case: The Hotel Paris The New Recruitment Process – The continuing case study of Hotel Paris is discussed here. In this example, HR manager Lisa Cruz must formulate functional policies and activities that support the hotel’s competitive strategy by eliciting the required employee behaviors and competencies. Questions 1 Given the hotel’s stated employee preferences, what recruiting sources would you suggest they use, and why? Answer: Though the local paper may bring in applicants, the development of a succession plan will ensure that lower-level employees are ready to move into higher levels when an opening occurs. College recruitment and employee referral may also be a good resource. The company should begin using selection testing, particularly in the areas of integrity and conscientiousness. 2 What would a Hotel Paris help wanted ad look like? Answer: Figure 5-9 displays an example of an ad. Elements from the text should be incorporated into student responses, which will vary. The hotel should consider developing a recognizable logo and color scheme, along with a standard format for ads, which should be used by the various hotels. Hotel Paris Help Wanted Ad Example Join Our Team at Hotel Paris! Are you passionate about hospitality and delivering exceptional service? Hotel Paris is looking for dedicated individuals to join our team in various positions. We offer a luxurious work environment, competitive pay, and opportunities for growth. Positions Available: • Front Desk Clerk • Housekeeping Staff • Concierge • Food & Beverage Service Key Responsibilities: • Provide outstanding guest services with a warm and welcoming attitude • Maintain cleanliness and orderliness throughout the hotel • Assist guests with inquiries and special requests • Support daily operations to ensure a smooth guest experience Qualifications: • Previous experience in hospitality or customer service preferred • Excellent communication and interpersonal skills • Ability to work flexible hours, including weekends and holidays • Professional appearance and demeanor Why Work with Us? • Competitive salary and benefits package • Opportunities for career advancement • Employee discounts on hotel stays and services • Friendly and supportive work environment How to Apply: Apply online at [website link] or visit our hotel to submit your application in person. We look forward to welcoming you to our Hotel Paris family! Hotel Paris is an equal opportunity employer. We celebrate diversity and are committed to creating an inclusive environment for all employees. 3 How would you suggest they measure the effectiveness of their recruiting efforts? Answer: The number of qualified applicants per position, percentage of jobs filled from within, the offer-to-acceptance ratio, acceptance by recruiting source, turnover by recruiting source, and selection test results by recruiting source are used by other hotels, and should be considered for use by Hotel Paris. KEY TERMS Solution Manual for Human Resource Management Gary Dessler 9780132668217, 9780134235455, 9780135172780