Ch04-Recruiting and Talent Management

Fundamentals of
Human Resource
Management
2e
Gary Dessler
Recruiting and Talent
Management
Chapter 4
4-2
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
When you finish studying this chapter,
you should be able to:
1. Explain the talent management process.
2. Describe the basic methods of collecting job analysis
information.
3. Outline and briefly discuss each step in the recruitment
and selection process.
4. Explain the process of forecasting personnel
requirements.
5. Compare eight methods for recruiting job candidates.
6. Explain how to use application forms to predict job
performance.
4-3
What Is Talent Management?
 Talent management
∟ The end-to-end process of planning, recruiting,
developing, managing, and compensating
employees throughout an organization
4-4
What Is Talent Management?
1. Talent management is goal-directed.

2. Viewing talent management tasks as parts of a
single process helps ensure that managers
consciously think through and focus on all the
tasks required for managing the company’s talent.
3. You should consistently use the same profile of
competencies, traits, knowledge, and experience
for formulating recruitment plans that you use for
making selection, training, appraisal, and payment
decisions for an employee.
4-5
What Is Talent Management? (cont.)
4. Employers actively manage their employees’

recruitment, selection, development, and rewards.
5. The process should integrate the underlying talent
management activities such as workforce planning,
recruiting, developing, and compensating
employees.
4-6
Building Blocks of the Talent
Management Process: Figure 4.1
4-7
Talentmanagement101.com
 Talent Management Solutions’

talent management suite
includes e-recruiting software,
employee performance
management, a learning
management system, and
compensation management.
4-8
What is Job Analysis?
 Job analysis
∟ Procedure through which you determine the
duties of jobs and the characteristics of the
people who should perform them
4-9
Methods of Collecting Job Analysis
Information
Interviews Questionnaires
Participant
Observation
Diary/Logs
4-10
Interviews
 Most widely used method

 Lets workers report activities and behavior
that might not otherwise surface
 Major problem is distortion of information
4-11
Typical Interview Questions
 What is the job being performed?

 What are the major duties of your position?
 What exactly do you do?
 What activities do you participate in?
4-12
Questionnaires
 Some questionnaires are structured

checklists:
∟ They present employees with an inventory of
perhaps hundreds of specific tasks.
∟ Each employee must indicate whether he or she
performs each task and, if so, how much time is
spent on it.
4-13
Observation
Useful when jobs

consist mainly of
observable physical
activity
4-14
Participant/Diary Logs
Workers keep a diary/log or list of what they

do during the day.
Workers record ever activity they perform,
along with the time spent performing it, in a
log.
Can produce a very complete picture of the
job.
4-15
Using the Internet
 The human resource department distributes

standardized job analysis questionnaires to
employees, with instructions to complete the
forms and return them by a particular date.
4-16
Expediting the Job Analysis Process
1. Greet participants and conduct very brief

introductions.
2. Briefly explain the job analysis process and
the participants’ roles in this process.
3. Spend about 15 minutes determining the
scope of the job you’re about to analyze by
coming to an agreement on a basic summary
of the job.
4-17
Writing Job Descriptions
 Job description
∟ Written statement of what
the jobholder does, how he
or she does it, and under
what conditions the job is
performed
4-18
Expediting the Job Analysis Process
(cont.)
4. Identify the job’s broad functional or duty
areas, such as “administrative” and
“supervisory.”
5. Identify tasks within each duty area using a
flip chart or collaboration software.
6. Print the task list and get the group to sign
off on it.
4-19
Sample Job Description, Pearson
Education: Figure 4.2
4-20
Writing Job Descriptions
 Job identification section

∟ Contains the job title
 Job summary
∟ Describes the general nature of the job, listing
only its major functions or activities
 Relationships statement
∟ Shows the jobholder’s relationships with others
inside and outside the organization
4-21
Writing Job Descriptions (cont.)
 Responsibilities and Duties

∟ Lists and describes each of the job’s major duties
 Authority
∟ Defines the limits of the jobholder’s authority
4-22
Writing Job Descriptions (cont.)
 Standards of performance
∟ States the standards the employee is expected to
achieve in each of the job description’s main
duties and responsibilities
 Working conditions and physical
environment
∟ Can include noise level, hazardous conditions,
heat, and other conditions
4-23
Internet-Based Job Descriptions
 Search by alphabetical title, keyword, or

industry to find the desired job title.
 Choose from a number of possible desirable
competencies and experience levels.
 The U.S. Department of Labor’s Occupational
Information Network, or O*NET, is an
invaluable free resource.
4-24
O*Net Online
4-25
O*Net Job Description: Figure 4.3
4-26
Writing Job Descriptions that
Comply with the ADA
 Many ADA lawsuits revolve around the
question, “What are the essential functions
of the job?”
 Essential job functions
∟ Job duties that employees must be able to
perform, either with or without reasonable
accommodation
4-27
Writing Job Specifications
 The job specification answers the question, “What

human traits and experience are required to do this
job well?”
 Shows what kind of person to recruit and the
qualities for which that person should be tested.
4-28
Writing Job Specifications
 Placing trained employees is not too difficult in

most cases because the past can usually predict the
future.
 The difficulty arises when placing untrained
employees without job specifications that identify
those personal traits that predict which candidate
would do well in the job.
 O*NET job specifications can provide information
for both trained and untrained personnel.
4-29
Competency-Based Job Analysis
 Competencies
∟ A worker’s
observable and
measurable
behaviors that
make performance
possible
4-30
Competency-based Job Analysis (cont.)
 Competency-based job analysis

∟ Describes the job in terms of measurable,
observable, behavioral competencies that an
employee must exhibit to do the job well
∟ Worker-focused
4-31
Example of Competency Model for
Human Resource Manger: Figure 4.4
4-32
Competency-based Job Analysis (cont.)
 At BP’s exploration division, the need for more

efficient, faster-acting, flatter organizations and
more empowered employees inspired
management to replace job descriptions.
 They created skills matrices for various jobs
within two groups of employees: those on a
management track and
those whose aims lay
elsewhere.
4-33
The Skills Matrix for One Job at BP
4-34
Workforce Planning and Forecasting
 Workforce (or employment or personnel)

planning
∟ The process of deciding what positions the firm
will have to fill and how to fill them
∟ Embraces all future positions, from maintenance
clerk to CEO
4-35
Strategy and Workforce Planning
 The heart of personnel planning involves

thinking through the skills and competencies
the firm needs to execute its overall strategy.
4-36
Steps in Linking the
Employer’s Strategy to Plans
4-37
How to Forecast Personnel Needs
 Forecast revenues first

 Estimate the size of the staff required to
achieve this volume
4-38
How to Forecast Personnel Needs
• Trend analysis • Ratio analysis

 Studying your firm’s  Making forecasts based
employment levels over on the ratio between
the past five years to some causal factor and
predict future needs the number of
employees required
4-39
How to Forecast Personnel Needs (cont.)
• Scatter plot
 A graphical method used
to help identify the
relationship between
two variables
4-40
Scatter Plot
4-41
Managerial Judgment
1. Projected turnover
2. Quality and skills needed
3. Strategic decisions to upgrade the quality of
products or enter new markets
4. Technological and other changes resulting in
increased productivity
5. Financial resources available
4-42
Forecasting the Supply of Outside
Candidates
 May require forecasting
general economic
conditions, local market
conditions, and
occupational market
conditions
4-43
Forecasting the Supply of Inside
Candidates
 Qualifications inventories
∟ Manual or computerized records listing
employees’ education, career and development
interests, languages, special skills, and so on to be
used in identifying inside candidates for
promotion
4-44
Candidates (cont.)
 Personnel replacement charts
∟ Company records showing present performance
and promotability of inside candidates for the
firm’s most important positions
4-45
Management Replacement Chart
4-46
Candidates (cont.)
 Computerized information systems
∟ A web–based survey in which employees
describe their background and experience
∟ Also maintains records of performance appraisals
4-47
Succession Planning
 Succession planning
∟ The process of ensuring a suitable supply of
successors for current and future key jobs arising
from business strategy
∟ Careers of individuals can be planned and
managed to optimize the organization’s needs
and the individuals’ aspirations
4-48
Succession Planning (cont.)
 Analysis of demand for managers

 Audit of existing executives
 Planning of individual career paths
 Accelerated promotions
 Performance-related training and
development
 Planning strategic retirement
4-49
Recruiting Job Candidates
 The more applicants, the more selective you

can be
 Should make sense in terms of company’s
strategy
 Some methods are superior to others
4-50
Internal Sources of Candidates
 Job posting
∟ Posting the open job and listing its attributes,
such as qualifications, supervisor, working
schedule, and pay rate
4-51
Recruiting via the Internet
Home pages
Job boards
Dot-jobs domain
Virtual job fairs
4-52
Some Top Online
Recruiting Job Boards: Figure 4.9
4-53
Applicant Tracking Systems
 Applicant tracking systems

∟ Software systems that help employers screen and
keep track of their applicants by performing
various services such as collecting application
information, prescreening applicants, scheduling
interviews, and letting employers do searches
(such as by skill) easily to match candidates with
positions
4-54
Example: Taleo.com
4-55
Application Service Providers
 Application service provider

∟ An online vendor that uses its own servers and
systems to manage tasks for employers, such as
recruitment or training
∟ During recruitment process, compiles application
information, prescreens applicants, and helps the
employer rank applicants and set interview
appointments
4-56
Advertising as a Source of Candidates
 The local newspaper or the web is usually the

best source of blue-collar, clerical, and lower-
level administrative employees.
 For professionals, you can advertise in trade and
professional journals.
4-57
Constructing the Ad
Attention
Interest
Desire
Action
4-58
Help Wanted Ad that
Draws Attention: Figure 4.10
4-59
Employment Agencies as a Source of
Candidates
1. Those operated by federal, state, or local
governments
2. Those associated with nonprofit
organizations
3. Those that are privately owned
4-60
Reasons to Use an Agency
1. Your firm found it difficult in the past to generate a

pool of qualified applicants.
2. You must fill an opening quickly.
3. You want to attract a greater number of minority or
female applicants.
4. You want to reach individuals who are currently
employed and therefore might feel more
comfortable dealing with employment agencies
than directly with competitors.
4-61
Employment Agencies as a Source of
Candidates (cont.)
Temporary workers:
 Part-time or just-in-time workers
 Usually aren’t paid any benefits
 Let employers readily expand and contract
according to changes in demand
4-62
Alternative Staffing
 Non-traditional recruitment sources

 In-house temporary employees
 Contract technical employees
4-63
Executive Recruiters as a Source of
Candidates
 Executive recruiters
∟ Special employment agencies retained by
employers to seek out top-management talent
for their clients
∟ Also called headhunters
4-64
Internships
 Internships allow
interns to hone
business skills and
check out potential
employers.
 Employers can
evaluate interns as
possible full-time
employees.
4-65
Referrals as a Source of Candidates
 Current employees usually provide accurate

information about the job applicants they are
referring.
 New employees may have a more realistic
picture of what working in the firm is really
like.
 This may result in higher-quality candidates.
4-66
Walk-ins as a Source of Candidates
 Walk-ins
∟ Direct applications made at your place of
business
∟ Major source of applicants, especially for hourly
positions
4-67
Outsourcing and Offshoring
• Outsourcing • Offshoring
 Having outside vendors  Having outside vendors
supply services that the abroad supply services
company’s own that the company’s own
employees previously employees previously
did in house did in house
4-68
Other Recruiting Sources
Customers as candidates
Telecommuters
Military personnel
4-69
Relative Recruiting Source Effectiveness
Based on New Hires: Figure 4.11
4-70
Summary of Current Recruitment
Practices
4-71
Older Workers as a Source of
Candidates
 Because of recessions, buyouts, and early
retirement incentives, many workers have
retired early and are ready and willing to
reenter the job market.
 To recruit these employees:
∟ Develop flexible work options
∟ Offer flexible benefit plans
4-72
Recruiting a More Diverse Workforce
Minorities and
Single Parents
Women
Disabled
4-73
Purpose of Application Forms
 Application form
∟ A good way to quickly collect verifiable historical
data from the candidate
∟ Includes information about such areas as
education, prior work history, and hobbies
4-74
FBI Employment Application:
Figure 4.12
4-75
Copyright
All rights reserved. No part of this publication may be reproduced, stored in a

retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.
4-76

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Fundamentals of

1. Talent management is goal-directed.

4. Employers actively manage their employees’

 Talent Management Solutions’

 Most widely used method

 What is the job being performed?

 Some questionnaires are structured

Useful when jobs

Workers keep a diary/log or list of what they

 The human resource department distributes

1. Greet participants and conduct very brief

 Job identification section

 Responsibilities and Duties

 Search by alphabetical title, keyword, or

 The job specification answers the question, “What

 Placing trained employees is not too difficult in

 Competency-based job analysis

 At BP’s exploration division, the need for more

 Workforce (or employment or personnel)

 The heart of personnel planning involves

 Forecast revenues first

• Trend analysis • Ratio analysis

 Analysis of demand for managers

 The more applicants, the more selective you

 Applicant tracking systems

 Application service provider

 The local newspaper or the web is usually the

1. Your firm found it difficult in the past to generate a

 Non-traditional recruitment sources

 Current employees usually provide accurate

All rights reserved. No part of this publication may be reproduced, stored in a

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