RecruitmentSelection Retention

1
Recruitment/Selection/Retention

• Recruitment
• Searching for and obtaining qualified job
  candidates
• Selection
• Sorting and ranking potential employees and
  making decisions about which individuals will
  receive offers of employment
• Retention
• Everything an employer does to encourage
  qualified and productive employees to continue
  working for the organization

2
Needs Analysis

• Demand analysis
• Retrenching or growing? Having the required
  competencies? How many needed in each area?
• Supply analysis
• Any gaps? Retraining or hiring?
• Strategic analysis
• Internal vs. external recruitment? At what level?

3
HR Forecasting

• Trend and ratio analysis projections
• Assuming sales for year 7 are projected to be
  low, at about 4.1 million and productivity gains
  remain steady,
• Turnover analysis
• Turnover rate?
• Judgmental forecasts
• Managerial estimates, the Delphi technique,
  nominal group technique
• Statistical forecasts
• Regression analysis, simulations

4
EEO Reporting

• Required to employers with 100 or more employees
  and federal contractors with 50,000 and 50
  employees.
• By job categories
• Officials and managers, professionals,
  technicians, sales workers, office and clerical,
  craft workers, operatives, laborers, and service
  workers
• Annual reporting
• EEO-1 for private business, EEO-5 for public
  elementary and secondary schools, etc.
• EEO-1 data of employees for non affirmative
  action employers, those of applicants also for
  affirmative action employers (race, gender, and
  national origin).

5
Affirmative Action Plans (AAP)

• Executive Order 11246, etc.
• Prohibits discrimination on the basis of gender,
  race, disabilities, veteran status and requires
  to correct the past discrimination
• Covers employers having a federal contract of
  50,000 or more and 50 or more employees.

6
Elements of AAP I

• Availability analysis
• The percentage of minorities and women with
  requisite skills in a larger recruiting area
  (external)
• The percentage of minorities and women who are
  promotable, transferable, and trainable within
  the facility (internal)
• Utilization analysis
• The difference between the availability and an
  organizations job group make-up (utilization)
• Placement goals
• In case of underutilization, setting target
  hiring and promotion goals

7
Elements of AAP II

• Action-oriented programs
• Plans to correct any problems
• E.g.) Plans for internal posting processes, plans
  for recruitment of externally qualified women
  candidates
• Designation of responsibility
• Who will be responsible for the overall AAP?
• Internal audit and reporting system
• Measuring the plans effectiveness

8
Reverse Discrimination

• University of Michigan Case (2003)
• Diversity of a student body is a compelling state
  interest that can justify the use of race in
  university admissions as long as the admissions
  policy is narrowly tailored to achieve this
  goal.
• Johnson v. Santa Clara County Transportation
  Agency Case (1987)
• The court endorsed using gender as one factor in
  the decision if under-representation is shown and
  if the affirmative action plan is not a quota
  system.

9
Flexible Staffing Arrangements I

• Traditional temporary help
• A temporary firm assigns individuals to work at
  client sites for a finite duration
• Master vendor arrangement
• One staffing firm supplies all needed temporary
  employees, overseeing all activities associated
  with the temporaries
• In-house temporary employees
• People employed directly on a companys payroll
  on an explicit temporary basis
• On-call workers
• Employees who report to work when needed
• Part-time employees
• Employees scheduled to work less than a regular
  workweek on an ongoing bases, either as a regular
  or a tempoary

10
Flexible Staffing Arrangements II

• Independent contractors
• Self-employed individuals hired on a contract
  basis for specialized services
• Employee leasing
• A company transfers all or substantially all
  employees at a discrete site of facility to the
  payroll of an employee leasing firm, getting
  employees leased back.
• Outsourcing or managed services
• An independent company with expertise in
  operating a specific function contracts with a
  company to assume full operational responsibility
  for the function
• Seasonal workers
• Part-time or casual workers hired to perform
  seasonal work in a variety of industries

11
Flexible Staffing

• Pros
• Staffing flexibility
• Lower benefit costs
• Rapid availability
• Cuts overall staffing costs
• Termination without severance costs
• Access to specialized skills and knowledge

• Cons
• Lack of continuity
• Lack of specialized knowledge when they leave
• Lower employee morale
• Difficult to integrate
• Higher costs in some instances
• Company security issues

• Workers perspectives?

12
Legal Issues

• Independent contractors or employees?
• Microsoft permatemps case
• Microsoft hired independent contractors and
  treated them as temps, paying no company
  benefits. The permatemps filed a class action
  lawsuit, claiming they had been denied benefits.
• Court ruling and criteria?
• Host employer or co-employer?
• Village of Winfield case
• The Village of Winfield claimed that it was
  exempt from the Illinois Public Labor Relations
  Act because it did not employ 35 employees as
  required. The Appellant union claimed that the
  Village in fact employ the requisite number of
  employees because it was the employer of the
  employees of the local library.
• Court ruling and criteria?