Attracting

1
Lecture 6

• Attracting retaining talent

2
Introduction

• recruitment strategies attempt to create a pool
  of appropriately qualified and experienced people
  so that selection strategies and decisions can be
  initiated
• (Nankervis, Compton, Baird Coffey 2011, p.203)

3
A typical strategic recruitment process
4
The strategic perspective

• Recruiting
• Creates a pool of appropriately qualified and
  experienced people
• Is linked to competencies
• Needs to consider both internal and external
  policies
• Decisions can be dependent on the organisational
  politics

5
Strategic recruitment

• The business environment calls for a situational
  approach to attracting employees
• The recruitment mix will change as the same
  issues shift to meet the demands of ever-changing
  global labour markets
• Consideration of the mix of Baby Boomers,
  Generation X and Generation Y
• Differences in generation, gender, culture and
  worklife balance
• Must be dynamic and flow from the mission
  statement and strategic objectives

6
Employers of choice andbest employers

• War for talent
• Attracting best talent
• Work/homelife strategies
• Autonomous and meaningful work
• Opportunities for learning
• Fostering internal talent
• but
• Be wary of making promises that you cannot keep!

7
Company branding

• Convince existing and prospective staff that it
  is an attractive place to work through
• family and worklife balance
• leadership and open communication
• Co-development of employee value proposition

Critical Issue 1 Employer branding Choose a
large Australian organisation and find out how
they brand themselves. What are their value
statements? Do these link directly with their
brand?
8
Recruiting from within

• Filling vacancies above entry level through
  internal promotions and transfers
• Allows organisations to capitalise on the costs
  that has been invested in recruiting, selecting
  and training its current employees

• Critical Issue 2 Internal recruiting
• Describe a fictional scenario where internal
  recruiting was the wrong decision for a company
  to make.

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External sources of recruitment
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• Critical Issue 3 External recruiting
• Based on what you know of external recruiting,
  describe a fictional scenario where a company
  should make the decision to recruit externally.

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• Critical Issue 4 Ethics of cherrypicking
• Is there an ethical issue in the use of
  cherrypicking as a recruitment strategy? In
  what way?

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Internal versus external recruiting
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Internal versus external recruiting
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Applications

• Applications made in person
• Telephone applications
• Application forms
• Résumés
• Response analysis

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Retention of key people

• Emphasis was on attracting but moving to
  retention
• Attracting key people is only one
  dimension the other is keeping them.
• (Nankervis et al 2011, p.228)

Critical Issue 5 Retention strategies Suggest
some retention strategies you might use on
several different groups within an organisation.
Consider age, gender and cultural differences,
among others.
16
What are the retention levers?

• Worklife balance
• Workplace culture
• Varied job role
• Management style
• Training

17

• Critical Issue 6 Managing diversity
• Todays workplace is far more diverse than ever
  before. Leaders must manage the pressures and
  opportunities associated with gender,
  generational, ethical and cultural issues each
  group will have a different perspective and
  values on the role of work and life generally.
• How do leaders manage diverse workplaces?

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International recruitment

• Increasing investment in overseas business
  markets
• Multi-cultural workforces
• Management of expatriates
• Innovative HRM practices
• Diversity management

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Sources of managers for international
organisations

• Home country nationals (expatriates)
• Host country nationals (locals)
• Third country nationals
• Most multinational enterprises (MNEs) use all
  three sources

20
Selection

• Recruiting yields applicants to be assessed
  against job requirements
• selection of applicants from within or
  outside the organisation to fill existing or
  projected job openings has far reaching effects
  on the continued viability of the organisation.
• (Nankervis, Compton Baird 2008 p. 229)
• Strategic selection is the linking activities to
  the organisations business objectives and
  culture
• (Stone, R. , 2008, p. 211)

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Matching people and jobs

• Person specifications
• What types of information need from applicant?
• What tests?
• Reduces stereotypes and differentiates
  qualified/unqualified
• Selection process

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SHRM and strategic selection
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Obtaining reliable and valid information

• Reliability refers to the degree to which
  interviews, tests, and other selection procedures
  yield comparable data over a period of time.
• Validity refers to what a test or other selection
  procedure measures, and how well it measures
  this.

24
Sources of information

• Organisational and individual career life cycles
• Cultural and attitudinal differences among
  generations
• Babyboomers
• Generation X
• Generation Y
• Generation Z (Nexters)

25
The employment interview

• Essential and popular but fraught with
  potential traps and legal pitfalls
• (Nankervis et al 2008 p. 237)
• Interviewing methods
• Non-directive interview
• Less structured
• Directive interview
• Highly structured

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Interviewing guidelines

• Establish objectives and scope
• Review job requirements
• Establish and maintain rapport
• Active listening
• Body language
• Provide information
• Use questions effectively
• Separate facts from inferences

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Interviewing guidelines (cont.)

• Recognise biases and stereotypes
• Avoid beautyism
• Avoid halo error
• Control the interview
• Standardise questions
• Keep notes

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Employment tests
The basic assumption behind such testing is that
differences between individuals can be measured
and related to future job success. (Nankervis,
Compton, Baird Coffey 2011, p.264)
29
Classification of employment and commercially
available tests

• Custom-made tests
• Job knowledge tests
• Job sample tests

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Reaching a selection decision

• Systematic consideration of all relevant
  information about the applicant
• Summary forms and checklists
• Rating against selection criteria
• Realistic job preview

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Decision strategy

• Factors to consider
• Approach to be used
• Clinical
• Statistical
• The selection ratio
• Cut-off scores

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The costs of getting it wrong

• Further recruitment, training and orientation
  costs
• Burnout
• Lost opportunity
• Reduced profit and competitive advantage
• Impaired image and reputation
• Reduced internal status
• Impaired recruitment opportunity
• Threatened company viability
• Loss of other key staff

33
The international perspective

• Identify the job
• Tolerance of cultural differences
• Need to consider partners adjustment and family
  attitudes
• Portable skills and interests
• Ongoing support programs

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• Critical Issue 6 Expatriates
• What specific competencies might be required in
  an expatriate manager over and above those
  required of a domestic manager?

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Summary

• Effective recruitment requires planning.
• External sources are used to find special
  qualifications, avoid excessive inbreeding and to
  obtain new ideas and technology
• Legal requirements
• Globalisation and internationalisation
• Decision needs to be systematic
• Goal is to select for success in the job