Lecture 5: Recruitment & Selection/ Attracting & Retaining Talent Strategic Recruitment Process (Stone 2010) Strategic Business Objective What is to be achieved and how

Recruitment

Job Description and Job Specification

Human Resource Planning to determine number and type of jobs to be filled and match HR supply with job openings

Job analysis to collect job information

Strategic recruitment    

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HR managers need to break with past practice & become more sensitive to the business environment Recruitment strategies flow from organisation’s mission & strategic objectives Recruitment strategies must be consistent with higher order strategies Recognises that ‘corporate anorexia’ not conducive to developing people as source of competitive advantage o corporation does not have enough employees to meet its goals • especially as consequence of downsizing Recognition that globalisation results in greater competition for talent

The Employment Cycle 1. 2. 3. 4. 5.

Attraction Recruitment Selection and placement Induction and socialisation Retention and development • career prospects, job security, family friendly workplaces 6. Turnover • voluntary (resignation) & involuntary (dismissal, retrenchment or redundancy)

 Attracting Job Candidates   

Attractiveness of an organisation influences the quality of application received Image as “Employer of Choice” now increasingly important Employer branding  ‘process by which branding concepts & marketing, communications & HR techniques are applied to create an employer brand’ • A good ‘Employer Brand’ – ‘A generalised recognition for being known among key stakeholders for providing a high-quality employment experience, and a distinctive organisational identity which employees value, engage with and feel confident and happy to promote it to others’

Employers of choice & best employers  

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Increasing war for talent What’s on offer? o Work–family–life strategies o Autonomous and meaningful work o Opportunities for learning o Fostering internal talent Businesses must be wary of making promises they cannot keep

“A compelling Employee Value Proposition is also an integral element of employment branding and the recruitment strategy. It sets out who the company is, what is expected from employees and what employees receive from working for the company. In short, it reveals what your company offers that employees value. This includes defining not just the salary or job responsibilities and opportunities, but the company’s culture and ambitions”.

Employee View: Great workplace   

TRUST people their management  credibility, respect, fairness Have PRIDE in what they do ENJOY people they work with

Manager View: Great workplace   

ACHIEVE ORGANISATIONAL OBJECTIVES  inspiring, listening, speaking With employees who GIVE THEIR PERSONAL BEST WORK AS TEAM/FAMILY in environment of TRUST

 Recruitment      

Locating and encouraging potential applicants to apply for existing/anticipated job openings Attraction and recruitment closely linked Creates a pool of appropriately qualified and experienced people Linked to job descriptions/ person specifications & competencies  & the businesses strategic objectives Practice or activity carried on by the organisation with the purpose of identifying and attracting potential employees Recruitment activities are designed to affect: o number of people who apply for vacancies o type of people who apply for them o likelihood that those applying for vacancies will accept positions they are offered.

Organisational recruitment process 

All companies have to make decisions in three areas of recruiting: 1. Human resource policies 2. Recruitment sources 3. The characteristics and behaviours of the recruiter

Recruitment sources        

Internal versus external Direct applicants and referrals Advertisements Internet recruitment (e-cruitment) Public employment agencies Private employment agencies University/TAFE Unions

Recruiter traits and behaviours    

Functional area Traits Realism  realistic job preview Enhancing recruiter impact

e-Recruitment   

50% of new hires in the US were from online sources (Cober & Brown) 64% of UK organisations used e-recruitment (Parry and Tyson 2008) >4 million Americans use internet to search for job each day (Seldon & Orenstein 2011)

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Corporate web-sites more effective for larger organisations Commercial websites more effective for smaller and not-for-profit organisations (PT 2008) Est. saving of 87% per new employee hired (Maurer & Liu (07) in Seldon & Oreinstein 2011)

Issues for e-Recruitment   

Volume of applications may add to administrative burden not ease it May be better suited to managerial positions, graduate recruitment and knowledge workers According to survey of HR manager’s e-recruitment was perceived to have the same level of success as advertising in regional newspapers.

Case Study US public Service “Seldon and Orenstein (2011) - Evaluation of all state’s centralized e-recruitment web site conducted in 2007” o o

o

Governments offering better total compensation packages attracted more job applicants Governments with more usable web sites receive more applications per job opening and governments with higher quality content on their web sites received fewer applicants per job – self-screening by applicants States with higher quality content on their recruiting web pages have significantly less voluntary turnover of new hires

 Retention   

Increasing need for commitment & loyalty of permanent employees due to current skill shortages Employee expertise, organisational experience & customer relationships are important in knowledge economies Staffing processes must be designed to ensure retention of these employees through alignment of organisational and personal goals

3 Types of Commitment 1. Affective commitment a. Degree to which an individual’s goals & values align with those of the orgnisations b. Employee remains because they want to

2. Continuance commitment a. Employee may have gained seniority or job skills that won’t easly transfer to another workplace or may have affiliations that would be harmed by changing jobs or may feel they have to remain because they couldn’t find work elsewhere b. Employee remains because they have to 3. Normative commitment a. Employee feels a sense of duty, loyalty or moral obligation to stay with the organisation, possibly related to the individual’s work ethic b. Employee’s goals & values aren’t necessarily aligned with organisation c. Employee remains because they ought to stay

Assisting retention & development of commitment I. II. III.

Psychological Contract – the set of expectations held by the employee that specifies what the individual and the organisation expect to give and receive in the working relationship Work/Life Balance – a commitment to provide flexible working arrangements Diversity

How to retain key people             

Insider hiring – sweeteners to stay Deferred bonus schemes Off-shore business travel Career-path Create great jobs/leader Create great work environment Allow autonomy/ stretch Variable remuneration 3-4 day working weeks Paid university education Remove the dinosaurs Frequent career ‘fireside’ charts Ask them

Cost of lost key people I.

Direct a. Recruitment/selection/orientation/training b. Loss of performance/productivity

II.

Indirect a. Effect on workload b. Negative impact on colleagues c. Possible loss of customers/clients

III.

Opportunity a. Loss of intellectual capital b. Loss of corporate memory

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Effective recruitment requires planning Internal and external sources are available with costs and benefits Retention is a key issue One size does not fit all – must consider the differing values and needs of employees