Effective Social Media Recruiting to Attract the Right Talent
Staffing Chapters 5 - 7. Chapter 5 – External Recruiting To identify and attract job applicants...
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Transcript of Staffing Chapters 5 - 7. Chapter 5 – External Recruiting To identify and attract job applicants...
![Page 1: Staffing Chapters 5 - 7. Chapter 5 – External Recruiting To identify and attract job applicants from outside the organization Application #1 – Improving.](https://reader036.fdocuments.us/reader036/viewer/2022062719/56649ef45503460f94c06fd8/html5/thumbnails/1.jpg)
Staffing
Chapters 5 - 7
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Chapter 5 – External Recruiting
To identify and attract job applicants from outside the organization
Application #1 – Improving a college recruitment program
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Chapter 5 – External Recruiting
Organizational Issues:
In-house or external agency
Individual v. cooperative alliances
Centralized v. decentralized
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Chapter 5 – External Recruiting
Administrative IssuesRequisitionsNumber of contactsTypes of contactsBudgetRecruitment guide Select, train and reward recruitersMaintain flow records
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Chapter 5 – External Recruiting
Recruiting strategies
Open v. targeted
What are the factors to consider in targeted recruitment? (P. 212)
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Chapter 5 – External Recruiting
Recruiting Sources
Where do you find good candidates?
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Chapter 5 – External Recruiting
Recruiting SourcesThe authors mention several, a few are:
Walk-ins (unsolicited) Referrals and networks Advertisements Online… Etc.
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Chapter 5 – External Recruiting
On-line recruiting…
Application #2 – Internet recruiting
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Chapter 5 – External Recruiting
Criteria to be used to select which sources are most appropriate for each search:
Quantity of laborQuality of laborAvailabilityEtc. (P. 228)
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Chapter 5 – External Recruiting
The recruitment message
Realistic v. Employment Brand (i.e., Attractive) v.Targeted
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Chapter 5 – External Recruiting
Your Turn…
Create a few descriptive messages about the following job using one of the types of messages…
Delivery person/driver for produce co. Works 10 p.m. to 6:00 a.m., some weekends, health/dental benefits and bonuses. Physically demanding, must be able to pack trucks, heavy lifting, carrying, walking, and bending. Work directly with customers.
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Chapter 5 – External Recruiting
Communication Medium
What medium would you use for the delivery person/driver job? (beginning p. 233)
Discuss this with your team members and be prepared to share your ideas with the class.
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Chapter 5 – External Recruiting
Applicant Reactions
RecruitersRecruitment process
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Chapter 5 – External Recruiting
Legal Issues
Who is an applicant?AAPElectronic recruitmentJob adsFraud and mispresentation
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Chapter 6 – Internal Recruiting
To identify and attract applicants from among individuals already holding jobs with the organization.
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Chapter 6 – Internal Recruiting
Organizational Issues
Mobility paths
Traditional v. Innovative
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Chapter 6 – Internal Recruiting
Administrative IssuesRequisitionsCoordinationBudgetRecruitment guide
Note: difference between internal and external administration
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Chapter 6 – Internal Recruiting
Recruiting strategies
ClosedOpenTargeted
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Chapter 6 – Internal Recruiting
Recruitment sources
Job posting Skills inventory Nominations Employee referral In-house temp pools Succession plans Intranet and intraplacement
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Chapter 6 – Internal Recruiting
Succession Planning
Application #2 – Succession Planning for a CEO
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Chapter 6 – Internal Recruiting
Criteria to be used to select recruitment sources:Quantity of laborQuality of laborBudget constraintsLegal obligations/contracts
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Chapter 6 – Internal Recruiting
The recruitment message
Typically job description
Supervisors, HR, peers
Be careful, grapevine is a strong and effective communication tool!
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Chapter 6 – Internal Recruiting
Applicant Reactions
Organizational justice and perceived fairness Procedural Distributive justice
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Chapter 6 – Internal Recruiting
Application #1 – Recruitment in a changing internal labor market
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Chapter 6 – Internal Recruiting
Legal Issues
AAPSeniority systemsGlass ceiling and other barriers to mobility
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Chapter 7 – Measurement
Process of assigning numbers to objects to represent quantities of an attribute of the objects.
What does that mean ?
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Chapter 7 – Measurement
Use of measures in staffing:
Choose and define attributeDevelop measure of the attributeMeasure and determine scoreMake evaluation and decision
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Chapter 7 – Measurement
Your Turn …
Using Exhibit 7.1, select an attribute for the following job and describe a useful measure…
Manager of a clothing store.
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Chapter 7 – Measurement
Developing “good” measures…
Standardization (3 properties)
1. identical content
2. identical administration
3. rules of assigning numbers is clear
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Chapter 7 – Measurement
Levels of Measurement
Nominal – no order or level Ordinal – rank order representing differences Interval – differences between scales points are
equal Ratio - differences between scales points are
equal and there is a logical zero point
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Chapter 7 – Measurement
Scoring
Central tendency (Interval level data) Mean (average) Median (middle) Mode (frequent)
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Chapter 7 – Measurement
Scoring
Variability: Range (spread of scores from lowest to highest) Standard deviation (average amount of
deviation of individual scores from the average score)
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Chapter 7 – Measurement
Scoring
Percentiles (% scoring below)Standard scores (controlling variability)
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Chapter 7 – Measurement
Scoring – Correlation
Relationship between two scores as shown by the correlation coefficient
Positive and negative (r), + or – 1.
Practical and Statistical significance
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Chapter 7 – MeasurementQuality of the measure
Reliability (coefficient alpha) Coefficient alpha (α) Interrater agreement Test-retest reliabilty Intrarater agreement
Measurement error Deficiency error Contamination error
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Chapter 7 – Measurement
ValidityAccuracy of a test; is the selected
attribute measured
Criterion-related validity – is the criterion job-related and predictive of job performance
Content validity – does the test represent the job criterion sufficiently
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Chapter 7 – Measurement
Evaluating assessment methods…
Application #1 – Evaluation of two assessment methods
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Chapter 7 – Measurement
Administering measures/tests
Paper – pencilPC and web based testing
American Psychology Assoc. and National Council on Measurement: Standards for Educational and Psychological Testing
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Chapter 7 – Measurement
Legal Issues
Measurement is used to judge an organization’s compliance with EEO/AA requirements
Measurement must be standardized and valid
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Chapter 7 – Measurement
Application #2 – Conducting empirical validation and adverse impact analysis