HROVerview

HROverviewAttracting,Selecting,andDevelopingEmployeesStaffing•Staffinginvolvesbringingnewpeopleintotheorganizationandthenmovingthemthrough,andperhapsoutof,thefirm.•Staffingconsistsofthreestages:–recruiting–selectionandhiring–placement•Thesestaffingactivitiesarecoupledwiththetraininganddevelopmentfunctiontomatchtheabilitiesofthejobcandidatewiththeneedsofthefirm.StaffingorTraining?•Shouldafirmhirepeoplewhoarereadytostepintotheirjobs,orshouldit“groom”themthroughtrainingprograms?•Withselectionandplacement,newemployeeshaveprovenskillsandcanbeginworkimmediately.•Withtraininganddevelopment,peoplecanbehiredatlowerratesofpayiftheycometothefirmuntrained,andtraininganddevelopmentcanbetailoredexactlytothecompany’sneeds.TheStaffing/TrainingBalancingAct(Figure11-1)Recruitment,Selection,andPlacementFittingNewEmployeeandJobTogetherTrainingandDevelopmentMakingSureThatEmployeesGrowwithTheirJobsRecruiting•Recruitingisthefirstofstaffing’sthreestages.•Recruitingreferstoallactivitiesinvolvedinfindinginterestedandqualifiedapplicantsforajobopening.•Thegreaterthenumberofapplicantsandthebettertheirqualifications,themorelikelyitisthatthefirmwillbuildasolidpersonnelbase.TheGilletteInternationalGraduateTraineeProgram•Theprogramgroomslocaltalentinthecountrieswherethefirmhasbusinessoperations.•Trainingincludesan18-monthtermatthecompany’sBostonheadquarters,followedbyanentry-levelpositioninthehomecountry.•Atheadquarters,anexecutivementorisresponsibleforoverseeingthetrainee’strainingandeducationinGillette’soperations.•Abouthalfthetraineeshavemovedintoexecutivepositions,andmanyhavereturnedtotheU.S.ormovedtoothercountriestopursueinternationalcareers.GlobalStaffingatColgate-Palmolive•Almost70%ofColgate-Palmolive’s$7billioninsalescomefromoverseas.60%ofitsemployeesoperatingoutsidetheirhomecountriescomefromplacesotherthantheU.S.•TwoofthelastfourCEOswerefromoutsidetheU.S.•Alltopexecutivesmustspeakatleasttwolanguages,andimportantmeetingstakeplaceallovertheglobe.•In1991aglobalteamofColgatehumanresourceleadersandsenior-levelmanagersbeganayear-longquesttodevelopglobalHRpoliciesthatwouldmeshwithbusinessgoals.•TheseeffortsculminatedinaGlobalHumanResourcesconference,withmorethan200HRleadersfrommorethan35countriesinattendance.SourcesofApplicants(Figure11-3)SourceBenefitsandCostsWalk-instothecompanyCompanymustassignsomeonetogreetwalk-insanddealwithapplicationsNewspaperandmagazineadsBringinmanyapplicants,butdon’tscreenoutunqualifiedapplicants.ReferralsfromcurrentandpastemployeesReferringemployeesunderstandthefirm’sneedsandmayknowgoodpeopleintheindustry.PrivateemploymentagenciesTheseareinthebusinessofmatchingjobseekerswithsuitablejobs.Theychargeafee.PublicemploymentagenciesMostcitieshaveanofficeofthestateemploymentagency.Itfindsjobsfortheunemployedandmayoffertraining.SourcesofApplicants(Figure11-3)(Continued)SourceBenefitsandCostsEducationalinstitutionsGoodsourcesofapplicants.Companiesmaysendrecruiterstocampus.LaborunionsGoodsourcesforblue-collarandsomeprofessionaljobs.Somehavehiringhalls.SocialserviceagenciesTheseprovidetrainingandassistanceforthehomeless,includinghelpwithjobseeking.CoopsandinternshipsInacooparrangement,thestudentattendsschoolandworksfulltimeonanalternatingbasis.Inaninternship,thestudentworksfortheemployerforaspecifiedperiodoftime.TemporaryhelpagenciesContingentworkersareemployedbyafirmonatemporarybasis.Theyareusedwhenworkisofshortdurationandmanygivethecompanyflexibility.InternetRecruiting•TheInternetisthehottesttoolforrecruiting.•SearchenginessuchasYahoo!andExciteaswellasbulletinboardsandnewsgroupsprovidejobinformation.•JobBanksincludeAmerica’sJobBank,theMonsterBoard,andothers.•CiscoSystemsgets500,000hitsamonthonitsInternetjobpages.Ithires1,200peopleeverythreemonths,making66%ofitshiresfromtheNet.MeritsofInternalandExternalRecruitingSourcesMeritsofinternalmethods•Employeesarefamiliarwiththeorganization.•Recruitingandtrainingcostsarerelativelylow.•Enhanceemployeemoraleandmotivationsincetheysendasignalthattheorganizationoffersopportunitiesforadvancement.Meritsofexternalmethods•Introducenewideasandapproaches.•Provideknowledgeandskillsthatarenotcurrentlyavailableintheorganization.•Permitnewhirestostartwithcleanslates.•Reducepoliticalinfightingforpromotions.TheOutsourcingAlternative•Inthefaceofincreasingdemand,evolvingneeds,orcostconsiderationsfirmsmayuseoutsidepartiestoperformtasksthatwouldotherwisebeperformedinhouse.•Thisisapopular,rapidly-growingoption.•In1996,Americanfirmsspentover$100billioninoutsourcedbusinessactivities.•Byoutsourcingsomeactivities,firmscanconcentratetheirresourcesontheircorecompetencies,thethingsthattheydoparticularlywell.TheRealisticJobPreview(RJP)•Mostcompaniespresentarosypictureofthemselvesandtheirjobopeningsinordertoattractjobapplicants.•Asaresult,manynewemployeesexperience“entryshock”andaredissatisfiedwhentheylearnthe“truth”aboutthecompany.•Theaimofrealisticjobpreview(RJP)istogivetherecruitanaccuratepictureofwhatthecompanyandthejobarelike.•RJPsleadtohigherlevelsofemployeesatisfactionandlowerlevelsofturnover.Theydon’t