ALTERNATIVES TO RECRUITING STRATEGIES FOR DEALING WITH LABOR SHORTAGES

1
ALTERNATIVES TO RECRUITING(STRATEGIES FOR
DEALING WITH LABOR SHORTAGES)

• OVERTIME
• RECALL RECENT RETIREES
• TEMPORARY AGENCIES
• EMPLOYEE LEASING
• SUBCONTRACT WORK OUT
• TRANSFER WORKERS IN

2
ALTERNATIVES TO LAYOFFS(STRATEGIES FOR DEALING
WITH LABOR SURPLUSES)

• REDUCE WORKWEEK
• ACCUMULATE SURPLUS INVENTORY
• ATTRITION
• EARLY RETIREMENT INCENTIVES
• SEEK SUBCONTRACT WORK
• REASSIGN/TRANSFER OUT

3
RECRUITING EFFORT IS AFFECTED BY

• MANAGERIAL PHILOSOPHY
• OPEN Best Specialists Sought
• CLOSED Develop Promote From Within
• AGREEMENTS REGULATIONS
• LAWS AFFIRMATIVE ACTION
• UNION CONTRACTS
• LABOR MARKET CONDITIONS
• UNEMPLOYMENT RATES
• SOUGHT SKILLS (Local v. National Search?)
• ORGANIZATIONAL IMAGE REPUTATION
• INDUSTRY, STABILITY, PROGRESSIVE POLICIES, PAY
  BENEFITS

4
EXTERNAL SOURCES OF RECRUITS

• HIGH SCHOOLS VOCATIONAL SCHOOLS
• clerical, mechanical
• COMMUNITY COLLEGES
• specific trades, retailing
• COLLEGES UNIVERSITIES
• professional, management
• COMPETITORS (Other Organizations)
• proven abilities, highly developed skills
• THE UNEMPLOYED
• lost jobs due to downsizing, layoffs
• THE SELF-EMPLOYED
• technical, professional expertise
• THE RETIRED
• experienced, loyal, skilled

5
INTERNAL RECRUITING METHODS

• PERSONNEL SKILLS INVENTORIES (HRIS)
• JOB POSTING AND BIDDING SYSTEMS
• SUPERVISORY RECOMMENDATIONS
• UNIONS
• REVIEW RECENT LAYOFFS RETIREMENTS

6
EXTERNAL RECRUITING METHODS

• REFERRALS
• By Current Employees
• UNSOLICITED APPLICANTS
• Walk-Ins and Drop-Ins
• ADVERTISEMENT
• Newspapers, Specialized Journals
• EMPLOYMENT AGENCIES
• U.S. E. S., Private Agencies, Executive Search
  Firms
• EDUCATIONAL INSTITUTIONS
• Campus Recruiting, Special Events/Job Fairs,
  Internships
• PROFESSIONAL ASSOCIATIONS
• Professional Conference Placement Bureaus
• INTERNET
• Job Listing Sites or Company Web Page

7
SELECTION CRITERIA FOR ASALES MANAGER

• EDUCATION
• Earned degree in Marketing (BBA, min)
• EXPERIENCE
• Previous experience as Sales Manager (2 yrs,
  min)
• SKILLS
• Knowledge of spreadsheets and desk top
  publishing
• (Corel 9 Suite, Pagemaker)
• SUPERVISION
• Evidence of ability to positively motivate sales
  representatives
• (Customer satisfaction, territorial sales
  growth, etc)
• WORKING CONDITIONS
• Lots of travel, tolerant of week-long trips

8
RATIONAL SELECTION PROCESSES

• COMPENSATORY (Classical)
• All relevant criteria identified and weighted by
  importance
• Each decision choice can be mathematically
  represented
• Calculate expected values and select optimal
  choice
• CONJUNCTIVE (Multiple Hurdles)
• All relevant criteria identified and
  rank-ordered by importance
• Cutoff limits set for each criterion
• Evaluate alternatives against cutoffsonly
  viable choices survive
• DISJUNCTIVE (Behavioral)
• Criteria seem incomplete (not able to weight or
  rank them)
• Note the outstanding attributes (pros/cons) of
  each alternative
• Select the alternative with the fewest negative
  attributes

9
SOURCES OF INFORMATIONABOUT JOB APPLICANTS

• RESUMES
• APPLICATION FORMS
• INTERVIEWS
• TESTS
• Aptitude (promise) vs Achievement (proof)
• Cognitive (intelligence, math, spatial, etc) vs
  Physical ability
• Personality, honesty, drug and substance abuse
• REFERENCE CHECKS
• Honesty, dependability, ability to work with
  others
• PROBATIONARY PERIODS
• Try them on a no fault basis

10
SELECTION IS A TWO-WAY MATCHING PROCESS

• MATCH 1
• WHAT THE ORGANIZATION WANTS
• AND WHAT THE EMPLOYEE CAN OFFER
• A good fit results in high performance and
  productivity
• MATCH 2
• WHAT THE EMPLOYEE WANTS
• AND WHAT THE ORGANIZATION CAN OFFER
• A good fit results in high satisfaction and
  loyalty to the firm
• CLEAR AND HONEST INFORMATION EXCHANGE ABOUT JOB
  EXPECTATIONS AND WHAT THE FIRM WILL OFFER IN
  RETURN ARE ESSENTIAL TO A GOOD FIT FOR BOTH
  PARTIES.

11
REALISTIC JOB PREVIEWS

• WHAT DOES THE JOB REQUIRE?
• JOB DESCRIPTION (Duties Tasks)
• JOB SPECIFICATION (Qualities Personal
  Characteristics)
• PERFORMANCE STANDARDS (Appraisal Criteria)
• Are there Unwritten Expectations?
• WHAT DOES THE JOB OFFER?
• What will I do? How challenging will the work
  really be?
• What salary and benefits can I expect?
• What other rewards and/or recognition is
  possible?
• What is the potential for career growth and
  promotion?
• If a job offer is accepted, will there be
  unanticipated surprises when s/he begins
• work, or will things be exactly expected?
  Unexpected surprises on the job will
• generate feelings of inequity (They lied!Ive
  been deceived!) which harm both
• productivity and longevity. BE PAINFULLY CLEAR
  AND HONEST in all your
• communications with prospective employees. No
  one wants to work for a
• company that cant be trusted.

12
ARE THESE INTERVIEW QUESTIONS LEGAL?

• Have you ever worked under another name?
• What religious holidays do you observe?
• Are you a citizen of the United States?
• Are you handicapped?
• Which foreign languages can you read and speak
  fluently?
• Are you married?
• Do you plan to start a family in the near future?
• How long did you work at your three most-recent
  jobs?
• Have you ever been arrested or convicted of a
  felony?
• What is the name, address and phone number of
  your father?
• Do you rent or own your home?
• Do you have a current drivers license?

13
HIRING CRITERIA TO AVOID

• RACE
• RELIGION
• GENDER
• NATIONAL ORIGIN
• AGE
• MARITAL STATUS
• DISABILITIES
• PREGNANCY
• CREDIT RECORD
• ARREST RECORD
• GARNISHMENT RECORD
• DRESS AND APPEARANCE
• EXCESSIVE WORK EXPERIENCE REQUIREMENTS
• EXCESSIVE EDUCATION REQUIREMENTS

14
SOME INTERVIEWING ERRORS

• PRIMACY EFFECT -- first impressions are lasting
• STEREOTYPES categorization based on appearance
  (not knowledge)
• HALO EFFECT you did discover one outstanding
  attribute
• CONTRAST EFFECT ordering or sequencing has an
  impact
• PROJECTION similar to me error if youre
  like me youre ok!
• REJECTION MIND SET deliberate search for
  negative info
• INTERVIEWER DOMINATION interviewer talks too
  much
• INCONSISTENT QUESTIONS info gathered isnt
  comparable
• INAPPROPRIATE QUESTIONS legally questionable,
  job related?
• INADEQUATE INTERVIEWER TRAINING doesnt know
  what to do
• POOR BODY LANGUAGE nonverbal signals conflict
  confuse
• SELECTION ERRORS Type I and II Errors
• TYPE I ERROR Hiring the incompetent worker
• TYPE II ERROR Not hiring a good worker

15
STRUCTURED INTERVIEWS

• Weyerhaeuser Corp (80)
• 1. Based exclusively on Job Duties and
  Requirements
• 2. Focuses on four types of questions
• Job knowledge
• Worker requirements
• Job samples and simulations
• Situational questions
• 3. Sample answers for each question determined in
  advance
• Interviewee responses are rated on a 5-point
  scale
• 4. Committee approach several raters evaluate
  the interviewee
• 5. Same procedures are consistently applied to
  each applicant
• 6. All interview data is documented in case of
  legal challenge

16
EMPLOYMENT TESTS

• WORK SAMPLE TESTS (Performance)
• Typing, driving, programming, operating
  equipment
• SIMULATIONS
• In-baskets, dexterity tests, etc
• APTITUDE ABILITY TESTS
• Intelligence learning potential tests
• Clerical ability spatial relationships
• Reading comprehension and mathematical abilities
• PERSONALITY TEMPERAMENT TESTS
• Personality tests (MBTI, MMPI, etc)
• Projective tests (TAT, Rorschacht Ink Blot,
  etc)
• HEALTH ASSESSMENT
• Drug Tests
• Physical Examinations

17
RELIABILITY VALIDITY

• RELIABILITY internal consistency of
  measurement tool
• VALIDITY does it measure what it claims to
  measure?
• CONTENT VALIDITY (Face Validity)
• It measures the obvious skills, knowledge etc.
  needed on the job
• The relevance of these measures is rarely
  questioned by experts
• CONSTRUCT VALIDITY (Theoretical)
• Measures traits and psychological characteristics
  which we believe
• are important in a job, but their relevance to
  the job may not be clear.
• CRITERION VALIDITY (Empirical)
• Test scores are significantly correlated with
  actual job performance
• PREDICTIVE VALIDITY uses new employees, a
  sequential test
• CONCURRENT VALIDITY uses existing employees,
  one-shot test

18
CONDUCTING A CRITERION VALIDITY STUDY

• Q Are the interview ratings (or test scores)
  valid predictors of job performance?
• RESEARCH DESIGN
• Interview all job applicants and record their
  interview scores
• Offer all job applicants a position, regardless
  of their score
• After an appropriate learning period, gather work
  performance (appraisal) data
• Evaluate the correlation between interview scores
  and appraisal scoresis it statistically
  significant? If YES, the interview score CAN BE
  USED to cut off or select applicants in the
  future. If NO, DO NOT USE interview scores (or
  your test scores) for hiring purposes.
• Set the cutoff limit in a way that minimizes Type
  I II errors.

19
PURPOSES OF ORIENTATION

• 1. TO CREATE A POSITIVE ATTITUDE AND A FAVORABLE
  IMPRESSION ABOUT THE ORGANIZATION
• 2. TO EDUCATE NEW WORKERS ABOUT THEIR
  ORGANIZATION, THEIR JOB TASKS AND THEIR
  PERFORMANCE EXPECTATIONS
• TO EASE ENTRY INTO THE ORGANIZATION BY REDUCING
  STRESS AND ANXIETY

20
GENERAL ORIENTATION

• CORPORATE CULTURE PHILOSOPHY
• The Corporate Vision and Mission
• The Products/Services Provided The Publics We
  Serve
• The Way We Do Things Around Here
• Teamwork Commitment to the Organization
• COMPANY POLICIES AND RULES
• The Company Handbook
• The Appraisal Process
• Disciplinary Actions Grievance Procedures
• COMPENSATION AND BENEFITS
• Vacations Holidays
• Insurance Plan Fringe Benefits
• EMPLOYEE DEVELOPMENT
• Training Development Expectations
• Career and Promotional Opportunities

21
SPECIFIC JOB ORIENTATION

• TOUR THE DEPARTMENT/WORK AREA
• INTRODUCE TO COWORKERS AND KEY COLLEAGUES
• SETTLE IN TO ASSIGNED WORK SITE/OFFICE/LOCATION
• REVIEW THE JOB REQUIREMENTS (Job Description)
• REVIEW PERFORMANCE STANDARDS (Appraisal
  Criteria)
• GIVE INITIAL INSTRUCTIONS RE WORK PROCEDURES
  AND SPECIFIC JOB RULES
• IDENTIFY WHO TO CONTACT WHEN UNCERTAIN WHAT TO DO

22
SOCIALIZATION AT TEXAS INSTRUMENTSGOMERSALL
MYERS (66)

• USE OF SENSITIZATION TRAINING TO REDUCE ANXIETY
• EMPHASIZED YOU WILL BE SUCCESSFUL
• POSITIVE SENSITIZATION
• DISREGARD THE HAZING AND HALL TALK
• INITIATION RITUALS AND PRANKS
• TAKE THE INITIATIVE ASK QUESTIONS!!
• GET TO KNOW YOUR SUPERVISOR
• HERES YOUR NEW SUPERVISOR IN HER GARDEN
• SUPERVISORS WERE TRAINED BY SUBORDINATES
• THE WHOLE TEAM WAS RESPONSIBLE FOR TRAINING

23
KEYS TO SUCCESSFUL SOCIALIZATION

• REALISTIC EXPECTATIONS
• Accurate Job Information
• No Surprises
• CHALLENGING WORK ASSIGNMENTS
• Match Employee Skills with Tasks
• Develop Intrinsic Motivation Early
• SUPPORTIVE SUPERVISION
• Demanding of Employees
• Gives Feedback and Assistance
• Secure, Can Tolerate Mistakes
• SUPPORTIVE WORK GROUP
• Has Positive Attitudes Toward Work and the
  Organization
• Willing to Accept the New Employee Into Their
  Midst
• Provides On-The-Job Guidance and Support

24
PHILOSOPHIES OF DEVELOPMENT

• THE WORKER IS RESPONSIBLE FOR DEVELOPING HIMSELF
• GET YOUR OWN SKILLS BEFOREHAND, WERE NOT
  PAYING!
• LET THE WORKER LEARN ON-THE-JOB
• THE LEARNING IS NOT STRUCTURED OR SEQUENCED
• YOU LEARN THROUGH OBSERVATION, TRIAL ERROR
• ROTATE WORKERS THROUGH A SEQUENCE OF POSITIONS
• JOB ROTATION JOB TRANSFERS
• COURSEWORK AND FORMAL INSTRUCTION
• CLASSROOM EXPERIENCES
• COMPANY-PROVIDES TIME OFF or REIMBURSEMENT
• GROWING THE RISING-STARS
• ASSESSMENT CENTERS, INTENSIVE EDUCATIONAL
  PROGRAMS

25
TRAINING DEVELOPMENT

• TRAINING Knowledge and skills needed for the
  present job.
• DEVELOPMENT Knowledge and skills for the
  future.
• DETERMINE YOUR TRAINING DEVELOPMENT NEEDS
• CONDUCT A NEEDS ASSESSMENT
• ORGANIZATIONAL, TASK, and INDIVIDUAL LEVELS
• ESTABLISH TD OBJECTIVES
• WHAT IS THE PURPOSE OF TRAINING? WHY DO THIS?
• WHAT LEARNING OBJECTIVES DO WE HAVE?
• WHAT RESULTS DO WE WANT TO ACHIEVE? BY WHEN?
• SELECT TD METHODS
• ON-THE-JOB
• OFF-THE-JOB
• COMBINATION

26
TRAINING TECHNIQUES

• ON-THE-JOB
• TRIAL-AND-ERROR
• COACHING
• APPRENTICESHIPS
• JOB ROTATION
• OFF-THE-JOB
• VESTIBULE TRAINING
• SIMULATION
• COMPUTER-BASED TRAINING /CDS
• CLASSROOM PROGRAMS
• DEMONSTRATIONS VIDEOTAPES
• CONFERENCE DISCUSSIONS
• DISTANCE LEARNING

27
DEVELOPMENT TECHNIQUES

• ON-THE-JOB
• MENTORING COACHING
• INTERNSHPS
• JOB ROTATION TRANSFERS
• UNDERSTUDY ASSIGNMENTS
• PROJECT COMMITTEE ASSIGNMENTS
• OFF-THE-JOB
• CLASSROOM PROGRAMS
• CONFERENCES WORKSHOPS
• DEMONSTRATIONS VIDEOTAPES
• CASE STUDIES AND DISCUSSIONS
• MANAGEMENT GAMES
• ROLE PLAYS
• IN-BASKET SIMULATIONS
• DISTANCE LEARNING
• IN-HOUSE UNIVERSITIES
• ASSESSMENT CENTERS

28
EVALUATINGTRAINING DEVELOPMENT

• ATTITUDES OPINIONS
• HOW DO THE PARTICIPANTS FEEL ABOUT IT?
• DID THEY THINK IT WAS WORTHWHILE?
• KNOWLEDGE GAINED
• WHAT DID THEY REALLY LEARN? DO WE HAVE PROOF?
• BEHAVIORAL CHANGE
• ARE PEOPLE BEHAVING ACTING DIFFERENTLY NOW?
• RESULTS ACHIEVED
• WERE OUR OBJECTIVES MET? HAVE COSTS DECLINED?
• HAVE PERFORMANCE GAPS NARROWED?