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164 PART 2 RECRUITMENT, PLACEMENT, AND TALENT MANAGEMENT UNDERSTAND First, understand the barriers that prevent minorities from applying. For example, many minority applicants don t meet the educational or experience standards for the job, so many companies offer remedial training in basic arithmetic and writing. For others, lack of role models is a problem. For example, in one retail chain, it was a lack of role models (plus what the one manager called a rather macho culture ) that stopped women from applying. Sometimes (as we saw) it s a lack of schedule flexibility, given the responsibility for caring and schooling of the children. PLAN After recognizing the potential impediments, you can turn to formulating plans for attracting and retaining minorities and women. This may include, for instance, developing flexible work options, redesigning jobs, and offering flexible benefits plans. IMPLEMENT Finally, translate these personnel plans into recruitment programs. Specifically, decide what the ads will say, and what recruiting sources you will use. Many job seekers check with friends or relatives as a strategy for looking for jobs, so encouraging your minority employees to assist in your recruitment efforts makes sense. Diversity recruitment specialists include www.diversity.com, www.2trabajo. com, and http://recruitersnetwork.com/resources/diversity.htm. Other firms collaborate with specialist professional organizations. These include the National Black MBA Association (www.nbmbaa.org/home.aspx?PageID=637&), the National Society of Hispanic MBAs (www.nshmba.org/) and the Organization of Chinese Americans (http://ocanational.org/). Welfare-to-Work Some companies report difficulty in hiring and assimilating people previously on welfare. Applicants sometimes lack basic work skills, such as reporting for work on time, working in teams, and taking orders. The key to a welfare-to-work program s success seems to be the employer s pretraining program. Here, participants get counseling and basic skills training over several weeks. 127 The Disabled The EEOC estimates that nearly 70% of the disabled are jobless, but it certainly doesn t have to be that way. 128 The research is quite persuasive regarding the fact that in terms of virtually all work criteria, employees with disabilities are capable workers. Thousands of employers in the United States and elsewhere have found that disabled employees provide an excellent and largely untapped source of competent, efficient labor for jobs ranging from information technology to creative advertising to receptionist. Employers can do several things to tap this huge potential workforce. The U.S. Department of Labor s Office of Disability Employment Policy offers several programs, including one that helps link disabled college undergraduates who are looking for summer internships with potential employers. 129 All states have local agencies (such as Corporate Connections in Tennessee) that provide placement services and other recruitment and training tools and information for employers seeking to hire the disabled. Employers also must use common sense. For example, employers who only post job openings online may miss potential employees who are visually impaired. 130 DEVELOPING AND USING APPLICATION FORMS Purpose of Application Forms With a pool of applicants, the prescreening process can begin. The application form is usually the first step in this process (some firms first require a brief, prescreening interview or online test). A filled-in application provides four types of information. First, you can make judgments on substantive matters, such as whether the applicant has the education
CHAPTER 5 PERSONNEL PLANNING AND RECRUITING 165 FIGURE 5-10 FBI Employment Application Source: www.fbijobs.gov/ employment/fd646c.pdf, accessed April 28, 2009. and experience to do the job. Second, you can draw conclusions about the applicant s previous progress and growth, especially important for management candidates. Third, you can draw tentative conclusions about the applicant s stability based on previous work record (although years of downsizing suggest the need for caution here). Fourth, you may be able to use the data in the application to predict which candidates will succeed on the job and which will not. Most employers need several application forms. For technical and managerial personnel, the form may require detailed answers to questions about education and training. The form for hourly factory workers might focus on tools and equipment. Figure 5-10 presents one employer s approach to collecting application form information the employment application for the FBI. In practice, most employers encourage online applications. application form The form that provides information on education, prior work record, and skills.
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HUMAN THIRTEENTH EDITION RESOURCE M
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DEDICATED TO SAMANTHA AND TAYLOR
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C O N T E N T S Preface xxiii Ackno
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CONTENTS IX Departmental Managers S
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CONTENTS XI Recruiting Source Use a
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CONTENTS XIII PART THREE TRAINING A
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CONTENTS XV Talent Management and E
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CONTENTS XVII INCENTIVES FOR SALESP
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CONTENTS XIX HR AS A PROFIT CENTER:
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CONTENTS XXI INDIVIDUAL AND GROUP A
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P R E F A C E Human Resource Manage
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PREFACE XXV This edition again cont
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A C K N O W L E D G M E N T S Every
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LEARNING OBJECTIVES 1. Explain what
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CHAPTER 1 INTRODUCTION TO HUMAN RES
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LEARNING OBJECTIVES 1. Explain the
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CHAPTER 2 EQUAL OPPORTUNITY AND THE
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LEARNING OBJECTIVES 1. Explain why
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CHAPTER 3 HUMAN RESOURCE MANAGEMENT
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CHAPTER 4 JOB ANALYSIS AND THE TALE
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CHAPTER 7 INTERVIEWING CANDIDATES 2
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CHAPTER 8 TRAINING AND DEVELOPING E
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CHAPTER 10 EMPLOYEE RETENTION, ENGA
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CHAPTER 12 PAY FOR PERFORMANCE AND
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CHAPTER 13 BENEFITS AND SERVICES 42
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CHAPTER 14 ETHICS AND EMPLOYEE RIGH
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CHAPTER 15 LABOR RELATIONS AND COLL
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LEARNING OBJECTIVES 1. Explain the
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CHAPTER 16 EMPLOYEE SAFETY AND HEAL
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LEARNING OBJECTIVES 1. List the HR
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CHAPTER 17 MANAGING GLOBAL HUMAN RE
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CHAPTER 18 MANAGING HUMAN RESOURCES
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A P P E N D I X A PHR and SPHR know
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APPENDIX A 635 08 Identify internal
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A P P E N D I X B Comprehensive Cas
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APPENDIX B 653 The Baker panel look
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N A M E / O R G A N I Z A T I O N I
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NAME/ORGANIZATION INDEX 665 Carlson
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NAME/ORGANIZATION INDEX 671 London,
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NAME/ORGANIZATION INDEX 675 387n24,
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NAME/ORGANIZATION INDEX 677 Wolkins
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SUBJECT INDEX 679 Web sites, 442 Se
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SUBJECT INDEX 685 J Job aid, 258 Jo
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