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170 PART 2 RECRUITMENT, PLACEMENT, AND TALENT MANAGEMENT CONTINUING CASE CARTER CLEANING COMPANY Getting Better Applicants If you were to ask Jennifer and her father what the main problem was in running their firm, their answer would be quick and short: hiring good people. Originally begun as a string of coin-operated laundromats requiring virtually no skilled help, the chain grew to six stores, each heavily dependent on skilled managers, cleaner/spotters, and pressers. Employees generally have no more than a high school education (often less), and the market for them is very competitive. Over a typical weekend, literally dozens of want ads for experienced pressers or cleaner/spotters can be found in area newspapers. All these people usually are paid around $15 per hour, and they change jobs frequently. Jennifer and her father thus face the continuing task of recruiting and hiring qualified workers out of a pool of individuals they feel are almost nomadic in their propensity to move from area to area and job to job. Turnover in their stores (as in the stores of many of their competitors) often approaches 400%. Don t talk to me about human resources planning and trend analysis, says Jennifer. We re fighting an economic war and I m happy just to be able to round up enough live applicants to be able to keep my trenches fully manned. In light of this problem, Jennifer s father asked her to answer the following questions: Questions 1. First, how would you recommend we go about reducing the turnover in our stores? 2. Provide a detailed list of recommendations concerning how we should go about increasing our pool of acceptable job applicants so we no longer face the need to hire almost anyone who walks in the door. (Your recommendations regarding the latter should include completely worded online and hard-copy advertisements and recommendations regarding any other recruiting strategies you would suggest we use.) TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE THE HOTEL PARIS CASE The New Recruitment Process The Hotel Paris s competitive strategy is To use superior guest service to differentiate the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and profitability. HR manager Lisa Cruz must now formulate functional policies and activities that support this competitive strategy by eliciting the required employee behaviors and competencies. As a longtime HR professional, Lisa Cruz was well aware of the importance of effective employee recruitment. If the Hotel Paris didn t get enough applicants, it could not be selective about who to hire. And, if it could not be selective about who to hire, it wasn t likely that the hotels would enjoy the customer-oriented employee behaviors that the company s strategy relied on. She was therefore disappointed to discover that the Hotel Paris was paying virtually no attention to the job of recruiting prospective employees. Individual hotel managers slapped together help wanted ads when they had positions to fill, and no one in the chain had any measurable idea of how many recruits these ads were producing, or which recruiting approaches worked the best (or worked at all). Lisa knew that it was time to step back and get control of the Hotel Paris s recruitment function. As they reviewed the details of the Hotel Paris s current recruitment practices, Lisa Cruz and the firm s CFO became increasingly concerned. What they found, basically, was that the recruitment function was unmanaged, totally. The previous HR director had simply allowed the responsibility for recruiting to remain with each separate hotel, and the hotel managers, not being human resources professionals, usually took the path of least resistance when a job became available, such as by placing help wanted ads in their local papers. There was no sense of direction from the Hotel Paris s headquarters regarding what sorts of applicants the company preferred, what media and alternative sources of recruits its managers should use, no online recruiting, and no measurement at all of recruitment process effectiveness. The company ignored recruitment-source metrics that other firms used effectively, such as number of qualified applicants per position, percentage of jobs filled from within, the offerto-acceptance ratio, acceptance by recruiting source, turnover by recruiting source, and selection test results by recruiting source. It was safe to say that achieving the Hotel Paris s strategic aims depended on the quality of the people that it attracted to and then selected for employment at the firm. What we want are employees who will put our guests first, who will use initiative to see that our guests are satisfied, and who will work tirelessly to provide our guests with services that exceed their expectations said the CFO. Lisa and the CFO both knew this process had to start with better recruiting. The CFO gave her the green light to design a new recruitment process. Questions 1. Given the hotel s stated employee preferences, what recruiting sources would you suggest they use, and why? 2. What would a Hotel Paris help wanted ad look like? 3. How would you suggest they measure the effectiveness of their recruiting efforts?
CHAPTER 5 PERSONNEL PLANNING AND RECRUITING 171 KEY TERMS workforce (or employment or personnel) planning, 138 trend analysis, 140 ratio analysis, 140 scatter plot, 140 qualifications (or skills) inventories, 142 personnel replacement charts, 142 position replacement card, 142 recruiting yield pyramid, 145 employee recruiting, 146 job posting, 147 succession planning, 148 applicant tracking systems, 151 alternative staffing, 156 on-demand recruiting services (ODRS), 158 college recruiting, 158 application form, 164 ENDNOTES 1. Spencer Ante and Joann Lublin, IBM Crafts Succession Plan, The New York Times, June 13, 2011, pp. B1, B12. 2. Robert Grossman, IBM S HR Takes a Risk, HR Magazine, April 27, 2007, p. 57. 3. More Companies Turn to Workforce Planning to Boost Productivity and Efficiency, The Conference Board, press release/news, August 7, 2006; Carolyn Hirschman, Putting Forecasting in Focus, HR Magazine, March 2007, pp. 44 49. 4. Jones Shannon, Does HR Planning Improve Business Performance? Industrial Management, January/February 2003, p. 20. See also Michelle Harrison et al., Effective Succession Planning Training & Development, October 2006, pp. 22 23. 5. Carolyn Hirschman, Putting Forecasting in Focus, HR Magazine, March 2007, pp. 44 49. 6. Jean Phillips and Stanley Gully, Strategic Staffing (Upper Saddle River, NJ: Pearson Education, 2012), pp. 116 181. 7. Shannon, Does HR Planning Improve Business Performance? p. 16. 8. See, for example, Fay Hansen, The Long View, Workforce Management, April 20, 2008, pp. 1, 14. 9. Chaman Jain and Mark Covas, Thinking About Tomorrow: Seven Tips for Making Forecasting More Effective, The Wall Street Journal, July 7, 2008, p. 10. 10. For an example of a computerized personnel planning system, see Dan Kara, Automating the Service Chain, Software Magazine 20 (June 2000), pp. 3, 42. http:// www.kronos.com/scheduling-software/ scheduling.aspx, accessed October 2, 2011. 11. Bill Roberts, Can They Keep Our Lights On? HR Magazine, June 2010, pp. 62 68. 12. w w w. s u r ve ya naly t i c s . co m /skillsinventory-software.html, accessed June 1, 2011. 13. For a recent discussion see, for example, Pitfalls Abound for Employers Lacking Electronic Information Retention Policies, BNA Bulletin to Management, January 1, 2008, pp. 1 2. 14. Ibid. See also Bill Roberts, Risky Business, HR Magazine, October 2006, pp. 69 72. 15. Traditional Security Insufficient to Halt File-Sharing Threat, BNA Bulletin to Management, January 20, 2008, p. 39. 16. See, for example, Society for Human Resource Management, HR s Insight into the Economy, Workplace Visions 4 (2008), p. 5. 17. www.astd.org/NR/rdonlyres/CBAB6F0D- 97FA-4B1F-920C-6EBAF98906D1/0/ BridgingtheSkillsGap.pdf, accessed June 1, 2011. 18. Next Generation Talent Management, www.hewittassociates. com/_MetaBasicC- MAssetCache_/Assets/Articles/next_ generation.pdf, accessed November 9, 2010. 19. Ibid. 20. Ed Frauenheim, Valero Energy, Workforce Management, March 13, 2006. 21. Gunter Stahl et al., Global Talent Management: How Leading Multinationals Build and Sustain their Talent Pipelines, Faculty & Research Working Paper, INSEAD, 2007. 22. Phillips and Gully, Strategic Staffing, pp. 116 181. 23. Employers Still in Recruiting Bind Should Seek Government Help, Chamber Suggests, BNA Bulletin to Management, May 29, 2003, pp. 169 170. See also D. Mattioli, Only the Employed Need Apply, The Wall Street Journal (Eastern Edition) (June 30, 2009), p. D1. 24. Tom Porter, Effective Techniques to Attract, Hire, and Retain Top Notch Employees for Your Company, San Diego Business Journal 21, no. 13 (March 27, 2000), p. b36. 25. Jonathan Segal, Land Executives, Not Lawsuits, HR Magazine, October 2006, pp. 123 130. 26. Ibid. 27. Jessica Marquez, A Global Recruiting Site Helps Far-Flung Managers at the Professional Services Company Acquire the Talent They Need and Saves One Half-Million Dollars a Year, Workforce Management, March 13, 2006, p. 22. 28. Hiring Works the Second Time Around, BNA Bulletin to Management, January 30, 1997, p. 40; and Issie Lapowsky, How to Rehire Former Employees , INC., May 18, 2010, available at http://www.inc.com/ guides/2010/05/rehiring-former-employees. html, accessed October 3, 2011. 29. Ibid. 30. Where succession planning aims to identify and develop employees to fill specific slots, talent management is a broader activity. Talent management involves identifying, recruiting, hiring, and developing highpotential employees. Soonhee Kim, Linking Employee Assessments to Succession Planning, Public Personnel Management 32, no. 4 (Winter 2003), pp. 533 547. See also Michael Laff, Talent Management: From Hire to Retire, Training & Development, November 2006, pp. 42 48. 31. Succession Management: Identifying and Developing Leaders, BNA Bulletin to Management 21, no. 12 (December 2003); and David Day, Developing leadership talent, S<strong>HRM</strong> Foundation, http://www.shrm. org/about/foundation/research/Docu- ments/Developing%20Lead%20Talent- %20FINAL.pdf, accessed October 4, 2011. 32. Quoted in Susan Wells, Who s Next, HR Magazine, November 2003, p. 43. See also Christee Atwood, Implementing Your Succession Plan, Training & Development, November 2007, pp. 54 57; and David Day, op cit. 33. See Succession Management: Identifying and Developing Leaders, BNA Bulletin to Management 21, no. 12 (December 2003), p. 15; and David Day, op cit. 34. Soonhee Kim, Linking Employee Assessments to Succession Planning, Public Personnel Management, Winter 2003. 35. www.sumtotalsystems.com/datasheets/ sumt_succession_planning.pdf, accessed June 1, 2011. 36. Ibid. 37. Bill Roberts, Matching Talent with Tasks, HR Magazine, November 2002, pp. 91 96. 38. Ibid., p. 34. 39. See, for example, J. De Avila, Beyond Job Boards: Targeting the Source, The Wall Street Journal (Eastern Edition), July 2, 2009, pp. D1, D5; and C. Fernandez-Araoz et al., The Definitive Guide to Recruiting in Good Times and Bad [Financial crisis spotlight], Harvard Business Review 87, no. 5 (May 2009), pp. 74 84. 40. Reprinted from www.careerbuilder.com/ MarketingWeb/iPhone/CBJobsApplication. aspx?cbRecursionCnt=1&cbsid= 7fd458 dafd4a444fb192d9a24ceed771-291142537- wx-6&ns_siteid=ns_us_g_careerbuilder_ iphone, accessed March 23, 2009.
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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 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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