dr. judy callahan employer retreat keynote
TRANSCRIPT
Judy Scully Callahan, PhDDepartment of Management
211-E Stuzin Hall
352-392-8128
PerformanceRecruitment
& Selection
Rewards/
Compensation
Performance
Appraisal
Training &
Development
Internal Environment
External Environment
OrganizationOutcomes
HR
Activities PeoplePeople Effectiveness
Criteria
Human Resource Management Practices
General impression based on both feelings and facts
Attitudes toward and perceptions of the organization as an employer
A system of beliefs about how employees should be treated.
Human resource strategy: the linkage of the entire human resource function with the firm’s business strategy in order to improve business strategy execution.
Staffing strategy: the constellation of priorities, policies, and behaviors used to manage the flow of talent into, through, and out of an organization over time.
1. Workforce planning2. Sourcing talent3. Recruiting talent4. Selecting talent5. Acquiring talent6. Deploying talent7. Retaining talent
Process Goals
Outcome Goals
Process Outcome
Attract sufficient numbers
Comply with: ◦ The law
◦ org. policy
Fulfill affirmative action objectives
Meet hiring deadlines
Staff efficiently
Hire people: ◦ who will succeed in job
◦ who will be promotable
Reduce turnover rates among high performers
Meet stakeholder needs
Maximize staffing ROI
Enable org flexibility
Enhance bus. strategy execution
Sourcing & Recruiting Selecting Onboarding
Applies Takes test(s)
InterviewsBackground checks
Drug testing
Posts
position;
Sources
recruits
Identifies
minimally
qualified
candidates
Performs
prelim
assessment
Conducts job
analysis
Determines
need
Requisitions
job
Identifies
finalists
Interviews
finalists
Contingent
job offer
Job offer
accepted
Talent
Philosophy
Forecast
Demand
Supply
Identify
Gaps
Develop
Action Plan
Monitor,
Evaluate &
Revise
Business Strategy
Cost
Ease of use
Speed to access
Attract different experience levels
Reach more people
Reach diverse people…
Rehires
‘Pipeline’
Career Fairs
3rd Party
Direct Source
College
Job Boards
Other
Walk-ins
15.4%
7.5%
12.1%
5.9%
1.4%
3.9%
3.9%
0.9%
0.7%
6.3%
19.2%Career Site
Referrals
19.1%
Temp-to-hire 4.4%
2013 2011
20.1%
6.6%
9.1%
2.8%
1.9%
4.3%
2.2%
0.8%
9.8%
2.1%
28.0%
8.8%
5.5%
6.8%
3.1%
1.2%
3.3%
2.3%
0.3%
7.2%
24.5%
23.4%
1.5%
2012
18.1%
(talent community)
Sourcing Trends: Where do Hires Come From?
a copy of the full report
may be found at:
http://www.careerxroads.c
om/news/2014_SourceOf
Hire.pdf
• Job posting• Resume database
• Scrape job boards
• Pay-per-click
• One source for candidates
• Targeted network• Exposure for
employer brand• Reach passive
candidates
Company Blogs
Boolean searches
Semantic Searches
X-raying
Flipping or flip searching
Web crawlers
Networking sites
1. Profile desirable employees to identify promising sources
2. Track recruiting source effectiveness
3. Prioritize recruiting sources
Use surveys or focus groups:
Where do they go?
What media do they use?
What organizations do they belong to?
What events do they attend?
What sources would they use if they were to look for job?
How did they first learn of their first job in your firm?
Avg. Speed Cost / hire New Hire Quality
College hiring 8 months $5500 Very high
Employee referrals 2 months $8,000 High
Career sites 2 months $2500 Good
Search firms 4 months $15,000 Good
Walk-ins 1 month $500 OK
Newspaper ads 2 months $1000 Poor
Ride the Wave of Opportunity
Wipeout
Know your business
Know your data and use it
Strengthen your sourcing skills
Be fair
Be kind
Be truthful
Be omnipresent
Be responsive
Ignore the data Be reactive Rely on the way
recruiting has always been done
Ignore the applicant pool until there is an opening
Dismiss differences among the generations
Recruiting materials to attract attention of potential applicants and induce them to apply
Message content to appeal to the goals and values of the targeted recruits
Non-compensatory screening factors should be communicated to facilitate self-selection
◦ The job’s location, the type of job, pay, etc.