Professional Documents
Culture Documents
Alternatives To Recruiting
Alternatives To Recruiting
OVERTIME
TEMPORARY AGENCIES
EMPLOYEE LEASING
TRANSFER WORKERS IN
ALTERNATIVES TO LAYOFFS
(STRATEGIES FOR DEALING WITH LABOR SURPLUSES)
REDUCE WORKWEEK
ATTRITION
REASSIGN/TRANSFER OUT
RECRUITING EFFORT IS AFFECTED BY:
MANAGERIAL PHILOSOPHY
OPEN = Best Specialists Sought
CLOSED = Develop & Promote From Within
SUPERVISORY RECOMMENDATIONS
UNIONS
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
SELECTION CRITERIA FOR A
SALES 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
“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
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
SOURCES OF INFORMATION
ABOUT 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
SELECTION IS A TWO-WAY
MATCHING PROCESS
MATCH 1
WHAT THE ORGANIZATION WANTS
AND WHAT THE EMPLOYEE CAN OFFER
MATCH 2
WHAT THE EMPLOYEE WANTS
AND WHAT THE ORGANIZATION CAN OFFER
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!…I’ve 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 can’t be trusted.
ARE THESE INTERVIEW QUESTIONS
LEGAL?
1. Have you ever worked under another name?
2. What religious holidays do you observe?
3. Are you a citizen of the United States?
4. Are you handicapped?
5. Which foreign languages can you read and speak fluently?
6. Are you married?
7. Do you plan to start a family in the near future?
8. How long did you work at your three most-recent jobs?
9. Have you ever been arrested or convicted of a felony?
10. What is the name, address and phone number of your father?
11. Do you rent or own your home?
12. Do you have a current driver’s license?
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
SOME INTERVIEWING ERRORS
RESEARCH DESIGN
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
PHILOSOPHIES OF DEVELOPMENT
THE WORKER IS RESPONSIBLE FOR DEVELOPING HIMSELF
GET YOUR OWN SKILLS BEFOREHAND, WE’RE NOT PAYING!
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
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
EVALUATING
TRAINING & DEVELOPMENT
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?