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…

Print

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.