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Attracting and Retaining Staff

Attracting and Retaining Staff. Lecture 4 Chapter 6. Turnitin. Look up the student website: http://academicintegrity.curtin.edu.au/students/turnitin.cfm It is your responsibility to understand the process & use it correctly!!!

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Attracting and Retaining Staff

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  1. Attracting and Retaining Staff Lecture 4 Chapter 6

  2. Turnitin Look up the student website: http://academicintegrity.curtin.edu.au/students/turnitin.cfm It is your responsibility to understand the process & use it correctly!!! Instructions for Turnitin are on Blackboard in the Assessment section

  3. Objectives Describe strategic recruitment Discuss the major internal and external sources of human resources Explain the major recruitment methods and their advantages and disadvantages Discuss the recruitment of women, people with disabilities, older workers and minorities Evaluate the recruitment activity

  4. Video: Rich teams winYou need to be in ‘Slide Show” view for this link to work

  5. Strategic recruitment Links recruiting activities to the organisation’s strategic business objectives and culture Recruitment—seeking and attracting a pool of qualified applicants from which candidates for job vacancies can be selected. Employment branding— promoting an image of the company as a good employer to create a favourable impression with potential candidates

  6. Nature of the Job Factors in Choosing a Recruiting Source External Image of the Company Current EmployeeAttitudes DemographicMix of Applicants

  7. Issues Realistic Job preview A method of conveying job information to an applicant in an unbiased manner, including both positive and negative factors Policy Promotion from within Promotion from outside EEO policies and legislation

  8. Recruitment activities Determine and categorise the organisation’s long-range and short-range HR needs Keep alert to changes in the labour market Develop appropriate recruitment advertisements and literature Select the recruitment methods to be used Record the number and quality of applicants from each recruiting source Follow-up on applicants and evaluate

  9. Recruitment best practice Realistic job previews Recruitment sources Recruiter behaviours Employment inducements Recruitment activities

  10. Recruitment best practice Recruitment advertising Organisational image, reputation and symbolic attributes Creative, innovative and effective recruitment practices

  11. Recruitment – Internal

  12. Internal recruitment - sources Bulletin boards Company newsletters Computerised company records Intranet Secondments Referrals Mentoring programs Staff development programs

  13. Recruitment – External

  14. External recruitment - sources International recruitment Advertising – newspapers/journals Employment agencies Management recruitment consultants Executive leasing

  15. External recruitment - sources University recruiting Employer referrals Unsolicited applications Professional associations Trade unions Online

  16. Innovative recruitment programmes The Boston Consulting Group (BCG) runs a strategy competition, involving more than 50 teams from Australian/New Zealand. ANZ operates an employee referral program At www.linkme.com.au, companies apply to hire workers instead of advertising. PricewaterhouseCoopers provides structured fixed-term internships to university students. In 2008, they offered jobs to over 90% of interns.

  17. Receiving applications In person Telephone On-line Application forms Resumes

  18. Electronic recruiting A significant and emerging issue. Electronic recruiting Involves recruiting via the internet (external) and intranet (internal). It is sometimes called cybercruiting. Provides significant potential benefits to organisations and applicants, but also downsides and risks.

  19. Checklist for job seekers online

  20. Recruitment of women Barriers encountered by women Glass ceiling Glass walls Women in trades and non- traditional occupations Women in sales

  21. Recruitment and EEO Recruitment of people with disabilities Recruitment of older workers - Grey ceiling Recruitment of minorities Recruitment of Aboriginal and Torres Strait Islanders Recruitment of gay and lesbian workers

  22. Evaluation of recruitment Productivity Quality Costs Time Soft data

  23. Retention of employees War for talent Attracting & retaining ‘best’ talent Fostering/developing internal talent Utilise Hackman & Oldham’s (1976) Job Characteristic Model

  24. Retention Levers Recognition of employee effort & results Supported opportunities for learning Salary packaging Strong working relationships Company branding Work/non-work life balance Career path Good leadership

  25. Cost of losing key people Market advantages and company knowledge ceded to competitor Diminished productivity Effects on other staff Potential loss of customers Costs

  26. Summary Recruitment is a form of business competition. The job needs to be clearly identified and defined; the type of candidate required specified. Organisations regarded as good employers have the least trouble attracting high-quality candidates. Evaluation of recruitment is essential.

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