14/02/2017 1 MBA401 People, Culture and Contemporary Leadership Workshop Week 3 Talent Acquisition 14/02/2017 2 COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (the Act). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice. 2 14/02/2017 3 • To identify the key drivers of human resource planning. • To understand the recruitment process within organisations. • To understand the concept of ‘employers of choice’. • To understand the concept of the employee value proposition and how it links to business strategy. • To compare different ways of selection that organisations employ. • LO1 - Explain the key concepts in managing the human resources inherent in an organisational system. • LO2 - Apply human resource considerations to business decision making and in meeting organisational strategic goals. Workshop Objectives 14/02/2017 4 Apple 14/02/2017 5 Apple 14/02/2017 6 Westconnex 14/02/2017 7 Qantas 14/02/2017 8 • Translates the organisation’s objectives to people requirements. • Translates organisational plans into HR plans that guide the long-term acquisition, use and development of intellectual capital and knowledge assets. • Ensures that organisations have the right people, in the right place, with the right skills, at the right time and at the right price. Human Resource Planning Source: Nankervis et al (2014) 14/02/2017 9 • Ensures organisational objectives are met through effective utilisation of human resources. • Takes into consideration changing circumstances within and outside the organisation. • Is an ongoing process, focused on the long-term. • Is cognisant of contemporary changes in both internal and external environments. • Is a series of processes, with long, medium, and short-term contingency options. Human Resource Planning 14/02/2017 10 Video - Fairfax • http://play.viostream.com/?play=6bd7c510 -9944-45cc-9bab3aad5eac084e&player=fv&speed=high • How do Fairfax plan? 14/02/2017 11 • Scarcity of talent • Balancing short and long-term needs • Globalisation – Movement of labour internationally – The ‘brain drain’ • Women in the workforce – Flexible work practices and family support – Declining birth rates • Academic standards – Migration vs. education • Technology and its impact on jobs • Outsourcing • Fly in fly out • Three forecasts are needed: – demand for human resources within the organisation – supply of external human resources to the organisation – supply of human resources available within the organisation HR Planning Considerations 14/02/2017 12 • You are the Human Resource Director for Apple. • Apple have recently decided to enter the vacuum cleaner market and specifically aim to take on and beat Dyson in the market. • Your task is to come up with a workforce plan which identifies how you will find the right people, in the right place, with the right skills, at the right time and at the right price. • You have 20 minutes before you will have to present back to class. Activity – Apple Vacuum Cleaners vs 14/02/2017 13 Woolworths no CEO Replacement 14/02/2017 14 • Succession planning is human resource planning at the senior end of the organisation. • Succession planning is the process of identifying high-potential employees, evaluating and honing their skills and abilities, and preparing them for advancement into positions which are key to the success of business operations and objectives. Succession Planning Source: Nankervis et al (2014) 14/02/2017 15 • Job analysis. • Job design. • Competency profiling. • Skills identification. • Person specification. • Job description. Creating Jobs Source: Stone et al (2013) 14/02/2017 16 Pick a job you have been most dissatisfied with in your life. Which of the following considerations contributed to it: – Job analysis. – Job design. – Competency profiling. – Skills identification. – Person specification. – Job description. Activity - Creating Jobs 14/02/2017 17 Recruitment • The process of seeking and attracting a pool of qualified applicants from which candidates for job vacancies can be selected. • Strategic recruitment is the linking of recruiting activities to the organisation’s business strategy and culture. Source: Stone et al (2013) 14/02/2017 18 Fit • Person – job fit. • Person – organisation fit. • Person – environment fit. 14/02/2017 19 • War for talent • Best employer awards Employer of Choice 14/02/2017 20 • Convince existing and prospective staff that the organisation is an attractive place to work. • This is ‘marketing’ the culture and the organisation. • Employment Value Proposition (EVP) is a set of associations and offerings provided by an organisation in return for the skills, capabilities and experiences an employee brings to the organisation. • Attempts have been made to measure the strength of organisations’ employment brand (Srivastava and Bhatnagar, 2010). • Links between EVP, engagement and business outcomes are difficult to identify (Heger, 2007). Employment Branding Source: Nankervis et al (2014) 14/02/2017 21 • On your own, spend 10 minutes looking at these 3 company websites. • What does each say about their culture and organisation? • Which would be your preference to work for and why? 1. ALDI https://www.aldicareers.com.au/Working-at-ALDI 2. COKE http://www.coca-colacompany.com/careers/whywork-at-the-coca-cola-company 3. CBA https://www.commbank.com.au/aboutus/careers/working-here.html Activity – Who Would You Work For? 14/02/2017 22 • Write down 3 advantages and 6 disadvantages of hiring internally vs externally. Activity – Hiring 14/02/2017 23 Advertisements Recruitment agencies Educational institutions Employee referrals Executive leasing and contracting Online talent attraction Outsourcing talent attraction External Talent Attraction Nikolaou (2014) 14/02/2017 24 • Application • Screening • Testing • Interviews • Medical examination • Reference checking • Offer • Acceptance or rejection The Selection Process 14/02/2017 25 Types of Interviews Source: Compton, Morrissey, Nankervis et al (2014) 14/02/2017 26 Types of Interviews Source: Compton, Morrissey, Nankervis et al (2014) 14/02/2017 27 • Has a very important role in the selection process. • Remains one of the most popular methods used to assess job candidates. • https://www.youtube.com/watch?v=qKBubKO-798 Behaviour Based Interview (BBI) 14/02/2017 28 • Open • Closed • Probing • Hypothetical • Fantasy • Behavioural Using Questions 14/02/2017 29 • In groups of 4 or 5, design an appropriate interview for the following CEO role (responsibilities attached). • You are to use a combination of techniques of which behavioural based questions are a part. • You are also to consider what other assessment may be necessary. • Present back to the class in the form of a roleplay where one member of the group plays the CEO candidate and the others panel interviewers. Activity - Interview 14/02/2017 30 • Controls the direction of the company. • Decides budgets for all departments. • Targets and initiates business partnerships with other companies. • Drives the culture of the business. • Oversees employment and ensures there are enough staff (and the right people). • Manages senior managers. • Generates new business and gives approval of new projects. • Responsible for day-to-day decisions. • Identifies risks and ensures appropriate strategies are in place. • Ensures the correct practices are being met. • Attends board meetings and other presentations. • Drives profitability of the business. Activity – CEO Responsibilities 14/02/2017 31 Using Tests • Personality • Communication • Emotional intelligence • General mental ability • Should never be used as sole measure of recruitment. 14/02/2017 32 Decision Time • Clarity on criteria • Balance all information 14/02/2017 33 • Further recruitment and selection costs. • Additional development and orientation costs. • Opportunity costs. • Loss of competitive advantage. • Damage to company brand. • Loss of employer of choice status. • Reduced internal status. • Impaired recruitment opportunity. • Threatened company viability. • Loss of other key staff. Cost of Getting it Wrong 14/02/2017 34 Summary • Understanding the future business strategy is critical for human resource planning. • Recruitment is a key HR process. • Identifying an organisation’s employee value proposition is key to communicating an organisation’s brand. • The selection process should be tailored to the nature of the role. 14/02/2017 35 Any Questions? 14/02/2017 36 Assessment 1 - Overview • Refer to subject outline. 14/02/2017 37 Any Questions?