Robert Uberman, HR International Management, KA im Frycza Modrzewskiego

5

Robert Uberman, HR International Management, KA im Frycza Modrzewskiego

Session Five Topics

◼ People acquisition (recruitment)

◼ Objectives

◼ Procedures

◼ Marketing channels

Robert Uberman, HR International Management, KA im Frycza Modrzewskiego

Whom do we need?◼ The numbers of people required to meet business

needs;

◼ the skills and behaviour required to support the achievement of business strategies;

◼ the impact of organizational restructuring as a result of rationalization, decentralization, delayering, acquisitions, mergers, product or market development, or the introduction of new technology – for example, cellular manufacturing;

◼ plans for changing the culture of the organization in such areas as ability to deliver, performance standards, quality, customer service, teamworking and flexibility, which indicate the need for people with different attitudes, beliefs and personal characteristics.

Robert Uberman, HR International Management, KA im Frycza Modrzewskiego

The number of people required

◼ Traditionally easy to establish, as:

◼ Production lines typically have number of operators in designs

◼ Sales people number can be established based on customerscount,

◼ Accountants can be measured by number of invoices registered

◼ And so on….

Robert Uberman, HR International Management, KA im Frycza Modrzewskiego

Scientific management &

Taylor’s contribution◼ Taylor’s management theory assumptions:

◼ observations can determine the most-efficient and time-saving methods for increasing the company’s productivity leading to:

◼ elimination of unnecessary physical movement by workers would result in increased productivity;

◼ determination of bottlenecks and their reduction via, as an example, recalibrating tooling methods;

◼ determination the most efficient flow (f.e. to move car body instead of people).

Robert Uberman, HR International Management, KA im Frycza Modrzewskiego

The number revised

◼ Modern approach is more driven by projects & competences gap

◼ new products,

◼ new markets,

◼ new value chain organization.

◼ Here the judgment is more subjective and sometimes an approach: find a good person and he/she will find a place to grow is not bad.

Robert Uberman, HR International Management, KA im Frycza Modrzewskiego

Impact of organizational change

foreseen◼ Merger/acquisition

◼ Expansion

◼ Downsizing

◼ Technological change

◼ That’s more difficult, since:

◼ the above indicated may happen but may not

◼ may require different competences than assumed,

◼ may be overwhelmed by another, not foreseen developments,

◼ And so on….

Robert Uberman, HR International Management, KA im Frycza Modrzewskiego

Building a profile

◼ Key is a good understanding of expected contribution from new employment:

◼ Very rarely it can be purely mechanical (new production line, new sales are, replacement of the existing one),

◼ A problem/need to be solved/addressed,

◼ It’s time frame,

◼ Role in overall organization and level of interaction,

◼ Extend of freedom.

◼ Typically there’s an issue of time pressure with various outcomes

Robert Uberman, HR International Management, KA im Frycza Modrzewskiego

Best companies approach

◼ What kind of people do we need:

◼ basic culture (GE vs Enron) – values

◼ long-term competences: analytical skills, team orientation

◼ ability to accept changes, if necessary to promote fundamental values

◼ Where can we find them: location (small – big cities), educational institutions (high schools? Mc Donald’s runs its own university), other companies (rarely).

◼ When shall we hire them – when the best are available (quite a few companies run a continuous recruitment).

Robert Uberman, HR International Management, KA im Frycza Modrzewskiego

Job description …

◼ Usually considered the easiest part, especially in case of replacement.

◼ Thoroughly checked during a lengthy approval process.

◼ Focused on technical issues:

As HR Assistant, the chosen candidate will be responsible for the following:

➢ Advising on policies and procedures

➢ Support with Recruitment and resourcing

➢ Keep up to date with employment law

➢ Supporting the HR Manager with all areas of HR

➢ Being the first point of contact for HR queries and support

➢ Monitor absence data in line with policy and escalate appropriately

➢ Processing new starters, leavers, and contractual changes

◼ https://www.totaljobs.com/job/hr-assistant/9-global-network-job90103377?src=search&page=1&position=7&WT.mc_id=A_PT_CrossBrand_Jobsite&searchCriteria=&searchLocation=London&source=jobsite

Robert Uberman, HR International Management, KA im Frycza Modrzewskiego

and the challenging rest

➢ Experience is not essential however this role is for candidates who want a long-term career in HR.

◼ Is this an HR focus company? (Global recruiter, consultant, etc. ?). Do they say they are committed to promote your career?

◼ Do they say anything about relations with others? How many these others are? Where they actually work? …Do they require any social skills?

◼ Is there any responsibility defined beyond obvious administration duties (escalating?) ?

Your conclusion?

Robert Uberman, HR International Management, KA im Frycza Modrzewskiego

Procedures (internal)

◼ Rarely mentioned

◼ Very important

◼ Key variables:

◼ Who is a decision maker: future boss, boss of a future boss, HR, CEO?

◼ How many stages are in a selection process?

◼ How the procedure is defined?

Consequences?