Dessler - Mhre5e - PPT - 05 - Management of Human Resources: The Essentials / Gary Dessler, Nita Chhinzer, Gary Gannon.

Management of Human Resources:
The Essentials
Fifth Canadian Edition
Chapter 5
Talent Acquisition
Copyright © 2019 Pearson Canada Inc. 5-1

Learning Outcomes (1 of 3)
• DEFINE talent acquisition, and DISCUSS the
relevant components of this new perspective on
traditional staffing of organizations.
• ANALYZE the role of various internal and external
recruitment methods.
• DISCUSS strategies for recruiting a more diverse
workforce.

• DEFINE selection and DISCUSS its strategic
importance.
• DEFINE reliability and validity and EXPLAIN their
importance in selection techniques.
• DESCRIBE at least four types of testing used in
selection and ANALYZE the conflicting legal
concerns related to alcohol and drug testing.

• DESCRIBE the major types of selection interviews
by degree of structure, type of content, and
manner of administration.
• EXPLAIN the importance of reference checking,
DESCRIBE strategies to make such checking
effective, and ANALYZE the legal issues involved.

Talent Acquisition
• an emerging HRM programming concept focused
on finding, acquiring, assessing, and hiring job
candidates.

Recruitment
• The process of searching out and attracting
qualified job applicants, which begins with the
identification of a position that requires staffing
and is completed when résumés and/or completed
application forms are received from an adequate
number of applicants
Recruiter
• A specialist in recruitment, whose job it is to find
and attract capable candidates

Sample Job Summary
Figure 5.1 Sample Job Summary
Willow Tech Industries is seeking a Talent Acquisition Specialist to develop and leverage diverse candidate channels
to connect with top talent in the national and international telecommunications sectors, as well as in postsecondary
educational hubs in leading-edge technology programming.
Working with the Director, the Talent Acquisition Specialist will develop workforce planning and sourcing strategies
that reflect Willow Tech’s brand, its dynamic culture, and a results-based orientation to service and design quality. This
specialist role will use superior communications skills to establish external talent pipelines and a market presence in our
service areas across Canada and in key international operation centres.
The Talent Acquisition Specialist will advise and collaborate with HR Business Partners and hiring managers on all
matters related to successful recruiting and staffing strategies. This will include designing contemporary, tech-based
applicant screening methods; short-listing candidates for submission to hiring managers; guiding reference and
background check processes consistent with legal and human rights parameters; and lending support to HR Business
Partners in coordinating the offer process.
Willow Tech seeks a strong internal and external communicator, whose professionalism and networking abilities have
earned the respect of business leaders and colleagues. Postsecondary credentials in business, human resources, or
marketing, and related talent acquisition experience in telecommunications are key to the desired candidate’s profile.
Our ideal applicant will have demonstrated the ability to “attract candidates that stick!”
Developed by Gary L. Gannon
August 15, 2017

Employer Branding
• the image of an organization based on the
benefits of being employed by that organization
• includes experiences a candidate goes through
during the recruitment process, including:
– their experience with the company’s website
– acknowledgement thanking candidate for their interest
and résumé
– initial greeting by the receptionist
– ability of the interviewer to articulate organization’s
values and culture

Employer Branding Steps
Table 5.1 Employer Branding Steps
Step Example
1. Define the target audience The target group may be one of the four
generations in today’s workforce, the
underemployed, or the four employment
equity groups.
2. Develop the employee value Loblaw Companies and Fairmont Hotels
proposition offer potential employees the opportunity to
participate in “green” environmental
initiatives. At PCL Construction of Alberta, 80
percent of employees own stock in the
company.
3. Reinforce value proposition in An integrated marketing approach to internal
communication and external communication should use
various channels, such as television, radio,
print, websites, social media, and so on.
Sources: A. Watanabe, “From Brown to Green, What Colour Is Your Employment Brand?” HR Professional
(February/March 2008), pp. 47–49; M. Morra, “Best in Show,” Workplace News (September/October 2006),
pp. 17–21; R. Milgram, “Getting the Most Out of Online Job Ads,” Canadian HR Reporter (January 28, 2008).

Employer Branding: Three Steps
• Define the target audience.
• Develop the employee value proposition.
• Reinforce value proposition in communication.
Copyright © 2019 Pearson Canada Inc. 5 - 10

An Overview of the Recruitment Process

Recruiting From Within
Human Capital Theory
• Accumulation of firm-specific knowledge and
experience involves a joint investment by both
employer/employee; therefore both parties benefit
from maintaining a long-term relationship.

Recruiting From Within: Advantages
• rewarding competence enhances commitment,
morale and performance
• insiders may be more committed to goals and less
likely to leave
• managers have longer-term perspective when
making business decisions
• more accurate assessment of candidate’s skills
and performance level
• require less orientation
Recruiting from Within: Disadvantages
• discontent of unsuccessful candidates
• time consuming to post and interview all
candidates if one is already preferred
• employee dissatisfaction with insider as new boss
• possibility of “inbreeding”

Internal Recruitment Methods
Job Posting
• notifying current employees about vacant
positions
Human Resources Records
• review of information on existing employees to
identify candidates for openings
Skills Inventories
• review of qualification, interest skills of existing
employees
Advantages and Disadvantages of Job
Posting
Figure 5.3 Advantages and Disadvantages of Job Posting
Advantages
• Provides every qualified employee with a chance for a transfer or promotion.
• Reduces the likelihood of special deals and favouritism.
• Demonstrates the organization’s commitment to career growth and development.
• Communicates to employees the organization’s policies and guidelines regarding promotions
and transfers.
• Provides equal opportunity to all qualified employees.
Disadvantages
• Unsuccessful job candidates may become demotivated, demoralized, discontented, and
unhappy if feedback is not communicated in a timely and sensitive manner.
• Tensions may rise if it appears that a qualified internal candidate was passed over for an
equally qualified or less qualified external candidate.
• The decision about which candidate to select may be more difficult if there are two or more
equally qualified candidates.

Recruiting from Outside: Advantages
• a larger pool of qualified candidates
• availability of a more diverse applicant pool
• acquisition of new skills, knowledge, and ideas
• elimination of employee rivalry and competition for
transfers and promotions
• hiring individuals who already have necessary
skills reduces training costs

Planning External Recruitment
Considerations:
• type of job affects recruitment method chosen
• yield ratios - percentage of applicants that
proceed to next stage of selection
• time lapse data - time from start of recruitment to
new employee starting work

Most Successful Ways to Find a Job in
Canada, 2012

External Recruitment Methods
• employee referrals • Human Resources and
Skills Development
• former employees
Canada (HRSDC)
• educational institutions
• executive search firms
• open houses, job fairs
• private employment
• professional and trade agencies
associations
• walk-ins and write-ins
• labour organizations
• online networking sites
• military personnel
• print advertising
• online recruiting
Examples of Talent Acquisition Pipelines
from Educational Institutions
Figure 5.5 Examples of Talent Acquisition Pipelines from
Educational Institutions
Career Fairs Placements and Co-ops Internships

Offered on campus Associated with the educational Offered by an organization
where students can meet institution’s program of studies, to a student, usually in the
with invited employers. requiring the student to spend final year of academic study
Fairs can be generic or a specified time with an or immediately following
specialized to specific organization to gain hands-on graduation.
disciplines. experience in an intended
career or occupation.

Recruiting Non-Permanent Staff (1 of 2)
Temporary Help Agencies
• provide relief for employees who are ill, on
vacation, taking a leave of absence, etc.
• benefits:
– cost less than permanent employees
– immediate replacement of an unsuitable temporary
worker
– workers are often highly motivated

Recruiting Non-Permanent Staff (2 of 2)
Contract Workers
• work directly for the employer
• specific type of work or period of time
• benefits:
– coverage for seasonal or unplanned peaks in business
– specialized work or projects
– reduced layoffs during downturns

Recruiting a More Diverse Workforce
Attracting Older Workers
• Workers at or beyond retirement age
• Typically have high job satisfaction, strong sense
of loyalty and work ethic, good people skills
• Considerations:
– remove stereotypical attitudes
– develop flexible work arrangements

Design Issues in Selection
Preparations:
• develop selection criteria
• specify musts and wants and weigh the wants
• develop an evaluation form
• develop interview questions (for all candidates)
• develop candidate-specific questions

Recruiting a More Diverse Workforce (1 of 2)
Attracting Younger Employees
• High energy, enthusiasm, physical strength
• Consider:
– provide independence and work-life balance
– give variety of experiences

Recruiting a More Diverse Workforce (2 of 2)
Recruiting Designated Group Members
• Assists in goal of employment equity
• Consider:
– alternative publications for recruitment
– liaise with agencies assisting designated groups

Think Pair Share
• Discuss the importance of recruiting a diverse
workforce?
• What are some of the challenges with having a
diverse workforce?
• How can you train your employees to embrace
diversity?

Common Recruitment Methods
Figure 5.6 Common Recruitment Methods
Metric Explanation
Time lapsed per hire Measures the number of days taken to fill a position. The length of time of
particular recruitment strategies together with selection procedures contribute to
this measure.
Cost per hire The direct costs associated with different recruitment strategies together with
indirect costs in the hiring process are key in determining the effectiveness of
external job search methods.
Offers–applicant cost This metric is useful when multiple job offers are extended by the organization.
It reflects the quality of the applicant pool and thus shows the utility of chosen
recruitment methods in assembling the candidate base.
Quality of hires and cost The recruitment aspect of this metric focuses on the quality of résumés and
applications received by the organization in response to a particular job notice.
Yield ratio The percentage of applicants received from a particular recruitment source or
the number of candidates who pass from one stage to the next screening level
in the selection process.

Six Typical Hurdles in the Selection Process

Acquiring Employees and the Law
Guidelines:
1. ensure that all selection criteria and strategies are based on the job
description and the job specifications.
2. do not ask questions that would violate human rights legislation,
either directly or indirectly.
3. obtain written authorization for reference checking from prospective
employees, and check references carefully.
4. save all records and information obtained about the applicant during
each stage of the selection process.
5. reject applicants who make false statements on their application
forms or résumés.
6. treat all applicants in the same manner regardless of personal
factors.
Principles of Assessment Accommodations
1. provide all applicants with an equal opportunity to
fully demonstrate their qualifications.
2. determine assessment accommodations on a
case-by-case basis.
3. do not alter the nature or level of the qualification
being assessed.
4. base assessment accommodations on complete
information.

Step 1: Preliminary Applicant Screening
• initial screening is performed by HR department
• application forms and résumés are reviewed
• candidates not meeting selection criteria are
eliminated
• remaining candidates matching the job
specifications are given further consideration
• use of technology is becoming increasingly
popular

Step 2: Selection Testing
• screening device used by approximately two thirds
of Canadian organizations
• assesses specific job-related skills, general
intelligence, personality characteristics, mental
abilities, interests, and preferences
• efficient, standardized methods for screening
large numbers of applicants
• must be reliable and valid

Importance of Reliability and Validity
Reliability:
• the degree to which selection procedures yield
comparable data over time
• in other words, the degree of dependability,
consistency, or stability of the measures used
Validity:
• the accuracy with which a predictor measures
what it is intended to measure

Types of Validity (1 of 2)
Differential Validity
• confirmation that the selection tool accurately
predicts the performance of all possible employee
subgroups
Criterion-Related Validity
• extent to which a selection tool predicts or
correlates with important elements of work
behaviour

Types of Validity (2 of 2)
Content Validity
• extent to which a selection tool (e.g. a test)
adequately samples the knowledge and skills
needed to perform the job
Construct Validity
• extent to which a selection tool measures a
theoretical construct or trait deemed necessary to
perform the job

Types of Tests Used in Selection
• Cognitive Abilities • Management
– intelligence tests Assessment Centres
– emotional intelligence
• Situational Testing
tests
– specific cognitive abilities • Micro-assessments
• Motor/Physical Abilities • Physical Examination,
Substance Abuse
• Personality and Interests
Testing, Polygraphs
• Achievement Tests
• Work Sampling

Think Pair Share
• Describe the type of selection testing you have
taken.
• What was your experience?
• Do you feel these types of tests are reliable and
valid?
• Why or why not?

Two Problems from the Test of Mechanical
Comprehension

Tests of Motor and Physical Abilities

Measuring Personality and Interests

Physical Examination
• only permitted after a written offer of employment
• reasons for inclusion in the selection process:
– to determine qualification of physical requirements and
if not, to document accommodation requirements
– to establish a record and baseline of health for future
insurance or compensation claims
– to reduce absenteeism and accidents by identifying any
health issues that need to be addressed

Substance Abuse Testing
• in Canada, employers are not permitted to screen
candidates for substance abuse
• substance addiction is considered a disability
which cannot be discriminated against during the
selection process
• elsewhere, pre-employment substance abuse
testing may be used to avoid hiring employees
who would pose unnecessary risks to themselves
or others or perform below expectations

Polygraph Testing
• Often referred as a lie detector test
• widely rejected in most jurisdictions
• unable to produce valid and reliable results
• validated tests of honesty or integrity are more
useful

Step 3: The Selection Interview
Interviewer Objectives: Applicant Objectives:
• assess qualifications • present positive image
• observe behaviour • sell their skills and

attributes
• predict future performance • gather information about
job and organization
• communicate information
about job, promote
organization
• determine how well
applicant would fit in

Types of Interviews
Degree of Structure
• unstructured, structured, or mixed/semi-structured
Content
• situational, behavioural
Administering the Interview
• one-on-one or panel
• sequentially or all at once
• face-to-face or technology enabled
Think Pair Share
• Research has begun to evaluate the differences in
the face-to-face versus the technology-aided
interviews.
• What are your thoughts on the use of electronic
mediums for selection?

Common Interviewing Mistakes
• poor planning • influence of nonverbal
• snap judgments behaviour
• leading
• negative emphasis
• too much/too little
• halo effect
talking
• poor job knowledge
• similar-to-me bias
• contrast error

Think Pair Share
• As highlighted in HR by the Numbers on page
133, research also suggests that a negative
emphasis exists for candidates who are
unemployed at the time of recruiting.
• Why do you think there is a stigma of being
unemployed while looking for work?

Conducting an Effective Interview
• planning the interview
• establishing rapport
• asking questions
• closing the interview
• evaluating the candidate

Structured Interview Questions
Figure 5.11 Sample Structured Interview Questions
1. Describe for me one previous job responsibility that challenged you to improve
your problem solving ability.
2. Tell us about a time when you contributed to a team-based activity.
3. Our company values “giving back to our community.” Tell me why you think this is
important.
4. In one of your previous jobs, tell us about a situation when you needed to seek
advice from a colleague or supervisor in handling a difficult situation.
5. Share an example from your experience that demonstrates your leadership skills.
6. Imagine you receive a phone call late on a Friday afternoon from an angry
customer who is dissatisfied with a recent encounter with your company. How
would you attempt to satisfy that caller?
7. If one of your staff expressed frustration with her job, describe what steps you
would take to help resolve her concerns.
8. In what way does this advertised role support your career plans?

Step 4: Background Investigation/Reference
Checking (1 of 2)
• verify accuracy of information provided
• includes
– criminal record check
– verification of educational qualifications
– verification of previous employment
– performance-related references from past supervisors
– credit check may also be included

Common Lies on Résumés
Figure 5.12 Top Seven Résumé Lies
1. Dates of employment
2. Job title (inflated rank)
3. Salary level
4. Criminal records
5. Education (bogus degrees, diploma mills)
6. Professional licence (MD, RN, etc.)
7. “Ghost” company (self-owned business)

Step 4: Background Investigation/Reference
Checking (2 of 2)
Considerations:
• obtain written permission
• possible public sources (e.g.
Facebook)
• qualified privilege
• negligent misrepresentation
• providing references

Online Posting by Job Candidates that
Concern Hiring Managers

Step 5: Supervisory Interview and Realistic
Job Preview
The Supervisor:
• is best qualified to assess job knowledge/ skills
• can answer job-specific questions
• must feel comfortable with new hire
• can assess fit with current team members
Realistic Job Preview (RJP):
• provides applicants with realistic information, both
positive and negative, about the job
Step 6: Hiring Decision and Candidate
Notification
• compile information from all techniques used
• evaluate information about each candidate
• immediate supervisor usually makes final hiring
decision
• make offer that specifies terms and conditions of
employment
• give candidates time to think about the offer
• notify all finalists who were not selected

Think Pair Share
• In the HR by Numbers on page 117, it illustrates a
number of hiring mistakes.
– Why do you think this happens for organizations and
their new hires?
– Have you ever experienced this as a new hire? If so,
share your experience.

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Management of Human Resources:

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Career Fairs Placements and Co-ops Internships

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• observe behaviour • sell their skills and

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