Professor Julie Felker

Ensure the right person in the right

job at the right time.
(Jackson and Schuler)
WHY SHOULD WE CARE? 4228 HR and non HR managers
 Foundations of
Organizational Staffing:
Human Resources Planning
& Job Analysis
 The process of systematically
reviewing talent requirements
to ensure you have the right
number of employees with
HR PLANNING AND
INTRODUCTION the right skills at the right
time.

 Continuous process
 Tied to business strategy
 Supports achievement of business
goals
https://www.mercer.com/content/dam/mercer/attachments/global/Talent/human-capital-agenda/Berlin%20Talent%20Forum/strategic-workforce-planning-latest-trends-leading-practice-
examples-and-group-discussion-by-julia-howes-mercer.pdf
https://www.mercer.com/content/dam/mercer/attachments/global/Talent/human-capital-agenda/Berlin%20Talent%20Forum/strategic-workforce-planning-latest-trends-leading-practice-examples-and-group-discussion-by-julia-howes-mercer.pdf
 Sources of Talent

https://www.mercer.com/content/dam/mercer/attachments/global/Talent/human-capital-agenda/Berlin%20Talent%20Forum/strategic-workforce-planning-latest-trends-leading-practice-examples-and-group-discussion-by-julia-howes-mercer.pdf
 MANAGEMENT PLANNING ZERO-BASED
Subjective

 Management forecasts additional needs in  Assessment of required number of

relation to current headcount: new hires
 HR assesses and suggests potential internal
solutions: promotions, allocation of existing
employees to new jobs, job enrichment
 Forecast of turnover
employees and required skills, without
taking into account the existing number
and structure
 Each new hire and internal promotion is
re-examined

CORRELATION/REGRESSION SIMULATIONS
ANALYSIS  Scenario analysis – Impact of changes of
 Based on available historic data, required individual variables on required staffing
Objective

number of employees is calculated based levels and roles

on expected business results
 Based on available productivity data
(industry benchmarks) the required
number of employees is calculated based
on income/ employee, cost/employee
indicators
What training & development opportunities
are employees currently involved in?

For what purpose?

Is workforce prepared for new strategies?

Is organization involved in significant

retraining?
 What are your most critical roles?

Do you have a high potential talent pool?

Who is ready and who is available?

Impacts internal v. external hiring decisions

Succession
Planning
Current Workforce Profile
 Demographics
 Competencies
 Education
 Experience
 Job roles
 Critical job roles
 Locations
85% of employees worldwide are not engaged
or are actively disengaged in their job.

2017 Data from 155 countries

ORGANIZATIONS WITH ENGAGED
EMPLOYEES HAVE…

2017 Gallup State of the Workplace Summary

https://www.worldometers.info/demographics/peru-demographics/#broad-age
Labor Market Characteristics
Labor pool demographics
Human capital availability
Labor competition
Compensation levels
Labor laws & regulations
Labor participation rates
Unemployment rates
Levels of human capital
Literacy rates
Level and quality of education
Language skills
We’ve Got IT!

You are the HR lead at an IT Professional Recruiting Firm, called We’ve Got IT! headquartered in Lima.
The company finds highly educated and skilled IT Professionals for their clients, and charges a rather
substantial fee for each candidate placed. Given your organization’s success in the Peruvian market,
the company is seriously considering a growth strategy to new markets. Specifically, the outlook for
expansion into Chile (Santiago) and Ecuador (Quito) may be very promising. The focus in the new
markets is going to be IT Security professionals, although We’ve Got IT! will continue to place
professionals in Help Desk Support, Application Development, and IT Infrastructure. Your managing
director and senior management team want to meet with you to discuss talent needs related to the
potential expansion. Everyone agrees that this is a big opportunity for your company, however since
the success of the business is almost exclusively based on “human capital” a big concern relates to
staffing.

As HR lead, you are going to be an integral part of the analysis regarding feasibility of expansion in the
context of Staffing. You want to be prepared when you meet with the management team, though
there are many unanswered questions. Your task is this:

 Identify what data you can/should provide for this meeting with the Management Team
 Develop a list of questions/issues that need to be addressed by you and your management team in
order for you to begin your more detailed Staffing assessment
 cc

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http://ec.europa.eu/epsc/sites/epsc/files/strategic_note_issue_13.pdf
https://www.mercer.com/content/dam/mercer/attachments/global/Talent/human-capital-agenda/Berlin%20Talent%20Forum/strategic-workforce-
planning-latest-trends-leading-practice-examples-and-group-discussion-by-julia-howes-mercer.pdf
The Responsive Organization
What are job seekers looking for?
What's the Matter with Owen?
Case - The Candidate Experience: Recruiting a
Manufacturing Manager
 Critically evaluate the Candidate
Experience from the viewpoint of Janet
Palmer & identify points in the process
that did not support a positive
experience in the process
 Make specific recommendations about
what Peter’s Manufacturing can do to
improve its recruiting process and
strengthen candidate experience
 Develop criteria that will help Janet
make the decision whether or not to
accept the position
 What should Janet do??
Let’s start from the beginning
The many faces of branding
Brands and business success
Brands are the source of
alignment between an
organization and its
stakeholders, providing the
basis for continuity and trust

Brands are the outcomes

of behavior – every action
Brands can provide
taken by members of an
organizations with
organization has the
purpose and direction
potential to influence a
brand reputation

Brand promises create

Brands only exist in the
expectations that are
minds of people – they
judged by the behavior of
are perceptions held by
organizational decisions
consumers
and actions
Components of brand equity

Loyalty
An emotional link Awareness
between the brand and Consumers' familiarity
consumers that cause with brand
them to repeat purchases

Perceived quality Associations

Assessment of expected The images and ideas
quality that a brand will connected with the brand
deliver
Why do organizations brand products & services?
 Brands create interest and relevance to consumers
 Brands have meaning -- facilitate purchase
 Brands draw a ‘following’ -- Establish loyal consumers
 Brands differentiate -- Protect from competition
 Brands sell themselves -- Reduce marketing costs
 Brands give “breathing space” when changes are made

But remember, brands are often built on commodity

products which are easily substituted
Employer brand V/S Consumer brand

Why should I join your company? V/S Why should I buy your product?
What concepts from
marketing can be applied
to HR & Employer
Branding, and how?

When you apply concepts

of branding from
marketing to HR &
Employer Branding, what
benefits can it bring to an
organization?
1 176 managers, 19 countries

Benefits of
good branding
Return on Investment in Employer Branding, AON Hewitt
Source: http://www.aon.com/human-capital-consulting/best-employers/best-employers-better-performance.jsp
Impact Map

Return on Investment in Employer Branding, AON Hewitt

What is it, really ?
Employer branding…
“the company's image as seen
through the eyes of its associates
and potential hires”
“the image of the organization as a
great place to work in the minds of
current employees & key
stakeholders in the external market”
“the sum total of what current and
potential employees think of an
organization as an employee”
WHY?
Source: Universum State of Employer Branding 2020 Outlook: The Future of Employer Branding universumglobal.com/2020outlook/
 Employer
Branding
Objectives

Source: Universum State of Employer Branding 2020 Outlook: The Future of Employer Branding universumglobal.com/2020outlook/
http://thesocialrecruiter.net/category/employer-branding-2/
 Where you now?
Understanding
your current
situation

Source: Start Branding. Creating an Employment Brand that Increases Engagement, Retention and the Bottom Line, Careerbuilder
Dimension of values for applicants or employees
Pretend you are an employer…
You and your team mate will
evaluate each other’s social
media presence from the
perspective of a recruiter

What does your “Personal

Brand” say about you as a
prospective employee?
Here’s what turns off employers in candidate

https://careers.workopolis.com/advice/the-three-things-that-employers-want-to-find-out-about-you-online/
social profiles:
 83%: references about using
illegal drugs
 71%: posts of a sexual nature
 65%: use of profanity
 61%: bad spelling or grammar
 47%: photos of consuming
alcohol
 30%: bad-mouthing previous
company/fellow employee
 OTHER
22%:TURNOFFS
unprofessional screen
name
You’re private or inactive
Source: Universum State of Employer Branding 2020 Outlook: The Future of Employer Branding universumglobal.com/2020outlook/
Source: Universum State of Employer Branding 2020 Outlook: The Future of Employer Branding universumglobal.com/2020outlook/
http://hudsonrpo.com/employer-branding-strategy
EVP: Give and Get

Source: Perspectives: Employee Value Proposition-Key to Getting and Keeping the Best, Towers Watson,
 It’s the “people deal”

http://www.cipd.co.uk/NR/rdonlyres/B18B30DD-A71F-4AAC-9925-0D9C1EB5EF24/0/Impact_mergers_acquisitions_employer_brands.pdf
  EVP must be totally unique to your
organization
 No one can tell you what your EVP should be
 If you don’t have an EVP, the market will make
one up -- whether you like it or not

Source: Developing an EVP that Builds Sustainable Engagement, Gallagher Benefits Services, http://www.minnesotanonprofits.org/events-training/annual-conference-handouts/2014/Value_Proposition.pdf
Source: Perspectives: Employee Value Proposition-Key to Getting and Keeping the Best, Towers Watson
 Helps attract great talent

Helps appeal to different markets &

‘tough to hire’ talent groups

Helps re-engage a disenchanted

workforce

Helps prioritize HR agenda

Creates strong ‘people’ brand

Reduces new-hire premium

NOTE: Be looking at these aspects for your analysis/presentation….
What is your
organization’s EVP

 Why should
someone join your
company?

 What do you
expect in return?

Is the EVP attractive?

 How would you describe Amazon’s Employer Value
Proposition?
 Is Amazon’s Employer Brand effective? Is it
sustainable?
 Are employee’s thriving under Amazon’s workplace
policies, or are they just barely surviving?
 Would you want to work for Amazon? Why or why not?
 Should organizations treat their employees with care
and compassion?
Creating an EVP

Print  Employer
Suveys & Identify Surveys Design branding
Focus themes &  HR
groups \ Focus priorities
groups
On-line

Who are we as an organization?

Vision What do we do?
Values Why does it matter?
Mission Who are our employees and what
Strategy matters to them?
How do external stakeholders see
us as a place to work?
Two main problems when it comes to
a company’s EVP
 They struggle to differentiate themselves from
their competition

 Their branding is appealing but it does not

accurately reflect the reality
Failing to differentiate…

“We wish to communicate to potential and existing

employees this is a great place to work, providing
extensive benefits to all, including security, career
development and good pay, for which we are well
known. As a consequence, we attract lots of people
to apply and few ever want to leave.”

Source: Martin, G. and Hetrick, S., Corporate Reputations, Branding and People Management: A Strategic Approach, Elsivier
And always remember….

Your employer brand is only as good as the

employee’s experience of that brand promise.
Cisco People Deal
 Strategic Recruitment &
The Candidate Experience
Don't call me your mum if you can't
bring home a boyfriend
• Practices or activities carried on by
an organization with the primary
purpose of identifying and
attracting potential employees

• Provides information to discourage

unqualified applicants

• Assures that the organization has

sufficient pool of well qualified
applicants, who would find the
job/company acceptable, to
choose from
108
 Appoint an ‘owner’ of college recruitment

Choose targeted universities carefully

Go beyond campus career fairs

Be a continuous presence - Stay active on campus

Develop relationships with faculty, not only Careers Services

Encourage Managers to teach at select universities

Send the right people to recruit -Use graduates as on-campus

recruiters

71% believe their collaboration with Use interns to build your talent pool and as brand
universities strengthens their talent ambassadors
pipeline
Measure your results regularly
Among businesses that work with
universities, 76% offer internships and
co-ops
 Better candidate quality
…. of employers offer
monetary incentives to Faster speed to hire
employees for referrals
Lowers cost

Quicker onboarding
…. of employers offer Better candidate fit
days off for successful
referrals Stronger employee engagement
 VIDEO
Very low tech IKEA Career Instructions

Very effective
Promotes your consumer & talent brands

Builds employee loyalty

Nurtures employee advocacy

Builds more branding content

Launching a Career at Deloitte
What's your Deloitte?
https://www.zappos.com/about/ https://www.zappos.com/about/furry-friends-opie
Gamification is used
to generate interest
in job openings,
provide previews of
applicant’s future job
performance and
further motivate
users to engage with
the interview
process.
McKinsey Consulting
A job search can be
very stressful
Have you ever had a
“bad” experience as
a job candidate?

What made it so?

You have got to really
care about the
candidate experience
Employee journey

source: Charted Institute of Personnel and Development (CIPD), Guide to Employer Branding
 Sell the position

Focus on the job candidate

Why is this a great opportunity?

How will the job improve their career?

Why is your company a great place to

work?
What is your application completion rate?

How user friendly is your user interface?

Many organizations require applicants to

manually input their entire CV in the
system before they can apply for a job….
Top candidate complaints
Career site is not mobile friendly

Application is too long

Did they get my application?

Has the position been filled?

Bad candidate experience cost Virgin Media £4.4 million annually
Post Interview Candidate Candidate Feedback

 Interview began with a disinterested (rude!)

receptionist
 Interviewer left the room to take a phone call
 Interviewer returned 10 minutes later & told candidate
“I’ve heard everything I need to hear”
 Candidate was confused and disappointed
 Candidate informed HR that
she, along with her sister, had
cancelled their cable
subscriptions, and signed up
with a competitor
18% of Virgin Media’s rejected candidates were also customers

Net Promotor Scores (NPS): Two-thirds of rejected candidates

were “detractors” – would not recommend Virgin Media to others

7,380 cancellations annually

£4.4m lost revenue annually

 Re-trained recruiters, hiring managers & anyone
who came in contact with candidates to provide
high standards of service & improve candidate
experience
 Company leaders recorded videos of how they
would not want their friends & families to be
treated
 Introduced annual award for team member who
was giving the best candidate experience
It’s a business imperative
Giving candidates the white glove treatment --
especially the rejected ones -- can make or
break a company’s reputation and candidate
pipeline, though many companies see this as an
effort which has very few clear benefits

The way that you treat your candidates from the

moment of their first interaction with your
business will have a lasting impact on the way
they view the company.

It’s the right thing to do

 How does your
organization treat
its rejected
candidates?
Those who have
gone through the
interview process
AND those who
were rejected at
gate?
Dear JULIE FELKER:

Thank you for your application for a position at VGC Consulting. Do

to the large number of applicants we are not able to give your
application further consideration

Sincerely,

The Recruiting Team

Dear Julie,

Thank you for taking the time to apply for the role of Web Developer at
VGC Consulting. We very much appreciate your interest in our company.
Unfortunately, we are not able to offer you the opportunity to interview
for this role.

One of the most difficult parts of our jobs as recruiters is not being able to
meet individually with each applicant. Having to reduce the applicant
pool to only a few finalists is a difficult task, and means that many strong
candidates cannot be invited for an interview.

We send our sincerest wishes for a successful job search.

Regards,

VGC Recruiting Team

Be Careful with Computer-Generated
Autoresponders

No one likes rejection. It’s a necessary part of

recruitment, but best done sincerely and
courteously.

Rejections can be automated, but messages should

be well constructed.
Would applicants, even
ones you rejected, say
nice things about you?
• How effective are your organizations
recruitment techniques?

• What are some examples of innovative

recruiting in your organization?

• How would you rate your candidates’

experiences?

• What improvements should be made

to your recruitment
techniques/strategies?
Best in Class  Get rid of your boring job
advertisements
 Make the application simple
 Communicate, communicate,
communicate
 Be timely
 Have an honest conversation with
candidates
 Ask for feedback
Candidate  Do what you say
Experience  Provide return value
 Treat others how you want to
be treated
Employee
Retention
 Turnover-Outcome Matrix

High Performer Low Performer

Quit Negative outcome Positive outcome

Stay Positive outcome Negative outcome

Source: Steel, et al
 Expected Quit Rates by Performance Level

Performance Expected Quit

Explanation
Group Rate

Higher Poor evaluation,

Low
small raises

Lower Present comfort

Average
level ok

Higher Upwardly mobile;

High
plentiful
opportunities

Steel, et al
Focusing Retention Efforts

 Who are the people that are most important for you
to retain?
 Who are the most critical people to your operations?
 Who are the critical leaders in your organization?
 Who are the people that are most important for you
to grow?
 What are the important things that you can do for
them?
 Financially
 Non-financially
Talent Classifications

Difficult to replace Difficult to replace

Difficulty to Replace
Low value added High value added

Easy to replace Easy to replace

Low value added High value added

Value Added
Should you re-
hire former
employees?
https://www.shrm.org/hr-today/news/hr-magazine/0418/pages/corporate-alumni-programs-mean-never-having-to-say-goodbye.aspx