国际人力资源总监培训 模块三：招聘.pptVIP

Spring 2002 Recruitment Learning Objectives To understand how recruiting strategies impact the success of an organization To learn select recruiting tools To consider the effectiveness and efficiency of recruiting processes/tools Tactical Recruiting Overview Strategic Recruiting Considerations An organization wants to attract the best possible talent Great talent leads to great business results “If you hire the right people, create an environment that supports creative thinking and increased productivity, leveraged by technology, you’ll reap the rewards.” (Watson Wyatt) Questions for Staffing Function How do you know you have a recruiting need? What happens if the business strategy changes? How do you recruit from multicultural or global talent pools? Aligning Recruiting Practices with Business Strategy Aligning Recruiting Practices with Business Strategy (continued) Organizations develop attraction/recruiting strategies to align with business goals What type of talent/competencies? Entrepreneurial, technical, process driven, etc. “Buy” or “Build”? To acquire the needed skill or develop the necessary skills, that is the question! “Big Three” Automotive Example In 2000, Ford, General Motors and Chrysler entered into a discussion to jointly develop a trade exchange for the automotive industry Required developing a “product” – a website where companies related to the automotive industry could trade their products and services Challenge: wanted EEs from Big Three to seed the start up, but also wanted the organization to act like a Entrepreneurial Risk takers Creative, innovative Fast paced “Big Three” (continued) Big Three EEs were used to: Specific, well-defined job descriptions based on thorough job analysis Limited pay at risk Generous automotive industry benefits. E.g.: No co-pays 3 pairs of glasses / year “Big Three” (continued) Covisint wanted to create a environment, which meant different compensation and benefits design Pay at risk Co-pays Flex time; c