Mod3 Case Study – Cut Throat Business: Headhunting

Scenario: Kforce, Inc. is a top professional staffing agency. They have been selected to assist the Mayo Clinic in hiring a system-wide CIO (chief information officer) due to the difficulty the human resources division has had trying to fill this job.There is a purpose for using outside agencies, such as employment agencies, search firms, and other third party recruiters. These helpers assist the company, for a fee, to find enough special candidates to select the right new hire typically for a hard-to-fill opening or high-level opening. Using an agency is outsourcing some of the staffing process. As such, the human resources person or a top manager works closely with the agency to provide the search consultant with all needed information about the job opening so that the headhunter can conduct a concise search and deliver the most qualified and interested people to be considered.After reading this case study, conduct independent research to help support your paper. Describe the benefits of the external recruitment process from both the employer side and the search consultant side. Then in a 2 – 3 page paper address the following:Provide an overview of the search firm function – BOLD HEADERIdentify the 3 key issues involved in performing this type of search BOLD HEADERExplain how headhunting works.Describe the difference between retained search and contingency search; which would be best for this case opening?How will the headhunter find applicants?What will the headhunter do to convince the applicants they are perfect for the job to get their interest in being considered?Your conclusion on the value of headhunting – BOLD HEADERBe sure to use APA style with at least two sources citedADDTITIONAL SUPPORTING INFO:Module 03 – Sourcing and Staffing PlansAn old saying in marketing: “Half of my advertising is wasted. The problem is I don’t know which half.” This describes the recruiter’s challenge when trying to attract active and passive job seekers, and still be timely and cost-effective. Sourcing is like finding the best fishing spots. Internal recruiters focus first on active job seekers when charged with a position to fill, such as employees who may want to change jobs and applicants who are on file. They will use job postings, employee referrals, job fairs, schools, search consultants (for hard-to-fill jobs), walk-ins and want ads. Search consultants, also known as “headhunters”, research, target, and contact passive job seekers. They want to “sell” happy employees at companies and convince them to consider exploring new career options at another company. They use personal relationships, industry contacts, blind ads, resumes posted on job boards, cold calling, and professional association membership sites and rosters. Sourcing is a “find and convert” game. Ideally, enough applicants are found so as to have a choice in the selection process.A recruiter must learn immigration laws. Applicants from outside the US will apply for jobs and may be desirable candidates. Or the company may actively seek applicants from abroad for specialized positions. Concerns: can they obtain a work visa, can accurate background information be obtained to verify their qualifications, is their education comparable to that required on the job description, do they speak English, how soon could they start? Employers who hire non-US citizens have to play an active role with helping the foreign worker obtain a work authorization. Also, the recruiter generally assists with recommending housing, explaining transportation, and aids with onboarding and cultural assimilation. This complicates and extends the recruit-to-hire process.Most large companies create a proactive sourcing plan. Smaller companies are more reactive in this arena.When creating a sourcing plan, a firm should do the following:Profile desirable employeesAnalyze the effectiveness of different recruiting sources on an ongoing basis to know which ones to use for various openingsUtilize different recruiting sources based on the firm’s staffing goals and employee profiles, within the confines of the recruiting budget and employment lawsReference:Phillips, J. M., Gully, S. M. (03/2014). Strategic Staffing, 3rd Edition. [Bookshelf Ambassadored]. Retrieved from Staffing; Chapters 5 – 6Talent Sourcing Solutions in Today’s Fragmented Media RealityRecruiting for a Multinational Enterprise in ChinaColley, L., & Price, R. (2010). Where Have All The Workers Gone? Exploring Public Sector Workforce Planning. Australian Journal Of Public Administration, 69(2), 202-213. doi:10.1111/j.1467-8500.2010.00676.

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