Resources: Talent Management
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The following resources support the HR Challenge: A Difficult Position to Fill assessment and support the HR practices of job analysis, recruitment, and talent management.
Talent Management
- Dessler, G. (2020). Human resource management (16th ed.). New York, NY: Pearson. Available in the courseroom via the VitalSource Bookshelf link.
- Chapter 4, “Job Analysis and the Talent Management Process.”
- Sackett, T. (2018). The nuts and bolts of a great recruiter. HR Magazine, 63(5), 83–85, 87, 89.
- Thew, J. (2018). 3 steps to successful nurse recruiting at your hospital [PDF]. Healthleaders, 21(3), 34, 36, 38.
- Weinstein, M. (2017). Recruiting via social media. Training, 54(2), 30–32.
- Klotz, A. C. & Bolino, M. C. (2019, July 31). Do you really know why employees leave your company? Harvard Business Review Digital Articles, 2–5.
SHRM Body of Competency and Knowledge
In the assessment, you will discuss the application of any SHRM behavioral competencies to the process of solving an HR challenge. You will need to determine which competencies are most directly applicable to a successful resolution of the challenge and why.
- Society for Human Resource Management. (2018). The SHRM Body of Competency and Knowledge [PDF]. Available from https://www.shrm.org
HRM Program Library Guide
A Capella University MS HRM Program Library Guide has been created specifically for you. You are encouraged to refer to the resources in the library guide to help direct your research for the course assessments.
the nuts and bolts of a great recruiter
HRMagazine; Alexandria Vol. 63, Iss. 5, (Jun-Aug 2018): 83-85,87,89.
Abstract
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[…]I’ve met a bunch of recruiters who were technically awesome at their jobs, but they rubbed most people the wrong way and they failed. Bad recruiters will waste time telling hiring managers what they want to hear, believing this leads to higher “customer satisfaction.” When I worked in the retail market, would meet with our real estate and construction leadership teams to know where they were considering new builds so I could keep on top of recruiting pools in those areas, sometimes as far out as two years. There is a direct correlation between the number of phone calls a recruiter makes and his or her success, in both corporate talent acquisition and agency settings.
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