Part 3Staffing Activities: Recruitment

Chapter 5: External Recruitment

Chapter 6: Internal Recruitment

McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

Part 3Staffing Activities: Recruitment

Chapter 05:External Recruitment

Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:Measurement, external, internal

Employment:Decision making, final match

OrganizationMission

Goals and Objectives

Staffing Organizations Model

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Chapter Outline

Recruitment Planning Organizational Issues Administrative Issues Recruiters

Strategy Development Open Versus Targeted

Recruitment Recruitment Sources Recruiting Metrics

Searching Communication Message Communication Medium

Applicant Reactions Reactions to Recruiters Reactions to the

Recruitment Process Reactions to Diversity

Issues Transition to Selection Legal Issues

Definition of a Job Applicant

Affirmative Action Programs

Electronic Recruitment Job Advertisements Fraud and

Misrepresentation

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Learning Objectives for This Chapter

Be able to engage in effective recruitment planning activities

Understand the difference between open and targeted recruitment

Utilize a variety of recruitment sources Evaluate recruiting based on established

metrics Create a persuasive communication message Learn about a variety of recruitment media Recognize how applicant reactions influence

the effectiveness of a recruiting plan

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Recruitment Planning: Administrative Issues

In-house vs. external recruitment agency Many companies do recruiting in-house

Recommended approach for large companies

Smaller companies may relyon external recruitment agencies

Individual vs. cooperative recruitment alliances Cooperative alliances involve arrangements to

share recruitment resources

Centralized vs. decentralized recruitment

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Recruitment Planning: Administrative Issues

Requisitions Exh. 5.1: Personnel Requisition

Number of contacts Yield ratio - Relationship of applicant inputs to

outputs at various decision points

Types of contacts Qualifications to perform job must be clearly

established Consideration must be given to job search and

choice process used by applicants

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Exh. 5.2: Example Recruitment Budget

Should recruitment expenses be charged to HR or to the business unit using HR services? Most organizations

charge the HR department, possibly to encourage each business unit to use the recruitment services of the HR group

May result in the business unit users not being concerned about minimizing costs.

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Exhibit 5.3 Recruitment Guide for Director of Claims

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Recruitment Planning: Administrative Issues (continued)

Process flow and record keepingRecruiters

Selecting recruitersTraining recruiters

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Considerations Related to Recruiters: Selection

Desirable characteristics of recruiters Strong interpersonal skills Knowledge about company, jobs,

and career-related issues Technology skills Enthusiasm

Various sources of recruiters HR professionals Line managers Employees

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Considerations Related to Recruiters: Training

TrainingTraditional areas of training

Interviewing skills, job analysis, interpersonal skills, laws, forms and reports, company and job characteristics, and recruitment targets

Nontraditional areas of training Technology skills, marketing skills, working with

other departments, and ethics

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Strategy Development

Open vs. targeted recruitmentChoosing an audience

Recruitment sourcesChoosing ways to get the message out

Recruiting metricsAssessing the effectiveness of recruiting

methods

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Open vs. Targeted Recruitment

Open recruitment Targeted recruitment

Key KSAO shortages Workforce diversity gaps Passive job seekers or noncandidates Former military personnel Employment discouraged Reward seekers Former employees Reluctant applicants

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Ex. 5.4 Making the Choice Between Open and Targeted Recruiting

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Recruitment Sources

Applicant initiated Employee referrals Employee networks Advertisements Employment websites Colleges and placement

offices Employment agencies

Executive search firms Professional

associations and meetings

Social service agencies Outplacement services Job fairs Co-ops and internships

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Features of High-Impact Organizational Websites

Easily navigatedA “job cart” functionRésumé buildersDetailed information on career

opportunitiesClear graphicsAllow applicants to create profilesSelf-assessment inventories

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Employee Referrals

One of the most common recruiting methods

Finds candidates who are better informed about organizational culture and values

Lower turnover ratesOften boosted by providing cash

bonuses to employees who refer successful candidates

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Employment Websites

Functionality Ability to create and

approve job requisitions online

Manage recruiting tasks

Track the progress of open positions and candidates

Report on recruiting metrics like time to hire, cost per hire, or equal employment opportunity (EEO)

General websites Attract a wider variety

of potential applicants Reach includes millions

of users Niche websites

Target individuals with specific skill sets

Qualified and motivated user base

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Metrics for Evaluating Recruiting Methods

Quantity Quality Cost Impact on HR Outcomes

Employee satisfaction Job performance Diversity Retention

Ex. 5.5 Potential Recruiting Metrics for Different Sources

Ex. 5.7 Comparing Choice of Messages

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Searching: Communication Medium

Word-of-mouthRecruitment brochuresVideos and videoconferencingAdvertisements

Classified advertisements Online advertisements (banner ads) Radio and television advertisements

Organizational websitesDirect contact (telephone or e-mail)

Exhibit 5.9 Factors for Designing Organizational Websites

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Applicant Reactions

Reactions to recruiters Influence of recruiter vs. job characteristics Influence of recruiter on attitudes and behaviors Demographics of recruiters Influential recruiter behaviors

Warmth and knowledge of the job Reactions to recruitment process

Relationship of screening devices to job Delay times in recruitment process Funding of recruitment process Credibility of recruiter during recruitment process

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Reactions to Diversity Issues

Advertising in publications targeted at women and minorities

Advertisements should depict diversity, especially among those in positions of authority

Target older workers by flexible schedules, health and pension benefits, and part-time opportunities

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Transition to Selection

Involves making applicants aware ofNext steps in hiring processSelection methods used and instructions Expectations and requirements