Presentation on theme: "OH 3-1 Finding and Recruiting New Employees Human Resources Management and Supervision 3 OH 3-1."— Presentation transcript:
OH 3-1 Finding and Recruiting New Employees Human Resources Management and Supervision 3 OH 3-1
OH 3-2 Chapter Learning Objectives Identify information needed to forecast staffing needs. Identify common sources of potential employees. Announce job openings to internal and external candidates. Describe methods to maintain relationships with sources of employees. Avoid using discriminatory language in job advertisements. Describe how to evaluate recruiting efforts.
OH 3-3 Employment Cycle
OH 3-4 The Recruiting Process Determining what vacancies exist based on staffing levels Establishing necessary skills and backgrounds for new staff Clarifying what prospective employees will receive Identifying sources of potential employees Communicating information about vacancies
OH 3-5 Employment Cycle
OH 3-6 Information Needed to Forecast Staffing Needs Last years sales and staffing patterns History of turnover Current and seasonal staffing schedules Staffing patterns, guidelines, and formulas for similar establishments Local labor market realities
OH 3-7 What Do We Need? What Can We Offer? Use current and accurate job descriptions to identify required duties/responsibilities in needed positions. Wages and benefits must be competitive. Noneconomic factors are also important.
OH 3-8 Sources of Potential Employees Internal sources Existing employees Persons whom existing employees know External sources Persons not currently associated with the operation
OH 3-9 Recruiting from Internal Sources Currently-employed staff members can identify potential applicants if they are aware of vacancies.
OH 3-10 Promotion from Within Promoting current employees into open positions Advantages include Rewards employees for good performance. Motivates others to improve their performance. Encourages all staff to consider long-term employment.
OH 3-11 External Sources of Potential Employees The range and number of sources depends on the operations location. Recruiting tactics must target the best possible applicants regardless of race, gender, national origin, age, religion, or other nonessential traits.
OH 3-12 External Recruiting Methods Networking Sponsoring school, community, and professional programs Marketing to professional and community organizations
OH 3-13 Advertising in Traditional Media Traditional media include radio, television, newspapers, magazines, and other publications. Print and broadcast advertisements can be expensive. Other possible disadvantages Need to include all information in a short ad Assuring that the ad is printed or read accurately
OH 3-14 Advertising Through Other Media Signs and postings in and around the operation Announcements on public bulletin boards Information on Web sites
OH 3-15 Three Additional External Recruitment Methods Recruiting competitors employees Participating in career development events Holding open houses and hosting tours
OH 3-16 How Would You Answer the Following Questions? 1. Ideally, _______ is an important first step in the recruiting process. 2. What you can offer perspective employees extends beyond just wages and benefits. ( True/False ) 3. When employees refer other people to position vacancies, this is an example of _______ recruiting. 4. Advertising through untraditional media is ( more/less ) expensive than advertising through traditional media.
OH 3-17 Building and Maintaining Relationships with External Sources Relationships with schools Relationships with government agencies Relationships with organizations
OH 3-18 Job Advertisements It is difficult but important to provide all necessary information in a short help wanted ad.
OH 3-19 Elements of Job Postings/Advertisements Job or position title Desired qualifications or skills Company name Benefits
OH 3-20 Elements of Job Postings/Advertisements continued Work location Ways to respond Equal employment opportunity (EEO) statement
OH 3-21 Avoiding Discriminatory Language Avoid gender-specific titles and other language. Avoid references to groups of people that imply traits not relating to bona fide occupational qualifications or essential functions. Focus on the skills, knowledge, and abilities needed for the job.
OH 3-22 Recruiting Reflects Character of the Operation Match the tone and style of information provided to the tone and style of the organization. A consistent image involves using the logo, colors, and other indicators that people associate with your operation.
OH 3-23 Now you know that a lot of planning, creativity, and effort are needed to find the very best people for each position.
OH 3-24 Evaluating Recruiting Methods Evaluation identifies those recruiting activities that are most useful for specific vacancies. Cost-benefit evaluation compares total direct and indirect recruiting costs against the number of applicants produced.
OH 3-25 How Would You Answer the Following Questions? 1. The most productive external sources of potential employees are _______ organizations. 2. A job opening can be communicated _______ or in _______. 3. Equal Employment Opportunity statements are not needed because EEO requirements are mandated by law. ( True/False ) 4. Advertising for a server is better than advertising for a waiter. ( True/False )
OH 3-27 Key Term Review continued Intranet Job postings Longevity Networking New hires Open house Perquisites (perks)
OH 3-28 Key Term Review continued Promoting from within Recruiting Return on investment (ROI) Screening Sources
OH 3-29 Chapter Learning Objectives What Did You Learn? Identify information needed to forecast staffing needs. Identify common sources of potential employees. Announce job openings to internal and external candidates. Describe methods to maintain relationships with sources of employees. Avoid using discriminatory language in job advertisements. Describe how to evaluate recruiting efforts