2 Part 3 Staffing Activities: Recruitment Chapter 5:External Recruitment
3 Staffing Organizations Model MissionGoals and ObjectivesOrganization StrategyHR and Staffing StrategyStaffing Policies and ProgramsSupport ActivitiesCore Staffing ActivitiesLegal complianceRecruitment: External, internalPlanningSelection: Measurement, external, internalJob analysisEmployment: Decision making, final matchStaffing System and Retention Management5-3
4 Chapter Outline Recruitment Planning Organizational Issues Administrative IssuesRecruitersStrategy DevelopmentOpen Versus Targeted RecruitmentRecruitment SourcesRecruiting MetricsSearchingCommunication MessageCommunication MediumApplicant ReactionsReactions to RecruitersReactions to the Recruitment ProcessTransition to SelectionLegal IssuesDefinition of a Job ApplicantAffirmative Action ProgramsElectronic RecruitmentJob AdvertisementsFraud and Misrepresentation
5 Discussion Questions for This Chapter List and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruiting.List 10 sources of applicants that organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment.In designing the communication message to be used in external recruiting, what kinds of information should be included?What are the advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear?What nontraditional inducements are some organizations offering so that they are seen as family-friendly organizations? What result does the organization hope to realize as a result of providing these inducements?
6 Recruitment Planning: Administrative Issues In-house vs. external recruitment agencyMany companies do recruiting in-houseRecommended approach for large companiesSmaller companies may rely on external recruitment agenciesIndividual vs. cooperative recruitment alliancesCooperative alliances involve arrangements to share recruitment resourcesCentralized vs. decentralized recruitment
7 Recruitment Planning: Administrative Issues RequisitionsExh. 5.1: Personnel RequisitionNumber of contactsYield ratio - Relationship of applicant inputs to outputs at various decision pointsTypes of contactsQualifications to perform job must be clearly establishedConsideration must be given to job search and choice process used by applicants
8 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 groupMay result in the business unit users not being concerned about minimizing costs.
9 Recruitment Planning: Administrative Issues (continued) Development of a recruitment guideEx. 5.3: Recruitment Guide for Director of ClaimsProcess flow and record keepingRecruitersSelecting recruitersTraining recruiters
10 Discussion questionsList and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruiting.
11 Considerations Related to Recruiters: Selection Desirable characteristics of recruitersStrong interpersonal skillsKnowledge about company, jobs, and career-related issuesTechnology skillsEnthusiasmVarious sources of recruitersHR professionalsLine managersEmployees
12 Considerations Related to Recruiters: Training Traditional areas of trainingInterviewing skills, job analysis, interpersonal skills, laws, forms and reports, company and job characteristics, and recruitment targetsNontraditional areas of trainingTechnology skills, marketing skills, working with other departments, and ethics
13 Strategy Development Open vs. targeted recruitment Recruitment sources Choosing an audienceRecruitment sourcesChoosing ways to get the message outRecruiting metricsAssessing the effectiveness of recruiting methods
14 Open vs. Targeted Recruitment Open recruitmentTargeted recruitmentKey KSAO shortagesWorkforce diversity gapsPassive job seekers or noncandidatesFormer military personnelEmployment discouragedReward seekersFormer employeesReluctant applicants
15 Ex. 5.4 Making the Choice Between Open and Targeted Recruiting
16 Recruitment Sources Applicant initiated Employee referrals Employee networksAdvertisementsEmployment websitesColleges and placement officesEmployment agenciesExecutive search firmsProfessional associations and meetingsSocial service agenciesOutplacement servicesJob fairsCo-ops and internships
17 Features of High-Impact Organizational Websites Easily navigatedA “job cart” functionRésumé buildersDetailed information on career opportunitiesClear graphicsAllow applicants to create profilesSelf-assessment inventories
18 Employee Referrals One of the most common recruiting methods Finds candidates who are better informed about organizational culture and valuesLower turnover ratesOften boosted by providing cash bonuses to employees who refer successful candidates
19 Employment Websites Functionality General websites Niche websites Ability to create and approve job requisitions onlineManage recruiting tasksTrack the progress of open positions and candidatesReport on recruiting metrics like time to hire, cost per hire, or equal employment opportunity (EEO)General websitesAttract a wider variety of potential applicantsReach includes millions of usersNiche websitesTarget individuals with specific skill setsQualified and motivated user base
20 Metrics for Evaluating Recruiting Methods QuantityQualityCostImpact on HR OutcomesEmployee satisfactionJob performanceDiversityRetentionEx. 5.5 Potential Recruiting Metrics for Different Sources
21 Discussion questionList 10 sources of applicants that organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment.
23 Discussion questionsIn designing the communication message to be used in external recruiting, what kinds of information should be included?What are the advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear?What nontraditional inducements are some organizations offering so that they are seen as family-friendly organizations? What result does the organization hope to realize as a result of providing these inducements?
24 Searching: Communication Medium Recruitment brochuresVideos and videoconferencingAdvertisementsClassified advertisementsOnline advertisements (banner ads)Radio and television advertisementsOrganizational websitesDirect contact (telephone or )
25 Applicant Reactions Reactions to recruiters Influence of recruiter vs. job characteristicsInfluence of recruiter on attitudes and behaviorsDemographics of recruitersInfluential recruiter behaviorsWarmth and knowledge of the jobReactions to recruitment processRelationship of screening devices to jobDelay times in recruitment processFunding of recruitment processCredibility of recruiter during recruitment process
26 Transition to Selection Involves making applicants aware ofNext steps in hiring processSelection methods used and instructionsExpectations and requirements
27 Legal Issues Definition of job applicant Affirmative Action Programs Definition according to EEOC and OFCCPImportance of establishing written application policiesAffirmative Action ProgramsGuidelines of OFCCP for recruitment actionsElectronic recruitmentUsage may create artificial barriers to employment opportunitiesJob advertisementsFraud and misrepresentation
28 Ethical Issues Issue 1 Issue 2 Many organizations adopt a targeted recruitment strategy. For example, Home Depot has targeted workers 50 and above in its recruitment efforts, which include advertising specifically in media outlets frequented by older individuals. Other organizations target recruitment messages at women, minorities, or those with desired skills. Do you think targeted recruitment systems are fair? Why or why not?Issue 2Most organizations have in place job boards on their web page where applicants can apply for jobs online. What ethical obligations, if any, do you think organizations have to individuals who apply for jobs online?