Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.1 Views on Recruitment An area where there are important social and legal implications Necessary to replace employees and to acquire staff with required skills Can be costly so important to get right Important that favourable impression of the organisation is maintained throughout the process How an applicant is treated can have a significant impact on them

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.2 Determining Vacancies Is there a vacancy? Is it to be filled by a newly recruited employee? Is it to be filled by other means?

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.3 Options For Filling Vacancies Re-organise the work Use overtime Mechanise the work Stagger hours Make the job part time Subcontract the work Use an agency

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.4 Recruiting Questions To Ask To determine the vacancy ask: 1.What does the job consist of? 2.How is it different from the job done by the previous person? 3.What are the aspects of the job that specify the type of candidate required? 4.What key aspects of the job will candidates want to know about before applying?

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.5 Conventional Approach Produce Job description - Breaking job down into its component parts - Identifying the chief objectives of the job Produce personnel specification - Listing key attributes required to undertake job

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.6 Alternative Approach Asking what attributes are shared by the people who have performed best in the role This approach can produce employees who are similar to one another and have similar mind set

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.7 Internal Recruitment (1 of 2) Vacancies are advertised within the organisation Considering internal applicants first can keep recruitment costs down. Existing staff will also have some prior knowledge of business operations and culture, etc. Can provide motivation for existing staff Illustrates value organisation places on its current staff Can restrict pool of candidates

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.8 Internal Recruitment (2 of 2) Can be difficult to manage employee expectations if not selected Internal recruitment sits uneasily with a commitment to equal opportunities and creation of diverse work force Considering internal candidates along with suitable external candidates is considered good practice

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.9 Usage of Different Recruitment Methods (1 of 2) Table 6.1 Usage of various methods of recruitment by 557 organisations in 2003 Source: Table compiled from data in CIPD (2003) Recruitment and Selection Survey. London: CIPD.

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.10 Usage of Different Recruitment Methods (2 of 2) Table 6.1 Usage of various methods of recruitment by 557 organisations in 2003 Source: Table compiled from data in CIPD (2003) Recruitment and Selection Survey. London: CIPD.

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.11 Methods of Obtaining a Job Table 6.2 Methods of obtaining a job Source: Labour Market Trends (2002), ‘Labour market spotlight’, Labour Market Trends, August.

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.12 Job Centres Table 6.3 Advantages and drawbacks of different methods of recruitment

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.13 Commercial Employment Agencies & Recruitment Consultancies Table 6.3 Advantages and drawbacks of different methods of recruitment

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.14 Management Selection Consultants Table 6.3 Advantages and drawbacks of different methods of recruitment

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.15 Executive Search Consultants (headhunters) Table 6.3 Advantages and drawbacks of different methods of recruitment

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.16 Visiting Universities Table 6.3 Advantages and drawbacks of different methods of recruitment

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.17 Schools & Careers Service Table 6.3 Advantages and drawbacks of different methods of recruitment

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.18 Recruitment Advertising Agencies Recruitment advertising agencies are often used as they: Provide expert advice on how advertisements should be worded and where placed Are often inexpensive

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.19 Recruitment Advertising Aims Reach those who are looking for new employment Attract as many people as possible with the requisite skills and qualifications

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.20 Checklist of Items Needed In An Advertisement Name and brief details of employing organisation Job role and duties Training to be provided Key points of the personnel specification or competency profile Salary Instructions about how to apply

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.21 Internal Advertisements Table 6.4 The advantages and drawbacks of various methods of job advertising

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.22 Vacancy Lists Outside Premises Table 6.4 The advantages and drawbacks of various methods of job advertising

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.23 Advertising in the National Press Table 6.4 The advantages and drawbacks of various methods of job advertising

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.24 Advertising in the Local Press Table 6.4 The advantages and drawbacks of various methods of job advertising

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.25 Advertising in the Technical Press Table 6.4 The advantages and drawbacks of various methods of job advertising

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.26 E-Recruitment Most striking recent development Practical significance is still being debated Takes two basic forms - Centred on employers own web site - Use of cyber agencies

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.27 Attractions of E-Recruitment Jobs can be advertised inexpensively to potentially massive audience Speed of response

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.28 Problems With E-Recruitment Handling the volumes of applications e-recruitment generates Poor standards of ethicality by cyber-agencies

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.29 Employee Branding Developing a good brand image is an easier task for companies that have household names Key is to build on any aspect of the working experience that is distinct Development of a unique selling proposition that informs all communications to applicants

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.30 Control & Evaluation Information to be collected to include: Number of initial enquiries received which resulted in completed application forms Number of candidates at various stages of the process, especially those short listed Number of candidates recruited Number of candidates retained in the organisation after six months (Wright & Storey, 1994)

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.31 Monitoring Numbers of men and women who are successful at each stage Numbers of ethnic minorities applying and being successful Action can be taken to address any imbalances

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.32 Correspondence All communication should be professionally handled Information that is commonly provided: Relevant job description and personnel spec Advertisement for reference purposes General recruitment brochure Details of any occupational pension scheme General information about the organisation

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.33 Tracking Recruitment Can be done manually or electronically Provides audit of recruitment methods adopted and stages of each

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.34 Shortlisting Stages 1.Agree essential criteria for selecting shortlisted candidates 2.Selectors produce individual lists of pre agreed number of candidates – look for strengths 3.Selectors reveal their lists and find consensus 4.Discuss preferred candidates and clarify areas of disagreement 5.Produce final shortlist for discussion

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 6.35 Summary Variety of alternatives available to fill a vacancy Recent trends indicate a greater use of recruitment agencies, executive search consultants, open days, etc Advertising agencies and specialist publications provide a wealth of information E-recruitment has great advantages but also poses a number of problems Information critical in reducing inappropriate applications