5-1 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Chapter 5: External Recruitment Chapter 6: Internal Recruitment Part 3 Staffing Activities: Recruitment

5-2 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. CHAPTER FIVE Staffing Activities: External Recruitment Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region

5-3 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Organization Strategy HR 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 Organization Vision and Mission Goals and Objectives Staffing Organizations Model

5-4 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Chapter Outline Recruitment Planning  Organizational Issues  Administrative Issues Strategy Development  Open vs. Targeted Recruitment  Recruitment Sources  Choice of Sources  When to Look Searching  Communication Message  Communication Medium Applicant Reactions Transition to Selection Legal Issues  Definition of Job Applicant  Targeted Recruitment  Electronic Recruitment  Job Advertisements  Fraud and Misrepresentations

5-5 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Recruitment Planning Organizational issues Administrative issues

5-6 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Recruitment Planning: Organizational Issues In-house vs. external recruitment agency  Many companies do recruiting in-house  Recommended approach for large companies  Smaller companies may rely on external recruitment agencies Individual vs. cooperative recruitment alliances  Cooperative alliances involve arrangements to share recruitment resources Centralized vs. decentralized recruitment

5-7 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 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

5-8 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Exh. 5.1: Personnel Requisition

5-9 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Recruitment Planning: Administrative Issues (continued) Recruitment budget  Exh. 5.2: Example of a Recruitment Budget for 500 New Hires Development of a recruitment guide  Exh. 5.3: Recruitment Guide for Director of Claims Selecting recruiters Training recruiters Rewarding recruiters Process flow and record keeping

5-10 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 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

5-11 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Considerations Related to Recruiters: Training and Rewards Training  Traditional 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 Rewards  Performance must be monitored and rewarded  Effective recruiter behaviors  End results

5-12 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Strategy Development Open vs. targeted recruitment Recruitment sources Choice of sources When to look

5-13 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Open vs. Targeted Recruitment Open recruitment Targeted recruitment  Job requirements matrix  Demographics  Geographic area  Recruitment sources  Tradition  Former employees  Passive job seekers  The military  Special availabilities  Key shortages

5-14 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Recruitment Sources Unsolicited Employee referrals and networks Advertisements Recruiting online Colleges and placement offices Employment agencies Executive search firms Professional associations and meetings State Employment services Outplacement services Community agencies Job fairs Co-ops and internships

5-15 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Approaches to Recruiting Online Job postings on Internet job boards Searching Web-based databases  Exh. 5.4: List of Recruiting Web Sites Job postings on organization’s Web site Mining databases

5-16 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Innovative Recruitment Sources Alumni Associations Unemployed youth services Religious organizations Interest groups Realtors Senior networks Direct mail solicitations

5-17 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Strategy Development: Criteria Affecting Choice of Sources Quantity of labor Quality of labor Availability of sources Past or promised experiences Budget constraints Contractual obligations

5-18 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Effectiveness of Recruitment Sources Effectiveness  Involves assessing impact of sources on increased employee satisfaction, performance, and retention Research results  Most effective  Referrals, job postings, rehiring of former employees  Least effective  Newspaper ads, employment agencies

5-19 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Strategy Development: When to Look Lead time concerns  Goal -- Minimize delay in filling vacancies  Effective planning requirements  Establishment of priorities for job openings  Prepared recruiters Time sequence concerns  Staffing flowchart  Time-lapse statistics

5-20 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Searching: Communication Message Job requirements and rewards matrices Type of messages  Traditional messages  Realistic recruitment message -- RJP  Exh. 5.5: RJP for Elementary School Teachers  Attractive messages  Targeted messages Choice of messages  Nature of labor market  Vacancy characteristics  Applicant characteristics

5-21 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Searching: Communication Medium Recruitment brochures Videos and videoconferencing Advertisements  Types of ads  Classified ad  Classified display ad  Display ad  Online ad  Blind ad Telephone messages Organizational Web sites Radio

5-22 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Applicant Reactions Reactions to recruiters  Influence of recruiter vs. job characteristics  Influence of recruiter on attitudes and behaviors  Demographics of recruiters  Influential recruiter behaviors 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

5-23 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Transition to Selection Involves making applicants aware of  Next steps in hiring process  Selection methods used and instructions  Expectations and requirements

5-24 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Legal Issues Definition of job applicant  Definition according to EEOC and OFCCP  Importance of establishing written application policies Affirmative Action Programs  Guidelines of OFCCP for recruitment actions Electronic recruitment  Usage may create artificial barriers to employment opportunities Job advertisements Fraud and misrepresentation