1. Chapter 6 Recruiting and labor markets

2. Quality of workforce may cost more
Recruiting is the process of generating a pool of qualified applicants for organizational jobs
Cost of unfilled jobs
Quality of workforce may cost more
Be strategic when recruiting: know the industry, know your competitors, CULTIVATE RELATIONSHIPS, promote THE COMPANY BRAND
Train your recruiters and managers: don’t violate EEO rules

3. Labor market: external pool from which employers attract employees
Labor market components:
Labor force population: all individuals who are available for selection if all possible recruitment strategies are used
Applicant population: a subset of the labor force population that is available for selection using a particular recruiting approach
Applicant pool: all persons who are actually evaluated for selection. Use an Applicant tracking system
Individuals selected
Note: unemployment rates and applicant population

4. Considerations for determining applicant populations
# and type of recruits needed
Timing of recruiting to ensure timely placement
External and internal messages on job details
Qualifications of competent applicants to be considered
Sources for obtaining qualified applicants
Outside and inside recruiting means to be used
Administrative recruiting and application review activities

5. Different labor markets and recruiting
Industry and occupational labor markets: careers: nurses, home health care, post secondary teachers, truckers and welders
Educational and technical labor markets: military, medical, informational technology (IT)
Geographic labor markets: local, area or regional, national, or international
Global labor markets: overseas jobs and laws

6. Strategic recruiting decisions
Recruiting presence and image: continuous efforts to recruit, keeps employer in labor market and intensive recruiting when needed (Midland)
Employment branding and image: the view held by both employees and outsiders

7. Organization based versus outsourced recruiting
Recruitment process outsourcing (RPO): add to number of candidates and reduce recruiting costs
Professional employer organizations (PEO) and employee leasing: employees are hired and leased to a company
Regular versus flexible staffing: temporaries, independent contractors, reducing cost of insurance, vacation, and benefits pay

8. Recruiting and EEO: diversity considerations
EEO and recruiting efforts: non biased and work to hire underrepresented protected class members
Recruiting diversity: race, ethnicity, older, single parents, disabilities, welfare to work, homeless
Job previews: advantages, demands, expectations, and challenges of job
Recruiting source choices: internal vs. external

9. Internet recruiting
E recruiting: internet job boards, professional/career websites, employer websites
Social networking sites
Blogs
E video
Twitter
Legal concerns: demographics of applicants, confidentiality, privacy….
Advantages: saves time and money
Disadvantages: more resumes, less access by lower socioeconomic applicants

10. Legal issues in Internet recruiting
Are rejections really based on the qualifications needed for the job?
How can data about an individual’s protected characteristics be collected and analyzed for reports?
Are too many people being excluded on the basis of unlawful information?
Do they really want the job, just because they accessed a job board?
How does Internet recruiting relate to confidentiality and privacy
Advantages: may save money, add to the pool, save time
Disadvantages: more work because more applicants, more s to deal with
Companies getting away from job boards and here goes: LinkedIn and Twitter!

11. Employment agencies
Headhunters: employment agencies that focus their efforts on executive, managerial and professional positions
(1) contingency firms charge a fee to employer after person is hired
(2) retainer firms charge a client a set fee whether or not the contracted search is successful.

12. External recruiting sources
Media: newspapers, magazines, TV, radio, billboards
Job fairs and creative recruiting: SHRM chapter, virtual job fairs, drive through job fairs
Educational institutions and recruiting
Desirable capabilities of college recruits: GPA, leadership potential, communication skills, professional motivation
Recruiting for high school and technical schools

13. Internal recruiting methods
Internal recruiting databases and internet related sources
Internal candidates: you know more about them, no real recruiting costs…
Job posting system in which the employer provides notices of job opening and employees respond by applying for specific openings: how long should an employee stay in a job before applying for another one, should they tell their current boss, what if no one applies that qualifies?

14. Employee focused recruiting
Current employee referrals
Rerecruiting of former employees and applicants: former employees

15. Recruiting evaluation and metrics
Quantity and quality
Time to fill openings
Costs per recruiting method
Recruitment satisfaction analyses
Process metrics yield ratios selection rates: comparison of the number of applicants at one stage of the recruiting process with the number at the next stage AND acceptance rate: percent of applicants hired divided by total number of applicants offered jobs
Success base rates: compare the number of past applicants who have become successful employees against the number of applicants they competed against for their jobs.

16. Increasing recruiting effectiveness
Resume mining: software approach
Applicant tracking: from job listing to performance appraisal tracking
Employer career website:
Internal mobility: tracks internal candidates
Realistic job previews: preview of employer and jobs
Responsive recruitment: applicants get timely responses