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Part 3 Staffing Activities: Recruitment

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Presentation on theme: "Part 3 Staffing Activities: Recruitment"— Presentation transcript:

1 Part 3 Staffing Activities: Recruitment
Chapter 5: External Recruitment Chapter 6: Internal Recruitment McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

2 Staffing Activities: External Recruitment
CHAPTER FIVE Staffing Activities: External Recruitment Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region

3 Staffing Organizations Model
Vision and Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Recruitment: External, internal Planning Selection: Measurement, external, internal Job analysis Employment: Decision making, final match Staffing System and Retention Management

4 Chapter Outline Recruitment Planning Strategy Development Searching
Organizational Issues Administrative Issues Recruiters 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 Recruitment Planning Organizational issues Administrative issues

6 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

7 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

8 Exh. 5.1: Personnel Requisition

9 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 Process flow and record keeping Selecting recruiters Training recruiters Rewarding recruiters

10 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

11 Considerations Related to Recruiters: Training and Rewards
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

12 Strategy Development Open vs. targeted recruitment Recruitment sources
Choice of sources When to look

13 Open vs. Targeted Recruitment
Open recruitment Targeted recruitment Key KSAO shortages Workforce diversity gaps Passive job seekers Former military personnel Employment discouraged Reward seekers Former employees Reluctant applicants

14 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

15 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

16 Innovative Recruitment Sources
Religious organizations Interest groups Realtors Senior networks

17 Strategy Development: Criteria Affecting Choice of Sources
Sufficient quantity and quality Cost Past experience with source Impact on HR outcomes Satisfaction Performance Retention

18 Effectiveness of Recruitment Sources
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

19 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

20 Searching: Communication Message
Job requirements and rewards matrices Type of messages Realistic recruitment message -- RJP Exh. 5.5: RJP for Elementary School Teachers Branding Targeted messages Choice of messages Nature of labor market Vacancy characteristics Applicant characteristics Traditional message Job applicant may be given relatively little concrete or accurate info. Unlimited growth opportunities Realistic recruitment message RJP - Job applicants are given a “vaccination” by being told what the actual job is really like Tells it like it is Great deal of research has been conducted on effectiveness of RJPs

21 Searching: Communication Medium
Recruitment brochures Videos and videoconferencing Advertisements Types of ads Classified ad Classified display ad Display ad Online ad Telephone messages Organizational Web sites Radio

22 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

23 Transition to Selection
Involves making applicants aware of Next steps in hiring process Selection methods used and instructions Expectations and requirements

24 Legal Issues Definition of job applicant Affirmative Action Programs
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

25 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 2 Most 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?

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