chapter 6, slide 1 chapter 6 recruiting. chapter 6, slide 2 introduction recruiting brings together...
TRANSCRIPT
Chapter 6, slide 1
Chapter 6
Recruiting
Chapter 6, slide 2
Introduction
Recruiting brings together
those with jobs to fill those seeking jobsand
Once an organization identifies its human resource needs through employment planning, it can begin recruiting candidates for actual or anticipated vacancies.
Recruitment and Selection
Chapter 6, slide 3
Recruitment is the process of generating a pool of capable people to apply for employment to an organization.
Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job(s), given management goals and legal requirements.
Recruitment and Selection
Chapter 6, slide 4
Chapter 6, slide 5
Recruiting Goals
Video: Kevin Gazarra
Find the Right People and Keep Them Engaged
recruiting provides information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying
recruiters promote the organization to prospective applicants
Chapter 6, slide 6
Recruiting Goals
Factors that affect recruiting efforts:
organizational size
employment conditions in the area
effectiveness of past recruiting efforts
working conditions, salary, and benefits offered organizational growth or decline
Chapter 6, slide 7
Recruiting Goals
Constraints on recruiting efforts:
organization’s image
job attractiveness
internal organizational policies
government policy and laws
recruiting costs
Alternatives to Recruitment
• Outsourcing– Transfers responsibility to an external
provider– Provides greater efficiency and effectiveness
• Contingent Workers– Part-timers, temporaries, and independent contractors– Human equivalents of just-in-time inventory – Total cost of a permanent employee is about 30 -
40% above gross pay – “Disposable American workforce”
Chapter 6, slide 8
Alternatives to Recruitment
• Professional Employer Organizations (Employee Leasing) – Company that leases employees to other businesses– When decision is made to use PEO, company releases its
employees who are then hired by PEO – With PEO, leasing company is employees’ legal employer
• Overtime– Most commonly used method of meeting short-term fluctuations
in work volume– Employer avoids recruitment, selection, and training costs– Employees gain from increased income– Potential problems
Chapter 6, slide 9
Chapter 6, slide 10
Recruiting Sources
The Internet is blazing trails in recruiting practices
internal searches
employee referrals
external searches
online and alternative
Chapter 6, slide 11
Recruiting Sources
internal search
Organizations that promote from within identify current employees for job openings
by having individuals bid for jobsby using their HR management systemby utilizing employee referrals
Chapter 6, slide 12
Recruiting Sources
Advantages
good public relations morale building encouragement of employees and members of protected groups knowledge of existing employee performance cost-savings candidates’ knowledge of the organization opportunity to develop mid- and top-level managers
Disadvantages
possible inferiority of internal candidates infighting and morale problems potential inbreeding
Promoting from Within
Internal Recruitment Methods
• Employee databases
• Job PostingJob Posting - Procedure to inform employees that job openings exists
• Job BiddingJob Bidding - Permit individuals in organization who believe they possess
required qualifications to apply for posted job
• Internet
• Intranet
• Company’s Online Newsletter
Chapter 6, slide 13
Chapter 6, slide 14
Recruiting Sources
employee referrals
Current employees can be asked to recommend recruits.
Advantages: the employee’s motivation to make a good recommendation the availability of accurate job information for the recruit employee referrals tend to be more acceptable applicants, more
likely to accept an offer, and have a higher survival rateDisadvantages:
the possibility of friendship being confused with job performance the potential for nepotism the potential for adverse impact
Chapter 6, slide 15
Recruiting Sources
external searches
Advertisements: Must decide type and location of ad, depending on job; decide whether to focus on job (job description) or on applicant (job specification).
Three factors influence the response rate: identification of the organization labor market conditions
the degree to which specific requirements are listed.
Blind box ads do not identify the organization.
Chapter 6, slide 16
Recruiting Sources
Employment Agencies:
public or state employment services focus on helping unemployed individuals with lower skill levels to find jobs
private employment agencies provide more comprehensive services and are perceived to offer positions and applicants of a higher caliber
management consulting firms (“headhunters”) research candidates for mid- and upper-level executive placement
executive search firms screen potential mid/top-level candidates while keeping prospective employers anonymous
Chapter 6, slide 17
Recruiting Sources
Schools, colleges, and universities:
may provide entry-level or experienced workers through their placement services
may also help companies establish cooperative education assignments and internships
Chapter 6, slide 18
Recruiting Sources
See: http://www.inxpo.com/products/virtual-career-fairs/index.htm http://work.secondlife.com/worksolutions/meetings/From the WSJ: http://online.wsj.com/article/SB118229876637841321.html
Job fairs: attended by company recruiters seeking resumes and
info from qualified candidates Virtual online job fairs could bring employers and job seekers
together online by logging into a specific Web site at a certain time. Some sites use avatars as candidates and recruiters.
Chapter 6, slide 19
Recruiting Sources
Professional organizations:
publish rosters of vacanciesrun placement services at meetingscontrol the supply of prospective applicantslabor unions are also in this category
Unsolicited applicants (walk-ins):
may provide a stockpile of prospective applicants if there are no current openings
External Environment of Recruitment
• Labor Market Conditions
• Legal Considerations
• Corporate Image
Chapter 6, slide 20
Chapter 6, slide 21
Recruiting Sources
onlinesources
most companies use the Internet to recruit employees job seekers use online resumes and create Web pages
about their qualifications
Chapter 6, slide 22
Recruiting Sources
recruitingalternatives
Temporary help services: temporary employees help organizations meet short-term
fluctuations in HRM needs older workers can also provide high-quality help
Employee leasing: trained workers are employed by a leasing company, which
provides them to employers when needed for a flat fee typically remain with an organization for longer periods of time
Independent contractors: do specific work either on or off the company’s premises costs of regular employees (i.e. taxes and benefits costs) are not
incurred
Chapter 6, slide 23
A Global Perspective
For some positions, the whole world is a relevant labor market. So, HR can recruit
home-country nationals when searching for someone with extensive company experience to launch a product in a country where it has never sold before
host-country nationals when a foreign subsidiary is being established and HQ wants to retain control yet hire someone with local market knowledge
candidates of any nationality, creating a truly international perspective
Chapter 6, slide 24
Your Own Job Search
Preparing Your Resume use quality paper and easy-to-read type
proofread carefully include volunteer experience
use typical job description phraseology use a cover letter to highlight your greatest strengths
Job searching takes training, commitment, endurance, and support. Start searching well before
you plan to start work.
Use networking to gain access to an organization.
Chapter 6, slide 25
Matching
constraints on recruiting efforts
recruiting sources
recruiting
affects recruiting efforts
recruiting alternatives
temp services and employee leasing
matching those with jobs to fill with those seeking jobs
employment conditions in the area
organization’s image
internal/external searches
Barriers to effective selection:
The main objective of selection is to hire people having competence and commitment. This objective is often defeated because of certain barriers. The impediments which check effectiveness of selection are perception, fairness, validity, reliability, and pressure.
PERCEPTION: Our inability to understand others accurately is probably the most fundamental barrier to selecting right candidate. Selection demands an individual or a group to assess and compare the respective competencies of others, with the aim of choosing the right persons for the jobs. But our views are highly personalized. We all perceive the world differently. Our limited perceptual ability is obviously a stumbling block to the objective and rational selection of people.
FAIRNESS: Fairness in selection requires that no individual should be discriminated against on the basis of religion, region, race or gender. But the low number of women and other less privileged sections of society in the middle and senior management positions and open discrimination on the basis of age in job advertisements and in the selection process would suggest that all the efforts to minimize inequity have not been very effective.
Chapter 6, slide 26
VALIDITY: Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A test that has been validated can differentiate between the employees who can perform well and those who will not. However, a validated test does not predict job success accurately. It can only increase possibility of success.
RELIABILITY: A reliable method is one which will produce consistent results when repeated in similar situations. Like a validated test, a reliable test may fall to predict job performance with precision.
PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends, and peers to select particular candidate. Candidates selected because of compulsions are obviously not the right ones. Appointments to public sector undertakings generally take place under such pressure.
Chapter 6, slide 27
Benefits of Induction/Orientation
• Welcome new employee
• Provides essential information
• Helps you get to know the employee and assess training needs
• Create a Positive 1st Impression
• Reduce turnover
Chapter 6, slide 28
Purpose/ Outcomes of Induction
• Staff will feel welcome and have sufficient familiarity with their working environment to help them to settle into their work;
• Staff will be provided with an overview of the organization’s values and strategic plan so that
they understand the contribution of their role and;
• The Organization will meet its obligations to its staff by providing appropriate information to ensure a safe and healthy working environment is maintained.
Chapter 6, slide 29
Induction at process consists of FOUR key stages:
• Stage 1: Pre-employment induction on acceptance of the position
• Stage 2: Work area induction first day or as soon as possible
• Stage 3: University induction as soon as possible
• Stage 4: Line manager follow up after five weeks
Chapter 6, slide 30
Stage 1: Pre-employment induction on acceptance of the position
DocumentationAs part of conditions of the employment, employees must complete and sign several documents upon their arrival at the Organization. These include:
• Contract of Employment
• Confidentiality Agreement
• Employee Details Form
• Certified copies of academic qualifications and photo identification
• New Starter Checklist.
Chapter 6, slide 31
pre-Employment Induction Checklist
As each task is completed, please tick the check box.Arrange the contract and mail-out
□ Line manager Complete the Recommendation for Occupancy form and any required forms for access
□ Line manager Send the required forms to Human Resources.
□ Human resources Send contract of employment, tax declaration, access forms, staff information pack and other relevant documents to new employee.
□ Human resources Advise the line manager these documents have been sent.
□ Human resources On receipt of signed contract, enter details into Alesco.
□ Human resources Inform line manager (or relevant contact) that a signed contract of employment has been received and details are in Alesco.
Chapter 6, slide 32
Stage 2: Work Area Induction - first day or as soon as possible
welcome new employee, review schedule for day one and explain the induction process.
Explain the area’s strategic objectives, its structure, the person’s role, responsibilities, expectations, and how the position relates to the work area and the work group. Discuss work arrangements including working hours and team ground rules.
Provide work area induction file (which includes area specific information).
Identify new employee’s training needs and ensure enrolment in relevant training courses and corporate or sessional induction.
Chapter 6, slide 33
If the new staff member is a working as a sessional, please ensure they complete a Sessional Induction face to face or online as per Staff Policy and Procedures.
Advise new employee of the Organisational Development Unit website, which includes information on internal and other training facilitated by specialist areas.
Schedule a follow-up meeting in two months time to complete Stage Four of the Staff Induction.
Schedule a meeting prior to the end of the probation period to assess new employee’s suitability for the position.
Introduce the peer support person/induction partner selected to assist the employee to settle in.
Introduce to work colleagues within the organization. Executive Head and/or other senior staff of the organization.
Work area tour: kitchen, toilets, equipment, offices, emergency exits and designated assembly point.
Assist new employee to gain staff ID card . Advise how to use office equipment (fax, photocopier, phone protocols). Ensure Building Access has been arranged. Allocate keys to building and advise of
other relevant information e.g. use of security system within your area. Demonstrate Employee Kiosk – to view payslip, book leave etc.
Chapter 6, slide 34
stage 3: Organizational Induction - as soon as possible after
commencement
• Ensure the new employee is aware of the Code of Conduct and the Professional Standards
• Policies, procedures and legislation• Information Management and Communication
Technology • Provide new employee with information on Alesco,
Blackboard, Employee Kiosk, Finance One,Internet, Intranet
• Register of Legal Compliance Obligations• ICT appropriate use guidelines and Information Security• Occupational Safety and Health, Risk and Injury
Management and Workers Compensation
Chapter 6, slide 35
Stage 4: Induction follow-up – 2 months after commencement
As each task is completed, please tick the check box.
Induction follow-up checklist – responsibility of the line manager
Work arrangements
□ Outstanding issues
□ Observations from the new employee
□ Observations from the line manager
Work environment
□ Outstanding matters and observations
Role, expectations and progress
□ Follow-up from initial induction
□ Probationary period update/progress
□ Information or needs requiring further attention
□ Identify training and development needs
Chapter 6, slide 36
Feedback
□ From employee
□ From line manager
Evaluation
□ Line manager encourages the new employee to complete the Induction Evaluation Questionnaire
Chapter 6, slide 37