chapter_005.ppt

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Chapter 5: External Recruitment

Chapter 6: Internal Recruitment

Part 3

Staffing Activities:Recruitment

McGraw-Hill/Irwin 2006 The McGraw-Hi ll Companies, I nc., All Rights Reserved.


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CHAPTER FIVE

Staffing Activities:

External RecruitmentScreen graphics created by:

Jana F. Kuzmicki, PhD

Troy State University-Florida and Western Region


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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 MissionGoals and Objectives

Staffing Organizations Model


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Chapter Outline

Recruitment PlanningOrganizational Issues

Administrative Issues

Recruiters

Strategy DevelopmentOpen vs. Targeted

Recruitment

Recruitment Sources

Choice of Sources

When to Look

Searching

Communication Message

Communication Medium

Applicant ReactionsTransition to Selection

Legal Issues

Definition of Job Applicant

Targeted RecruitmentElectronic Recruitment

Job Advertisements

Fraud and

Misrepresentations


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Recruitment Planning

Organizational issues

Administrative issues


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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


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Recruitment Planning: Administrative Issues

RequisitionsExh. 5.1: Personnel Requisition

Number of contacts

Yield ratio - Relationship of applicant inputs tooutputs at various decision points

Types of contacts

Qualifications to perform job must be clearlyestablished

Consideration must be given to job search and choice

process used by applicants


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Exh. 5.1: Personnel Requisition


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Recruitment Planning: Administrative Issues(continued)

Recruitment budgetExh. 5.2: Example of a Recruitment Budget for 500

New Hires

Development of a recrui tment guideExh. 5.3: Recruitment Guide for Director of Claims

Process f low and record keeping

Selecting recruiters

Training recrui ters

Rewarding recruiters


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Considerations Related to Recruiters:Selection

Desirable character isticsof recruitersStrong interpersonal skills

Knowledge about company, jobs,

and career-related issuesTechnology skills

Enthusiasm

Various sources of recruitersHR professionals

Line managers

Employees


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Considerations Related to Recruiters:Training and Rewards

TrainingTraditional 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

RewardsPerformance must be monitored and rewarded

Effective recruiter behaviors

End results


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Strategy Development

Open vs. targeted recruitment

Recruitment sources

Choice of sources

When to look


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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

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Recruitment Sources

Unsolicited

Employee referrals and

networks

Advertisements

Recruiting online

Colleges and placementoffices

Employment agencies

Executive search firms

Professional associations

and meetings

State Employmentservices

Outplacement services

Community agencies

Job fairs

Co-ops and internships

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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 organizations Web site

Mining databases

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Innovative Recruitment Sources

Religious organizations

Interest groups

Realtors Senior networks

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Strategy Development:Criteria Affecting Choice of Sources

Sufficient quantity and quality

Cost

Past experience with source

Impact on HR outcomes

Satisfaction

Performance

Retention

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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

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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 sequenceconcernsStaffing flowchart

Time-lapse statistics

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Searching: Communication Message

Job requirements and rewards matricesType of messagesRealistic recruitment message -- RJP

Exh. 5.5: RJP for Elementary School TeachersBranding

Targeted messages

Choice of messages

Nature of labor market

Vacancy characteristics

Applicant characteristics

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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

E-mail

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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 jobDelay times in recruitment process

Funding of recruitment process

Credibility of recruiter during recruitment process

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Transition to Selection

Involves making applicants aware of

Next stepsin hiring process

Selection methods used and instructions

Expectations and requi rements

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Legal Issues

Definition of job applicantDefinition according to EEOC and OFCCP

Importance of establishing written application policies

Affirmative Action ProgramsGuidelines of OFCCP for recruitment actions

Electronic recruitment

Usage may create artificial barriers to employmentopportunities

Job advertisements

Fraud and misrepresentation

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Ethical Issues

I ssue 1 Many organizations adopt a targeted recruitment strategy. For

example, Home Depot has targeted workers 50 and above in itsrecruitment efforts, which include advertising specifically inmedia outlets frequented by older individuals. Otherorganizations target recruitment messages at women,minorities, or those with desired skills. Do you think targetedrecruitment systems are fair? Why or why not?

I ssue 2

Most organizations have in place job boards on their web pagewhere applicants can apply for jobs online. What ethicalobligations, if any, do you think organizations have toindividuals who apply for jobs online?

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