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CHAPTER FIVECHAPTER FIVE
Staffing Activities:Staffing Activities:
External RecruitmentExternal RecruitmentScreen graphics created by:
Jana F. Kuzmicki, PhDTroy State University-Florida and Western Region
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Recruitment PlanningRecruitment Planning
Organizational issues
Administrative issues
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Recruitment Planning: Organizational IssuesRecruitment Planning: Organizational Issues
In-house vs. external recruitment agencyMany companies do recruiting in-house
Recommended approach for large companies
Smaller companies may relyon external recruitment agencies
Individual vs. cooperative recruitment alliancesCooperative alliances involve arrangements to share
recruitment resources
Centralized vs. decentralized recruitment
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5-4
Recruitment Planning: Administrative IssuesRecruitment Planning: Administrative Issues
RequisitionsExh. 5.1: Personnel Requisition
Number of contactsYield 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
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Exh. 5.1: Personnel RequisitionExh. 5.1: Personnel Requisition
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Recruitment Planning: Administrative Issues Recruitment Planning: Administrative Issues (continued)(continued)
Recruitment budgetExh. 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
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5-7
Considerations Related to Recruiters: Considerations Related to Recruiters: SelectionSelection
Desirable characteristics of recruitersStrong interpersonal skillsKnowledge about company, jobs,
and career-related issuesTechnology skillsEnthusiasm
Various sources of recruitersHR professionalsLine managersEmployees
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5-8
Considerations Related to Recruiters: Considerations Related to Recruiters: Training and RewardsTraining 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 Rewards
Performance must be monitored and rewarded Effective recruiter behaviors End results
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5-9
Strategy DevelopmentStrategy Development
Open vs. targeted recruitment
Recruitment sources
Choice of sources
When to look
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Open vs. Targeted Recruitment 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 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
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Approaches to Recruiting OnlineApproaches 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
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Innovative Recruitment Sources Innovative Recruitment Sources
Religious organizations
Interest groups
Realtors
Senior networks
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Strategy Development: Strategy Development: Criteria Affecting Choice of SourcesCriteria 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 SourcesEffectiveness of Recruitment Sources
Effectiveness
Involves assessing impact of sources on increased employee satisfaction, performance, and retention
Research results
Most effective
Referrals, job postings, rehiring offormer employees
Least effective
Newspaper ads, employment agencies
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Strategy Development: Strategy Development: When to LookWhen 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
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5-17
Searching: Communication MessageSearching: Communication Message
Job requirements and rewards matrices Type of messages
Realistic recruitment message -- RJPExh. 5.5: RJP for Elementary School Teachers
BrandingTargeted messages
Choice of messagesNature of labor marketVacancy characteristicsApplicant characteristics
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5-18
Searching: Communication MediumSearching: 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
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Applicant ReactionsApplicant 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
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Transition to SelectionTransition to Selection
Involves making applicants aware ofNext steps in hiring process
Selection methods used and instructions
Expectations and requirements
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5-21
Legal IssuesLegal 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
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5-22
Ethical IssuesEthical Issues
Issue 1 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?