Download - OH 3-1 Finding and Recruiting New Employees Human Resources Management and Supervision 3 OH 3-1
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OH 3-1
Finding and Recruiting New Employees
Human Resources Management and Supervision
3OH 3-1
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OH 3-2
Chapter Learning Objectives
Identify information needed to forecast staffing needs.
Identify common sources of potential employees.
Announce job openings to internal and external candidates.
Describe methods to maintain relationships with sources of employees.
Avoid using discriminatory language in job advertisements.
Describe how to evaluate recruiting efforts.
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OH 3-3
Employment Cycle
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OH 3-4
The Recruiting Process
Determining what vacancies exist based on staffing levels
Establishing necessary skills and backgrounds for new staff
Clarifying what prospective employees will receive
Identifying sources of potential employees
Communicating information about vacancies
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OH 3-5
Employment Cycle
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OH 3-6
Information Needed to Forecast Staffing Needs
Last year’s sales and staffing patterns
History of turnover
Current and seasonal staffing schedules
Staffing patterns, guidelines, and formulas for similar establishments
Local labor market realities
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OH 3-7
What Do We Need? What Can We Offer?
Use current and accurate job descriptions to identify required duties/responsibilities in needed positions.
Wages and benefits must be competitive.
Noneconomic factors are also important.
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OH 3-8
Sources of Potential Employees
Internal sources Existing employees
Persons whom existing employees know
External sources Persons not currently associated with the operation
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OH 3-9
Recruiting from Internal Sources
Currently-employed staff members can identify potential applicants if they are aware of vacancies.
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OH 3-10
Promotion from Within
Promoting current employees into open positions
Advantages include Rewards employees for good performance.
Motivates others to improve their performance.
Encourages all staff to consider long-term employment.
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OH 3-11
External Sources of Potential Employees
The range and number of sources depends on the operation’s location.
Recruiting tactics must target the best possible applicants regardless of race, gender, national origin, age, religion, or other nonessential traits.
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OH 3-12
External Recruiting Methods
Networking
Sponsoring school, community, and professional programs
Marketing to professional and community organizations
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OH 3-13
Advertising in Traditional Media
Traditional media include radio, television, newspapers, magazines, and other publications.
Print and broadcast advertisements can be expensive.
Other possible disadvantages Need to include all information in a short ad
Assuring that the ad is printed or read accurately
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OH 3-14
Advertising Through Other Media
Signs and postings in and around the operation
Announcements on public bulletin boards
Information on Web sites
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OH 3-15
Three Additional External Recruitment Methods
Recruiting competitors’ employees
Participating in career development events
Holding open houses and hosting tours
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OH 3-16
How Would You Answer the Following Questions?
1. Ideally, _______ is an important first step in the recruiting process.
2. “What you can offer perspective employees” extends beyond just wages and benefits. (True/False)
3. When employees refer other people to position vacancies, this is an example of _______ recruiting.
4. Advertising through untraditional media is (more/less) expensive than advertising through traditional media.
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OH 3-17
Building and Maintaining Relationships with External Sources
Relationships with schools
Relationships with government agencies
Relationships with organizations
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OH 3-18
Job Advertisements
It is difficult but important to provide all necessary information in a short “help wanted” ad.
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OH 3-19
Elements of Job Postings/Advertisements
Job or position title
Desired qualifications or skills
Company name
Benefits
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OH 3-20
Elements of Job Postings/Advertisements continued
Work location
Ways to respond
Equal employment opportunity (EEO) statement
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OH 3-21
Avoiding Discriminatory Language
Avoid gender-specific titles and other language.
Avoid references to groups of people that imply traits not relating to bona fide occupational qualifications or essential functions.
Focus on the skills, knowledge, and abilities needed for the job.
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OH 3-22
Recruiting Reflects Character of the Operation
Match the tone and style of information provided to the tone and style of the organization.
A consistent image involves using the logo, colors, and other indicators that people associate with your operation.
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OH 3-23
Now you know that a lot of planning, creativity, and effort are needed to find the very best people for each position.
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OH 3-24
Evaluating Recruiting Methods
Evaluation identifies those recruiting activities that are most useful for specific vacancies.
Cost-benefit evaluation compares total direct and indirect recruiting costs against the number of applicants produced.
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OH 3-25
How Would You Answer the Following Questions?
1. The most productive external sources of potential employees are _______ organizations.
2. A job opening can be communicated _______ or in _______.
3. Equal Employment Opportunity statements are not needed because EEO requirements are mandated by law. (True/False)
4. Advertising for a “server” is better than advertising for a “waiter.” (True/False)
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OH 3-26
Key Term Review
Blind ads
Cost-benefit relationship
Employee referral programs
External sources
Forecast
Internal sources
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OH 3-27
Key Term Review continued
Intranet
Job postings
Longevity
Networking
New hires
Open house
Perquisites (perks)
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OH 3-28
Key Term Review continued
Promoting from within
Recruiting
Return on investment (ROI)
Screening
Sources
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OH 3-29
Chapter Learning Objectives—What Did You Learn?
Identify information needed to forecast staffing needs.
Identify common sources of potential employees.
Announce job openings to internal and external candidates.
Describe methods to maintain relationships with sources of employees.
Avoid using discriminatory language in job advertisements.
Describe how to evaluate recruiting efforts