Recruiting Employees

Chapter 6

Learning Objectives

1. Define recruitment.

2. Discuss job analysis, human resource planning, and recruitment.

3. Explain the purpose of a personnel requisition form.

4. Describe the advantages and disadvantages of using internal methods of recruitment.

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Learning Objectives (cont.)

5. Discuss job posting and bidding.

6. Describe the advantages and disadvantages of using external methods of recruitment.

7. Define realistic job previews.

8. Explain organizational inducements.

9. Outline some specific EEOC recommendations for job advertising

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Recruitment

Recruitment

└ Process of seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen.

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Recruitment

Other options

└ Temporary workers

└ Offering overtime to existing employees

└ Subcontracting the work to another organization

└ Leasing employees

└ Outsourcing work

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Personnel Requisition Form

Personnel requisition form

└Describes the reason for the need to hire a new person and the requirements of the job.

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Relationships among Job Analysis, Human Resource Planning, Recruitment, and Selection

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Questions in the Recruiting Process

What are the sources of qualified personnel?

How are these qualified personnel to be recruited?

Who is to be involved in recruiting process?

What inducements does organization have to attract qualified personnel?

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Advantages – Internal Sources

Organization has a good idea of strengths and weaknesses of its employees

Performance evaluations of employees are available

More accurate data are available concerning current employees, thus reducing chance of making a wrong decision

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Advantages – Internal Sources

Employees know more about organization and how it operates

Recruitment from within can have a significant, positive effect on employee motivation and morale when it creates promotion opportunities or prevents layoffs

Most organizations have a sizable investment in their workforce

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Disadvantages - Internal Sources

Intense infighting for promotions can have a negative effect on morale and performance of employees not promoted

Inbreeding of ideas

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Two Issues – Promoting from Within

1. Organization needs a strong employee and management development program to ensure that its people can handle larger responsibilities

2. Desirability of using seniority as the basis for promotions

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Job Posting and Bidding

Job posting and bidding

└ A method of informing employees of job vacancies by posting a notice in central locations and giving a specified period to apply for the job.

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Job Posting and Bidding

Procedure involves:

All applications are sent to HR department for an initial review

An interview by prospective manager

Decision is based on qualifications, performance, length of service, and other pertinent criteria

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Job Posting and Bidding - Implementation

Both promotions and transfers should be posted

Openings should be posted for specified time period before external recruitment begins

Eligibility rules for job posting system need to be developed and communicated

Specific standards for selection should be included in notice

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Job Posting and Bidding – Implementation (cont.)

Job bidders should be required to list their qualifications and reasons for requesting a transfer or promotion

Unsuccessful bidders should be notified by human resource department and advised as to why they were not accepted

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External Sources

Advertising Employment

agencies Temporary agencies

Employment leasing

Employee referrals

Walk-Ins

Campus Recruiting

Internet recruiting

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Advantages - External Sources

Pool of talent much larger in comparison to internal sources

External hires may bring new insights and perspectives

Often cheaper and easier to hire technical, skilled, or managerial people from outside than to train and develop internally

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Disadvantages - External Sources

Attracting, contacting, and evaluating potential employees is more difficult

Employees hired from outside need a longer adjustment or orientation period

Recruiting from outside may cause morale problems among current employees

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External Sources

Job advertising

└ The placement of help-wanted advertisements in daily newspapers, in trade and professional publications, or on radio and television.

www.careers.org

www.computerjobs.com

www.ajb.org

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External Sources

Headhunter

└A type of private employment agency that seeks candidates for high-level, or executive, positions.

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External Sources

Temporary help

└ People working for employment agencies who are subcontracted out to businesses at an hourly rate for a period of time specified by the businesses.

Employee leasing companies

└ Provide permanent staffs at customer companies.

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Advantages and Disadvantages of Internal and External Recruiting

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Realistic Job Preview

Realistic job previews

└ A method of providing complete job information, both positive and negative, to the job applicant.

Enables job candidates to self-select out of jobs that do not meet their expectations.

If individuals are offered and accept a job, RJP can cause them to be more committed to it.

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Typical Consequences of Job Preview Procedures

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Figure 6.3

Who Does the Recruiting, and How?

Most large and middle-size organizations normally have an employment office within human resource department

Consists of recruiters, interviewers, and clerical personnel

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Who Does the Recruiting, and How?

Role of personnel in the employment office is crucial

└ Walk-ins/write-ins and respondents to advertising develop an impression through their contacts with employment office

└ Having employees trained in effective communication and interpersonal skills is essential

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Who Does the Recruiting, and How?

In small organizations, the recruitment function, and many other responsibilities, is normally handled by one person, frequently the office manager

Line managers in small organizations often recruit and interview job applicants

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Organizational Inducements

Organizational inducements

└ Positive features and benefi ts offered by an organization to attract job applicants

└ organizational compensation systems, career opportunities, and organizational reputation

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Equal Employment Opportunity And Recruitment

All recruitment procedures for each job category should be analyzed and reviewed to identify and eliminate discriminatory barriers

Employee referral and Walk-ins tend to perpetuate the present composition of an organization’s workforce

If minorities and females are not well represented at all levels of the organization, reliance on such recruitment procedures is a discriminatory practice

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EEOC Suggestions

Content of help-wanted ads should not indicate any race, sex, or age preference for the job unless age or sex is a bona fide occupational qualification (BFOQ)

Advertise in media directed toward minorities and women

Campus recruiting visits should be scheduled at colleges and universities with large minority and female enrollment

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EEOC Suggestions

Employers should develop and maintain contacts with minority, female, and community organizations as sources of recruits

Contact nontraditional recruitment sources, such as organizations that place physically and mentally handicapped persons

Pay more attention to spouse, male or female, of person being recruited

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