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5-1
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Chapter 5: External Recruitment
Chapter 6: Internal Recruitment
Part 3Part 3Staffing Activities: Staffing Activities:
RecruitmentRecruitment
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
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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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Organization StrategyOrganization Strategy HR and Staffing StrategyHR 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, internalEmployment:Decision making, final match
OrganizationVision and Mission
Goals and Objectives
Staffing Organizations ModelStaffing Organizations Model
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Chapter OutlineChapter Outline
Recruitment Planning Organizational Issues Administrative Issues
Strategy Development Open vs. Targeted
Recruitment Recruitment Sources Choice of Sources When to Look
Searching Communication Message Communication Medium
Applicant Reactions Transition to Selection Legal Issues
Definition of Job Applicant Targeted Recruitment Electronic Recruitment Job Advertisements Fraud and
Misrepresentations
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Recruitment PlanningRecruitment Planning
Organizational issues
Administrative issues
5-6
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
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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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
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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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Exh. 5.1: Personnel RequisitionExh. 5.1: Personnel Requisition
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
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 Selecting recruiters Training recruiters Rewarding recruiters Process flow and record keeping
5-10
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
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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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
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
5-12
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Strategy DevelopmentStrategy Development
Open vs. targeted recruitment
Recruitment sources
Choice of sources
When to look
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Open vs. Targeted Recruitment Open vs. Targeted Recruitment
Open recruitment
Targeted recruitment Job requirements
matrix
Demographics
Geographic area
Recruitment sources
Tradition
Former employees
Passive job seekers
The military
Special availabilities
Key shortages
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
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
5-15
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
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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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Innovative Recruitment Sources Innovative Recruitment Sources
Alumni Associations
Unemployed youth services
Religious organizations
Interest groups
Realtors
Senior networks
Direct mail solicitations
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Strategy Development: Strategy Development: Criteria Affecting Choice of SourcesCriteria Affecting Choice of Sources
Quantity of labor
Quality of labor
Availability of sources
Past or promised experiences
Budget constraints
Contractual obligations
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
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
5-19
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
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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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Searching: Communication MessageSearching: Communication Message
Job requirements and rewards matrices Type of messages
Traditional messagesRealistic recruitment message -- RJP
Exh. 5.5: RJP for Elementary School TeachersAttractive messagesTargeted messages
Choice of messagesNature of labor marketVacancy characteristicsApplicant characteristics
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Searching: Communication MediumSearching: Communication Medium
Recruitment brochures
Videos and videoconferencing
Advertisements Types of ads
Classified ad
Classified display ad
Display ad
Online ad
Blind ad
Telephone messages
Organizational Web sites
Radio
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Applicant ReactionsApplicant Reactions
Reactions to recruiters Influence of recruiter vs. job characteristics Influence of recruiter on attitudes and behaviorsDemographics of recruiters Influential recruiter behaviors
Reactions to recruitment processRelationship of screening devices to jobDelay times in recruitment processFunding of recruitment processCredibility of recruiter during recruitment process
5-23
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Transition to SelectionTransition to Selection
Involves making applicants aware ofNext steps in hiring process
Selection methods used and instructions
Expectations and requirements
5-24
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Legal IssuesLegal 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 recruitmentUsage may create artificial barriers to employment
opportunities Job advertisements Fraud and misrepresentation
