Recruiting

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Chapter 6Recruiting

Fundamentals of Human Resource ManagementEighth Edition

DeCenzo and Robbins


“Qualify suitable candidates in and the unsuitable out”


Introduction

• Recruiting

• Once an organization identifies its human resource needs through employment planning, it can begin the process of recruiting potential candidates for actual or anticipated organizational vacancies.


Introduction

• Recruiting brings together those with jobs to fill and those seeking jobs.

• The process of discovering potential job candidates.


Recruiting Goals

• To provide information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying.


Recruiting Goals

• Factors that affect recruiting efforts – Organizational size

– Employment conditions in the area

– Working conditions, salary and benefits offered

– Organizational growth or decline


Recruiting Goals

• Constraints on recruiting efforts include: – Organization image – Job attractiveness – Internal organizational policies– Government influence, such as

discrimination laws – Recruiting costs


Recruiting: A Global Perspective

• For some positions, the whole world is a relevant labor market.

• Home-country nationals are recruited when an organization is searching for someone with extensive company experience to launch a very technical product in a country where it has never sold before.



• Host-country nationals (HCNs) are targeted as recruits when companies want each foreign subsidiary to have its own distinct national identity.

• In some countries, laws control how many expatriates a corporation can send.

• HCN’s minimize potential problems with language, family adjustment and hostile political environments.



• Recruiting regardless of nationality may develop an executive cadre with a truly global perspective.


Effective Recruiting (cont’d)

• Advantages of centralizing recruitment– Strengthens employment brand– Ease in applying strategic principles– Reduces duplication of HR activiites– Reduces the cost of new HR technologies

– Builds teams of HR experts– Provides for better measurement of HR

performance– Allows for the sharing of applicant pools


Recruiting Yield Pyramid

Figure 5–6

• Recruiting yield pyramid– The historical arithmetic relationships between recruitment

leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted.


Recruiting Sources

• Sources should match the position to be filled.

• The Internet is providing many new opportunities to recruit and causing companies to revisit past recruiting practices.

• Sources:– Internal Searches– Employee Referrals/

Recommendations– External Searches– Alternatives


Recruiting Sources

The internal search

• Organizations that promote from within identify current employees for job openings:– by having individuals offer for

jobs– by using their HR management

system– by utilizing employee referrals


Source of Internal Search

• Job posting– Publicizing an open job to employees

(often by literally posting it on bulletin boards) and listing its attributes.

• Rehiring former employees

• Succession planning


Recruiting Sources

The internal search• Advantages of promoting from within include

– good public relations– morale building– encouragement of ambitious employees and

members of protected groups– availability of information on existing employee

performance– cost-savings– internal candidates’ knowledge of the organization– the opportunity to develop mid- and top-level

managers– Less training and orientation required


Recruiting Sources

The internal search

• Disadvantages include:– possible inferiority of internal candidates– infighting and morale problems– Time wasted interviewing inside candidates

who will not be considered

– potential inbreeding


Recruiting Sources

Employee referrals/recommendations

• Current employees can be asked to recommend recruits.

• Advantages include:– the employee’s motivation to make a good

recommendation – the availability of accurate job information for the

recruit– Employee referrals tend to be more acceptable

applicants, to be more likely to accept an offer and to have a higher survival rate.


Recruiting Sources

Employee referrals/recommendations

• Disadvantages include:– the possibility of friendship

being confused with job performance

– the potential for nepotism– the potential for adverse impact


Recruiting Sources

External searches • Advertisements: Must decide type and

location of ad, depending on job; decide whether to focus on job (job description) or on applicant (job specification).

• Three factors influence the response rate:– identification of the organization– labor market conditions– the degree to which specific requirements are

listed.

• Blind box ads don’t identify the organization.


Help Wanted

Ad

Figure 5–7 Source: The Miami Herald, March 24, 2004, p. SF.


Recruiting Sources

External searches• Employment agencies:

– Public or state employment services focus on helping unemployed individuals with lower skill levels to find jobs.

– Private employment agencies provide more comprehensive services and are perceived to offer positions and applicants of a higher caliber.

• Fees may be paid by employer, employee or both.


Recruiting Sources

External searches• Employment agencies:• Management consulting, executive

search or headhunter firms specialize in executive placement and hard-to-fill positions. – Charge employers up to 35% of the first

year salary– Have nationwide contacts– Do thorough investigations of candidates


Outside Sources of Candidates (cont’d)

• Reasons for using a private employment agency:

– When a firm doesn’t have an HR department and is not geared to doing recruiting and screening.

– The firm has found it difficult in the past to generate a pool of qualified applicants.

– The firm must fill a particular opening quickly.

– There is a perceived need to attract a greater number of minority or female applicants.

– The firm wants to reach currently employed individuals, who might feel more comfortable dealing with agencies than with competing companies.

– The firm wants to cut down on the time it’s devoting to recruiting.



• Avoiding problems with employment agencies:

– Give the agency an accurate and complete job description.

– Make sure tests, application blanks, and interviews are part of the agency’s selection process.

– Periodically review data on candidates accepted or rejected by your firm, and by the agency. Check on the effectiveness and fairness of the agency’s screening process.

– Screen the agency. Check with other managers or HR people to find out which agencies have been the most effective at filling the sorts of positions needed to be filled.

– Review the Internet and a few back issues of the Sunday classified ads to discover the agencies that handle the positions to be filled.


Recruiting Sources

External searches

• Schools, colleges, and universities: – May provide entry-level or

experienced workers through their placement services.

– May also help companies establish cooperative education assignments and internships.


Recruiting Sources

External searches

• Professional organizations: – Publish rosters of vacancies– Placement services at meetings– Control the supply of prospective

applicants

• Professional organizations also include labor unions.


Recruiting Sources

External searches• Unsolicited applicants (Walk-

ins): May provide a stockpile of prospective applicants if there are no current openings.

• Cyberspace Recruiting: Nearly four out of five companies use the Internet to recruit employees. Commercial job-posting services continue to grow.


Recruiting Sources

Recruitment alternatives • Temporary help services.

– Temporary employees help organizations meet short-term fluctuations in HRM needs.

– Older workers can also provide high quality temporary help.

• Employee leasing. – Trained workers are employed by a leasing

company, which provides them to employers when needed for a flat fee.

– Typically remain with an organization for longer periods of time.


Recruiting Sources

Recruitment alternatives

• Independent contractors – Do specific work either on or off the

company’s premises. – Costs of regular employees (i.e. taxes and

benefits costs) are not incurred.


Meeting the Organization

• View getting a job as your job at the moment. • Preparing Your Resume

– Use quality paper and easy to read type.

– Proofread carefully.

– Include volunteer experience.

– Use typical job description phraseology. – Use a cover letter to highlight your greatest

strengths.

• Don’t forget about networking as an excellent way of gaining access to an organization.


Offshoring/Outsourcing White-Collar and Other Jobs

• Specific issues in outsourcing jobs abroad

– Political and military instability

– Likelihood of cultural misunderstandings

– Customers’ security and privacy concerns

– Foreign contracts, liability, and legal concerns

– Special training of foreign employees

– Costs associated with companies supplying foreign workers



• Executive recruiters (headhunters)

– Special employment agencies retained by employers to seek out top-management talent for their clients.

• Contingent-based recruiters collect a fee for their services when a successful hire is completed.

• Retained executive searchers are paid regardless of the outcome of the recruitment process.

– Internet technology and specialization trends are changing how candidates are attracted and how searches are conducted.



• Recruiting via the Internet– More firms and applicants are utilizing the Internet in the job

search process.• Advantages of Internet recruiting

– Cost-effective way to publicize job openings– More applicants attracted over a longer period– Immediate applicant responses– Online prescreening of applicants– Links to other job search sites– Automation of applicant tracking and evaluation


Selected Recruitment Web Sites

Figure 5–9 Source: HR Magazine, November 2003.

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Recruiting

Recruiting & HR