Chapter 5

Recruitment

2002 McGraw-Hill Ryerson Ltd.

Recruitment
Recruitment is the process of finding and
attracting capable individuals to apply for
employment.

2002 McGraw-Hill Ryerson Ltd.

Recruitment
Recruitment is far more than just getting
people to apply for jobs, and success in
recruitment is not simply measured by the
number of applicants received. The right
type of applicants is far more important
than the number of applicants.

2002 McGraw-Hill Ryerson Ltd.

Strategic Importance of
Recruitment Function
Gaining competitive advantage from human capital
Reaping the benefits of diversity management
Focusing on employee development
Investing resources into recruitment

2002 McGraw-Hill Ryerson Ltd.

Constraints on
Recruitment
Human resource plans
Employment equity programs
Recruiter habits

2002 McGraw-Hill Ryerson Ltd.

Constraints on
Recruitment
Organizational policies
!Promote-from-within-policies
!Compensation policies
!Employment status policies
!International hiring policies
2002 McGraw-Hill Ryerson Ltd.

Constraints on
Recruitment
Environmental conditions
!Leading economic indicators
!Predicted versus actual sales
!Want-ads index
2002 McGraw-Hill Ryerson Ltd.

Constraints on
Recruitment
Job requirements
Costs
Inducements

2002 McGraw-Hill Ryerson Ltd.

Internal Recruiting
Advantages
Employee is familiar with the organization and its
culture
Lower recruitment costs
Employee is known to the firm; this improves the
organizations ability to predict the persons success
in the new job
Improves workforce morale and motivation
2002 McGraw-Hill Ryerson Ltd.

Internal Recruiting
Weaknesses
Internal rivalry and competition for higher positions;
can reduce interpersonal and interdepartmental
cooperation
No new blood is brought into the system, which can
prevent creative solutions from emerging
Poor morale (leading to possible turnover) of
employees who were not promoted
2002 McGraw-Hill Ryerson Ltd.

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External Recruiting
Advantages
Organization is able to acquire skills or knowledge
that may not be currently available within the
organization
Newer ideas and novel ways of solving problems
may emerge

2002 McGraw-Hill Ryerson Ltd.

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External Recruiting
Weaknesses
Newcomers may not fit in with the organization and into its
culture
Newcomers take a longer time to learn about the
organizations culture, policies, and practices
Usually, hiring from the outside is more expensive
Lowered morale and motivation levels of current employees
who dont see any career growth possibilities within the firm

2002 McGraw-Hill Ryerson Ltd.

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Recruiting Methods
Walk-ins and write-ins
Employee referrals
Advertising
Human Resources Development Canada (HRDC)
Private employment agencies
Professional search firms
Educational institutions
2002 McGraw-Hill Ryerson Ltd.

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Recruiting Methods
Professional associations
Labour organizations
Armed forces
Government of Canada Youth Programs
Temporary help agencies
Departing employees
Open house
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Recruiting Methods
Job fairs
The Internet
Non-traditional recruitment methods

2002 McGraw-Hill Ryerson Ltd.

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Job Application Forms

Name and address

Military background

Employment status

Memberships, awards & hobbies

Education and skills

References

Work history

Signature line

2002 McGraw-Hill Ryerson Ltd.

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Evaluating the Recruitment

Function
Total number of applications received
Time required to get applications
Time elapsed before filling positions
Cost per hire
Offers extended: number of applicants
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Evaluating the Recruitment

Function
Offers accepted: number of offers extended
Number of qualified applicants: total number
of applicants
Performance rating of hires
Turnover of hires

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