Chapter 5 – Recruitment and Careers

Recruitment – the strategic aspects

 Recruiting: the process of searching out and attracting qualified job
applicants (talent)
 Why is recruitment strategically important to the organization
  Human talent is critical to high organizational performance
  Recruitment is critical to successful employer branding
  The promise made to employees and their perception of how well that
promise is delivered
 Who does the recruiting?: depends on size, strategy, cost (eg. some outsource
their recruiting – RPO’s or recruiting process outsourcing)

Identify job openings figure 6.1 textbooks

 Hr. planning/ strategic planning
 Employee resignations/terminations

Internal Recruitment advantages

Benefits:
 Company can capitalize on investment made (recruiting, selecting, training
current employees)
 Reward employees for past performance: increased commitment and
performance, moral, engagement.
 More accurate assessment of employee ability
 Less orientation/training needed
Disadvantages:
 Discontent of unsuccessful candidates; time consuming
 Dissatisfaction with insider as new boss
 Inbreeding; existing talent pool may be limited
Internal recruitment methods
 Job posting (company intranet)
 Performance appraisals, ex) 9 box grid (GE) – performance potential
 Skills inventories and replacement charts

External recruitment advantages

 Larger, more diverse pool
 Assists in employment equity goals
 Acquisition of new skills/ reduced need for training (build or buy?)
 Elimination of (internal) employee rivalry and competition
External recruitment methods
 On-line the internet social networking and mobile recruitment
  Passive job seekers
  Beware of the digital divide
 Advertising
  Walk-ins and unsolicited applications and resumes
 Open house job fairs
 Employee referrals
 Re-recruiting
 Executive search firms (headhunters)
 Private employment/ staffing agencies and temporary agencies (ex. Excel HR,
turtle island)
 Public employment agencies
 Educational institutions
 Professional associations (ex. HRPA; the society of professional accountants
of Canada – careers)
 Labor unions
 Employee leasing – by professional employer organizations (PEO’s). Also
known as co-employment

External recruitment: improving the effectiveness

 Surveys: managers satisfaction – quality, time, New hires/ candidates
 Realistic job previews (RJP’s):
 Inform the applicants about all aspects of the job, including less desirable
aspects, RJP’s  better job satisfaction, lower turnover
 Metrics: provides feedback on the effectiveness of the recruiting strategy,
Yield ratio

Metrics – Quality of fill

 Quality = (PR + HP + HR)/n
 PR= average performance rating of new hires (%)
 HP= % of new hires reaching acceptable productivity within the acceptable
time frame (%)
 HR= % of new hires retained after one year
 N= the number of indicators (3)
 Ex) PR = 4.0/5
 HP=75%
 =15% turnover
 Answer?
  =(80% +75% +85%)/3
Metrics costs of recruitment (TEXTBOOK)
 sc= source cost
 ac= advertising costs, total monthly expenditure (ex. 32000)
 af= agency fees, total for the month
 rb= referral bonuses, total paid
 nc= no cost hires, wak ins, non profit
 h= total hires
Career management: developing talent over time
 Career development – a dynamic process that matches individual and
organizational needs
 Whose responsibility?  The employees role, the organizations role

Identifying Career opportunities & requirements

 Begin with a job/ competency analysis
 Identify job progressions and career paths
 Ex) accounting, government

Recognize different career paths

 Promotion: a change of assignment to a job at a higher level in the
organization, merit, seniority, potential
 Cheryl Sandberg, COO Facebook: it’s a jungle gym, not a ladder
 Consider the boundaryless career: not fixed to one employer
 Flexibility through: transfers, consider dual career paths for employees, help
employees progress beyond career plateaus

Career development initiatives

 Career planning workbooks and workshops
 Career counseling
 Mentoring/ sponsorship
 Networking
 Career self-management training

TEXTBOOK

Employee profile: A profile of a worker developed by studying an organization’s

top performers to recruit similar types of people

Recruiting process outsourcing (RPO): The practice of outsourcing an

organization’s recruiting function to an outside firm

Internal labour market: Labour market in which workers are hired into entry-
level jobs and higher levels are filled from within

Global sourcing: The business practice of searching for and utilizing goods and
services from around the world

Branding: A company’s efforts to help existing and prospective workers understand

why it is a desirable place to work
Passive job seekers: People who are not looking for jobs but could be persuaded to
take new ones given the right opportunity

Nepotism: A preference for hiring relatives of current employees

Recruiting: The process of keeping track of and maintaining relationships with

former employees to see if they would be willing to return to the firm

Employee leasing: The process of dismissing employees who are then hired by a
leasing company (which handles all HR- related activities) and contracting with that
company to lease back the employees.

Realistic job preview (RJP): Informing applicants about all aspects of the job,
including both its desirable and undesirable facets

Time-to-fill metric: The number of days from when a job opening is approved to
the date the candidate is selected

Yield ratio: The percentage of applicants from a recruitment source that make it to
the next stage of the selection process

Job progressions: The hierarchy of jobs a new employee might experience, ranging
from a starting job to jobs that successively require more knowledge and/or skill

Career paths: Lines of advancement in an occupational field within an organization

Promotion: A change of assignment to a job at a higher level in the organization

Transfer Placement: of an individual in another job for which the duties,
responsibilities, status, and remuneration are approximately equal to those of the
previous job

Relocation services: Services provided to an employee who is transferred to a new

location, which might include help in moving, selling a home, orienting to a new
culture, and/or learning a new language

Outplacement services: Services provided by organizations to help terminated

employees find a new job

Career plateau: A situation in which, for either organizational or personal reasons,

the probability of moving up the career ladder is low

Sabbatical: An extended period of time in which an employee leaves an

organization to pursue other activities and later returns to his or her job

Career counseling: The process of discussing with employees their current job
activities and performance, personal and career interests and goals, personal skills,
and suitable career development objectives

Fast-track program: A program that encourages new managers with high potential
to remain with an organization by enabling them to advance more rapidly than
those with less potential

Mentors: Individuals who coach, advise, and encourage individuals of lesser rank

Career networking: The process of establishing mutually beneficial relationships

with other businesspeople, including potential clients and customers