5-1

Part 3 Staffing Activities: Recruitment

Chapter 5: External Recruitment

Chapter 6: Internal Recruitment

McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

5-2

CHAPTER FIVE

Staffing Activities: External Recruitment

Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region

5-3

Staffing Organizations Model

Organization
Vision and Mission Goals and Objectives

Organization Strategy

HR and Staffing Strategy

Staffing Policies and Programs Support Activities Core Staffing Activities

Legal compliance Planning Recruitment: Selection:
External, internal

Measurement, external, internal

Job analysis

Employment:

Decision making, final match

Staffing System and Retention Management

5-4

Chapter Outline
Recruitment

Planning

Applicant

Organizational

Issues Administrative Issues Recruiters

Strategy
Open

Reactions Transition to Selection Legal Issues

Definition

Development

vs. Targeted Recruitment Recruitment Sources Choice of Sources When to Look

Searching
Communication

of Job Applicant Targeted Recruitment Electronic Recruitment Job Advertisements Fraud and Misrepresentations

Message Communication Medium

5-5

Recruitment Planning

Organizational

issues

Administrative

issues

5-6

Recruitment Planning: Organizational Issues

In-house
Many

vs. external recruitment agency

approach for large companies

companies do recruiting in-house

Recommended

Smaller

companies may rely on external recruitment agencies

Individual

vs. cooperative recruitment alliances

Cooperative

alliances involve arrangements to share recruitment resources

Centralized

vs. decentralized recruitment

5-7

Recruitment Planning: Administrative Issues

Requisitions
Exh.

5.1: Personnel Requisition

Number
Yield

of contacts

ratio - Relationship of applicant inputs to outputs at various decision points

Types

of contacts
to perform job must be clearly

Qualifications

established Consideration must be given to job search and choice process used by applicants

5-8

Exh. 5.1: Personnel Requisition

5-9

Recruitment Planning: Administrative Issues

(continued)
Recruitment
Exh.

budget

5.2: Example of a Recruitment Budget for 500 New Hires

Development
Exh.

of a recruitment guide

5.3: Recruitment Guide for Director of Claims

Process

flow and record keeping Selecting recruiters Training recruiters Rewarding recruiters

5-10

Considerations Related to Recruiters: Selection

Desirable
Strong

characteristics of recruiters

interpersonal skills Knowledge about company, jobs, and career-related issues Technology skills Enthusiasm
Various
HR

sources of recruiters

professionals Line managers Employees

5-11

Considerations Related to Recruiters: Training and Rewards

Training
Traditional

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
Effective

must be monitored and rewarded

recruiter behaviors End results

5-12

Strategy Development
Open

vs. targeted recruitment

sources

Recruitment

Choice

of sources

When

to look

5-13

Open vs. Targeted Recruitment

Open

recruitment

Targeted

recruitment

Key KSAO shortages Workforce diversity gaps Passive job seekers

Employment discouraged Reward seekers Former employees

Former military personnel

Reluctant applicants

5-14

Recruitment Sources

Unsolicited

Executive search firms

Employee referrals and networks

Advertisements Recruiting online Colleges and placement offices Employment agencies

Professional associations and meetings

State Employment services Outplacement services Community agencies Job fairs Co-ops and internships

5-15

Approaches to Recruiting Online

Job

postings on Internet job boards Web-based databases

Searching
Exh.

5.4: List of Recruiting Web Sites

Job

postings on organizations Web site databases

Mining

5-16

Innovative Recruitment Sources

Religious

organizations

Interest

groups

Realtors

Senior

networks

5-17

Strategy Development: Criteria Affecting Choice of Sources

Sufficient

quantity and quality

Cost
Past

experience with source on HR outcomes

Impact

Satisfaction Performance Retention

5-18

Effectiveness of Recruitment Sources

Effectiveness
Involves

assessing impact of sources on increased employee satisfaction, performance, and retention

Research
Most

results

effective

Referrals,

job postings, rehiring of former employees

Least

effective
ads, employment agencies

Newspaper

5-19

Strategy Development: When to Look

Lead

time concerns
-- Minimize delay in filling vacancies
planning requirements
of priorities for job openings recruiters

Goal

Effective

Establishment Prepared

Time

sequence concerns
flowchart statistics

Staffing

Time-lapse

5-20

Searching: Communication Message

Job

requirements and rewards matrices Type of messages

Realistic
Exh.

recruitment message -- RJP

5.5: RJP for Elementary School Teachers

Branding
Targeted

messages

Choice

of messages

Nature

of labor market Vacancy characteristics Applicant characteristics

5-21

Searching: Communication Medium

Recruitment brochures

Telephone messages

Videos and videoconferencing

Advertisements

Organizational Web sites

Radio

Types of ads

E-mail

Classified ad Classified display ad

Display ad
Online ad

5-22

Applicant Reactions
Reactions

to recruiters

Influence

of recruiter vs. job characteristics Influence of recruiter on attitudes and behaviors Demographics of recruiters Influential recruiter behaviors
Reactions

to recruitment process

Relationship

of screening devices to job Delay times in recruitment process Funding of recruitment process Credibility of recruiter during recruitment process

5-23

Transition to Selection
Involves
Next

making applicants aware of

methods used and instructions

steps in hiring process

and requirements

Selection

Expectations

5-24

Legal Issues

Definition of job applicant

Definition

according to EEOC and OFCCP Importance of establishing written application policies

Affirmative Action Programs

Guidelines

of OFCCP for recruitment actions

Electronic recruitment
Usage

may create artificial barriers to employment opportunities

Job advertisements Fraud and misrepresentation

5-25

Ethical Issues

Issue 1

Many organizations adopt a targeted recruitment strategy. For example, Home Depot has targeted workers 50 and above in its recruitment efforts, which include advertising specifically in media outlets frequented by older individuals. Other organizations target recruitment messages at women, minorities, or those with desired skills. Do you think targeted recruitment systems are fair? Why or why not? Most organizations have in place job boards on their web page where applicants can apply for jobs online. What ethical obligations, if any, do you think organizations have to individuals who apply for jobs online?

Issue 2