2BC3

RECRUITMENT AND SELECTION

RECRUITMENT
Mona Zanhour
BBA, MBA, ABD

Lecture Agenda
2

Strategic considerations
Internal vs external recruiting
Improving the effectiveness of recruitment

Selection

Learning Objectives
3

1.

2.

Explain the difference between recruitment and

selection
Discuss internal and external factors affecting
recruitment

3.

Evaluate effectiveness of recruitment strategies

4.

Calculate cost of recruitment

In Summary
4

Organizations recruit both externally and internally,

and each has its own advantages and disadvantages.
Moreover, recruitment provides organizations with an
opportunity to showcase their brand name to employees
and customers alike.
People typically do not spend their entire career in one
organization. Hence, managing ones career has taken
on new importance in todays marketplace.

Recruitment Video
5

Recruitment
6

The process of finding and attracting capable

applicants to apply for employment

2 general goals

Want qualified applicant pool

Want both parties to have accurate perceptions about
the other (Realistic Job Preview)

Strategic Considerations
7

Recruitment influenced by:

Staffing needs created by organizational strategy /

business plan
Organizational analysis

Type and level of job openings

2 factors employers have no control over

Are appropriate candidates available internally?

Labour market
Legal environment

Question: Which HR tool helps to address these

concerns??

Effects of Labour Market

8

Low unemployment (tight labour market)

Broaden recruitment efforts to other groups,

geographic areas, etc.
Improve compensation, T&D, etc.
Hire temporary workers, outsource

High unemployment (loose labour market)

Specific, targeted recruitment efforts

Consider overhiring

Effects of Labour Market

9

Factors determining the relevant labour market:

Skills and knowledge required for a job
Level of compensation offered for a job
Reluctance of job seekers to relocate
Ease of commuting to workplace (e.g., transit,
highways)
Location of job (urban or nonurban)

Effects of Legal Environment

10

Employment equity, human rights, pay equity

May be helped by targeted recruitment

Potential pitfalls of targeted (diversity-oriented)

recruitment

Make effort to attract members of protected groups

Use various communication approaches to reach different
audiences

Majority group members may react negatively

Cause stigma of incompetence for minority group members
hired perceive that hiring is not merit-based

Solution ensure merit is central to decisionmaking

Other Strategic Considerations

11

Dont offend people with your recruiting strategy

12

Quiz Question
13

The key to success in recruitment is

A. Getting people to apply for jobs regardless
of fit
B. Getting a very large number of people to
apply
C. Getting the right type of applicant
D. Getting a lot of applications at least cost
E. Hiring the best person

Recruitment
14

Recruitment has received more serious attention

during the past 25 years

Now viewed as being critical in the selection

process

Was believed that the need for money and availability

of a job was all it took to attract
Very little thought was given to what factors influence
applicant attraction, quality, etc.

Recruitment Sources
15

Internal Recruiting

Current employees (e.g., promotions)

External Recruiting

Referrals
from

current employees, former employees, customers

Advertisements
Employment agencies (public/private)/ temp agencies
Educational institutions (universities / colleges)
Internet, social media
Professional associations (HRPA)
Labour unions

Question
16

What are some strengths and weaknesses of

internal versus external recruiting?

Internal Recruiting
17

Strengths
Employee is familiar with
the organization and culture
(socialization costs)
Capitalize on past
investments (recruit, train)
Employee has proven their
ability (accurate record of
performance)
Improves workplace morale
& motivation (rewards past
performance, signals efforts
lead to promotion

Weaknesses
May lack
knowledge/experience for
new job
Internal rivalry
No new blood
Poor morale of employees
who are not selected
May reflect indirect
discrimination

External Recruiting
18

Strengths

Weaknesses
Newcomers may not fit in

Can acquire skills that are

not available within the
organization
Newer ideas may emerge,
new methods

Newcomers need to learn

about the organization and
its culture
More expensive
Lower morale of employees
who dont see career growth
within the firm

Internal Recruiting Methods

19

Inventory Management Talent (HRIS)

Assessment Centre

Identify through performance appraisal

Skills inventories and replacement charts
A process by which individuals are evaluated as they participate in a series of
situations that resemble what they might be called on to handle on the job.
In-basket exercises
Leaderless group discussions
Role playing
Behavioural interviews
Work samples
Cognitive ability and Personality tests

Job Posting

Quiz Question
20

When recruiting from within, benefits may

include all of the following except
A. Employee familiarization with the
organization
B. Employee is a known quantity
C. Increased workforce motivation
D. Acquisition of skills current employees do
not possess
E. Possible lower recruiting costs

21

Effectiveness of Recruitment
Sources

Cost per hire

Time to Fill: The number of days from when a job
opening is approved to the date the candidate is
selected
Yield Ratio

Ratio of hires : applicants

Ratio of offers : applicants
Ratio of qualified applicants : total applicants

E.g. 100 resumes received, 50 found acceptable = 50% yield.

Performance of hires (quality of hire)

Tenure / turnover of hires
Diversity / Employment equity issues

Cost of Recruitment
22

Cost of Recruitment (per employee hired)

SC AC AF RB NC

H
H
SC = source cost
AC = advertising costs, total monthly expenditure (example: $32,000)
AF = agency fees, total for the month (example: $21,000)
RB = referral bonuses, total paid (example: $2,600)
NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)
H = total hires (example: 119)
Cost to hire one employee = $467.23

Improving the Effectiveness of

External Recruitment

23

Good sources of organizational recruiters

Professional HR recruiters
HR generalists
Work team members

Requirements for Effective Recruiters

Knowledge of the recruited jobs requirements and of
the organization
Training as an interviewer
Personable and competent to represent the organization

Recruitment is a Mutual Process

24

Employer provides information about organization, job, etc.

Potential applicants provide information about self

Recruiters may make initial assessment of P-J and P-O fit

Both parties want to be viewed positively

Potential applicants form opinions, make decisions, etc.

Risk that they misrepresent themselves

Leads to invalid decisions

Accurate information is in best interests of all

Role of self-selection
E.g., realistic job preview

Organizational Factors Affecting

Applicants
25

Organizations can control the information they

present during recruitment

Must be accurate
Inaccurate expectations lead to dissatisfaction, poor
performance, turnover, etc.

Realistic Job Preview

26

I want to join the Marines I think

27

In early 1997, former heavy weight boxing

champion, Riddick Bowe, joined the United States
Marine Corp Reserve.

He was 29, had an estimated $100 million in the

bank, and was married with 5 children.

Reasons for joining: Lifelong dream, make his

mother proud, prove everyone wrong that said he
couldnt make it.

Usual reasons: Service to country, education,

training, adventure, money.

I want to join the Marines I think

28

He lasted only 11 days in basic training

Why????

Reasons
29

Preconceived stereotypes or information obtained from

inaccurate sources.
His perceptions of life as a Marine were based on watching
movies.

The marines had waived several of their selection

criteria (e.g., not more than one dependent) to enroll a
high-profile celebrity.
He missed his kids.

The marines never gave Bowe a realistic preview of

what life would be like at boot camp.
Bowe suffered culture shock; went from millionaire to
taking orders

Reasons

30

The Marines deviated from a very successful recruitment

& selection program that gave recruits
a realistic expectation of whats in store for them &
an introduction to the culture of the marines.
In other words, they did not provide a realistic and
accurate preview of either the job or the organization.
By waiving selection criteria, they created a mismatch
between Bowe & the marines.
Key goal of recruitment and selection
Ensure person-job match

Realistic Job Preview

31

Procedure designed to provide job candidates with

accurate information about the job and organization
including desirable and undesirable facets

Belief is that job candidates who perceive mismatch

will self-select out

Purposes / Goals

Realistic job expectations

Reduce voluntary turnover
Increase job satisfaction
Enhanced communication through honesty and
openness

Functions of RJP
32

Self-selection

Vaccination

Applicant have info to apply or to self-select out

Is in the best interests of both parties if its based on accurate
information
Some negative info helps employees anticipate negative
aspects of job
Are more prepared for and less effected by them

Increased commitment to the choice

Are aware of negative aspects, but still choose job

More likely to forge through difficulties

RJPs: Pros and Cons

33

Benefits of RJPs
Evidence suggests that RJPs achieve following 3
purposes to a certain degree (e.g., Phillips, 1998)

Perceptions of employer trustworthiness, honesty, and

concern for employees

Facilitates Person-Organization fit

Lower unrealistic expectations

Question
34

Potential disadvantages of RJPs?

Individual Exercise
35

McMaster has asked you to develop a realistic job

preview (RJP) for potential student applicants.
What are some of the positive and negative aspects
of being a student?

Developing a Diverse Talent Pool

36

Recruitment of Women

Growth of women in the workplace

Increase in females in management roles
Stereotyping and gender conflicts

Recruitment of Minorities

Educational and societal disadvantages

Retention in organizations

Recruitment and
Development of Women

37

The Glass Ceiling

Artificial barriers based on attitudinal or organizational

bias that prevent qualified women from advancing
upward in their organizations into management level
positions.

Eliminating Womens Barriers to Advancement

Development of womens networks

Online e-mentoring for women
Diminishing stereotyping of women
Presence of women in significant managerial positions
Glass ceiling audits (to identify limiting practices)
Work-life balance, e.g. flextime, leaves, telecommuting

Advancement of
Minorities to Management
38

Career development for minorities is advanced by:

Organizational support for the advancement of

minorities to significant management positions.
Provision of internships to attract minorities to
management careers.
Organization of training courses to foster the
development of minoritys managerial skills and
knowledge.

Other Important Talent

Concerns

39

Recruitment of Older People

Increasingly returning to the workplace

Have valued knowledge, experience, flexibility and reliability as employees

Differences in goals, values etc. of Traditionalists,

Baby Boomers, Gen X and Y

Dual-Career Couples

Couples in which both members follow their own careers and actively support
each others career development.
Flexible work schedules
Adaptive leave policies
Work-at-home
On-premises day care

Recruitment Example
40

CONSULTING EXPERIENCE: FORTINOS

Recruitment Example
41

You are Recruitment Coordinator

You must hire approximately 350 to 400 hourly

employees for a new Fortinos location (90,000 to
120,000 square foot facility)

Group Activity
42

What are the different jobs in Fortinos?

Which ones are hardest to fill?

What are some internal and external factors that

would affect recruitment?
How would we recruit for the jobs? (internal or
external)
How would you evaluate the effectiveness of
recruitment?

QUESTIONS?