Recruitment & Selection:

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Chapter 5:
External Recruitment
Learning Outcomes:
1. Discuss organizational plans and
administration issues in external
recruitment
2. Appreciate good recruiters
characteristics
3. Apply appropriate External Recruitment
strategies
4. Distinguish different recruitment
sources

Staffing Organizations Model

Organization
Mission
Goals and Objectives

Organization
Organization Strategy
Strategy

HR
HR and
and Staffing
Staffing Strategy
Strategy

Staffing Policies and Programs

Support Activities
Core Staffing Activities
Legal compliance

Recruitment: External, intern

Planning

Selection:

Job analysis

Employment:

Measurement, external, internal

Decision making, final match

Staffing System and Retention Management

1-2

1-2

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Recruitment Planning
Before actually identifying and
attracting applicants to the
organization, two main issues
must be resolve:
1.

Organizational plans must be

made to coordinate the
identification and attraction of
applicants

2.

Administrative issues such as the

no of contact to be made,
recruiters to use, budget to be
spent.

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First Issue: Organizational

Plans
To resolve the first issue, HR
executive must first plan the
arising need of organization.
The no must be always
identified first, then decide
on which resources to used
for the recruitment process

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Recruitment Planning:
Organizational Issues

1. In-house vs. external recruitment agency

Many companies do recruiting in-house

Recommended approach for large companies, whereby

they have their own properly run HR department with all
the functions designated to qualified officers.

Smaller companies may rely on external

recruitment agencies because the dont really
have a properly managed HR department.

2. Individual vs. cooperative recruitment alliances

Cooperative alliances involve arrangements to

share recruitment resources
Eg: GLCs sharing platforms in their recruitment
drives.

3. Centralized vs. decentralized recruitment

Big companies use centralized so that HR

activities can be streamlined whereby smaller
companies, recruiting might involve business
units.

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Recruitment
HUMB 313

Planning:
Administrative Issues

Requisitions/Time

Is a formal document that authorizes the filing of a job

opening indicated by signatures from top management.
Smaller companies do not have this kind of document.
The effectiveness of the requisition is determined by the
time it takes to fill in the job opening upon receiving the
requisition form.

1. Number of contacts

Very hard to determined how many applicants to be

engaged with before the next stage of recruitment is
pursued.
Yield ratio - Relationship of applicant inputs to outputs at
various decision points
Normally, companies have slight less idea on the yield
ration needed for various positions, however they will
resort to historical data in order to determined the
appropriate yield ratio.

Types of contacts
The types of contacts to be made depend on two factors:

Qualifications to perform job must be clearly established

(through job analysis/job requirement matrix)
Consideration must be given to job search and choice
process used by applicants so that the right applicants
will be lured to apply for the positions.

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2.Recruitment Budget

Should recruitment
expenses be charged to
HR or to the business
unit using HR services?
Most organizations charge the
HR department, possibly to
encourage each business unit
to use the recruitment services
of the HR group
May result in the business unit
users not being concerned
about minimizing costs.

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Recruitment Planning:
Administrative Issues
(continued)
3. Development of a recruitment guide

Its a formal document that details the

process to be followed to attract applicants
to a job.
Refer to Exhibit 5.4 (p/g 217)
Process flow and record keeping

Prior to deciding where and how to look for

applicants, it is essential that the
organization prepare for the high volume of
data that accompanies the filing of the
vacancies.
If process flow and record keeping is not
good, organizations might end up not
finding the right candidate.
To manage the process flow an information
system must be created for recruitment
purposes. An effective system will allow the
organization to track the status of
applicants at any time. Data pertaining
applicants background must also be saved

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Considerations Related to
Recruiters: Selection

Desirable characteristics of
recruiters
Strong interpersonal skills
Knowledge about company,
jobs,
and career-related issues
Technology skills
Enthusiasm
Various sources of recruiters
HR professionals
Line managers
Employees

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Considerations

Related to
Recruiters: Training
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

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Strategy
Development

Open vs. targeted recruitment

In order to select which approach to
use, managers must first determined
the need of the organization and the
diversity of the employees working at
the current time. Administrative jobs
filling are mostly to use open where else
technical job filings will use targeted
recruitment.

Recruitment sources
Choosing ways to get the message out

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Ex. 5.4 Making the

Choice Between Open
and Targeted Recruiting

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Recruitment Sources

Applicant initiated
Employee referrals
Advertisements
Employment
websites
Colleges and
placement offices
Employment
agencies

Professional associations
Job fairs
Co-ops and internships

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Employee Referrals

Class Discussion:

Explain and critique employee referrals

in recruitment efforts

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Each recruiting source has strengths and

weaknesses. Determining the best method for
any organization entails assessing the costs and
benefit of each method and then selecting the
optimal combination of sources to meet the
strategic needs of the organization.

Quantity
The more sources used, the more
applicants will be attracted to the
application process
Not always a good thing to have too many
applicants applying for few vacancies due
to the cost of processing.

Quality
Quality of applicants are determined by
the quality of the screening process.
Quality candidates are likely to be
available if sourced from universities and
referrals of other employees.
Cost
Cost will be determined by number of
sources used, no of applicants whom apply
and no of hours worked on collecting all

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THE END