Learning Objectives

2. Learning Objectives Define recruitment. Discuss job analysis, human resource planning, and recruitment. Explain the purpose of a personnel requisition form. Describe the advantages and disadvantages of using internal methods of recruitment.

3. Learning Objectives (cont.) Discuss job posting and bidding. Describe the advantages and disadvantages of using external methods of recruitment. Define realistic job previews. Explain organizational inducements. Outline some specific EEOC recommendations for job advertising

4. Recruitment • Recruitment • Process of seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen.

5. Recruitment • Other options • Temporary workers • Offering overtime to existing employees • Subcontracting the work to another organization • Leasing employees • Outsourcing work

6. Personnel Requisition Form • Personnel requisition form • Describes the reason for the need to hire a new person and the requirements of the job.

7. Relationships among Job Analysis, Human Resource Planning, Recruitment, and Selection Figure 6.1

8. Questions in the Recruiting Process • What are the sources of qualified personnel? • How are these qualified personnel to be recruited? • Who is to be involved in recruiting process? • What inducements does organization have to attract qualified personnel?

9. Advantages – Internal Sources • Organization has a good idea of strengths and weaknesses of its employees • Performance evaluations of employees are available • More accurate data are available concerning current employees, thus reducing chance of making a wrong decision

10. Advantages – Internal Sources Employees know more about organization and how it operates Recruitment from within can have a significant, positive effect on employee motivation and morale when it creates promotion opportunities or prevents layoffs Most organizations have a sizable investment in their workforce

11. Disadvantages - Internal Sources • Intense infighting for promotions can have a negative effect on morale and performance of employees not promoted • Inbreeding of ideas

12. Two Issues – Promoting from Within • Organization needs a strong employee and management development program to ensure that its people can handle larger responsibilities • Desirability of using seniority as the basis for promotions

13. Job Posting and Bidding • Job posting and bidding • A method of informing employees of job vacancies by posting a notice in central locations and giving a specified period to apply for the job.

14. Job Posting and Bidding Procedure involves: • All applications are sent to HR department for an initial review • An interview by prospective manager • Decision is based on qualifications, performance, length of service, and other pertinent criteria

15. Job Posting and Bidding - Implementation • Both promotions and transfers should be posted • Openings should be posted for specified time period before external recruitment begins • Eligibility rules for job posting system need to be developed and communicated • Specific standards for selection should be included in notice

16. Job Posting and Bidding – Implementation (cont.) Job bidders should be required to list their qualifications and reasons for requesting a transfer or promotion Unsuccessful bidders should be notified by human resource department and advised as to why they were not accepted

17. External Sources

18. Advantages - External Sources • Pool of talent much larger in comparison to internal sources • External hires may bring new insights and perspectives • Often cheaper and easier to hire technical, skilled, or managerial people from outside than to train and develop internally

19. Disadvantages - External Sources Attracting, contacting, and evaluating potential employees is more difficult Employees hired from outside need a longer adjustment or orientation period Recruiting from outside may cause morale problems among current employees

20. External Sources • Job advertising • The placement of help-wanted advertisements in daily newspapers, in trade and professional publications, or on radio and television. • www.careers.org • www.computerjobs.com • www.ajb.org

21. External Sources • Headhunter • A type of private employment agency that seeks candidates for high-level, or executive, positions.

22. External Sources • Temporary help • People working for employment agencies who are subcontracted out to businesses at an hourly rate for a period of time specified by the businesses. • Employee leasing companies • Provide permanent staffs at customer companies.

23. Advantages and Disadvantages of Internal and External Recruiting

24. Realistic Job Preview • Realistic job previews • A method of providing complete job information, both positive and negative, to the job applicant. • Enables job candidates to self-select out of jobs that do not meet their expectations. • If individuals are offered and accept a job, RJP can cause them to be more committed to it.

25. Typical Consequences ofJob Preview Procedures Figure 6.3

26. Who Does the Recruiting, and How? • Most large and middle-size organizations normally have an employment office within human resource department • Consists of recruiters, interviewers, and clerical personnel

27. Who Does the Recruiting, and How? • Role of personnel in the employment office is crucial • Walk-ins/write-ins and respondents to advertising develop an impression through their contacts with employment office • Having employees trained in effective communication and interpersonal skills is essential

28. Who Does the Recruiting, and How? • In small organizations, the recruitment function, and many other responsibilities, is normally handled by one person, frequently the office manager • Line managers in small organizations often recruit and interview job applicants

29. Organizational Inducements • Organizational inducements • Positive features and benefi ts offered by an organization to attract job applicants • organizational compensation systems, career opportunities, and organizational reputation

30. Equal Employment Opportunity And Recruitment • All recruitment procedures for each job category should be analyzed and reviewed to identify and eliminate discriminatory barriers • Employee referral and Walk-ins tend to perpetuate the present composition of an organization’s workforce • If minorities and females are not well represented at all levels of the organization, reliance on such recruitment procedures is a discriminatory practice

31. EEOC Suggestions • Content of help-wanted ads should not indicate any race, sex, or age preference for the job unless age or sex is a bona fide occupational qualification (BFOQ) • Advertise in media directed toward minorities and women • Campus recruiting visits should be scheduled at colleges and universities with large minority and female enrollment

32. EEOC Suggestions Employers should develop and maintain contacts with minority, female, and community organizations as sources of recruits Contact nontraditional recruitment sources, such as organizations that place physically and mentally handicapped persons Pay more attention to spouse, male or female, of person being recruited