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Chapter 5: External Recruitment Chapter 6: Internal Recruitment

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. CHAPTER FIVE. Staffing Activities: External Recruitment. Screen graphics created by:

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Chapter 5: External Recruitment Chapter 6: Internal Recruitment

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  1. Part 3Staffing Activities: Recruitment Chapter 5: External Recruitment Chapter 6: Internal Recruitment McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

  2. CHAPTER FIVE Staffing Activities: External Recruitment Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region

  3. Organization Vision and Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Organizations Model Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Recruitment: External, internal Planning Selection:Measurement, external, internal Job analysis Employment:Decision making, final match Staffing System and Retention Management

  4. Recruitment Planning Organizational Issues Administrative Issues Recruiters Strategy Development Open vs. Targeted Recruitment Recruitment Sources Choice of Sources When to Look Searching Communication Message Communication Medium Applicant Reactions Transition to Selection Legal Issues Definition of Job Applicant Targeted Recruitment Electronic Recruitment Job Advertisements Fraud and Misrepresentations Chapter Outline

  5. Recruitment Planning • Organizational issues • Administrative issues

  6. Recruitment Planning: Organizational Issues • In-house vs. external recruitment agency • Many companies do recruiting in-house • Recommended approach for large companies • Smaller companies may relyon external recruitment agencies • Individual vs. cooperative recruitment alliances • Cooperative alliances involve arrangements to share recruitment resources • Centralized vs. decentralized recruitment

  7. Recruitment Planning: Administrative Issues • Requisitions • Exh. 5.1: Personnel Requisition • Number of contacts • Yield ratio - Relationship of applicant inputs to outputs at various decision points • Types of contacts • Qualifications to perform job must be clearly established • Consideration must be given to job search and choice process used by applicants

  8. Exh. 5.1: Personnel Requisition

  9. Recruitment Planning: Administrative Issues (continued) • Recruitment budget • Exh. 5.2: Example of a Recruitment Budget for 500 New Hires • Development of a recruitment guide • Exh. 5.3: Recruitment Guide for Director of Claims • Process flow and record keeping • Selecting recruiters • Training recruiters • Rewarding recruiters

  10. 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

  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 must be monitored and rewarded • Effective recruiter behaviors • End results

  12. Strategy Development • Open vs. targeted recruitment • Recruitment sources • Choice of sources • When to look

  13. Open vs. Targeted Recruitment • Open recruitment • Targeted recruitment • Key KSAO shortages • Workforce diversity gaps • Passive job seekers • Former military personnel • Employment discouraged • Reward seekers • Former employees • Reluctant applicants

  14. Executive search firms Professional associations and meetings State Employment services Outplacement services Community agencies Job fairs Co-ops and internships Recruitment Sources • Unsolicited • Employee referrals and networks • Advertisements • Recruiting online • Colleges and placement offices • Employment agencies

  15. Approaches to Recruiting Online • Job postings on Internet job boards • Searching Web-based databases • Exh. 5.4: List of Recruiting Web Sites • Job postings on organization’s Web site • Mining databases

  16. Innovative Recruitment Sources • Religious organizations • Interest groups • Realtors • Senior networks

  17. Strategy Development: Criteria Affecting Choice of Sources • Sufficient quantity and quality • Cost • Past experience with source • Impact on HR outcomes • Satisfaction • Performance • Retention

  18. Effectiveness of Recruitment Sources • Effectiveness • Involves assessing impact of sources on increased employee satisfaction, performance, and retention • Research results • Most effective • Referrals, job postings, rehiring offormer employees • Least effective • Newspaper ads, employment agencies

  19. Strategy Development: When to Look • Lead time concerns • Goal -- Minimize delay in filling vacancies • Effective planning requirements • Establishment of priorities for job openings • Prepared recruiters • Time sequence concerns • Staffing flowchart • Time-lapse statistics

  20. Searching: Communication Message • Job requirements and rewards matrices • Type of messages • Realistic recruitment message -- RJP • Exh. 5.5: RJP for Elementary School Teachers • Branding • Targeted messages • Choice of messages • Nature of labor market • Vacancy characteristics • Applicant characteristics

  21. Recruitment brochures Videos and videoconferencing Advertisements Types of ads Classified ad Classified display ad Display ad Online ad Telephone messages Organizational Web sites Radio E-mail Searching: Communication Medium

  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

  23. Transition to Selection • Involves making applicants aware of • Next steps in hiring process • Selection methods used and instructions • Expectations and requirements

  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

  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? • Issue 2 • 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?

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