Recruiting

1. Recruiting

2. The Purpose of Recruiting • Recruiting as a marketing function • Product • Price • Place • Promotion MGMT 412 | Recruitment

3. Employer Prospective Employee Employer Prospective Employee Approaching Recruiting • Two functions • Attracting applicants • Screening applicants • An alternate perspective: • Prospecting • Mating MGMT 412 | Recruitment

4. Also…. • It’s important to remember…..are the desirable applicants looking for a job? • So, make sure you can access passive job seekers • The recruitment process is the first step in the selection process – recruit the kind of people you want to hire ! MGMT 412 | Recruitment

5. Some Examples • Jobs at UPS: Recruiting the part-time worker • Registered Nurse: This ad emphasizes patient care and professional development • Registered Pharmacist: The writers here didn’t overlook anything! MGMT 412 | Recruitment

6. Recruiting Issues • In-house vs. external agency • Cost • Expertise and knowledge of sources • Control • Image • Centralized vs. decentralized recruiting • Centralized recruiting often more efficient • Don’t want different areas to be in competition • However, operating managers have better knowledge of their needs and possible sources Source: Martinez, 2002 MGMT 412 | Recruitment

7. Your Labor Market • That is, what is your pool of potential applicants? • Geography • Can be as narrow as walking distance or national / global • Skills, licensing, certification • Return to an earlier issue – hire for skills or for attitude? • Industry • Union membership (not too often, any more) MGMT 412 | Recruitment

8. General Principles of Recruiting • You are the most important factor in filling the job • Company image, location, hours, etc. -- just an excuse • Stay in control • Be flexible, but you are in charge of the process • Put the company and job on a pedestal • Make it appear to be desirable and hard to get • Perceptions are everything…but can be changed • Control the negatives • Turn into positives….is a firefighter’s job dangerousor exciting? • Fulfill applicant’s needs…first, you have to find out what they want • Set standards high…and keep them high Source: Doverspike & Tuel, 2000 MGMT 412 | Recruitment

9. Spreading the Message • Basically a marketing problem • Who are you trying to reach? • Message placement • Message content • Message format • What can you afford ? • But, it’s important to evaluate cost / benefit ratio of recruitment methods • Cost per applicant / cost per hire / cost per successful employee • Time to fill position (from standpoint of organization and prospective employee) MGMT 412 | Recruitment

10. Recruiting Costs • Advertising • Agency / search firm fees • Referral bonuses to current employees • Travel costs (recruiter, recruitee or both) • Relocation costs • Recruiter cost • Miscellaneous costs • Testing • Reference checking • Medical exams, drug tests Exempt = $12K Non-Exempt = $1K MGMT 412 | Recruitment

11. Some Inexpensive Methods • Unsolicited applicants • No screening • May be time-consuming to deal with • Many organizations will accept applications only for open positions • Employee referrals • Some screening by current employee • Recruits will be similar to current employees (this may be good or bad) • Applicants are somewhat familiar with organization • Cash bonuses for successful new hires (there are arguments for paying up-front or after employee hired) MGMT 412 | Recruitment

12. Advertising • Price will vary • Can be very closely targeted (response coding) • Possibilities: • Local newspapers (not just Help Wanted pages) • Multiple local newspapers • National publications (Wall Street Journal, USA Today) • Student newspapers • Professional / trade journals and magazines MGMT 412 | Recruitment

13. School Placement • Best for entry-level jobs • Alumni associations may be a source for experienced applicants • Selecting the right schools to recruit at • Location • Programs offered • Quality of school MGMT 412 | Recruitment

14. Employment Agencies and Executive Search Firms • Public • Private: • Higher level / specialty positions where there is little inside expertise • Confidentiality often a key issue • Fee may be contingent or up-front • Select a reputable agency or headhunter • Feedback to agency very important MGMT 412 | Recruitment

15. Miscellaneous Sources • Professional association meetings • Labor unions • Job fairs • Centralized location • Practical when there are many jobs to fill • Often involves cooperation among area employers • Community agencies and organizations • Individuals with disabilities • Welfare-to-work programs • Church programs • Youth service organizations (esp. for seasonal employees) • Immigrants (high-tech, entry-level) • Telephone hot lines MGMT 412 | Recruitment

16. High-Tech Recruiting • Locations • Your own web site • Job boards (i.e., Monster.com) • E-mail lists • In-facility kiosks (retail) • The focus can be very general or closely targeted • Applicants probably computer-literate (though internet recruiting no longer limited to high-tech jobs) • There’s a downside, though….. MGMT 412 | Recruitment

17. Internal Recruiting • How does it work? • Job opening posted (once paper, more often now now on-line) • Individuals express interest • Candidates assessed • Position filled MGMT 412 | Recruitment

18. Internal Selection: Pro & Con Pro • Opportunities for employees / reward loyalty • Employee perceptions of fairness • Hidden talent may emerge • Can fill jobs quickly Con • Managers’ reluctance to let good employees go • “Passing the trash” • Inbreeding • Competition among employees • Employee distrust of perceived rigged system MGMT 412 | Recruitment

19. Making It Work • Employee development essential • Feedback • If employee not chosen, needs to know why and how to prepare • Not something done with external hires MGMT 412 | Recruitment