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HRM 313. Ch 6B - Recruitment Methods. 2. Internal Recruitment I. AdvantagesRewards good work of current employeesIs cost effectiveImproves moraleCan assess known past performanceCan result in succession of promotionsDisadvantagesCan produce organizational inbreedingPlaces heavy burdenon tra
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1. HRM 313. Ch 6B - Recruitment Methods 1 Internal vs. External Recruitment
2. HRM 313. Ch 6B - Recruitment Methods 2 Internal Recruitment I Advantages
Rewards good work of current employees
Is cost effective
Improves morale
Can assess known past performance
Can result in succession of promotions
Disadvantages
Can produce organizational inbreeding
Places heavy burden
on training and development
May cause political infighting for promotions
3. HRM 313. Ch 6B - Recruitment Methods 3 Internal Recruitment II Job posting
Giving current employees the chance to respond to announcements (bulletin board, newsletters, memos, electronic bulletins, tape audio systems)
Allows all qualified employees to compete for positions
Helps manage individual career development
Helps discover talent within the organization
Is a communication device
Can accommodate seniority
Job bidding
Allowing employees to indicate an interest in a position that they feel qualified for before one becomes available
Encourages employees to be proactive in improving their KSAs
Talent inventories (Skill tracking systems)
Computerized talent or skill inventories with a list of people who have the needed KSAs
Can be time-consuming and costly to maintain
4. HRM 313. Ch 6B - Recruitment Methods 4 External Recruitment I Advantages
Brings new ideas into the organization
Helps organization get needed competencies
Provides cross-industry insights
May reduce training costs
Helps organization meet EEO goals
Disadvantages
May result in misplacements
Increases recruitment costs
May cause morale problems for internal candidates
Requires longer orientation or adjustment time
5. HRM 313. Ch 6B - Recruitment Methods 5 External Recruitment II Former employees
Their job performance is known
Could cause morale problem among remaining employees
Previous applicants
Is award of their qualifications
Is easier and more efficient
Employee referrals
Can help identify people who fit well into the organization
Is cost-effective
Generally results in the highest one-year survival rates (realistic job preview)
Can perpetuate existing patterns of discrimination
Labor unions
Particularly in construction industries
6. HRM 313. Ch 6B - Recruitment Methods 6 External Recruitment III Trade and professional associations
Specially for skilled or professional jobs
Can talk to potential applicants at meetings
Walk-ins
Open house
Is informal and relatively inexpensive
Internet
Offers several avenues for recruiting across occupations
Saves costs and time
Reaching an appropriately broad cross section of applicants?
Has potential for violating antidiscrimination laws
Issues
Attracting job applicants Capitalize on the organizations reputation or product image.
Sorting applicants Screen out unqualified applicants.
Making quick contact
Establishing personal contact
7. HRM 313. Ch 6B - Recruitment Methods 7 External Recruitment IV Media advertising
Reaches a large audience of applicants
Employment agencies
Public / private employment agencies, and executive search firms
Provides pre-screening services
Can be expensive
Educational recruiting
Career or college fairs, school-to-work programs
Reaches broader potential candidates
Can establish long-term relationships
Mergers and acquisitions
Needs to integrate a large number of workers quickly
Other companies M&A can provide an opportunity for recruitment.
8. HRM 313. Ch 6B - Recruitment Methods 8 Glass Ceiling Reviews Bad practices
Word of mouth
Employee referrals
Executive search firms unaware of EEO objectives
Job postings that rely on informal networks
Recruiting venues that create discomfort (e.g., hotel rooms) Areas for reviews
How management positions are filled
Succession planning for internal candidates
Promotion and transfer processes at senior levels
Executive performance appraisals
Training offered to executive candidates
Mentoring and networking programs
Termination policies and procedures for executives
9. HRM 313. Ch 6B - Recruitment Methods 9 Recruitment Effectiveness I Short-term considerations
Average time required to recruit applicants
Selection and acceptance rates of applicants
Cost per applicant hired
Quantity of applicants
Quality of applicants
EEO implications
Long-term considerations
Performance of hires
Tenure/turnover of hires
Absenteeism per hire
Training costs
10. HRM 313. Ch 6B - Recruitment Methods 10 Recruitment Effectiveness II Evaluating recruiters
Number of applications processed
Hires produced
Applicant reactions
Eventual success on the job by those recommended for hire by a recruiter
Evaluating recruitment sources
Total cost
Cost per hire
Number of applicants generated
Yield ratios
Eventual job tenure
Performance of hire on the job
Time-lapse data
11. HRM 313. Ch 6B - Recruitment Methods 11 Relations with other HR Practices Pay
Reservation wage
The minimum pay to make an offer acceptable, frequently based on
Benefits and work arrangements
Most employers take the compensatory approach
Most applicants prefer
Flexibility in benefits
Opportunities to learn