echniques of Employee Selection & Recruitment

Chapter 5: External Recruitment

Muhammet Sait Dinc Muhammet.Dinc@aum.edu.kw

Textbook:

Heneman, Herbert Judge, Timothy A. and Kammeyer- Muller, John (8th Edition – 2014). Staffing

Organizations, McGraw-Hill Irwin. ISBN 13: 978-007- 108647-9.

Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection: Measurement, external, internal

Employment: Decision making, final match

Organization

Mission

Goals and Objectives

Staffing Organizations Model

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Chapter Outline

• Recruitment Planning • Organizational Issues • Administrative Issues • Recruiters

• Strategy Development • Open Versus Targeted Recruitment • Recruitment Sources • Recruiting Metrics

• Searching • Communication Message • Communication Medium

• Applicant Reactions • Reactions to Recruiters • Reactions to the Recruitment Process • Reactions to Diversity Issues

• Transition to Selection

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Learning Objectives for This Chapter

• Be able to engage in effective recruitment planning activities

• Understand the difference between open and targeted recruitment

• Utilize a variety of recruitment sources

• Evaluate recruiting based on established metrics

• Create a persuasive communication message

• Learn about a variety of recruitment media

• Recognize how applicant reactions influence the effectiveness of a recruiting plan

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Recruitment Planning: Administrative Issues

• In-house vs. external recruitment agency • Many companies do recruiting in-house

• Recommended approach for large companies

• Smaller companies may rely on external recruitment agencies

• Individual vs. cooperative recruitment alliances • Cooperative alliances involve arrangements to share recruitment resources

• Centralized vs. decentralized recruitment

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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

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Exh. 5.2: Example 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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Exhibit 5.3 Recruitment Guide for Director of Claims

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Recruitment Planning: Administrative Issues (continued)

• Process flow and record keeping

• Recruiters • Selecting recruiters

• Training recruiters

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Discussion questions

• List and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruiting.

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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 • Choosing an audience

• Recruitment sources • Choosing ways to get the message out

• Recruiting metrics • Assessing the effectiveness of recruiting methods

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Open vs. Targeted Recruitment

• Open recruitment

• Targeted recruitment • Key KSAO shortages

• Workforce diversity gaps

• Passive job seekers or noncandidates

• Former military personnel

• Employment discouraged

• Reward seekers

• Former employees

• Reluctant applicants

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Ex. 5.4 Making the Choice Between Open and Targeted Recruiting

Recruitment Sources

• Applicant initiated

• Employee referrals

• Employee networks

• Advertisements

• Employment websites

• Colleges and placement offices

• Employment agencies

• Executive search firms

• Professional associations and meetings

• Social service agencies

• Outplacement services

• Job fairs

• Co-ops and internships

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Features of High-Impact Organizational Websites

• Easily navigated

• A “job cart” function

• Résumé builders

• Detailed information on career opportunities

• Clear graphics

• Allow applicants to create profiles

• Self-assessment inventories

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Employee Referrals

• One of the most common recruiting methods

• Finds candidates who are better informed about organizational culture and values

• Lower turnover rates

• Often boosted by providing cash bonuses to employees who refer successful candidates

Employment Websites

• Functionality • Ability to create and approve job

requisitions online • Manage recruiting tasks • Track the progress of open positions

and candidates • Report on recruiting metrics like time

to hire, cost per hire, or equal employment opportunity (EEO)

• General websites • Attract a wider variety of potential

applicants • Reach includes millions of users

• Niche websites • Target individuals with specific skill

sets • Qualified and motivated user base

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Metrics for Evaluating Recruiting Methods

• Quantity

• Quality

• Cost

• Impact on HR Outcomes • Employee satisfaction

• Job performance

• Diversity

• Retention

• Ex. 5.5 Potential Recruiting Metrics for Different Sources

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Discussion question

• List 10 sources of applicants that organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment.

Ex. 5.7 Comparing Choice of Messages

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Searching: Communication Medium

• Word-of-mouth

• Recruitment brochures

• Videos and videoconferencing

• Advertisements • Classified advertisements

• Online advertisements (banner ads)

• Radio and television advertisements

• Organizational websites

• Direct contact (telephone or e-mail)

Exhibit 5.9 Factors for Designing Organizational Websites

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Applicant Reactions

• Reactions to recruiters • Influence of recruiter vs. job characteristics • Influence of recruiter on attitudes and behaviors • Demographics of recruiters • Influential recruiter behaviors

• Warmth and knowledge of the job

• 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

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Reactions to Diversity Issues

•Advertising in publications targeted at women and minorities •Advertisements should depict diversity, especially

among those in positions of authority • Target older workers by flexible schedules, health and

pension benefits, and part-time opportunities

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Transition to Selection

• Involves making applicants aware of • Next steps in hiring process

• Selection methods used and instructions

• Expectations and requirements

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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?

Thank you