5-1

CHAPTER FIVECHAPTER FIVE

Staffing Activities:Staffing Activities:

External RecruitmentExternal RecruitmentScreen graphics created by:

Jana F. Kuzmicki, PhDTroy State University-Florida and Western Region

5-2

Recruitment PlanningRecruitment Planning

Organizational issues

Administrative issues

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Recruitment Planning: Organizational IssuesRecruitment Planning: Organizational Issues

In-house vs. external recruitment agencyMany companies do recruiting in-house

Recommended approach for large companies

Smaller companies may relyon external recruitment agencies

Individual vs. cooperative recruitment alliancesCooperative alliances involve arrangements to share

recruitment resources

Centralized vs. decentralized recruitment

5-4

Recruitment Planning: Administrative IssuesRecruitment Planning: Administrative Issues

RequisitionsExh. 5.1: Personnel Requisition

Number of contactsYield 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. 5.1: Personnel RequisitionExh. 5.1: Personnel Requisition

5-6

Recruitment Planning: Administrative Issues Recruitment Planning: Administrative Issues (continued)(continued)

Recruitment budgetExh. 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

5-7

Considerations Related to Recruiters: Considerations Related to Recruiters: SelectionSelection

Desirable characteristics of recruitersStrong interpersonal skillsKnowledge about company, jobs,

and career-related issuesTechnology skillsEnthusiasm

Various sources of recruitersHR professionalsLine managersEmployees

5-8

Considerations Related to Recruiters: Considerations Related to Recruiters: Training and RewardsTraining and Rewards

TrainingTraditional 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

5-9

Strategy DevelopmentStrategy Development

Open vs. targeted recruitment

Recruitment sources

Choice of sources

When to look

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Open vs. Targeted Recruitment 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

5-11

Recruitment Sources Recruitment Sources

Unsolicited

Employee referrals and networks

Advertisements

Recruiting online

Colleges and placement offices

Employment agencies

Executive search firms

Professional associations and meetings

State Employment services

Outplacement services

Community agencies

Job fairs

Co-ops and internships

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Approaches to Recruiting OnlineApproaches 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

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Innovative Recruitment Sources Innovative Recruitment Sources

Religious organizations

Interest groups

Realtors

Senior networks

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Strategy Development: Strategy Development: Criteria Affecting Choice of SourcesCriteria Affecting Choice of Sources

Sufficient quantity and quality

Cost

Past experience with source

Impact on HR outcomes

Satisfaction

Performance

Retention

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Effectiveness of Recruitment SourcesEffectiveness 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

5-16

Strategy Development: Strategy Development: When to LookWhen 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

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Searching: Communication MessageSearching: Communication Message

Job requirements and rewards matrices Type of messages

Realistic recruitment message -- RJPExh. 5.5: RJP for Elementary School Teachers

BrandingTargeted messages

Choice of messagesNature of labor marketVacancy characteristicsApplicant characteristics

5-18

Searching: Communication MediumSearching: Communication Medium

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

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Applicant ReactionsApplicant 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

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Transition to SelectionTransition to Selection

Involves making applicants aware ofNext steps in hiring process

Selection methods used and instructions

Expectations and requirements

5-21

Legal IssuesLegal 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

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Ethical IssuesEthical 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?