CHAPTER 6 Recruiting and Labor Markets
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Transcript of CHAPTER 6 Recruiting and Labor Markets
![Page 1: CHAPTER 6 Recruiting and Labor Markets](https://reader034.fdocuments.in/reader034/viewer/2022050704/56813055550346895d960754/html5/thumbnails/1.jpg)
PowerPoint Presentation by Charlie CookThe University of West Alabama
PowerPoint Presentation by Charlie CookThe University of West Alabama
SECTION 2 Jobs and Labor
CHAPTER 6
Recruiting and Labor MarketsCHAPTER 6
Recruiting and Labor Markets
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6–2
The Importance of Recruiting• Recruiting
Is the process of generating a pool of qualified applicants for organizational jobs
Seeks to improve workforce quality for competitive advantage:
Cost of unfilled jobs
Cost of recruiting
Quality of recruited
candidates
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6–3
FIGURE 6–1 Integrating Recruiting Components
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6–4
Strategic Recruiting and HR Planning• Effective Recruiting Requires:
Knowing the business and industry Identifying keys to success in the labor market Cultivating networks and relationships Promoting the “company brand” Using metrics to measure recruiting effectiveness Identifying talent before it is needed
• Training Recruiters and Managers Recruiting-related job skills Diversity and sensitivity skills Ethical recruiting behaviors
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6–5
Labor Markets• Labor Markets
The external supply pool from which organizations attract their employees
• Unemployment Rates and Applicant Population Low unemployment creates competition for
employees, raising labor costs. High unemployment results the availability of more
applicants and more qualified applicants.
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6–6
FIGURE 6–2 Labor Market Components
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6–7
FIGURE 6–3 Considerations for Determining Applicant Populations
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6–8
Reaching the Applicant Population
Recruiting Decisions
Recruiting Method
Recruiting Message
Applicant Qualification
s
Administrative
Procedures
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6–9
Different Labor Markets and Recruiting
Labor Markets
Geographic Labor Markets
Global Labor Markets
Educational and Technical Labor
Markets
Industry and Occupational
Labor Markets
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6–10
Strategic Recruiting Decisions
Sample
Sample
Sample
SampleSample
SampleSample
Organization-Based
vs. Outsourced Recruiting
Recruiting Presence and Image
Training of Recruiters
Regular vs. Flexible Staffing
Recruiting and EEO:
Diversity Considerations
Recruiting Nontraditional
Workers
Recruiting Source Choices:
Internal vs. External
Strategic Recruiting Decisions
SampleRealistic Job
Previews
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6–11
Internet Recruiting
Effects of Internet Recruiting
Adjusting to new
recruiting approaches
Identifying new types of recruiting for specific jobs
Training for managers
and HR recruiters
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6–12
Internet Recruiting (cont’d)
E-Recruiting Places
Internet Job Boards
Professional/Career
Websites
Employer Websites
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6–13
Recruiting and Internet Social Networking
Social Networking Recruiting Advantages:
• Allows job seekers to connect with employees of potential employers
• Allows employers to engage in social collaboration by joining and accessing social technology networks to help applicants post resumes and complete applications online
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6–14
Recruiting Using Special Technology Means
Internet Recruiting Tools
Blogs E-Video Twitter
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6–15
Legal Issues in Internet Recruiting
The use (or misuse) of screening software
Collection of federally required applicant
information
Exclusion of protected classes from the process
Proper identification of “real” applicants
Maintaining confidentiality
and privacy
Legal Issues in Internet Recruiting
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6–16
Internet Recruiting
Advantages Disadvantages
• Recruiting cost savings• Recruiting time savings• Expanded (global) pool of
applicants• Better targeting of
specific audiences
• More unqualified applicants
• Additional work for HR staff
• Many applicants are not seriously seeking employment
• Access limited or unavailable to some applicants
• Privacy of information and discrimination issues
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6–17
External Recruiting
Media Sources
Employment Agencies
Competitive Recruiting Sources
Labor Unions Job Fairs
Educational Institutions
External Recruiting
Sources
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6–18
FIGURE 6–5 Advantages and Disadvantages of External Recruiting
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6–19
FIGURE 6–6 What to Include in an Effective Recruiting Ad
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6–20
FIGURE 6–7 College Recruiting: Considerations for Employers
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6–21
Internal Recruiting
Employee Databases
Job Postings
Promotions and
Transfers
Former Employees
and Applicants
Current-Employee Referrals
Internal Recruiting Sources
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6–22
FIGURE 6–8
Advantages and Disadvantages of Internal Recruiting
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6–23
Recruiting Evaluation and Metrics
Evaluating Recruiting
Efforts
Evaluating Recruiting Quality
and Quantity
Evaluating Recruiting
Satisfaction
Evaluating the Cost
of Recruiting
Evaluating the Time Required to Fill
Openings
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6–24
FIGURE 6–9 Recruiting Measurement Areas
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6–25
Recruiting Metrics
General Recruiting
Process Metrics
Yield Ratios
Selection Rate
Acceptance Rate
Success BaseRate
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6–26
FIGURE 6–10
Sample Recruiting Evaluation Pyramid
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6–27
Increasing Recruiting Effectiveness
Technical ApproachesNon-Technical Approaches
• Resume mining software• Applicant tracking• Employer career websites• Internal mobility tracking
system
• Personable recruiters• Emphasizing positives
about the job and employer within a realistic job preview
• Fair and considerate treatment in the recruiting process
• Enhancing applicants’ perceived fit with the organization