Recruiting. Fall 2008MGMT 412 | RecruitmentPage 2 The Purpose of Recruiting Recruiting as a...

Recruiting

Fall 2008MGMT 412 | Recruitment

The Purpose of Recruiting

• Recruiting as a marketing function• ProductProduct• PricePrice• PlacePlace• PromotionPromotion


Approaching Recruiting

• Two functions• Attracting applicants• Screening applicants

• An alternate perspective:• Prospecting• Mating

Employer Prospective Employee

Employer Prospective Employee


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 !


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 !


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


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)


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 dangerous or 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


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)


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


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)


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


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


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


• 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

Miscellaneous Sources


• 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…..

High-Tech Recruiting


Internal Recruiting

• How does it work?• Job opening posted (once paper, more

often now now on-line)• Individuals express interest• Candidates assessed• Position filled


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


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

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