Recruiting MN 301 – Human Resource Management Craig W. Fontaine, Ph.D. Pine Manor College Fall...
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Transcript of Recruiting MN 301 – Human Resource Management Craig W. Fontaine, Ph.D. Pine Manor College Fall...
Recruiting Process of generating a pool of qualified
applicants for organizational jobs Considerations
Requirements to be an Effective Recruiter
Know the industry and where to successfully recruit
Identify keys to success in the labor market Cultivate relationships with sources of
prospective employees Promote the company brand Use recruiting metrics to measure the
effectiveness of recruiting efforts
Recruiting Competencies
Recruiting-related knowledge Communications skills Diversity and sensitivity skills Ethical recruiting behaviors Multi-tasking skills
Labor Market Components: Key Terms
Labor Markets
The external supply pool from which organizations attract their employees
Labor Force Population
All individuals who are available for selection if all possible recruitment strategies are used.
Applicant Population
A subset of the labor force that is available for selection using a particular recruiting approach.
Applicant Pool
All persons who are actually evaluated for selection
Labor Markets and Recruiting
Labor MarketsLabor MarketsLabor MarketsLabor Markets
IndustryIndustryandand
OccupationalOccupational
KSAsKSAs
IndustryIndustryandand
OccupationalOccupational
KSAsKSAs
GeographicGeographic
LocalLocalRegionalRegionalNationalNational
InternationalInternational
GeographicGeographic
LocalLocalRegionalRegionalNationalNational
InternationalInternational
Educational Educational andand
Technical Technical QualificationsQualifications
Educational Educational andand
Technical Technical QualificationsQualifications
Recruiting Presence and ImageEmployment brand: Image of the
organization that is held by both employees and outsiders Company brand can help generate more recruits
through applicant self-selection
Organization-Based versus Outsourced Recruiting
Use in-house staff in permanent
or…. Recruitment process outsourcing (RPO)
Improves the number and quality of recruiting candidates
Reduces recruiting costs
Professional Employer Organizations (PEO) and employee leasing Employer signs an agreement with the PEO
Organization-Based versus Outsourced Recruiting
Staff is hired by the leasing firm and leased back to the company for a fee
Leasing firm:
Writes the paychecks
Pays taxes
Prepares and implements HR policies
Keeps all the required records for the employer
Regular versus Flexible Staffing Employers are hesitant to hire full-time
employees due to: Increased cost
Economic conditions
Excessive competition
Government considerations
Regular versus Flexible Staffing Temporary workers - Employers can hire
their own staff members or make use of agencies on a rate-per-day/week basis Purpose of hiring temporary workers
Match the firm’s needs with the right workers
Avoid costs associated with benefits
Enhance staffing flexibility
Regular versus Flexible Staffing Independent contractors - Workers who
perform specific services on a contract basis Advantageous for the employer as they do not
have to pay benefits
Done by individuals who are:
Highly skilled
Highly experienced
Not affected by familial responsibilities
EEO and Recruiting Efforts Organizations must work to reduce:
External disparate impact
Underrepresentation of protected-class members
Special ways to reduce disparate impact can be identified as: Goals listed in the affirmative action programs
(AAPs)
EEO and Recruiting Efforts Equal Employment Opportunity Commission
(EEOC) guidelines state that: No direct or indirect references implying gender or
age are permitted
Advertisements should contain wording about being an equal opportunity employer
Specific designations such as EEO/M-F/AA/ADA can be given in the advertisements
Recruiting diversity Nontraditional diverse recruitees
Persons with different racial/ethnic backgrounds
Older workers over 40 years of age
Single parents
Workers with disabilities
Welfare-to-work workers
Homeless/substance abuse workers
Realistic Job Previews Provides a balanced view of:
Advantages, demands, expectations, and challenges in an organization or a job
Help attract employees with more realistic expectations
Reduce the number of employees who quit a few months after being hired
Recruiting Source Choices: Internalversus External
Internal recruitment - Promoting from within an organization
External recruitment - Recruiting from outside an organization
Possible strategy for organizations that face rapidly changing competitive environments and conditions might be to: Promote from within if a qualified applicant exists
Go to external sources if not
Internet Recruiting Methods
Job BoardsJob BoardsJob BoardsJob Boards
Professional/Professional/Career Web SitesCareer Web Sites
Professional/Professional/Career Web SitesCareer Web Sites
Employer Web SitesEmployer Web SitesEmployer Web SitesEmployer Web Sites
Internet Recruiting
• Cost effective recruiting• Recruiting less time
consuming• Broader exposure and
diverse pool of applicants• Better targeting of specific
audiences• Recruiters can reach passive
job seekers
• 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
Advantages Disadvantages
Internet Recruiting
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
External Recruiting Sources Media sources - Newspapers, magazines,
television, radio, and billboards have been widely used in external recruiting Internet media sources such as postings, ads,
videos, and Webinars are also used
Media Ads Effectiveness of evaluating media ads
Easy ways to track responses to ads
Different contact names
E-mail addresses
Phone number codes in each ad
After hiring, follow-up should be done
Shows which sources produced the employees who stay longer and perform better
External Recruiting SourcesCompetitive recruiting sources -
Includes professional societies and trade associations that: Publish newsletters or magazines and have Web
sites containing job ads
External Recruiting SourcesEmployment agencies - Public and
private recruiting source Public employment agencies - Operate branch
offices in cities throughout the states
Do not charge fees to applicants or employers
Private employment agencies - Operate in most cities for a fee collected from:
Either the employee or the employer
External Recruiting Sources Headhunters: Focus their efforts on executive,
managerial, and professional positions
Executive search firms split into:
Contingency firms - Charge a fee after the candidate is hired
Retainer firms - Charge a fee whether or not the candidate is successfully hired
External Recruiting SourcesLabor unions - Labor pool is available
through a union Workers can be dispatched from the hiring hall to
particular jobs to meet the needs of employers
Job fairs - To help bring employers and potential job candidates together
Creative recruiting - Can be used to generate a pool of qualified applicants quickly to fill jobs in a timely manner
College Recruiting Desirable attributes of college recruits
Desirable grade point average (GPA)
Attending elite universities
Specialty fields at certain colleges
Internships
External Recruiting SourcesSchool recruiting
Cooperative programs
Students work part-time while attending school
Summer internships
Mentoring programs
General Recruiting Process Metrics
• Comparison of the number of applicants at one stage of the recruiting process with the number at the next stage
Yield Ratios
• Percentage hired from a given group of candidates
Selection Rate
• Percent of applicants hired divided by total number of applicants offered jobs
Acceptance Rate
• Longer-term measure of recruiting effectiveness is the success rate of applicants
Success Base Rate