Recruitment Lecture 6

8/2/2019 Recruitment Lecture 6

1/38


2/38

Recruitment Recruitment is the process of locating

and encouraging potential applicants toapply for existing or anticipated jobopenings

Certain influences, however, restrain afirm while choosing a recruiting sourcesuch as:

Poor image Unattractive job Conservative internal policies Limited budgetary support Restrictive policies of government


3/38

6-3

Recruitment: matching the needs of applications and org

anisations

O r g a n i s a t i o nn e e d f o r h i g hq u a l i t ye m p l o y e e s

P o t e n t i a la p p l i c a n t s n e e d f o r s u i t a b l e j o b

I n t e r n a lA p p l i c a n t s

E n v i r o n m e n t :E c o n o m i c a n d S o c i a l ,

T e c h n o l o g i c a l a n d P o l i t

I n f o r m a t i o n F l o w


4/38

6-4

Economic factorsSocial factors

Technological factorsPolitical factorsLegal factors

The Factories ActThe Apprentices ActThe Employment Exchanges ActThe Contract Labour ActBonded Labour System ActThe Child Labour Act

The process of recruitment is influenced by a variety of environmental factors.

Situational factors impactingrecruitment


5/38

Effective Recruiting

External Factors Affecting Recruiting Supply of workers Outsourcing of white-collar jobs

Fewer qualified candidates Other Factors Affecting Recruiting

Consistency of recruitment with strategicgoals

Types of jobs recruited and recruitingmethods

Non-recruitment HR issues and policies Successful prescreening of applicants Public image of the firm


6/38

Effective Recruiting (contd)

Advantages of Centralizing Recruitment Strengthens employment brand

Facilitates applying strategic priorities

Reduces duplication of HR activities

Reduces cost of new HR technologies

Builds teams of HR experts Provides better measurement of HR

performance

Allows for sharing of applicant pools


7/38

Measuring RecruitingEffectiveness

What toMeasure

How toMeasure

EvaluatingRecruiting

Effectiveness


8/38

TABLE 51 Selection Devices that Could be Used to Initially ScreenApplicants

Selection Device Validity for Predicting JobPerformance*

Construct

General mental ability tests 0.51

Conscientiousness tests 0.31

Integrity tests 0.41

Method

Work sample tests 0.54

Job knowledge tests 0.48

Structured interviews 0.51

Biographical data 0.35

Grade point average 0.23

Ratings of training and experience 0.11

Note: *Higher is better.

Source: Kevin Carlson et al., Recruitment Evaluation: The Case for

Assessing the Quality of Applicants Attracted, Personnel Psychology 55 (2002), p. 470.


9/38

FIGURE 57 Recruiting Yield Pyramid

The historical arithmetic relationshipsbetween recruitment leads andinvitees, invitees and interviews,interviews and offers made, andoffers made and offers accepted.


10/38

Effectiveness of Recruitment

Time lapse data: they show thetime lag between the date of requisition for manpower supply froma department to the actual date of filling the vacancies in thatdepartment


11/38

Cost Per Hire

Cost Per Hire: CPH = AD + AF +ER + T + Relo + RC + 10% .

AD represents your ad costsAF are agency feesER are employee referral costs

T is travelRelo is relocation costsRC represents the fully loaded cost of allrecruiter's time10% is a historically derived figure for

all overhead and administrative support.


12/38

Sources of Recruitment

Internal Sources External Sources


13/38

Internal Candidates: Hiringfrom Within

Foreknowledge of candidates strengthsand weaknesses

More accurate view of candidates skills

Candidates have astronger commitmentto the company

Increases employeemorale

Less training andorientation required

Failed applicantsbecome discontented

Time wasted

interviewing insidecandidates who will notbe considered

Inbreeding strengthenstendency to maintain

the status quo

Advantages Disadvantages


14/38

6-7

Merits and demerits of hiring peoplefrom outside

MeritsWide choice .

Injection of fresh bloodMotivationalforceLong termbenefits

DemeritsExpensive

TimeconsumingDe motivating Uncertainty


15/38

FIGURE 51 Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.


16/38

Recruitment Process


17/38

ecru menProcess

1. Identify vacancy2. Prepare job

description andpersonspecification

3. Advertising thevacancy

4. Managing theresponse5. Short-listing6. Arrange interviews

7. Conducting


18/38

Finding Internal Candidates

Hiring fromWithin

Job Posting

SuccessionPlanning (HRIS)

Rehiring Former Employees

Promotionsandtransfers


19/38

Outside Sources of Candidates

1

2

3

4

5

Advertising

Recruiting via the Internet

Employment Agencies

Temp Agencies and AlternativeStaffing

Offshoring/Outsourcing

6

7

8

9

On Demand RecruitingServices (ODRS)

Executive Recruiters

College Recruiting

Referrals and Walk-ins

Locating Outside Candidates


20/38

Outside Sources of Candidates (contd)

Recruiting via the Internet Advantages

Cost-effective way to publicize job openings More applicants attracted over a longer period Immediate applicant responses Online prescreening of applicants Links to other job search sites Automation of applicant tracking and evaluation

Disadvantages Exclusion of older and minority workers Excessive number of unqualified applicants Personal information privacy concerns of applicants


21/38

FIGURE 58 An Indian Online Employment Portal

Source: courtesy of firefly e-ventures.


22/38

Advertising for OutsideCandidates

The Media Choice Selection of the best medium depends

on the positions for which the firm is

recruiting. Newspapers: local and specific labor markets Trade and professional journals: specialized

employees

Internet job sites: global labor markets

Effective Ads Create attention, interest, desire, and

action (AIDA). impression


23/38

Employment Agencies

GovernmentEmploymentExchanges

PrivateAgencies

Types of Employment

Agencies

NonprofitAgencies


24/38


Why Use a Private EmploymentAgency

No HR department: firm lacks recruiting

and screening capabilities. To attract a pool of qualified applicants.

To fill a particular opening quickly.

To attract more minority or femaleapplicants.

To reach currently employed individualswho are more comfortable dealing with


25/38

Outside Sources of Candidates Avoiding Problems with Employment

Agencies Provide the agency with accurate and

complete job descriptions. Make sure tests, application blanks, and

interviews are part of the agencysselection process.

Review candidates accepted or rejected

by your firm or the agency foreffectiveness and fairness of agencysscreening process.

Screen agency for effectiveness in filling

positions.


26/38

Temp Agencies andAlternative Staffing

Benefits of Temps Increased productivitypaid only whenworking

Allows trial run for prospective

employees No recruitment, screening, and payroll

administration costs Costs of Temps

Increased labor costs due to fees paidto temp agencies

Temp employees lack of commitment

to the firm


27/38

Concerns of TempEmployees

Dehumanizing, impersonal, and discouragingtreatment by employers.

Insecurity about employment and pessimismabout the future.

Worry about the lack of insurance and pensionbenefits.

Being misled about job assignments and whethertemporary assignments are likely to become full-time positions.

Being underemployed while trying return to thefull-time labor market.

Anger toward the corporate world and its values;expressed as alienation and disenchantment.


28/38

FIGURE 511 Guidelines for Using Temporary Employees

Source: Adapted from Bohner and Se lasco, Beware the Legal

Risks of Hiring Temps, Workforce , October 2000, p. 53.

1. Do not train your contingent workers. Ask their staffing agency to handle training.

2. Do not negotiate the pay rate of your contingent workers. The agency shouldset pay.

3. Do not coach or counsel a contingent worker on his/her job performance.Instead, call the persons agency and request that it do so.

4. Do not negotiate a contingent workers vacations or personal time off. Directthe worker to his or her agency.

5. Do not routinely include contingent workers in your companys employeefunctions.

6. Do not allow contingent workers to utilize facilities intended for employees.

7. Do not let managers issue company business cards, nameplates, or employeebadges to contingent workers without HR and legal approval.

8. Do not let managers discuss harassment or discrimination issues with

contingent workers.9. Do not discuss job opportunities and the contingent workers suitability for

them directly. Instead, refer the worker to publicly available job postings.

10. Do not terminate a contingent worker directly. Contact the agency to do so.


29/38

Working with a TempAgency

Invoicing. Make sure the agencys invoice fits yourcompanys needs.

Time sheets. The time sheet is a verification of hoursworked and an agreement to pay the agencys fees.

Temp-to-perm policy. What is the policy if you wantto hire a temp as a permanent employee?

Recruitment of and benefits for temp employees. How does the agency plan to recruit and what sortsof benefits it will it pay?

Dress code. Specify the attire at each of your officesor plants.

Equal employment opportunity statement. Get astatement from the agency that it does notdiscriminate when filling temp orders.

Off h i g/O t i g


30/38

Offshoring/OutsourcingWhite-Collar and Other

JobsPolitical andMilitary Instability

CulturalMisunderstandings

Customerssecurity and

privacy concerns

Foreign contracts,liability, and legal

concerns

Special training of foreign employees

Costs of foreignworkers

Resentment and

anxiety of U.S.employees/unions

MainIssues


31/38


Executive Recruiters (Headhunters) Contingent-based recruiters Retained executive searchers Internet technology and specialization

trends Guidelines for Choosing a Recruiter1. Make sure the firm is capable of

conducting a thorough search.2. Meet individual who will handle your

assignment.3. Ask how much the search firm charges.4. Never rely solely on the recruiter to do

reference checking.


32/38

532


College Recruiting On-campus recruiting

goals

To determine if thecandidate is worthyof furtherconsideration

To attract goodcandidates

On-site visits Invitation letters

Assigned hosts

Informationpackages

Planned interviews

Timely employmentoffer

Follow-up Internships


33/38


Employee Referrals Referring employees become

stakeholders.

Referral is a cost-effective recruitmentprogram.

Referral can speed up diversifying theworkforce.

Relying on referrals may bediscriminatory.

Walk-ins Seek employment through a personal

direct a roach to the em lo er.


34/38

Improved Productivity Through HRIS:An Integrated Technology Approach to

Recruiting

Requisition Management System

Integrated Recruiting Solution

Screening Services

Hiring Management

Integrated EmployeeRecruitment System

6 20


35/38

6-20

Questions to be asked while hiringpeople

Has the vacancy been agreed by a responsible manager?Is there an up-to-date job description for the vacancy?What are the conditions of employment for the vacancy (salary, hours of work,fringe benefits, perquisites, holidays, etc.)?Has a personnel specification/candidates profile (in terms of physique,

intelligence, aptitude, qualifications experience, etc.) been prepared?

Has a notice of the vacancy been circulated internally?Has a job advertisement been agreed? Have details of the vacancy been

forwarded to relevant agencies?Do all potential candidates (internal or external) know where to apply and in whatform?What are the arrangements for drawing up a shortlist of candidates?

What about the interviewing dates and arrangements for selection of candidates?Have the shortlisted candidates or waitlisted candidates been informedsufficiently in advance and asked to furnish detailed references?

Have unsuitable candidates or waitlisted candidates been informed of their position in a polite way thanking them for their interest and attendance?


36/38

Recruiting A More DiverseWorkforce

Single Parents

Older Workers

Welfare-to-Work Minorities andWomen

The Disabled


37/38

Developing and UsingApplication Forms

Applicantseducation and

experience

Applicantslikelihood of

success

Applicantsprogress and

growth

Uses of ApplicationInformation

Applicantsemployment

stability


38/38

Application Forms and theLaw

EducationAchievements

ArrestRecord

Notification in Caseof Emergency

Memberships inOrganizationsPhysical Handicaps

MaritalStatus

HousingArrangements

Areas of Personal

Information

Recruitment Lecture 6

Documents

Transcript of Recruitment Lecture 6