5-1

RecruitmentRecruitment

Staffing Activities:Staffing Activities:

External RecruitmentExternal RecruitmentBy

Sudhir tiwariCompliance Coordinator

5-2

Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:Measurement, external, internalEmployment:Decision making, final match

OrganizationVision and Mission

Goals and Objectives

Staffing Organizations ModelStaffing Organizations Model

5-3

Chapter OutlineChapter Outline

Recruitment Planning Organizational Issues Administrative IssuesRecruiters

Strategy Development Open vs. Targeted

Recruitment Recruitment Sources Choice of Sources

Searching Communication Message Communication Medium

Applicant Reactions Transition to Selection

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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

5-5

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

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

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

5-10

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

5-11

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

5-13

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

5-14

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

5-15

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

5-16

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

5-17

Transition to SelectionTransition to Selection

Involves making applicants aware ofNext steps in hiring process

Selection methods used and instructions

Expectations and requirements

5-18

Ethical IssuesEthical Issues

Issue 1Many 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?