Copyright 2015 by The McGraw-Hill Companies, Inc. All rights reserved.
STAFFING ORGANIZATIONS MODEL
Organization Mission Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities Core Staffing Activities Legal compliance Planning
Recruitment: Selection:
External, internal
Measurement, external, internal
Job analysis
Employment: Decision making, final match
Staffing System and Retention Management
5-2
CHAPTER 4: LEARNING OBJECTIVES
Be able to engage in effective recruitment planning activities Understand the difference between open and targeted recruitment Utilize a variety of recruitment sources Evaluate recruiting based on established metrics Create a persuasive communication message Learn about a variety of recruitment media Recognize how applicant reactions influence the effectiveness of a recruiting plan 5-3
RECRUITMENT PLANNING: ADMINISTRATIVE ISSUES In-house vs. External Recruitment Agency Many companies do recruiting in-house Recommended approach for large companies
Smaller companies may rely on external recruitment
agencies
Individual vs. Cooperative Recruitment Alliances
Cooperative alliances involve arrangements to share recruitment resources
Number of Contacts Yield 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 5-5
EXH. 5.2: EXAMPLE RECRUITMENT BUDGET
Should recruitment expenses be charged to HR or to the business unit using HR services? Most organizations charge the HR department, possibly to encourage each business unit to use the recruitment services of the HR group. May result in the business unit users not being concerned about minimizing costs. 5-6
RECRUITMENT PLANNING: ADMINISTRATIVE ISSUES (CONTINUED) Process Flow and Record Keeping Recruiters Selecting Recruiters Training Recruiters
5-7
DISCUSSION QUESTIONS List and briefly describe each of the administrative issues that needs to be addressed in the planning
stage of external recruiting.
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CONSIDERATIONS RELATED TO RECRUITERS: SELECTION Desirable characteristics of recruiters Strong interpersonal skills Knowledge about company, jobs, and career-related issues Technology skills Enthusiasm
Various sources of recruiters
HR Professionals Line Managers Employees 5-9
CONSIDERATIONS RELATED TO RECRUITERS: TRAINING Training Traditional Areas of Training Interviewing skills, job analysis, interpersonal skills, laws, forms and reports, company and job characteristics, and recruitment targets
Non-traditional Areas of Training
Technology skills, marketing skills, working with other departments, and ethics 5-10
STRATEGY DEVELOPMENT Open vs. Targeted Recruitment Choosing an audience
Recruitment Sources Choosing ways to get the message out
Recruiting Metrics Assessing the effectiveness of recruiting methods 5-11
OPEN VS. TARGETED RECRUITMENT
Open Recruitment Targeted Recruitment Key KSAO Shortages Workforce Diversity Gaps Passive Job Seekers or Non-Candidates Former Military Personnel Employment Discouraged Reward Seekers Former Employees Reluctant Applicants 5-12
EX. 5.4: MAKING THE CHOICE BETWEEN
OPEN AND TARGETED RECRUITING
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RECRUITMENT SOURCES Applicant Initiated
Executive Search Firms
Employee Referrals
Professional Associations and Meetings
Employee Networks
Advertisements Employment Websites Colleges and Placement Offices
Social Service Agencies
Outplacement Services Job Fairs
Co-Ops and Internships
Employment Agencies 5-14
FEATURES OF HIGH-IMPACT ORGANIZATIONAL WEBSITES Easily Navigated A job cart Function Rsum Builders Detailed Information on Career Opportunities Clear Graphics
Allow Applicants to Create Profiles
Self-Assessment Inventories 5-15
EMPLOYEE REFERRALS One of the most common recruiting methods Finds candidates who are better informed about organizational culture and values
Lower turnover rates
Often boosted by providing cash bonuses to employees who refer successful candidates
5-16
EMPLOYMENT WEBSITES Functionality
Ability to create and
approve job requisitions online Manage recruiting tasks Track the progress of open positions and candidates Report on recruiting metrics like time to hire, cost per hire, or equal employment opportunity (EEO)
General Websites
Attract a wider variety of
potential applicants Reach includes millions of users
Niche Websites
Target individuals with
specific skill sets Qualified and motivated user base 5-17
METRICS FOR EVALUATING RECRUITING
METHODS Quantity Quality Cost
Impact on HR Outcomes Employee Satisfaction Job Performance Diversity Retention
Ex. 5.5: Potential Recruiting Metrics for Different Sources
5-18
DISCUSSION QUESTION List 10 sources of applicants that organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment.
5-19
EX. 5.7 COMPARING CHOICE OF MESSAGES
5-20
DISCUSSION QUESTIONS In designing the communication message to be used in external recruiting, what kinds of information should be included? What are the advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear? What nontraditional inducements are some organizations offering so that they are seen as family-friendly organizations? What result does the organization hope to realize as a result of providing these inducements? 5-21
SEARCHING: COMMUNICATION MEDIUM
Word-of-Mouth
Recruitment Brochures Videos and Videoconferencing Advertisements Classified Advertisements Online Advertisements (banner ads) Radio and Television Advertisements
Organizational Websites Direct Contact (telephone or e-mail) 5-22
EXHIBIT 5.9: FACTORS FOR DESIGNING
ORGANIZATIONAL WEBSITES
5-23
APPLICANT REACTIONS Reactions to Recruiters
Influence of Recruiter vs. Job Characteristics
Influence of Recruiter on Attitudes and Behaviors Demographics of Recruiters Influential Recruiter Behaviors Warmth and Knowledge of the Job
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 5-24
REACTIONS TO DIVERSITY ISSUES
Advertising in publications targeted at women and minorities Advertisements should depict diversity, especially among those in positions of authority Target older workers by flexible schedules, health and pension benefits, and part-time opportunities
5-25
TRANSITION TO SELECTION Involves making applicants aware of Next steps in hiring process Selection methods used and instructions Expectations and requirements
