Fundamentals of Human

Resource Management
Eleventh Edition
DeCenzo and Robbins

Chapter 6
Employee Recruitment

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Amazon to hire 50,000 workers in a single day

• 01 Aug 2018
•

Copyright © 2011 Pearson Education 5–2

 The perfect fit

© 2008 Prentice Hall, Inc. All rights reserved. 5–3

 • “It doesn’t make
sense to hire smart
people and then tell
them what to do:
We hire smart
people so they can
tell us what to do”

© 2008 Prentice Hall, Inc. All rights reserved. 5–4

 Introduction
• Recruiting
• Once an organization identifies its
human resource needs through
employment planning, it can begin the
process of recruiting potential
candidates for actual or anticipated
organizational vacancies.

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Introduction
• Recruiting brings together
those with jobs to fill and
those seeking jobs.

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Goals
• To provide information that will attract a
significant pool of qualified candidates
and discourage unqualified ones from
applying (dual objective)
• Meeting this dual objective will
minimize the cost of processing
unqualified candidates.

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Goals
• Factors that affect recruiting efforts
– Organizational size
– Employment conditions in the area
– Working conditions, salary and benefits
offered
– Organizational growth or decline

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Goals

• Constraints on recruiting efforts include:

– Organization image
– Job attractiveness
– Internal organizational policies
– Recruiting costs (budget constraints)

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 FIGURE 5–1 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.

© 2008 Prentice Hall, Inc. All rights reserved. 5–10

Forecasting Personnel Needs

Forecasting
Tools

Trend Analysis Ratio Analysis Scatter Plotting

© 2008 Prentice Hall, Inc. All rights reserved. 5–11

 FIGURE 5–3
Determining the
Relationship
Between Hospital
Size and Number
of Nurses

Note: After fitting the

line, you can project
how many employees
you’ll need, given your
projected volume.

Size of Hospital Number of

(Number Registered
of Beds) Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860

© 2008 Prentice Hall, Inc. All rights reserved. 5–12

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
 Productivity Ratio

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 Calculate productivity.

© 2008 Prentice Hall, Inc. All rights reserved. 5–15

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
 Recruiting Sources
• Sources should match the position to be filled.
• The Internet is providing many new
opportunities to recruit and causing
companies to revisit past recruiting practices.
• Sources:
– Internal Searches
– Employee Referrals/
Recommendations
– External Searches
– Alternatives

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Sources
The internal search
• Organizations that promote from within
identify current employees for job
openings:

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Sources
The internal search
• Advantages of promoting from within include
– good public relations
– morale building
– encouragement of ambitious employees
– availability of information on existing employee
performance
– cost-savings
– internal candidates’ knowledge of the organization
– the opportunity to develop mid- and top-level managers
– good selection as information about performance is
readily available
Fundamentals of Human Resource Management 11e, DeCenzo and Robbins
 Recruiting Sources
The internal search
• Disadvantages include:
– possible inferiority of internal candidates
– infighting and morale problems
–

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Sources
Employee referrals/recommendations
• Current employees can be asked to
recommend recruits.
• Advantages include:
– the employee’s motivation to make a good
recommendation
– the availability of accurate job information for the
recruit
– Employee referrals tend to be more acceptable
applicants, to be more likely to accept an offer and
to have a higher survival rate.

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Sources
Employee
referrals/recommendations
• Disadvantages include:
– the possibility of friendship being
confused with job performance
– the potential for nepotism
– minimize the org’s desire to add
diversity to workforce.

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Sources
External searches
• Advertisements: Must decide type and
location of ad, depending on job; decide
whether to focus on job (job description) or on
applicant (job specification).
• Blind box ads don’t identify the organization.

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Sources
External searches
• Employment agencies:
– Public or state employment services focus
on helping unemployed individuals with
lower skill levels to find jobs.
– Private employment agencies provide more
comprehensive services and are perceived
to offer positions and applicants of a higher
caliber.
• Fees may be paid by employer, employee or
both.

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Sources
External searches
• Employment agencies:
• Management consulting, executive
search or headhunter firms specialize in
executive placement and hard-to-fill
positions.
– Charge employers up to 35% of the first
year salary
– Have nationwide contacts
– Do thorough investigations of candidates

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Sources
External searches
• Schools, colleges, and universities:
– May provide entry-level or experienced workers
through their placement services.
– May also help companies establish cooperative
education assignments and internships.
• Job Fairs (virtual job fairs)
Events attended by employer representatives or
recruiters with the goal of reaching qualified
candidates.
Fundamentals of Human Resource Management 11e, DeCenzo and Robbins
 Recruiting Sources
External searches
• Professional organizations: (labor union)
• Unsolicited applicants:
- Reach the employer by letter, e-mail, online
application, telephone or in-person.
- Application can be kept on file for later use.

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Sources
External searches
• Online Recruiting: Nearly four out of five
companies use the Internet to recruit
employees. Commercial job-posting
services continue to grow.
- Employer websites (career section)
- Job Boards
- Social Media
- Specialized Job Boards

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Sources
External searches
• Online Resumes: Many candidates use
internet to their advantage by setting up their
own web pages with online resumes to sell
their job candidacy.
• There applicants have their standard resumes
information, supporting documentation, and
sometimes a video where they introduce
themselves to potential employers.

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 Recruiting Sources
Recruitment alternatives
• Temporary help services.
– Temporary employees help organizations meet
short-term fluctuations in HRM needs.
– Older workers can also provide high quality temporary
help.
• Employee leasing./Professional employee
organization(PEO)
– Trained workers are employed by a leasing company,
which provides them to employers when needed for a
flat fee.
– Typically remain with an organization for longer periods
of time.
Fundamentals of Human Resource Management 11e, DeCenzo and Robbins
 Recruiting Sources
Recruitment alternatives
• Independent contractors (consultants)
– Do specific work either on or off the
company’s premises.
– Costs of regular employees (i.e. social
security taxes and insurance benefits etc.
costs) are not incurred.
– Allowing the individual to work at home, on
his or her time, can be a win-win solution to
the problem.
Fundamentals of Human Resource Management 11e, DeCenzo and Robbins
 Meeting the Organization
• View getting a job as your job at the moment.
• Preparing Your Resume
– Use quality paper and easy to read type.
– Proofread carefully.
– Include volunteer experience.
– Use typical job description phraseology.
– Use a cover letter to highlight your greatest
strengths.
• Don’t forget about networking as an excellent
way of gaining access to an organization.

Fundamentals of Human Resource Management 11e, DeCenzo and Robbins

 FIGURE 5–11 Guidelines for Using Temporary Employees

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 should set pay.
3. Do not coach or counsel a contingent worker on his/her job performance. Instead, call the
person’s agency and request that it do so.
4. Do not negotiate a contingent worker’s vacations or personal time off. Direct the worker to
his or her agency.
5. Do not routinely include contingent workers in your company’s employee functions.
6. Do not allow contingent workers to utilize facilities intended for employees.
7. Do not let managers issue company business cards, nameplates, or employee badges 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 worker’s 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.

Source: Adapted from Bohner and Selasco, “Beware the Legal

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

© 2008 Prentice Hall, Inc. All rights reserved. 5–33

• Natural light is the best office medicine
• 14 Feb 2018

New research has found that the optimal amount of daylight can significantly reduce headaches and eyestrain in
office workers.
According to a new research, controlled daylight might unlock significant health and wellness benefits for office
workers.
The study, conducted by Alan Hedge, a professor in the Department of Design and Environmental Analysis at Cornell
University in the US, found that workers in “daylit” office environments report an 84% drop in symptoms of eyestrain,
headaches and blurred vision symptoms, which can detract from productivity.
With office workers spending much of their time indoors, providing the optimal amount of natural light is vital.
Unfortunately, office environments introduce a number of challenges. Most notably, uncontrolled natural light can
cause unwanted heat and excessive glare on occupants' eyes and computer screens.
Consequently, windows are often covered with blinds or shades, contributing to spaces that lack in natural daylight.
To conduct his study, Hedge compared the experiences of more than 300 workers in offices across five different
locations, who worked in buildings that either had traditional windows or auto-tinting "smart" windows that adapt to
and control the sun's energy to optimise natural light and reduce glare.
Located in a combination of open and private offices, workers were situated within 10 feet of windows and surveyed
on daylight and its impact on their productivity, wellness and health.
It was found that those sitting in offices with traditional windows reported a greater amount of drowsiness, and were
2% less productive than their counterparts who were exposed to the so-called “smart” windows.
"The study found that optimising the amount of natural light in an office significantly improves health and wellness
among workers, leading to gains in productivity," said Hedge.

© 2008 Prentice Hall, Inc. All rights reserved. 5–34

 Your turn

“An organization should follow a promote-from-within

policy.” Do you agree or disagree with this statement?
Explain.

“More emphasis should be placed on the external supply

of employees for meeting future needs because these
employees bring new blood into the organization. This
results in more innovative and creative ideas.” Do you
agree or disagree with this statement? Explain your
response.

© 2008 Prentice Hall, Inc. All rights reserved. 5–35

 Work individually or in groups and find out three or four most
challenging experiences managing employees age 40 or older
and between the ages of 25 to 35 .

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

 The Post-Pandemic Workplace:
Preparing The Workforce For
Change

• Gig economy (freelancer, Uber,

Cooks up, Food panda, Hello task,
Sheba, etc.)
• STEM ( Science, technology,
engineering, mathematics-based
work)
• Technology based work plus
required soft skills ( creativity,
curiosity, interpersonal,
communication skills etc.)
• The Millennials /Generation Z Age
• K – Shaped HR
• Hybrid Workplace Model
• DEI (Diversity, Equity, Inclusion) in
the workplace.
People at Work 2021: Will
Gen Z workers break the
9-to-6 workday?

This month’s People at

Work 2021 focus is on Gen
Z employees starting
careers during one of the
most disruptive events to
hit in the modern
workplace.

July 5, 2021
K Shaped Recovery