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Strategic Staffing: Chapter 7 - Recruiting

The document discusses strategic staffing and recruiting. It defines recruiting as activities that attract job applicants and persuade candidates to accept jobs. An important goal is giving applicants a positive impression of the organization. Effective recruiting considers fairness from the applicant's perspective. Recruiters must be properly trained and have goals aligned with the organization to be effective. Providing realistic job previews gives applicants accurate information to assess fit rather than just selling positive aspects.

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F.A. Amin
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318 views14 pages

Strategic Staffing: Chapter 7 - Recruiting

The document discusses strategic staffing and recruiting. It defines recruiting as activities that attract job applicants and persuade candidates to accept jobs. An important goal is giving applicants a positive impression of the organization. Effective recruiting considers fairness from the applicant's perspective. Recruiters must be properly trained and have goals aligned with the organization to be effective. Providing realistic job previews gives applicants accurate information to assess fit rather than just selling positive aspects.

Uploaded by

F.A. Amin
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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7-1

STRATEGIC STAFFING
CHAPTER 7 –
RECRUITING
Learning Objectives
7-2

After studying this chapter, you should be able to:


 Describe the purpose of recruiting.
 Explain what recruitment “spillover effects” are.
 Understand what makes a recruiter more or less effective.
 Describe the various strategies used to attract applicants.
 Describe how recruiting guides and the EEOC’s best recruiting
practices promote recruiting consistency and quality.
Recruiting
7-3

 Definition: all organizational practices and


decisions that affect either the number or types of
individuals willing to apply for jobs and accept job
offers.
- activities that convert the leads generated during
sourcing into job applicants, generate interest in a
company and its jobs, and persuade candidates to
accept extended job offers.
 Can be done by recruiters, hiring managers, or employees
Applicant Reactions
7-4

 An important goal of recruitment is to give every


applicant a positive feeling about the organization
 Organizational and individual perspectives are both
relevant
 Effective recruitment requires considering the applicant’s
perspective and needs
 Both parties are pursuing a business relationship
Three Types of Fairness
7-5

 Distributive: did you get the job or promotion?


 Procedural: beliefs that the policies and procedures
that resulted in the hiring or promotion decision
were fair
 Respect applicants’ privacy, avoid delays, use job-related
assessments, give fair opportunity to perform
 Interactional: fairness of the interpersonal treatment
and amount of information received during the
hiring process
 Honesty, respect, recruiter warmth, and in formativeness
Spillover Effects
7-6

 Definition: effects that extend beyond the activity


itself
 Most job candidates do not get the job or
promotion – so what happens next?
 If they were forced to wait extended periods for pre-
scheduled interviews, met unprepared and distracted
interviewers, felt that the selection process was unfair, and
were not made to feel important or welcome, will they still
fly your airline or buy your products? Apply for another job
with you in the future? Tell their friends and family how
impressed they were with your firm and influence them to
become customers or job applicants?
Spillover Effects
7-7

 What if they were greeted by name, given a quick


tour of the facility, treated fairly and respectfully,
interviewed on time by prepared and enthusiastic
employees, and heard from the company when it said
it would follow up?
 Many firms treat job candidates as if they should feel
privileged the firm is even considering them for a
position, and treat rejected candidates as if that was
the end of their relationship. This is simply not the
case.
Important Recruiter Characteristics
7-9

Table 7-1
The Different Types of Recruiters
7-10

 Internal Recruiters
- do not have to originate from a firm’s human
resource department
- use engineers to recruit engineers, accountants to
recruit accountants
 External Recruiters
- generally more expensive
- if an external recruiter can fill a position faster
and with a better hire than internal recruiters, the
increased cost might be well worth it.
Factors Influencing Recruiter
7-11
Effectiveness
Recruiter Training Areas
7-12

 Recruiter knowledge
 Interpersonal skills
 Presentation skills
 Cultural skills
 Organizational goals and recruiting objectives
 Legal issues
 Multiple assessments
 Applicant attraction
Recruiter Goals & Feedback
7-13

 An organization usually has specific goals for


recruiter activities including:
 Employer branding
 Candidate screening
 Generating candidates’ interest
 For a recruiter to pursue the organization’s goals:
 The organization’s goals must be known by the recruiter
and be consistent with the recruiter’s personal goals
 The recruiter must receive feedback in relation to these
goals
Realistic Job Previews
7-14

 Definition: provide both positive and potentially


negative information to job candidates.
 Rather than trying to sell the job and company by
presenting the job opportunity in the most positive
light, realistic job previews strive to present an
honest and accurate picture.
 The goal is not to deter candidates by focusing on
factors that might be perceived negatively, but to
provide objective information that job candidates can
use to self-assess their fit with the job and
organization.
7-15

Thank You

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