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    Lecture 5 - Recruitment

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    The document discusses various aspects of the recruitment process including determining recruitment needs, internal and external recruitment methods, job analysis, job descriptions, recruitment advertising, e-recruitment, and evaluating recruitment activities. Key recruitment stages covered include job analysis to define job requirements, using internal and external sources to find candidates, and evaluating recruitment outcomes.

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    Lecture 5 - Recruitment

    Uploaded by

    anpcgbd201451
    14 views27 pages
    The document discusses various aspects of the recruitment process including determining recruitment needs, internal and external recruitment methods, job analysis, job descriptions, recruitment advertising, e-recruitment, and evaluating recruitment activities. Key recruitment stages covered include job analysis to define job requirements, using internal and external sources to find candidates, and evaluating recruitment outcomes.

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    Recruitment

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    Lecture 5_Recruitment

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    The document discusses various aspects of the recruitment process including determining recruitment needs, internal and external recruitment methods, job analysis, job descriptions, recruitment advertising, e-recruitment, and evaluating recruitment activities. Key recruitment stages covered include job analysis to define job requirements, using internal and external sources to find candidates, and evaluating recruitment outcomes.

    Copyright:

    © All Rights Reserved
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    Download as pptx, pdf, or txt
    14 views27 pages

    Lecture 5 - Recruitment

    Uploaded by

    anpcgbd201451
    The document discusses various aspects of the recruitment process including determining recruitment needs, internal and external recruitment methods, job analysis, job descriptions, recruitment advertising, e-recruitment, and evaluating recruitment activities. Key recruitment stages covered include job analysis to define job requirements, using internal and external sources to find candidates, and evaluating recruitment outcomes.

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    of 27

    Lecture 6 – Resourcing

    Part 2 – Recruitment
    HR planning Recruitment Selection

    • How do • How do • How do


    we know we get we choose
    what them the best
    employee interested person for
    resources in us and the job?
    we need? the job?

    International HRM © Bex Hewett 2014 Slide 2


    Hedgehog Concept Jim
    Collins

    Great companies
    • Leaders
    • Talents

    Jim Collins, developed the idea in his


    classic 2001 book, "Good to Great."
    Collins argued that organizations will
    more likely succeed if they can
    identify the one thing that they do
    best – their "Hedgehog Concept."
    The study began with a field of 1,435 companies and emerged with a
    list of 11 good-to-great companies:
    1. Abbott Laboratories,
    2. Circuit City,
    3. Fannie Mae,
    4. Gillette Co.,
    5. Kimberly-Clark Corp.,
    6. the Kroger Co.,
    7. Nucor Corp.,
    8. Philip Morris Cos. Inc.,
    9. Pitney Bowes Inc.,
    10.Walgreens
    11.Wells Fargo.
    2.1. Determining requirements

    • Before deciding to recruitment, potential options are:


    - Reorganize the work
    - Use overtime
    - Mechanize the work
    - Stagger the hours
    - Make the job part-time
    - Subcontract the work
    - Use an agency worker
    2.1. Determining requirements

    • If deciding to recruitment, 4 main questions should be


    answered:
    - What does the job consist of?
    - In what way is it to be different from the job done by the
    previous incumbent?
    - What are the aspects of the job that specify the type of
    candidates?
    - What are the key aspects of the job that the ideal candidate
    wants to know before deciding to apply?
    => Job analysis is used to answer these questions.
    2.2. Recruitment approaches

    • Rational process: one-way process in which the employer determines the


    vacancy’s requirements and communicates these to potential candidates in
    order to generate a pool of applications to support the selection process. This
    way mainly uses job analysis, job descriptions and person specifications.
    • Processual approach to recruitment: creating considerable interest in
    employer branding, which advocates competing for staff by borrowing
    techniques long used in marketing goods and services to potential customers
    2.3. Job analysis

    • The job is articulated in a job description


    – Includes job title, grade/level, reporting lines, key responsibilities and tasks
    • The personal requirements for the job are explained in the person
    specification
    – Includes required experience, qualifications, competencies or personal
    attributes (e.g. strong verbal communication)

    • These are used as the basis of recruitment process and selection


    decisions – essential for ensuring that the job is clearly defined
    • They are also often legal documents (e.g. UK), forming part of the
    contract of employment
    International HRM © Bex Hewett 2014 Slide 8
    Job Analysis & Job Description

    9
    Job description and Job specification

    • Job description is a document which


    states an overview of the duties,
    responsibilities and functions of a specific
    job in an organisation.
    • Job specification is a statement of the
    qualifications, personality traits, skills, etc.
    required by an individual to perform the
    job.
    Job analysis Practice

    1. Analyze a job of a safeguard at a


    supermarket
    2. Describe the Job description
    3. Specify the Job specification
    A safeguard at TGDD
    2.4. Recruiting Source Choices:
    Internal versus External

    • Internal recruitment - Promoting from within an


    organization
    • External recruitment - Recruiting from outside an
    organization
    • Possible strategy for organizations that face
    rapidly changing competitive environments and
    conditions might be to:
    – Promote from within if a qualified applicant exists
    – Go to external sources if not
    2.4.1. Internal recruitment

    • Internal recruitment - Promoting from


    within an organization
    • Many organizations prefer to invite
    applications form internal candidates
    before they look for external labor
    markets for new staff.
    2.4.1. Internal Recruiting Sources
    Components Description

    Internal Recruiting • Information on existing employees like knowledge, skills, and abilities (KSA) are entered
    Databases and Internet- into a database
    Related Sources • Employee data sorted by occupational fields, education, areas of career interests,
    previous work histories, and other variables
    • These databases can be linked to HR activities

    Job Posting • System in which:


    Employer provides notices of job openings
    Employees respond to notices of job opening
    • Types
    Internet/Web-based job posting
    Promotions and transfers

    Employee-Focused • Reliable source as current and former employees:


    Recruiting Are familiar with the employer
    Will not refer unqualified individuals
    • Types
    Current-employee referrals
    Rerecruiting former employees and applicants
    Seeking out former employees and recruiting them again to work for an organization
    Advantages and Disadvantages of Internal
    Recruiting
    2.4.2. External recruitment methods

    Most effective recruitment methods


    Methods Account for Methods Account for

    Company websites 61% Search consultants 20%

    Recruitment agencies 53% Job center plus 20%

    Employee referral scheme 35% Apprenticeships 17%

    Commercial job boards 32% Education liaison 16%

    Specialist journal and trade press 29% Secondments 10%

    Local newspaper advertisements 26% National newspaper advertising 10%

    Professional network (eg: LinkedIn) 22% Social Network 8%

    Speculative applications 20% Alumni (former employees 7%


    Advantages and Disadvantages of External
    Recruiting
    Good to Great: Why
    Some Companies Make
    the Leap... and Others
    Don‘t (Book by Jim Collin)

    How great companies recruit people?


    1. First Who, Then What
    2. Internal promotion
    2.5. Recruitment
    advertising
    Contents:
    - Name and brief details of employing organizations
    - Job role and duties
    - Training to be provided
    - Key points of the personnel specification or competency
    profile
    - Salary and benefits
    - Employment status (eg: permanent or fixed-term contract)
    - Instructions about how to apply
    2.5. Recruitment
    advertising
    Considerations for recruitment advertising:
    - Importance of communicating the
    characteristics of the job, organization and
    recruitment process in recruitment advertising.
    - Scopes of applicants
    - Salary announced or not
    - Others
    2.6. E-recruitment

    - E-recruitment is to use internet for recruitment


    purposes
    - E-recruitment can draw on either corporate websites
    (that is employer’s websites) or commercial websites
    (that is provided by cyber-agencies, combing the roles
    traditionally played by both newspapers and
    recruitment agents)
    Internet Recruiting

    Effects of Internet Recruiting

    Adjusting to new Identifying new types of Training for


    recruiting recruiting for specific managers and HR
    approaches jobs recruiters
    Internet Recruiting
    Internet Recruiting

    Advantages Disadvantages

    • More unqualified applicants


    • Cost effective recruiting
    • Additional work for HR staff
    • Recruiting less time consuming
    • Many applicants are not seriously seeking
    • Broader exposure and diverse pool of
    employment
    applicants
    • Access limited or unavailable to some applicants
    • Better targeting of specific audiences
    • Privacy of information and discrimination issues
    • Recruiters can reach passive job seekers
    Internet Recruiting

    Social Networking Recruiting Advantages


    • Allows job seekers to connect with employees of potential employers
    • Allows employers to engage in social collaboration by joining and accessing social technology
    networks to help applicants post resumes and complete applications online
    2.7. Evaluation of recruitment activity

    Possible recruitment criteria to evaluate recruitment


    activity
    - The number, quality and diversity of applicants
    - Cost per vacancy
    - Speed of recruitment
    - Number of vacancies filled
    - The ratio of offers to acceptances

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