Recruitment 2

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Recruitment

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Introduction

Before an organization can fill a job vacancy, it must find people who: Are qualified for the position Want the job

Recruitment refers to:Organizational activities that influence the number

and types of applicants who apply for a job, and Whether the applicants accept jobs that are offered

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Introduction

Recruitment is often the first contact between the organization and a prospective employeeCreate a positive first impression

During the coming years, the importance of recruitment will increase A tight labor market will plague organizations of

all sizesMany companies have developed retention strategies

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Introduction

Whether people respond to the recruiting effort depends on the attitudes they have toward:The tasks The organization

How difficult the recruiting job is depends on such things as: Government and union restrictions The labor marketThe employer’s requirementsCandidates’ preferences

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Government and Union Restrictions

To determine if an organization has violated the law, government agencies review: Recruitment sources Recruiting advertising Estimates of the firm’s employment needs for the

coming year The number of applicants processed by demographic

and job category The evidence was used to verify the legal right to

work

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Sound recruiting practices:Establish general guidelines for recruiters Make sure applicants complete, sign, and date an

employment application Use outcome-oriented job descriptions Use an offer letter than outlines the commitments

the organization is prepared to keep State that employment is “at-will” List salary, frequency of pay increases, and benefits State conditions to which employment may be

subject

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The Immigration Reform and Control Acting (IRCA) of 1986 requires employers to: Screen applicants’ eligibility for employment Maintain records demonstrating employment

authorizationThe government plans to step up enforcement of

the IRCA

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The features of the IRCA fall into four categories: Employer’s duties:

Avoid recruiting, hiring, or continuing to employ unauthorized aliens

Verify the identity/work authorization of new employees

Avoid discrimination on the basis of citizenship or national origin

Amnesty rights: Certain illegal aliens are eligible for temporary or permanent resident status

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Labor Market Conditions

If there is a surplus of labor at recruiting time, even informal attempts will attract sufficient applicantsWhen full employment is nearly reached, skillful and

prolonged recruiting may be necessary The state of the economy also affects how many

applicants are available

The current employment picture can be researched through: The federal Department of Labor State divisions of employment security and labor Boards and journals

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Composition of Labor Force & Location

As legal requirements increase, it becomes more important to analyze workforce composition Determine whether the firm’s employment practices

are discriminatory The number of minorities in the workforce also

depends on the number of minorities in the labor market

An aggressive diversity management program is essentialDiversity leads to enhanced competitiveness, higher

productivity, and increased customer satisfaction

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Interaction of Recruits & the Organization

There is a complex interaction between job applicants and the organization trying to hire them The techniques used and sources of recruits vary

with the job An applicant’s abilities and past work experience affect how

they go about seeking a job

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The Organization’s View of Recruiting

Things that affect recruiting from the viewpoint of the organization: The recruiting requirements set Organizational policies and procedures The organization’s image

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Recruiting Requirements

The process begins with a detailed job description and job specification Without these, it is impossible for recruiters to

determine how well any applicant fits the job The recruiter must know which requirements are

essential and which are merely desirable This helps avoid unrealistic expectations

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Organizational Policies and Practices

HRM policies and practices can affect recruiting One of the most significant is hiring from within Many organizations recruit from outside only at the

initial hiring level Most employees favor this approach Some employers feel it helps protect trade secrets However, an organization may become so stable

that it is set in its ways Other factors include favoring the disabled, veterans,

or ex-convicts, and nepotism

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Organizational Image

All else being equal, it is easier for an organization with a positive image to attract and retain employees Recruitment is also easier for organizations with a

strong community presence or positive name recognition

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Organizational Image

The job specifications preferred by an organization may have to be adjusted to meet the realities of: The labor market Government or union restrictions Its policies and procedures Its image

If too few high-quality people apply for a job: The job may have to be adjusted to fit the best

applicant, or Recruiting efforts will have to be increased

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Potential Employee’s View of Recruiting

The applicant’s abilities, attitudes, and preferences are based on:Past work experiences The influence of parents, teachers, and others

These factors affect recruits in two ways: How they set their job preferences How they go about seeking a job

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Preferences of Recruits

Recruits often have a set of job preferences: Education and skill levels Geographic location Salary levels Advancement opportunities

Such a recruit may not find the “ideal” job The number of college-level job openings between

now and 2008 will nearly equal the number of college-educated entrants to the labor force

However, approximately 6 million college graduates will still be unemployed or under-employed

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Other barriers to finding the ideal job:Economic conditionsGovernment and union restrictionsOrganizational policies and practices

From the individual’s point of view, choosing an organization involves: Choosing an occupation Choosing an organization to work for within the

broader occupation

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Occupational choice is most heavily influenced by parents, followed by:TeachersCareer counselorsFriendsRelatives

Organizational choice is influenced by:Corporate image Corporate size

Satisfaction with the communication during recruitment is critical

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Job Search: The Recruit

People who successfully find the “right job” tend to follow similar job search processes: Self-assessment Information gatheringNetworkingTargeting specific jobsSuccessful self-presentation

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The purpose of self-assessments is to recognize your: Career goals Strengths and weaknesses Interests and valuesPreferred lifestyles

Information gathering and networking are ways to generate lists of potential employers and jobs Information sources include newspapers, trade

publications, college recruitment offices, organizational “insiders,” and the Internet

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When the job seeker has decided where to send a resume, self-presentation becomes critical Recruiters want resumes and cover letters that are

tailored to the position and are truthfulThe cover letter and resume should include:

The position you seek Your specific job objectives Your career objectives The reason you seek employment Indication that you know something about the

organization

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Not all job seekers provide a truthful resume: Up to 95 percent of college students are willing to be

less than truthful when searching for a job In the long run, little can be gained; falsification of an

application is typically grounds for dismissal

Successful job seekers prepare carefully for interviews Learn as much about the company as possible Use “impression management” tactics

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Methods of Recruiting

Most organizations must use both internal and external sources to generate sufficient applicantsWhen there is an inadequate supply

within the organization, it must seek external candidates

The choice of a recruiting method can make all the difference in the success of the recruiting effort

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Internal Recruiting

Job PostingSkills inventories can be used to identify internal

applicants for job vacanciesIt is hard to identify everyone who might be

interested in the opening, so firms use job posting and biddingToday, postings are computerized and easily

accessible to employees via the company’s intranet Software allows employees to match an available

job with their skills and experience It may also highlight where gaps exist

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Internal Recruiting

Inside Moonlighting and Employees’ FriendsInside moonlighting may be used when there is:

A short-term shortageNo great amount of additional work

Workers can be enticed to take a “second” job with bonuses

Moonlighting is so common at some organizations that HR departments issue moonlighting policies

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Internal Recruiting

Inside Moonlighting and Employees’ FriendsBefore going outside to recruit, many organizations

ask employees to encourage friends and relatives to apply

Some offer “finders fees” for successful referrals Employee referrals should be used cautiously,

especially if the workforce is already racially or culturally imbalanced

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External Recruiting

Walk-ins are an important source of applicants As labor shortages increase, however, organizations

must become more proactive in their recruiting efforts

External recruiting can be done through: Media advertisingE-recruitingEmployment agenciesExecutive search firmsSpecial-events recruitingInternships

Some job seekers reverse the process: they advertise for a situation wanted

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Media Advertising

Media include:NewspapersTrade/professional publicationsBillboardsSubway and bus cardsRadioTelephoneTelevision

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Media Advertising

When developing a recruitment advertisement, begin with the corporate image Effective recruiting is consistent with overall

corporate image Recorded want ads are an innovative way to attract

applicants

Help-wanted ads must be carefully prepared Media must be chosen, coded for study, and analyzed

for impact afterward Including diversity in ads helps attract applicants

from diverse populations

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E-Recruiting

The Internet has revolutionized organizational recruitment practices30,000 websites are devoted to job posting activities However, 71 percent of all job listings are on a

handful of the “big boards”Monster.com, CareerBuilder.com, HotJobs.com,

Jobsearch.org These websites saw huge increases in resumes posted

and visitors in the first month of 2005Over 96 percent of all U.S. companies now use the

Internet for recruitment activities

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E-Recruiting

The Internet is a popular recruitment tool because: It is relatively inexpensive It provides immediate access to thousands of

prospective applicants It allows searches over broad geographic and

company postings Some online services, like CareerPath.com, catalog

traditional newspaper recruiting ads Specialized sites focus on particular fields or areas

Having a human resources Web page is an effective addition to an overall recruitment strategy

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Employment Agencies/Executive Search

Executive search firms: Focus on higher-level managerial

positions with salaries of $50,000+ Are on retainer Charge higher fees

Employment agencies: Deal primarily with middle-level

management and below Are paid only when they have

provided a new hire

Organizations pay the higher fees because executive search firms guarantee confidentiality

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Special Events Recruiting

Organizations attract applicants with special events:

Open houses Scheduled visits to headquarters Informative literature Hospitality suites Speeches Job fairs

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Special Events Recruiting

Job fairs:Can reduce recruiting costs by up to 80 percent May be scheduled on holidays or weekends to reach

college students and the currently employed Are especially useful for smaller, less well known

employers Appeal to job seekers who wish to locate in a

particular area and those wanting to minimize travel and interview time

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Summer Internships

Organizations hire students as interns during the summer or part time during the school year The use of interns is dramatically increasing Nearly 1 in 3 students at four-year universities will

intern before graduating

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Summer Internships

Internship programs have a number of purposes: Allows organizations to get specific projects done Exposes organizations to talented, potential

employees who may become “recruiters” at school Provides trial-run employment Can attract the best people where there are labor

shortages Can improve diversity

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Summer Internships

From the student’s point of view: An internship means a job with pay It provides real work experience There is the potential of a future job It offers a chance to use one’s talents in a realistic

environment It may offer course credit hours

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Summer Internships

There are costs to internships: Interns take up a lot of supervisory time Their work is not always the best

Some students expect everything to be perfect When it is not, they become disillusioned Disillusioned students become reverse recruiters

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College Recruiting

College recruiting can be difficult, time consuming, and expensive The typical recruiting sequence:

Students register at the college placement office During the recruiting season, candidates are told of

scheduled visits At the placement service, they reserve interviews

and pick up brochures/literature about the firms The preliminary interviews are held Before leaving campus, the recruiter invites chosen

candidates to make a site visit

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College Recruiting

Students who are invited to the site: Are given more job information Meet potential supervisors and other executives Are entertained May be tested

If the visit goes well:The student is given an offer Bargaining may take place on salary and benefits The candidate accepts or rejects the offer

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The Effective College Recruiter

People who influence the applicant’s job choices: PeersFamilySpouseFriendsProfessorsRecruiters

The recruiter is the filter and the matcher, and is an extension of the organization

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A good recruiter:Is outgoing, self-motivated, and a good salesperson Has well-developed interpersonal skills Is familiar with the company they represent

Characteristics students prefer in a recruiter: Work experience in their specialties Personal knowledge of the university Friendliness and knowledgePersonal interest in the applicantTruthfulnessEnthusiastic communicator

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Major flaws that students find in recruiters: Lack of interest in the applicant Lack of enthusiasm Interviews that are stressful or too personal Insufficient time allocation

Recruiters can and do make a differenceHowever, applicant’s decisions are affected more by

the characteristics of the job and the organization

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Realistic Job Previews

When recruiters provide realistic expectations about the job, turnover of new employees is lower Most recruiters, however, give glowing descriptions

of the company

Recruitment is more effective when realistic job previews (RJPs) are used Pertinent information about the job is given, without

distortion or exaggeration Most jobs have unattractive features; the RJP

presents the full picture

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TR AD ITIO N AL PR EVIEW

Sets initial job expectations too high.

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Job is typically viewed as attractive,stimulating, and challenging.

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H igh rate of acceptance of job offers.

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Work experience disconfirms expectations

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Dissatisfaction and realization that job is notmatched to needs.

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Low job survival, dissatisfaction, frequentthoughts of quitting.

R EAL ISTIC PREVIEW

Sets job expectations realistically.

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Job may or may not be attractive, dependingon individual’s needs.

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Some accept, some reject job offer.

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Work experience confirms expectations

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Satisfaction; needs matched to job.

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H igh job survival, satisfaction, infrequentthoughts of quitting.

Fig 7-3

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Studies indicate that: Newly hired employees who received RJPs have a

higher rate of job survival Employees hired after RJPs have higher satisfaction RJPs can set the job expectations at realistic levels RJPs do not reduce the flow of capable applicants

RJPs have beneficial effectsHowever, there is uncertainty as to why they have the

effects they do and in what contexts they are most effective

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Alternatives to Recruitment

OvertimeOrganizations avoid the cost of recruiting and having

additional employees Employees earn additional income Potential problems include fatigue, higher accident

rates, and increased absenteeism Continuous overtime often results in higher labor

costs and reduced productivity

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OutsourcingSometimes called “staff sourcing” Involves paying a fee to a leasing company or

professional employer organization (PEO) that handles payroll, benefits, and routine HRM functions

Especially attractive to small and midsize firms that can’t afford a full-service HR department

Can save 15 to 30 percent of benefit costs Exercise care when choosing a leasing company;

many are financially unstable

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Temporary EmploymentOne of the most noticeable effects of the downsizing

epidemic and labor shortages of the past two decades “Just-in-time” employees staff all types of jobs

(professional, technical, and executive positions) Nearly 7,000 temporary employment agencies in the

U.S. have been in business for more than one year

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Major advantages of using temporary workers:Relatively low labor costs Easily accessible source of experience labor Flexibility

The cost advantage stems from the fact that temporary workers do not receive:Fringe benefitsTrainingA compensation and career plan

Temp workers do not know the culture or work flow of the firm

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Cost-Benefit Analysis of Recruiting

Many aspects of recruitment can be evaluated Recruiters can be assigned goals by type of employee Sources of recruits can be evaluated by dividing the

number of job acceptances by the number of campus interviews

Methods of recruiting can be evaluated along various dimensions, such as the cost of the method divided by the number of job offer acceptances

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Cost-Benefit Analysis of Recruiting

The quality of a new hire can be evaluated using the formula QH = (PR + HP + HR)/N

QH = quality of recruits hiredPR = average job performance ratingsHP = percent of new hires promoted within one yearHR = percent of hires retained after one yearN = number of indicators used

Use caution when using the quality-of-hire measure to evaluate the recruitment strategy Good employees can be lost for reasons that have

nothing to do with recruiter effectiveness

Recruitment 2

Documents

recruiting job

job applicants

recruiting requirements

job category

job specifications

job vacancy

labor market government

recruiting things