Recruitment

What is Recruitment?
The process of searching out and attracting qualified job applicants which begins with identification of a position that requires staffing and is completed when resumes and or completed application forms are received from an adequate number of applicants. Example: http://www.workopolis.com/EN/job/13590082?uc=E8 Recruitment process:

Internal Recruitment Advantages

Employees see that competence is rewarded thus enhancing commitment, morale and performance. Insiders may be more committed to company goals and less likely to leave. Mangers are provided with a longer-term perspective when making business decisions. Firm is likely to have a more accurate assessment of persons skills and performance level. Inside candidates require less orientation.

Internal Recruitment Disadvantages

Discontent of unsuccessful candidates. Time consuming to post and interview all candidates if one is already preferred. Employee dissatisfaction with insider as new boss. Possibility of inbreeding.

Sources of Internal Recruitment

Job postings. Example: http://www.saskatoonhealthregion.ca/join_our_team/inte rnal_job_postings.htm Human resource records. Skills inventories.

Sources of Internal Recruitment

External Recruitment Advantages

Generation of a larger pool of qualified candidates. Availability of a more diverse applicant pool, which can assist in meeting employment equity goals and timetables. Acquisition of skills or knowledge not currently available within the organization and/or new ideas and creative problem-solving techniques. Elimination of employee rivalry and competition for transfers and promotions. Potential cost savings resulting from hiring individuals who already have the skills, rather than providing extensive training. Larger, more diverse pool of qualified candidates.

Sources of External Recruitment

Online recruiting. Internet job boards. Corporate websites. Social networking sites. Print advertising. Want ad vs. Blind ad. Private employment agencies. Flat fee or %age of first years salary. Executive search firms / Headhunters. Walk-ins and Write-ins. Employee referrals. Former employees. Educational institutions. Human Resources and Skills Development Canada (HRSDC). http://www.jobbank.gc.ca/ intro-eng.aspx Professional and trade associations and Labour organizations. Open houses and Job fairs Temp agencies.

Constraints on Recruitment
1. Organizational policies. 2. Human resource plans. 3. Diversity management and Employment equity programs. 4. Recruiter habits. 5. Environmental conditions 6. Job requirements. 7. Costs. 8. Inducements.

Organizational Policies
Promote from within policies. Example: http://www.pg.com/en_CA/careers/working_at/great_plac e.shtml. Compensation policies. Recruiter cannot exceed pre-established amounts or ranges. Employment status policies. Full-time (better for union because more members) versus contract (may better for organization because no pension or benefit payments required).

Human Resource Plans

Some examples: Prime Restaurants: http://www.primerestaurants.com/careers_management. asp. Price Waterhouse Coopers: http://www.pwc.com/id/en/careers/career-path.jhtml.

Diversity Management and Employment Equity Programs

Recruiter Habits
Some examples: http://www.cbsnews.com/video/watch/?id=694356n.

http://www.cbsnews.com/video/watch/?id=696687n.

Environmental Conditions
Some examples: The largest segment of the population is the baby boom generation, born between 1946 and 1965 who are now 47 to 66. Growing versus shrinking industries. http://investincanada.gc.ca/eng/industry-sectors.aspx. Business/Economic cycle.

Job Requirements
Dirty Jobs At a waste-water sewage treatment plant, Mike Rowe must first free a door jammed in poo before he can replace the 8,000 pound pump at the bottom of a six-storey septic tank. http://dsc.discovery.com/videos/dirty-jobs-dirtiest-jobs/.

http://www.strathcona.ca/departments/Human_Resource s/Careers/Water-And-Wastewater-Operator-020.aspx.

Inducements
Golden Hello or signing bonus.

Recruitment Effectiveness Criteria

Total number of application received. Time required to get applications. Time elapsed before filling position. Costs per hire. Ratio of offers extended to number of applicants. Ratio of offers accepted to number of offers extended. Ratio of number of qualified applicants to total number of applicants. Performance rating of hires. Turnover of hires.

Human Capital Effectiveness Report

Download from WebCT. See pages 11-13 especially. Contains more than 330 metrics. Data: 300 organizations. 12 industry sectors 2009 calendar year. Average company: Annual revenue = $5.7 billion. Employees = More than 19,000.

Corp. 2012
Metric Corp. Benchmark Corp. Difference Good/ Bad

1. Voluntary separation rate

2. Involuntary separation rate 3. First year of service turnover rate 4. Time to accept (in days) 5. Offer acceptance rate 6. Rehire percent

4/100 employees quit and 5/100 employees retired.

2/100 employees were fired. 5 new employees were hired. 2 are now left. In total, the 5 new employees who were hired took 10 days to accept their offers. 20 offers were made before 5 employees finally accepted. Of the 5 new employees that were hired, 4 had previously worked for the company. It cost $10,000 to hire the 5 new employees.

7. Cost per hire

Break

Next Class
Topic: Selection. Read: Chapter 7.

Test #1 returned.