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5-1

Recruitment

Staffing Activities:
External Recruitment
By
Sudhir tiwari
Compliance Coordinator

5-2

Staffing Organizations Model


Organization
Vision and Mission
Goals and Objectives

Organization
Organization Strategy
Strategy

HR
HR and
and Staffing
Staffing Strategy
Strategy

Staffing Policies and Programs


Support Activities
Core Staffing Activities
Legal compliance

Recruitment:

Planning

Selection:

Job analysis

Employment:

External, internal

Measurement, external, internal


Decision making, final match

Staffing System and Retention Management

5-3

Chapter Outline
Recruitment

Planning

Organizational

Issues

Administrative

Issues

Recruiters

Strategy

Development

Open

vs. Targeted
Recruitment

Recruitment
Choice

Sources

of Sources

Searching
Communication

Message

Communication

Medium

Applicant

Reactions
Transition to Selection

5-4

Recruitment Planning: Organizational Issues


In-house
Many

vs. external recruitment agency

companies do recruiting in-house

Recommended

approach for large companies

Smaller

companies may rely


on external recruitment agencies

Individual

vs. cooperative recruitment alliances

Cooperative

alliances involve arrangements to share


recruitment resources

Centralized

vs. decentralized recruitment

5-5

Recruitment Planning: Administrative Issues


Requisitions
Exh.

5.1: Personnel Requisition

Number

of contacts

Yield

ratio - Relationship of applicant inputs to


outputs at various decision points

Types

of contacts

Qualifications

to perform job must be clearly

established
Consideration must be given to job search and choice
process used by applicants

5-6

Recruitment Planning: Administrative Issues


(continued)

Recruitment

budget

Exh.

5.2: Example of a Recruitment Budget for 500


New Hires

Development
Exh.

of a recruitment guide

5.3: Recruitment Guide for Director of Claims

Process

flow and record keeping


Selecting recruiters
Training recruiters
Rewarding recruiters

5-7

Considerations Related to Recruiters:


Selection
Desirable

characteristics of recruiters

Strong

interpersonal skills
Knowledge about company, jobs,
and career-related issues
Technology skills
Enthusiasm
Various
HR

sources of recruiters

professionals
Line managers
Employees

5-8

Considerations Related to Recruiters:


Training and Rewards
Training
Traditional

areas of training

Interviewing

skills, job analysis, interpersonal skills, laws,


forms and reports, company and job characteristics, and
recruitment targets

Nontraditional

areas of training

Technology skills, marketing skills, working with other


departments, and ethics

Rewards
Performance
Effective

must be monitored and rewarded

recruiter behaviors
End results

5-9

Open vs. Targeted Recruitment


Open

recruitment

Targeted

recruitment

Key KSAO shortages

Workforce diversity
gaps

Employment
discouraged

Reward seekers

Passive job seekers

Former employees

Former military
personnel

Reluctant applicants

5-10

Recruitment Sources

Unsolicited

Executive search firms

Employee referrals and


networks

Professional associations
and meetings

State Employment
services

Outplacement services

Community agencies

Job fairs

Co-ops and internships

Advertisements

Recruiting online

Colleges and placement


offices

Employment agencies

5-11

Approaches to Recruiting Online


Job

postings on Internet job boards

Searching
Exh.

Job

Web-based databases

5.4: List of Recruiting Web Sites

postings on organizations Web site

Mining

databases

5-12

Innovative Recruitment Sources


Religious
Interest

organizations

groups

Realtors
Senior

networks

5-13

Effectiveness of Recruitment Sources


Effectiveness
Involves

assessing impact of sources on increased


employee satisfaction, performance, and retention

Research
Most

results

effective

Referrals,

job postings, rehiring of


former employees

Least

effective

Newspaper

ads, employment agencies

5-14

Searching: Communication Message


Job

requirements and rewards matrices


Type of messages
Realistic
Exh.

recruitment message -- RJP

5.5: RJP for Elementary School Teachers

Branding
Targeted

Choice

messages

of messages

Nature

of labor market
Vacancy characteristics
Applicant characteristics

5-15

Searching: Communication Medium

Recruitment brochures

Telephone messages

Videos and
videoconferencing

Organizational Web sites

Radio

E-mail

Advertisements

Types of ads

Classified ad

Classified display ad

Display ad

Online ad

5-16

Applicant Reactions
Reactions

to recruiters

Influence

of recruiter vs. job characteristics


Influence of recruiter on attitudes and behaviors
Demographics of recruiters
Influential recruiter behaviors
Reactions

to recruitment process

Relationship

of screening devices to job


Delay times in recruitment process
Funding of recruitment process
Credibility of recruiter during recruitment process

5-17

Transition to Selection
Involves
Next

making applicants aware of

steps in hiring process

Selection

methods used and instructions

Expectations

and requirements

5-18

Ethical Issues
Issue

Many

organizations adopt a targeted recruitment


strategy. For example, Home Depot has targeted
workers 50 and above in its recruitment efforts, which
include advertising specifically in media outlets
frequented by older individuals. Other organizations
target recruitment messages at women, minorities, or
those with desired skills. Do you think targeted
recruitment systems are fair? Why or why not?