Human Resource SECTION 2

Staffing the

Management Organization

TENTH EDITON

Robert L. Mathis  John H. Jackson

Chapter 5

Recruiting in Labor Markets

PowerPoint Presentation
© 2003 Southwestern College Publishing. All rights reserved. by Charlie Cook
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 Chapter 3 - HR Journal

Research if there is a specific diversity policy in

your practicum site. What is the policy? From
what you know of the organization, do you
believe they follow this policy in reality?

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 Case Analysis

Aimee, a highly motivated salesperson, has

come to you with a complaint. She states that
she had her performance evaluation, but all
the items on her evaluation didn’t relate to her
actual job. In the past two years, she explains,
her job has changed because of the increase of
new business development using technology.
How would you handle this?

How Would You Handle This?

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 Learning Objectives

After you have read this chapter, you should be

able to:
–Discuss the need for forecasting human
resource needs and techniques for forecasting.

–Be able to explain the steps to an effective

recruitment strategy.

–Be able to develop a job analysis and job

description.

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 Recruiting and Labor Markets: Key Terms

Recruiting
– it is defined as a process that provides the
organization with a pool of qualified job candidates
from which to choose.

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 Labor Market Components: Key Terms

Labor Markets
– The external supply pool from which organizations
attract their employees
Labor Force Population
– All individuals who are available for selection if all
possible recruitment strategies are used.
Applicant Population
– A subset of the labor force that is available for
selection using a particular recruiting approach.
Applicant Pool
– All persons who are actually evaluated for selection

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 Labor Market Components

Figure 7–1
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 Labor Markets and Recruiting Issues
Geographic Labor Markets
– markets can be local, area or regional. Local and area labor
markets vary significantly in terms of workforce availability.
Educational and Technical Labor Markets
– employers many need individuals with specific licenses,
certifications, or educational backgrounds.
Industry and Occupational Labor Markets
– labor markets can be classified both industry and
occupation. e.g nursing graduates, BPO, IT
Labor Markets

Geographic Industry Educational

and
and
Local Occupational
Regional Technical
National
KSAs Qualification
International s

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 Recruitment Strategy
when a job opening occurs, the HRM
professional should be ready to fill that
position. Here are the aspects of developing a
recruitment strategy:

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 Recruitment Methods

Internal

Recruitment
Internet
Methods

External

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 Advantages and Disadvantages of
Internal and External Recruiting Sources

Figure 7–5
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 Internet Recruiting Methods

Job Boards

Internet
Professional/
Recruiting
Career Web Sites
Methods

Employer Web Sites

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 Internet Recruiting

 Advantages  Disadvantages
– Recruiting cost savings – More unqualified applicants
– Recruiting time savings – Additional work for HR staff
– Expanded pool of applicants members
– Morale building for current – Many applicants are not
employees seriously seeking
employment
– Access limited or
unavailable to some
applicants

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 External Recruiting

College and High Schools and

University Technical Schools
Recruiting

Media Sources External

Labor
and Job Fairs Recruiting Unions
Sources

Competitive Employment Agencies

Sources and Search Firms

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 External Recruitment

Media Sources
–newspapers, magazines, television, radio, and
billboards
Employment Agencies (Private and Public
–An organization that specializes in finding jobs
for applicants and finding applicants for
organization looking for employees

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 Selection Methods

Yield ratios
– A comparison of the number of applicants at one stage of
the recruiting process to the number at the next stage

Selection rate
– Percentage hired from a given group of candidates
Acceptance Rate
– Percentage of rejected job offers
Success Base Rate
– Comparing percentage rate of past applicants who were
good employees to that of current employees.
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 Recruiting Evaluation Pyramid

Figure 7–9
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 Job Analysis

Job Analysis
–is a formal system developed to determine
what tasks people actually perform in their
jobs.
Job Design
–Refers to how a job can be modified or
changed to be more effective—for example,
changing tasks as new technology becomes
available.

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 Job Analysis

Job Description
–A list of tasks, duties, and responsibilities of a
job.
Job Specifications
–The skills and abilities the person must have
to perform the job.

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 HR Journal

Review 1 job description and then answer the

following questions for each of the jobs:
What are the job specifications?
Are the physical demands mentioned?
Is the job description task based or
competency based?
How might you change this job description
to obtain more
qualified candidates?

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