Module 6 Internal and External Recruiting MANA 4328 Dennis C. Veit

RECRUITMENT Process of identifying and attracting potential job applicants who are qualified for job openings and interested in working for your organization.

Selection: Job Offers Recruitment: Pool of qualified and interested applicants HR Planning: Number of jobs to be filled Job Analysis: Job Descriptions and Minimum KSA’s Process Inputs and Outputs

Internal Recruiting  Why recruit internally?  Why NOT recruit internally  Open vs. Closed recruiting  When should you post a job?  When should you NOT post a job?  Succession Planning  Strategic Microsoft  GE “Session C”

Opportunistic Hiring  Companies need to hunt for talent continuously to capture people when they are ready to make a move.  Identify ideal candidates and court that person.  Hire them for a specific position even if the slot is not currently open.  While they are waiting for that position they can be doing special projects and getting to know the organization.  GE brings in 100 people a year  Within 18 months they are hired from the “bullpen” into line jobs within the different divisions.

External Recruiting Sources  Walk-insBroad  Internet  Print advertisements  Colleges & Universities  Job Fairs  Employment agencies  Temporary agencies  Referrals from current employees  Former employees  HeadhuntersNarrow

Internet Recruiting  General Sites  Government Affiliated  Georgraphic Location  Industry Specific  Applicant Specific And many many more…..

Deciding on a Source  Quantity of applicants Large headcount vs. single jobs  Quality of applicants Specialized skills vs. general skills  Types of people that the media reaches Print ads vs. internet ads  Location and Relocation  Budget  Lead times  Legal issues and diversity

Effectiveness of Recruitment Sources Source: David E. Terpstra, “The Search for Effective Methods.” Reprinted from HRFocus, May © 1996 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved.

Choosing A Message What is Most Important For You?  Interesting work  Wage / Salary  Incentive Pay  Benefits  Growth / Development Opportunities  Job Security  Location

Factors That Attract Top Talent Source: E. G. Chambers, H. Hanafield-Jones, S. M. Hankin, and E. G. Michaels, III, “Win the War for Top Talent,” Workforce 77, no. 12 (December 1998): 50–56. Used with permission of McKinsey & Co.

Choosing A Message Messages can be tailored for individual groups:  Amount of contingent pay  Team vs. individual work and appraisals  Promotion opportunities  “Promotes from within” top consideration for MBA’s  Retailing jobs – Wal Mart, Home Depot, Target  Details about the company  “Fun place to work”  Environmentally friendly  “Affirmative Action Employer”

Choosing A Message Messages should be both attractive and accurate:  Beware of the specificity and accuracy of information  “Unlimited growth potential”  Amount of travel required  Nature of the work  Salary included? Benefits described?  Selling the job vs. Realistic job preview  Self-selection  Higher commitment and less turnover

“An Army of One” The new slogan drew sharp criticism from some veterans and analysts who said it emphasized individualism over collective action. "I keep telling the old guys like me who are a little concerned about the nontraditional message that we're not recruiting you. Go ask your grandson or granddaughter what turns them on, and that's where you're going to find the Army.” Army Recruiter Teens surveyed said they didn't feel that the Army was "made up of people." They thought joining the Army meant disappearing as a small cog in a large machine.

Realistic Job Preview Is the Army Stretched Too Thin? Time Aug. 24, 2003 “Peacekeeping is not what the U.S. troops were trained to do. Soldiers whose combat edge has been honed inside an M-1 tank are not well equipped to provide a war's victims with food and water.” "The worst thing you can do, in terms of retention, is to have square pegs stuck in round holes," says David Chu, the Pentagon's personnel chief. "The guy or gal who doesn't get to do what he or she signed up to do is the most dissatisfied soldier."