Internal and External Recruiting MANA 4328 Dr. Jeanne Michalski michalski@uta.edu 1

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

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

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

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-ins Broad Internet Print advertisements Colleges & Universities Job Fairs Employment agencies Temporary agencies Referrals from current employees Former employees Headhunters Narrow

Internet Recruiting General Sites http://careers.yahoo.com http://www.careerbuilder.com http://www.monster.com http://www.headhunter.net http://www.brassring.com http://www.hotjobs.com http://www.flipdog.com http://www.jobs.com Government Affiliated http://www.vetjobs.com http://www.ajb.org Georgraphic Location http://www.dfwjobs.com Industry Specific http://jobs.aviationnow.com http://www.ejobs.org http://www.jobs4hr.com http://www.lawenforcementjobs.com http://www.streetjobs.com http://www.ministryjobs.com Applicant Specific http://www.bilingual-jobs.com http://www.jobsformoms.com And many many more…..

Deciding on a Source Quantity of applicants Quality 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. © 1996 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org/.

Gimme an Rx! Cheerleaders Pep Up Drug Sales As an ambitious college student, Cassie Napier had all the right moves - flips, tumbles, an ever-flashing America's sweetheart smile - to prepare for her job after graduation. She became a drug saleswoman. Known for their athleticism and persuasive enthusiasm, cheerleaders have many qualities the drug industry looks for in its sales force. T. Lynn Williamson, Ms. Napier's cheering adviser at Kentucky, says he regularly gets calls from recruiters looking for talent, mainly from pharmaceutical companies. "They watch to see who's graduating," he said. NYT 11/28/05

Attracting Top Talent Google Finds Novel Ways to Feed Hiring Machine NYT 5.28.07 On a spring Saturday, about 90 students converged on Google's corporate campus for a day of spirited team competition over mind-bending puzzles, Lego building problems and video games called the “Google Games.” These are no-pressure recruiting occasions meant to create excitement around their companies and impress potential recruits as young as college freshmen. To lure talent, companies have expanded their recruiting arsenal far beyond the traditional job fair to include a growing number of events like technology lectures, cocktail parties, pizza parties, treasure hunts and programming contests, dubbed ''code jams'' or ''hack days.'' David Nguyen, a doctoral student at Berkeley who went to Google for the games, said the company clearly understands its target audience. ''This is exactly the kind of person they want,'' Mr. Nguyen said, ''someone who is going to work and solve problems on a Saturday and enjoy it.''

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.