Job Analysis (e.g., Job requirements, KSAs HR Planning (e.g., # job openings, time frame) Job Description (e.g., job duties, benefits, applicant qualifications) Recruitment (e.g, methods, processing of applicants) Selection (e.g., assessment of KSAs Basic Recruitment Process

How many applicants does the company need to attract for each position? What KSAs do applicants need to possess? What diversity (e.g., demographic, viewpoints) is desired? When should the positions be filled ( timeframe )? What financial limitations exist (cost issue) Which Recruitment Technique Should be Used? ~ Recruitment Objectives ~

Recruitment Sources (Techniques) Newspaper advertising (quick, relatively inexpensive) Trade publications (focused audience) In-house referrals (What are the pros and cons of this approach)? On-site interviews (e.g., college campuses) Executive search firms Web sources (e.g., Monster.com, Company web page) Pros: Quicker Cheaper Know person’s qualifications The applicant knows the company (e.g., people, systems, resources) Cons: Less diversity (demographics, ideas) Potential interpersonal conflict (now a coworkers boss Need to fill an opening

Issue Affecting Recruitment Labor market (e.g., unemployment rate) Affirmative Action stance Role of minority representation in job advertisements (attractiveness and compatibility perceptions) Affirmative action policy vs. broad AA statement Medtronic example SHRM Template UWF is an Equal Opportunity/Access/Affirmative Action Employer and applications from women and minorities are especially encouraged. Attractiveness of the organization (e.g., image, perceived fairness, pay and benefits, climate, likeability of organizational members) Content of the job advertisement (e.g., amount of information required of applicants, job duties, requirements, description of organization) Should job salary be included in the advertisement?

Letter of intent Research Philosophy/Statement Teaching Philosophy/Statement Student (teaching) evaluations Copies of published articles Letter of recommendation (3) Resume Transcript Teaching Application Material Example

Recruiter Characteristics --- Demographics (e.g., gender, race, age) Functional job area (similarity to job being recruited; role of knowledge) Personality (e.g., warmth, enthusiasm, supportive, personableness) Doverspike, Taylor, Shultz, and McKay (2000) "... organizations should deploy minorities as recruiters, particularly in settings where minorities are prevalent.... The presence of successful minority employees sends a signal to applicants that the organization is committed to diversifying its workforce, that potential role models exist, and that minorities have a strong likelihood of success" (p. 452). Administration of Recruitment --- Promptness of follow-up contact (short timeframe is best) Amount of information requested of applicant (more information = less # of applicants) Other Recruitment Issues

Money and time spent on recruiting by HR = 16% Evaluation of recruitment effectiveness (often limited to criteria such as meeting deadlines) Extent of recruiter training (most not trained; less than half of organizations used formal, standardized training programs) Source: Rynes, S. L., & Boudreau, J. W. (1986). College recruiting in large organizations: Practice, evaluation, and research implications. Personnel Psychology, 39, Organizational Emphasis on Recruitment

Metrics for Evaluating Recruitment Effectiveness Employee job performance New employee turnover Supervisor satisfaction with new employees New employee performance in training Cost per hire

Definitions of Internet Applicants EEOC Rules 1. Employers have attempted to fill a position 2. Job seekers follow the company’s standard procedure for submitting job applications 3. Job seekers express an interest in a specific position OFCCP Rules (OFCCP is part of the DOL, administers EO [AA] for private, state, and municipal organizations. Main goal is voluntary compliance for companies that have construction contracts with the federal gov’t, but it can try to resolve issues and impose penalties prior to court) 1. Job seekers expresses interest in employment via the Internet or related electronic technology 2. The company considers the person for employment in a particular position 3. The expression of interest by job seekers indicates that they possess the basic qualifications for the position 4. During the selection process, job seekers do not remove themselves from the consideration or indicate that they are no longer interested in the job Posting resumes on 3 rd party job sites or sending unsolicited resumes to organizations does not constitute an "expressed interest." Key distinction in the above is Step # 3. Example: Job seekers who do not possess a minimum requirement (e.g., certification, license) qualify as “applicants” under the EEOC but not OFCCP rules

Realistic Job Preview Effects RJP VACCINATION OF EXPECTATIONS SELF SELECTION INTERNAL FOCUS OF CONTROL COMMITMENT TO CHOICE OF ORGANIZATION PERCEPTION OF HONESTY AND CARING ROLE CLARITY COPING MECHANISMS DEVELOP FOR NEW JOBS INVOLUNTARY TURNOVER JOB PERFORMANCE NEEDS ARE MATCHED TO ORGANIZATIONAL CLIMATE JOB SATISFACTION VOLUNTARY TURNOVER TENURE IN THE ORGANIZATION

Carefully consider the sometimes competing objectives of attracting vs. selecting job seekers Identify specific objectives of a recruitment program Formulate a specific strategy for accomplishing recruitment program objectives Insure that recruitment screens reflect the desired job-related characteristics of job candidates Use targeted recruitment to identify underrepresented protected groups Develop a recruitment Web site that is attractive, easy to navigate, and easy to use for submitting application materials Recruitment Recommendations

Incorporate color, pictures, audio, and video on a recruitment web site; all narrative content on the site should be well written in an engaging style ; all materials (including pictures and themes presented) must accurately reflect the true nature of the organization Consider using resume screening and applicant tracking software to manage the number of resumes that must be individually reviewed and applicant contacts that must be made Evaluate an organization’s image being communicated by recruitment and related media to insure that image is the desired organizational “brand” Recruitment Recommendations (cont.)

Consider using recruitment web sites Consider using recruitment web sites  Encourage referrals of potential applicants from employees  Select recruiters on characteristics associated with dealing with people  Using technology to aid in recruiting is an asset. But, use more personal means of communications to applicants who are particularly desirable and stay in touch with them throughout the recruitment process  Use realistic job previews ( RJPs )  Use metrics and other measures to evaluate recruitment programs and associated activities to identify “what works” Recruitment Recommendations (cont.)

First impressions need to be managed well (1 st day and initial few months). A poor first impression can last a long time (e.g., many, many years) Show new workers how their job is important to the overall goals of the organization (need to communicate organizational values and culture) Sequence information that is provided to new employees (e.g., how things are done, key personnel, processes, equipment, terms) --- do not provide everything at once New employee orientation should be the responsibility of the new hire’s immediate supervisor Attend to the needs of the new hire’s significant other and children (if applicable) Orientation Principles