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

RECRUITING PROCESS Job analysis identifies the duties and human requirements for each of the company’s jobs. The next step was to decide how many of these jobs you need to fill, and to recruit and select employees for them

FIVE STEPS IN THE RECRUITING PROCESS 1) Decide what position to fill, through personnel planning and forecasting 2) Build a pool of candidates for these jobs, by recruiting internal or external candidates 3) Have candidates completed application forms (legal consideration) 4) Use selection tools to identify viable candidates 5) Decide who to make an offer to

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

THE NEED FOR EFFECTIVE RECRUITING Step One: Once your position is approved you will build up a recruiting applicant pool. Finding this pool is the trick so that you insure you have “Qualified” candidates

WHY RECRUITING IS IMPORTANT It is hard to over emphasize the importance of effective recruiting:  If only two candidates apply for two openings, you may have little choice but to hire one  If 10 or 20 applicants appear, you must use your techniques in interviewing, or other means to screen our all but the best

WHY RECRUITING IS IMPORTANT Even high unemployment doesn’t necessarily mean that it is easy to find good candidates.  A survey during an earlier slowdown found that  About half of respondents said they had “difficulty” finding qualified applicants.  About 405 said it was “hard to find” good candidates

ORGANIZING YOUR RECRUITMENT EFFORTS More firms are centralizing the recruiting function for four reasons: 1) Doing so makes it easier to apply the company’s strategic priorities company wide 2) Centralized reduces duplication (having several offices for recruitment) 3) Centralized recruiting makes it easier to ensure that recruitment experts actually know the EEO Laws 4) Widening use of the trumps these. Easier to recruit centrally **** Supervisor’s role

RECRUITING YIELD PYRAMID 50 (New Hires) 100 (offers Made) 150 (Candidates Interviewed) 200 (Candidates Invited) 1200 (Leads generated)

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?  Recruiting typically brings to mind:  Monster.com  Employment agencies  classified ads  Using Internal Sources: Pros & Cons

Internal Recruiting  Advantages:  No substitute for knowing a candidate's strengths and weaknesses  Current ee’s more committed to company  Morale rises when they see promotions and movement

Internal Recruiting  Dis - Advantages:  EE’s who post for jobs and don’t get may become dis- engaged.  Can be a waste of time – (Mgr. has candidate in mind)  Inbreeding

Succession Planning  The on-going process of systematically identifying, assessing, and developing organizational leadership to enhance performance  About 36% of employers have a formal succession planning programs  Entails three steps:  Identifying key needs  Creating and assessing candidates  Selection those who will fill the key positions

External Sources of Candidates  Firms can’t (or don’t want) to get their all of their new hires from within Types of recruiting available:  Via the Internet  Social networking  Job boards  TOP TEN SITES:  Yahoo HotjobsJobCentral.com  College RecruiterCareerBuilder  Monster.comHound  Career.comIndeed.com  Simply HiredNet-Temps  *** Problem??

Offshoring and Outsourcing  Outsourcing and offshoring are perhaps the most extreme examples of alternative staffing.  Rather than bring applicants to your office these send the jobs out! OUTSOURCING – means having outside vendors supply services OFFSHORING – means having outside vendors abroad supply services that the company’s own employees did before

MOST EFFECTIVE SOURCES FIRST TEIR:SECOND TEIR:  National job boardsContingency recruiters  Employee referral programstemp to perm  Niche/regional job boardsJMOs/military  Professional/trade job boardsPrint media  Professional associationsCollege recruiting  Contingency recruitersCooperative education  Retained recruitersRadio/tv Direct sourcing (Source 55,433 Employer Participants)

FUTURE HIRING – DIVERSE WORKFORCE  Companies need to hunt for talent continuously to capture people who fit into diverse categories, such as:  Single parents – About 2/3rds of all single parents are in the workforce today. Flexible work schedules Child care benefits Train supervisors on positive attitude Excused days off for sick children  Older Workers – The fasts growing work force segment will be those in the 45 – 64 year olds.  - Those age 25 to 34 will decline by almost 3 million

FUTURE HIRING – DIVERSE WORKFORCE  Companies will need to address this age differential. Suggestions would include:  Train managers to address age bias in the workplace  Phased retirement that allows workers to ease out of the workforce  Portable jobs for “snowbirds”  Part-time projects for retirees  Full benefits for part-timers.

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."