McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved RecruitmentRecruitment chapter 7

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Recruitment Organizational activities that influence: The number and types of applicants who apply for a job Whether the applicants accept jobs that are offered Directly related to HR planning and selection Represents the first contact between organizations and prospective employees

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved External Influences on Recruitment Government and Union Restrictions Labor Market Conditions Composition of the Labor Force Location of the Organization

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Immigration Reform and Control Act (ICRA) of 1986 Employer’s duty not to recruit, hire, or continue to employ “unauthorized aliens” Employer’s duty to verify the identity and work authorization of every new employee Employer’s duty not to discriminate on the basis of citizenship or national origin Amnesty rights of certain illegal aliens who are eligible to achieve temporary or permanent status in the country.

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Guidelines for Legal Recruitment (1 of 2) 1. Post notices regarding the availability of a job 2. Publish a list of qualifications necessary to fill the job  Distinguish between essential qualifications and desirable qualifications 3. Do not rely on word-of-mouth sources of recruits 4. Use recruiting sources that will reach the greatest number of potential applicants in the job market

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Guidelines for Legal Recruitment (2 of 2) 5. Be wary of establishing qualifications that might directly or indirectly exclude members of protected groups 6. Be sure job qualifications are applied to every applicant in a consistent manner

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved The Organization’s View of Recruiting Recruiting Requirements Organizational Policies and Practices Organizational Image

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved The Potential Employee’s View of Recruiting (1 of 2) Preferences of recruits for organizations and jobs Job search and finding a job: The recruit

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved The Potential Employee’s View of Recruiting (2 of 2) Applicants’ abilities, attitudes, and preferences are based on: Work experiences Influences by parents, teachers, and others These influences affect them in two ways: How they set job preferences How they go about seeking a job

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Responsibilities for Recruiting In larger organizations, the HR department does the recruiting In smaller organizations, multipurpose HR people or operating managers recruit and interview applicants

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Internal Recruiting Job posting and bidding Inside moonlighting Employees’ friends

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved External Recruiting Media Advertising E-recruiting Employment Agencies Executive Search Firms Special Events Recruiting College Recruiting Summer Internships

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved E-Recruiting: Key Issues to Keep in Mind Be careful not to inadvertently screen out diverse candidates Make sure the job opening is communicated to large portions of the target population Recruiters need to figure out a way to track applicants who apply for online job postings communication might be too casual

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Criteria for Successful College Recruiters 1. Showing a genuine interest in the applicant 2. Being enthusiastic 3. Employing a style that is neither too personal nor too stressful 4. Allotting enough time for applicants’ comments and questions

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Realistic Job Preview Provides prospective employee with pertinent information about the job without distortion or exaggeration Presents the full job picture (“warts” and all)

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Typical Consequences of Job Preview Procedures: Traditional Preview 1. Sets initial job expectations too high 2. Job is typically viewed as attractive, stimulating, and challenging 3. High rate of acceptance of job offers 4. Work experience disconfirms expectations 5. Dissatisfaction and realization that job is not matched to needs 6. Low job survival, dissatisfaction, frequent thoughts of quitting

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Typical Consequences of Job Preview Procedures: Realistic Preview 1. Sets job expectations realistically 2. Job may or may not be attractive, depending on individual’s needs 3. Some accept, some reject job offer 4. Work experience confirms expectations 5. Satisfaction; needs matched to job 6. High job survival, satisfaction, infrequent thoughts of quitting

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Alternatives to Recruitment Overtime Employee Leasing Temporary Employment

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Evaluating Recruiting Effectiveness of recruiters Sources of recruits

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Assessment of the Quality of New Employees Being Recruited and Hired QH = (PR + HP + HR)/N where QH = quality of recruits hired PR = average job performance ratings of new hires HP = percent of new hires promoted within one year HR = percent of new hires retained after one year N = number of indicators used

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Summary A better job of recruiting and matching employees to jobs will mean: Lower employee turnover Greater employee satisfaction and organizational effectiveness The Internet is revolutionizing organizational recruitment