Applied Psychology in Human Resource Management seventh edition Cascio & Aguinis PowerPoint Slides developed by Ms. Elizabeth Freeman University of South Carolina Upstate Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Chapter 11 Recruitment Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

What about recruitment? Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

To Recruit is to. Add employees. Maintain employees To Recruit is to Add employees Maintain employees Adjust mix of employees Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment. Follows plans. Considers costs. Is on-going Recruitment Follows plans Considers costs Is on-going Competes with & for people Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Plans One-way (prospecting) where the organization seeks individuals or Two-way (mating) where individuals seek organizations as organizations are seeking people Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment includes A common communication medium. website. newspaper Recruitment includes A common communication medium website newspaper technical journal professional organization job fair and… Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment includes a job seeker who sees a match Recruitment includes a job seeker who sees a match a job seeker who applies Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment plans statements of HR needs. numbers of employees, Recruitment plans statements of HR needs numbers of employees, skills required, mix, levels remember EEO regulations & time frames for needs Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment plans must consider HR availabilty U. S Recruitment plans must consider HR availabilty U. S. Census Bureau as data source Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Best HR Plans consider “in-house” talent first with Best HR Plans consider “in-house” talent first with action plans for development & training employees promotability indexes replacement charts for all positions control & evaluation procedures Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

All Recruitment Plans must be statistically based ratio of leads to hires by position [yield ratios] & time between leads & hires [time-lapse data] Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Statistics Best sources for data are previous employment records Other sources: professional organizations technical journals other similar industries government agencies Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Other Recruitment Considerations Labor Market: Local Regional National World Competitors Technology Supply (people looking) Demand (employers looking) Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Plan Sample Statistics ABC Engineering Contact to candidate ratio 6:1 means 2400 contacts to hire 100 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Plan Sample Statistics ABC Engineering Invitations to interviews ratio 4:3 meaning 400 candidates invited Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Plan Sample Statistics ABC Engineering Interviews to offers ratio 3:2 means interviewing 300 candidates Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Plan Sample Statistics ABC Engineering Offers to acceptance ratio 2:1 means 2 full-time recruiters Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Plan Sample Statistics ABC Engineering Recruiter to new hire ratio 50:1 year means 2 full-time recruiters Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Plan Sample Statistics ABC Engineering Recruiter to new hire ratio 50:1 year means 2 full-time recruiters Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Resume receipt to first day work ratio Recruitment Plan Sample Statistics ABC Engineering Resume receipt to first day work ratio 40:1 minimum Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Long-Term Plan Issues How many recruiters to handle organization staffing? Need to know previous organizational statistics Need to know outside pressures May hire consultants for unplanned, occasional needs Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Long-Term Plan Issues What is the organization’s image? organization’s appeal the geographic advantages available housing schools shopping medical support cost of living mortgage assistance Positive image leads people to be receptive to information Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Long-Term Plan Issues Organizational Image important: People seek to be associated with “winners” Successful image leads to higher salaries, promotions Positive image leads people to be receptive to information Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Operations FIRST – ALWAYS: Internal Resources as candidates Promote from within as managerial policy SECOND – External sources for: Entry-level positions New jobs from expansions Jobs existing HR cannot fill Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

External Recruiting Sources Advertising – newspapers, Internet, journals, television, radio, billboards Employment Agencies – federal, state, county, private, executive Educational Institutions – universities, colleges, technical, trade, alumni Professional Organizations – meetings, conventions, placements Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

External Recruiting Sources Military – out-processing centers, retired officer placement services Labor Unions Career Fairs Outplacement Firms Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

External Recruiting Sources Walk-ins Write-ins Within company transfers and company retirees Employee Referrals Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Other Recruiting Trends Informal Contacts Employment Agencies Internal job market Minority workers tend to rely on formal methods Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruiting for Diversity Determine & prioritize needs, goals, target populations Make contacts w/ community groups & other external recruiting & training organizations Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruiting for Diversity Develop results-oriented recruiting program including who, when, how, where Invite sources to the organization to learn about career opportunities with the organization Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruiting for Diversity Select a diverse group of organization contacts & external recruiters Get top management support and train organization managers on strength of diversity Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruiting for Diversity Develop procedures for monitoring & revising progress toward objectives Be specific about the diversity message given to all applicants Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Minority Recruits Factors Lack of current diversity within an organization Lack of access to training and career-development programs Lack of diverse upper management Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Managing Recruitment Record & control applicant flow Keep accurate records 1. Log applications & resumes 2. Applicant activity 3. Correspondence 4. Offers & acceptances confirmed against open staffing requisitions 5. Records of closed applications must be kept reasonable length time Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Management Software Resumix6 System from HotJobs.com, Ltd. BrassRing Systems Icarian Recruitsoft Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruitment Systems Collect information in standard electronic format Screen applicants Determine source of applicants Monitor applicants’ progress Calculate length of time to fill a position Calculate length of time for new hire to reach productive status Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Useful Internet Sites All jobs: Monster.com HotJobs.com Careerbuilder.com High Income (> $100,000) jobs: Forbes.com Flipdog.com Spencerstuart.com Netshare.com Wetfeet.com Quintcareers.com Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Measurement, Evaluation, Control Recruitment Measurement, Evaluation, Control Cost of operations Cost per hire Cost per hire by source Total resume inputs Resume inputs by source Quality of resume by source Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Measurement, Evaluation, Control Recruitment Measurement, Evaluation, Control Source yield and source efficiency Time lapse recruiting by source Time lapse recruiting stages Geographical sources of candidates Individual recruiter activity Individual recruiter efficiency Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Measurement, Evaluation, Control Recruitment Measurement, Evaluation, Control Acceptance to offer ratio Offer to interview ratio Interview to invitation ratio Invitation to resume input ratio Biographical acceptance, rejection Analysis post visit & rejection questionnaires Source yield and source efficiency Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Measurement, Evaluation, Control Recruitment Measurement, Evaluation, Control Analysis reasons acceptance, termination Analysis post-reporting follow-ups Placement test scores hires vs. no-hires by acceptance vs. rejection Placement test scores vs. observed Salary offer acceptance vs. rejections Salary by age, year of first degree, total work experience Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruiting from the “Supply” Side Job search is social process friends, family, contacts, & networks Recent graduates search pattern 1st, broad search for potential jobs 2nd, rank & review jobs are ranked 3rd, make contacts 4th, revise job pool from first pool Use Internet frequently Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruiting from the “Supply” Side Preferred interviews are those that recruit & screen applicants New graduates prefer decentralized organizations with performance-based pay Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Successful Interviews Recruitment Successful Interviews Realistic Job Previews - interviews that give both the positives & negatives for any given position enhance negative job aspects & moderate the positives Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Successful Interviews Recruitment Successful Interviews Impacts of RJPs include - small applicant tendency to withdraw from process job acceptance rates lower job performance shows no impact job survival is higher all turnover is reduced organization spends less recruiting Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Successful Interviews Recruitment Successful Interviews Greatest impacts are when - recruits have several offers recruits have unrealistic expectations recruits would have problems coping without the RJP Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

How to be recruited 9 steps the first 5 1. Take your time. 2. Be optimistic. 3. Be thorough about skills, abilities, & desires. 4. Develop a plan & follow it. 5. Be approachable, develop your contact network. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

How to be recruited 9 steps the next 4 6. Involve your family & keep your friends up-to-date. 7. Tell the truth. 8. Remember introductory letters &/or emails with your resumes. 9. Let the employer bring up salary first. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall