1. WEEK 4 Staffing Activities: Recruitment
Chapter 5: External Recruitment
Chapter 6: Internal Recruitment
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights Reserved.

2. Week 4 Staffing Activities: Recruitment
Chapter 5:
External Recruitment

3. Staffing Organizations Model
Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Recruitment: External, internal
Planning
Selection: Measurement, external, internal
Job analysis
Employment: Decision making, final match
Staffing System and Retention Management
5-3

4. Chapter Outline Recruitment Planning Organizational Issues
Administrative Issues
Recruiters
Strategy Development
Open Versus Targeted Recruitment
Recruitment Sources
Recruiting Metrics
Searching
Communication Message
Communication Medium
Applicant Reactions
Reactions to Recruiters
Reactions to the Recruitment Process
Reactions to Diversity Issues
Transition to Selection
Legal Issues
Definition of a Job Applicant
Affirmative Action Programs
Electronic Recruitment
Job Advertisements
Fraud and Misrepresentation
5-4

5. Learning Objectives for This Chapter
Be able to engage in effective recruitment planning activities
Understand the difference between open and targeted recruitment
Utilize a variety of recruitment sources
Evaluate recruiting based on established metrics
Create a persuasive communication message
Learn about a variety of recruitment media
Recognize how applicant reactions influence the effectiveness of a recruiting plan
5-5

7. Recruitment Planning: Administrative Issues
In-house vs. external recruitment agency
Many companies do recruiting in-house
Recommended approach for large companies
Smaller companies may rely on external recruitment agencies
Individual vs. cooperative recruitment alliances
Cooperative alliances involve arrangements to share recruitment resources
Centralized vs. decentralized recruitment
5-7

8. Recruitment Planning: Administrative Issues
Requisitions
Exh. 5.1: Personnel Requisition
Number of contacts
Yield ratio - Relationship of applicant inputs to outputs at various decision points
Types of contacts
Qualifications to perform job must be clearly established
Consideration must be given to job search and choice process used by applicants
5-8

10. Exh. 5.2: Example Recruitment Budget
Should recruitment expenses be charged to HR or to the business unit using HR services?
Most organizations charge the HR department, possibly to encourage each business unit to use the recruitment services of the HR group
May result in the business unit users not being concerned about minimizing costs.
5-10

11. Exhibit 5.3 Recruitment Guide for Director of Claims
5-11

12. Recruitment Planning: Administrative Issues (continued)
Process flow and record keeping
Recruiters
Selecting recruiters
Training recruiters
5-12

13. Discussion question to Consider
List and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruiting.
5-13

15. Considerations Related to Recruiters: Selection
Desirable characteristics of recruiters
Strong interpersonal skills
Knowledge about company, jobs, and career-related issues
Technology skills
Enthusiasm
Various sources of recruiters
HR professionals
Line managers
Employees
5-15

16. Considerations Related to Recruiters: Training
Traditional areas of training
Interviewing skills, job analysis, interpersonal skills, laws, forms and reports, company and job characteristics, and recruitment targets
Nontraditional areas of training
Technology skills, marketing skills, working with other departments, and ethics
5-16

17. Strategy Development Open vs. targeted recruitment Recruitment sources
Choosing an audience
Recruitment sources
Choosing ways to get the message out
Recruiting metrics
Assessing the effectiveness of recruiting methods
5-17

18. Open vs. Targeted Recruitment
Open recruitment
Targeted recruitment
Key KSAO shortages
Workforce diversity gaps
Passive job seekers or noncandidates
Former military personnel
Employment discouraged
Reward seekers
Former employees
Reluctant applicants
5-18

19. Ex. 5.4 Making the Choice Between Open and Targeted Recruiting
5-19

21. Recruitment Sources Applicant initiated Employee referrals
Employee networks
Advertisements
Employment websites
Colleges and placement offices
Employment agencies
Executive search firms
Professional associations and meetings
Social service agencies
Outplacement services
Job fairs
Co-ops and internships
5-21

22. Features of High-Impact Organizational Websites
Easily navigated
A “job cart” function
Résumé builders
Detailed information on career opportunities
Clear graphics
Allow applicants to create profiles
Self-assessment inventories
5-22

23. Employee Referrals One of the most common recruiting methods
Finds candidates who are better informed about organizational culture and values
Lower turnover rates
Often boosted by providing cash bonuses to employees who refer successful candidates
5-23

24. Employment Websites Functionality General websites Niche websites
Ability to create and approve job requisitions online
Manage recruiting tasks
Track the progress of open positions and candidates
Report on recruiting metrics like time to hire, cost per hire, or equal employment opportunity (EEO)
General websites
Attract a wider variety of potential applicants
Reach includes millions of users
Niche websites
Target individuals with specific skill sets
Qualified and motivated user base
5-24

25. Metrics for Evaluating Recruiting Methods
Quantity
Quality
Cost
Impact on HR Outcomes
Employee satisfaction
Job performance
Diversity
Retention
Ex. 5.5 Potential Recruiting Metrics for Different Sources
5-25

26. Discussion question to Consider
List 10 sources of applicants that organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment.
5-26

27. Ex. 5.7 Comparing Choice of Messages
5-27

28. Discussion question to Consider
In designing the communication message to be used in external recruiting, what kinds of information should be included?
What are the advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear?
What nontraditional inducements are some organizations offering so that they are seen as family-friendly organizations? What result does the organization hope to realize as a result of providing these inducements?
5-28

29. Searching: Communication Medium
Word-of-mouth
Recruitment brochures
Videos and videoconferencing
Advertisements
Classified advertisements
Online advertisements (banner ads)
Radio and television advertisements
Organizational websites
Direct contact (telephone or )
5-29

30. Exhibit 5.9 Factors for Designing Organizational Websites
5-30

31. Applicant Reactions Reactions to recruiters
Influence of recruiter vs. job characteristics
Influence of recruiter on attitudes and behaviors
Demographics of recruiters
Influential recruiter behaviors
Warmth and knowledge of the job
Reactions to recruitment process
Relationship of screening devices to job
Delay times in recruitment process
Funding of recruitment process
Credibility of recruiter during recruitment process
5-31

32. Reactions to Diversity Issues
Advertising in publications targeted at women and minorities
Advertisements should depict diversity, especially among those in positions of authority
Target older workers by flexible schedules, health and pension benefits, and part-time opportunities
5-32

33. Transition to Selection
Involves making applicants aware of
Next steps in hiring process
Selection methods used and instructions
Expectations and requirements
5-33

34. Legal Issues Definition of job applicant Affirmative Action Programs
Definition according to EEOC and OFCCP
Importance of establishing written application policies
Affirmative Action Programs
Guidelines of OFCCP for recruitment actions
Electronic recruitment
Usage may create artificial barriers to employment opportunities
Job advertisements
Fraud and misrepresentation
5-34

35. Ethical Issues Issue 1 Issue 2
Many organizations adopt a targeted recruitment strategy. For example, Home Depot has targeted workers 50 and above in its recruitment efforts, which include advertising specifically in media outlets frequented by older individuals. Other organizations target recruitment messages at women, minorities, or those with desired skills. Do you think targeted recruitment systems are fair? Why or why not?
Issue 2
Most organizations have in place job boards on their web page where applicants can apply for jobs online. What ethical obligations, if any, do you think organizations have to individuals who apply for jobs online?
5-35

36. Week 4 Staffing Activities: Recruitment
Chapter 6:
Internal Recruitment
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights Reserved.

37. Staffing Organizations Model
Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Recruitment: External, internal
Planning
Selection: Measurement, external, internal
Job analysis
Employment: Decision making, final match
Staffing System and Retention Management
6-37

38. Chapter Outline Recruitment Planning Strategy Development
Organizational Issues
Administrative Issues
Timing
Strategy Development
Closed, Open, and Hybrid Recruitment
Recruitment Sources
Recruitment Metrics
Communication Message and Medium
Communication Message
Communication Medium
Applicant Reactions
Transition to Selection
Legal Issues
Affirmative Action Programs Regulations
Bona Fide Seniority Systems
The Glass Ceiling
6-38

39. Learning Objectives for This Chapter
Be able to engage in effective internal recruitment planning activities
Apply concepts of closed, open, and hybrid recruitment to the internal recruiting process
Recognize which recruitment sources are available for internal candidates
Evaluate internal recruiting based on established metrics
Be able to evaluate communication messages for internal selection
Recognize how applicant reactions influence the effectiveness of a recruiting plan
Understand how affirmative action plans are implemented for internal recruiting
6-39

41. Ex. 6.1: Hierarchical Mobility Paths
6-41

42. Exh. 6.2: Alternative Mobility Paths
6-42

43. Examples: Ways to Make Work Meaningful
When upward mobility is limited by alternative mobility paths, special steps need to be taken to ensure that work remains meaningful
Alternative reward systems
Team building
Counseling
Alternative employment
6-43

44. Characteristics of a Mobility Path Policy
Intent of policy is clearly communicated
Policy is consistent with philosophy and values of top management
Scope of policy is clearly articulated
Employees’ responsibilities and opportunities for development are clearly defined
Supervisors’ responsibilities for employee development are clearly stated
Procedures are clearly described
Rules regarding compensation and advancement are included
Rules regarding benefits and benefit changes are included
6-44

45. Discussion question to Consider
Traditional career paths emphasize strict upward mobility within an organization. How does mobility differ in organizations with alternative career paths? List three alternative career paths discussed in this chapter, describing how mobility occurs in each.
6-45

47. Recruitment Planning: Administrative Issues
Requisitions
Coordination between internal and external efforts
Establish internal staffing specialist positions (placement/classification professionals) to ensure consideration of internal candidates
Create policies specifying number and types of candidates sought both internally and externally
Budget
Recruitment Guide
Ex. 6.3: Internal Recruitment Guide
6-47

48. Strategy Development: Closed Recruitment
Definition
Employees are not informed of job vacancies
Advantages
Disadvantages
6-48

49. Strategy Development: Open Recruitment
Definition
Employees are made aware of job vacancies
Job posting and bidding system
Advantages
Disadvantages
6-49

50. Exhibit 6.6 Choosing Among Open, Closed, and Hybrid Internal Recruiting
6-50

51. Discussion questions to Consider
A sound policy regarding promotion is important. List the characteristics necessary for an effective promotion policy
Compare and contrast a closed internal recruitment system with an open internal recruitment system
6-51

52. Strategy Development: Recruitment Sources
Job posting
Intranet and intraplacement
Talent management system
Nominations
In-house temporary pools
Replacement and succession plans
Career development centers
6-52

53. Talent Management System
Comprehensive method for monitoring and tracking employee skills and abilities
Identify the KSAOs required for all jobs
The complete set of KSAOs is compiled into a master list.
The current workforce will need to be assessed for its competence in this set of KSAOs
When positions come open, managers make a query to the talent management system to determine which employees are ready to come into open positions.
Often coupled with specific human resources information systems (HRIS) to facilitate tracking KSAOs in the workforce
6-53

54. Career Development Centers
Provide employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization
Can be an effective retention tool for employees who desire a change, but the cost is often very high so ROI should be assessed regularly
6-54

55. Metrics for Evaluating Recruiting Methods
Quantity
Quality
Cost
Impact on HR Outcomes
Employee satisfaction
Job performance
Diversity
Retention
Ex. 6.7 Potential Recruiting Metrics for Different Sources
6-55

56. Searching: Communication Message
Realistic
Different for internal applicants
May be needed for unknown or newly created jobs
Targeted
Focus on job rewards matrix
6-56

57. Searching: Communication Medium
Job posting
Other written documents
Brochures
Videocassettes
Diskettes
Potential supervisors and peers
Informal systems
6-57

58. Applicant Reactions
Minimal research regarding reactions of applicants to internal recruitment process
Perceived fairness
Distributive justice - Perceived fairness of actual decision
Procedural justice - Perceived fairness of process (policies and procedures)
6-58

59. Discussion Question to Consider
What information should be included in the targeted internal communication message?
6-59

60. Transition to Selection
Involves making applicants aware of
Next steps in hiring process
Selection methods used and instructions
Expectations and requirements
6-60

62. Legal Issues Affirmative Action Programs Regulations
Suggestions to ensure equal opportunity for females and minorities
Bona fide seniority systems
Law permits use of seniority systems if they are not the result of an intention to discriminate
Issues
Law does define term “seniority system”
Absent discriminatory intent, a seniority system is likely to be bona fide, even if it causes adverse impact
6-62

63. Legal Issues: Glass Ceiling - Overcoming Barriers
Ex. 6.9: Ways to Improve Advancement for Women and Minorities
Examine the organizational culture
Drive change through management commitment
Foster inclusion
Educate and support women in career development
Measure for change
6-63

64. Discussion question to Consider
Exhibit 6.9 contains many suggestions for improving the advancement of women and minorities. Choose the three suggestions you think are most important and explain why.
6-64

65. Ethical Issues Issue 1 Issue 2
Let’s say a company called MDN Inc. is considering two employees for the job of senior manager. An internal candidate, Julie, has been with MDN for 12 years and received very good performance evaluations. The other candidate, Raoul, works for a competitor, and has valuable experience in the product market into which MDN wishes to expand. Do you think MDN has an obligation to hire Julie? Why or why not?
Issue 2
Do organizations have an ethical obligation to have a succession plan in place? If no, why not? If so, what is the ethical obligation and to whom is it owed?
6-65