1. 1 Chapter 6 Recruitment: The First Step in the Selection Process

2. © 2013 by Nelson Education2 The Big Question #1 What role do accurate expectations play in establishing and developing a fit between a person and an organization?

3. © 2013 by Nelson Education3 What are the elements of a Recruitment and Staffing Action Plan? The Big Question #2

4. © 2013 by Nelson Education4 What shifts in recruitment and selection policies and practices have been brought about by social media and related technology? What more can we expect? The Big Question #3

5. © 2013 by Nelson Education5 Why is it important to evaluate/audit regularly recruitment and selection strategies and practices? What are the best approaches to evaluation? The Big Question #4

6. © 2013 by Nelson Education6 Attracting Job Applicants  Recruitment: the generation of an applicant pool for a position or job in order to provide the required number of qualified candidates for a subsequent selection or promotion process  Applicant pool: the set of potential candidates who may be interested in, and who are likely to apply for, a specific job

7. Copyright © 2016 by Nelson Education Ltd.7 Figure 6.1: Recruitment as Part of the HR Planning Process

8. © 2013 by Nelson Education8  Interests and values: an individual’s likes and dislikes and the importance or priorities attached to those likes and dislikes  Job search: the strategies, techniques, and practices an individual uses in looking for a job The Organizational Context

9. © 2013 by Nelson Education9  Reputation of an organization is an important concern to job applicants  Corporate image predicts the likelihood of interest on the part of a job seeker  Familiarity with the company  Competitive compensation package Corporate Image and Applicant Attraction

10. © 2013 by Nelson Education10  Image advertising: advertising designed to raise an organization’s profile in a positive manner in order to attract job seekers’ interest  https://www.youtube.com/watch?v=ntZ14B AFMyo https://www.youtube.com/watch?v=ntZ14B AFMyo  https://www.youtube.com/watch?v=Vtvjbm oDx-I https://www.youtube.com/watch?v=Vtvjbm oDx-I  https://www.youtube.com/watch?v=eZHEnP CEe0o https://www.youtube.com/watch?v=eZHEnP CEe0o Image Advertising

11. © 2013 by Nelson Education11  Guidelines for Effective Recruiting 1.Ensure that candidates receive consistent and non-contradictory information about important features of the job and its environment 2.Recognize that the behaviour of recruiters and other representatives gives an impression of the organization’s climate, efficiency, and attitude toward employees Recruitment and Selection Notebook 6.2 text p. 262

12. © 2013 by Nelson Education12 Recruitment and Selection Notebook 6.2 (cont) 3.Ensure that all recruiting information and materials given to job applicants present accurate and consistent information 4.Present important information on the job and the organization to job candidates by several different, reliable, and credible sources 5.Give serious consideration not only to the content of information presented to candidates but also to the context in which it is presented

13. © 2013 by Nelson Education13  Person-job fit: when a job candidate has the knowledge, skills, abilities, or other attributes and competencies required by the job in question  Person-organization fit: when a job candidate fits the organization’s values and culture and has the contextual attributes desired by the organization The Person-Organization Fit

14. © 2013 by Nelson Education14  Realistic job preview: a procedure designed to reduce turnover and increase satisfaction among newcomers to an organization by providing job candidates with accurate information about the job and the organization Realistic Job Preview

15. © 2013 by Nelson Education15  External Factors: The Labour Market ◦ Labour markets and recruiting – organizations must be prepared to alter strategy to suit market/demographic conditions ◦ Part-time labour markets and recruiting – use of outsourced temporary workers ◦ AND SO…. Recruitment Strategy

16. © 2013 by Nelson Education16 Outsourcing  Outsourcing: contracting with a qualified outside agent to take over specified HR functions

17. © 2013 by Nelson Education17  External Factors: ◦ The Legal Environment: any organizational recruitment program must comply with the legal and regulatory requirements that apply to its operation ◦ Systemic Discrimination: in employment, the intentional or unintentional exclusion of members of groups that are protected under human rights legislation through recruiting, selection, or other personnel practices or policies Recruitment Strategies

18. © 2013 by Nelson Education18  External Factors: ◦ Diversity Recruitment: many organizations are dealing with employment equity issues to eliminate discrimination in the workplace for women, visible minorities, Aboriginal peoples, and people with disabilities. Diversity makes good business sense Recruitment Strategies

19. © 2013 by Nelson Education19  Internal Factors: ◦ Business Plan: an organization’s business plan addresses those aspects of the external environment that affect how the organization does business. An organization’s business plan also influences the degree to which the organization fills vacancies with internal or external applicants. It is common to bring someone in from the outside to fill an entry level position Recruitment Strategies

20. © 2013 by Nelson Education20  Internal Factors: ◦ Job Level and Type: both the type of occupation and the nature of the industry in which it is involved may influence an organization’s recruiting strategy Recruitment Strategies

21. © 2013 by Nelson Education21  Internal Factors: ◦ Recruiting Strategy and Organizational Goals: different organizational goals lead to different recruitment strategies. One must decide whether to concentrate recruiting efforts on internal/external candidates Recruitment Strategies

22. © 2013 by Nelson Education22  Internal Factors: ◦ Describing the Job: duties and responsibilities and skills required for the job Recruitment Strategies

23. © 2013 by Nelson Education23  Human resources planning: the process of anticipating and providing for the movement of employees into, within, and out of an organization Human Resources Planning

24. © 2013 by Nelson Education24 ◦ Based on our business plan, how many positions will we need to staff? ◦ Based on the job analysis, what is the nature of the position that must be filled? ◦ Based on the job analysis, what qualifications must job candidates possess? Recruitment Action Plan text pp. 234-235

25. © 2013 by Nelson Education25 Recruitment Action Plan (cont) ◦ Based on organization analysis, what percentage of the positions can, or should, be staffed with internal candidates? ◦ Based on the labour market, is there an available supply of qualified external candidates? ◦ Based on the labour market, how extensively will we have to search for qualified applicants?

26. © 2013 by Nelson Education26 Recruitment Action Plan (cont) ◦ Based on legal considerations, what are our goals with respect to employment equity? ◦ Based on the business plan, organization analysis, and job analysis, what information and materials will we present to job candidates?

27. © 2013 by Nelson Education27  Timing of recruitment initiatives: employee attrition, expansion or contraction of business (may hire even during downsizing to streamline workforce)  Locating and targeting the applicant pool: by geography, location of training, recent shut down of competitor Recruitment Action Plan (cont)

28. © 2013 by Nelson Education28  NB - Elements of a Recruitment and Staffing Action Plan 1.Develop a recruitment strategy 2.Develop the applicant pool 3.Screen the applicant pool 4.Conduct a review of job applicants 5.Evaluate the recruiting effort Recruitment and Staffing Plan (Notebook 6.1 text p. 236)

29. © 2013 by Nelson Education29  Internal Job Postings: known quantity, realistic expectations  Replacement Charts: succession plans and attrition  Human Resources Information Systems: database of job analysis/description  Nominations: nepotism and other favours Recruitment Sources for Internal Candidates

30. © 2013 by Nelson Education30 Recruitment Sources for External Candidates  Job Advertisements  E-recruiting  Newspapers  Professional Periodicals and Trade Journals  Special Events and Trade Shows  Radio and Television  Public Displays

31. © 2013 by Nelson Education31  Special Recruiting Events  Job Fairs  Employee Referral Networking  Walk Ins  Employment Agencies Recruitment Sources for External Candidates (cont)

32. © 2013 by Nelson Education32 Recruitment Sources for External Candidates (cont)  Service Canada Centres (Employment and Social Development Canada/ESDC)  Executive Search Firms  In-house Recruiters  Temporary Help Agencies

33. © 2013 by Nelson Education33  Seeking entry-level technical, professional and managerial employees  Placement services provided in the educational institutions  Well-established campus recruiting programs Recruiting at Educational Institutions

34. © 2013 by Nelson Education34  Internet recruiting: the use of the Internet to match candidates to jobs through electronic databases that store information on jobs and job candidates E-Recruiting: The Use of the Internet and Social Networks

35. © 2013 by Nelson Education35  Social networks: Internet sites that allow users to post a profile with a certain amount of information that is visible to the public  LinkedIN, Facebook, Instagram, Blogs, Sponsored Professional Sites Social Network Recruiting

36. © 2013 by Nelson Education36 Advantages:  Uncomplicated ad creation and turnaround  Brand building through greater reach  Outreach recruiting for diversity  Higher quality candidates through outreach and built-in screening E-Recruiting at NAV Canada

37. © 2013 by Nelson Education37 Advantages:  Metrics from Google analytics give key insights from site tracking  Increased recruiter efficiencies  Available 24/7 E-Recruiting at NAV Canada

38. © 2013 by Nelson Education38 Disadvantages:  Does not reach remote areas  Too many unqualified applicants E-Recruiting at NAV Canada

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41. © 2013 by Nelson Education41 Evaluating the Recruitment Effort (Notebook 6.7 p. 270)  Behavioural measures ◦ Turnover  Within 6 months  Within 12 months  Within 24 months ◦ Absenteeism  Performance measures ◦ Performance ratings ◦ Sales quotas ◦ Performance potential

42. © 2013 by Nelson Education42 Recruitment and Selection Today 6.7 (cont)  Attitudinal measures ◦ Job satisfaction ◦ Job involvement ◦ Satisfaction with supervisor ◦ Commitment to organization ◦ Perceived accuracy of job descriptions

43. © 2013 by Nelson Education43 Ryan and Tippens Audit of Recruitment Practices – Notebook 6.8, p. 271 Based on 19 questions, including: 1. Have we determined which applicant groups to target? 2. Are efforts being made to recruit a diverse applicant pool? 3. Are we considering all aspects of job performance in choosing tools? 4. Are we proving applicants with specific information?

44. © 2013 by Nelson Education44 Ryan and Tippens Audit of Recruitment Practices – Notebook 6.8, p. 271 5. Do we solicit feedback from applicants about the process? 6. Are applicants treated with respect? 7. Is the selection process consistently administered? 8. Is feedback provided to applicants in a timely manner?

45. © 2013 by Nelson Education45 Questions?