1. 5 .
C H A P T E R
F I V E
Recruitment

3. Recruitment Defined
The process of finding and attracting capable applicants to apply for employment
The result is a pool of applicants
Responsibility for recruitment usually resides with the human resource department
functional specialists are often called recruiters

4. The Recruitment Process
Identify
job openings
Pool of recruits
Constraints
on recruiters
Identify job
requirements
Constraints
Determine
recruitment
methods

5. Strategic Importance of Recruitment
Gaining competitive advantage from human capital – presence of highly skilled and motivated workers can be a real competitive advantage
Benefits of diversity management – hiring diverse pool of candidates offer greater choice of job applicant
Focusing on employee development – training and development
Investing resources into recruitment – budget affects the quality of recruits and the overall effectiveness of recruitment activities

7. Internal Recruiting Advantages Weaknesses
Employee is familiar with the organization
Lower recruitment costs
Employee is “known”, thereby increasing ability to predict success
Improves employee morale & motivation
Internal competition can reduce cooperation
No “new blood” is brought in which can prevent creative solutions
Poor morale (possible turnover) of employees not promoted

9. External Recruiting Advantages Weaknesses Newcomers may not fit in
Company is able to acquire skills which may not be currently available
New ideas and ways of solving problems may emerge
Newcomers may not fit in
Newcomers take longer to learn about the organization
Usually more expensive
Lowered morale and motivation of current employees

10. Constraints (Limitations) on Recruitment
Organizational
policies
Inducements
Human
resource plans
Constraints on
Recruitment
Costs
Diversity
management
Recruiter
habits
Job
requirements
Environmental
conditions

11. Constraints (cont.) Organizational Policies:
Promote-from-Within Policies
give present employees the first opportunities
Compensation Policies
remain within stated market pay ranges
Employment Status Policies
restrict the hiring of part-time, temporary, and contract employees
International Hiring Policies
require foreign job openings to be staffed with local citizens. Reduce relocation expense.

12. Constraints (cont.)
Human resource plan: plan helps recruiters to summarize future recruiting needs
Diversity management program: employers cannot discriminate against people with physical disabilities unless it prevents the person from doing the job

13. Constraints (cont.)
Recruiter habits: relying on methods/systems that led to past recruitment success

14. Constraints (cont.)
Environmental conditions: changes in labour market such as unemployment rate, pace of the economy, shortage in specific skills, labour law, etc.
Job requirement: highly specialized workers are more difficult to find than unskilled one. Greater experienced people usually ask for higher salaries. “Find the best” is not always reasonable for recruiters.
Costs: recruiters must operate within budgets
Inducements: flextime, a free trip, fitness centre subsidies, etc. simulates a potential recruit’s interest.

15. Recruitment Methods Recruitment Methods Walk-ins & Write-ins
Professional
associations
Employee
referrals
Educational
institutions
Advertising
Professional
search firms
(for a fee)
Private Employment
Agencies (free)

16. Recruitment Methods (cont’d)
Labour
organizations
Recruitment
Methods
Non-traditional
Armed Forces
Internet
Temporary-
help agencies
Job fairs
Departing
employees
Open
house

17. Non-Traditional Recruitment Methods
Applicant Tracking Systems
Contract/Contingent/Leased Workers
Alumni Associations
Partnerships with Social Agencies
Direct Mail Solicitations
Recruitment Abroad

18. Memberships, Awards & Hobbies
Job Application Forms
Name & Address
Military Background
Employment Status
Memberships, Awards & Hobbies
Education & Skills
References
Work History
Signature Line

19. Evaluating Recruitment
The effectiveness of the recruiting function should be continuously evaluated
Popular measures include:
Cost per Hire
Quality of Hires and Cost
Offers: Applicants Ratio
Time Lapsed per Hire

20. 5 .
C H A P T E R
F I V E
Recruitment