1. Internal and External Recruiting
MANA 4328
Dr. Jeanne Michalski 1

2. RECRUITMENT
Process of identifying and attracting potential job applicants who are qualified for job openings and interested in working for your organization.

3. Process Inputs and Outputs
HR Planning:
Number of jobs
to be filled
Recruitment:
Pool of qualified and interested applicants
Selection:
Job Offers
Job Analysis:
Job Descriptions and Minimum KSA’s

4. Internal Recruiting Why recruit internally? Why NOT recruit internally
Open vs. Closed recruiting
When should you post a job?
When should you NOT post a job?
Succession Planning

5. Opportunistic Hiring
Companies need to hunt for talent continuously to capture people when they are ready to make a move.
Identify ideal candidates and court that person.
Hire them for a specific position even if the slot is not currently open.
While they are waiting for that position they can be doing special projects and getting to know the organization.
GE brings in 100 people a year
Within 18 months they are hired from the “bullpen” into line jobs within the different divisions.

6. External Recruiting Sources
Walk-ins Broad
Internet
Print advertisements
Colleges & Universities
Job Fairs
Employment agencies
Temporary agencies
Referrals from current employees
Former employees
Headhunters Narrow

7. Internet Recruiting General Sites http://careers.yahoo.com
Government Affiliated
Georgraphic Location
Industry Specific
Applicant Specific
And many many more…..

8. Deciding on a Source Quantity of applicants Quality of applicants
Large headcount vs. single jobs
Quality of applicants
Specialized skills vs. general skills
Types of people that the media reaches
Print ads vs. internet ads
Location and Relocation
Budget
Lead times
Legal issues and diversity

9. Effectiveness of Recruitment Sources
Source: David E. Terpstra, “The Search for Effective Methods.” Reprinted from HRFocus, May © 1996 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved.

10. Gimme an Rx! Cheerleaders Pep Up Drug Sales
As an ambitious college student, Cassie Napier had all the right moves - flips, tumbles, an ever-flashing America's sweetheart smile - to prepare for her job after graduation. She became a drug saleswoman.
Known for their athleticism and persuasive enthusiasm, cheerleaders have many qualities the drug industry looks for in its sales force.
T. Lynn Williamson, Ms. Napier's cheering adviser at Kentucky, says he regularly gets calls from recruiters looking for talent, mainly from pharmaceutical companies. "They watch to see who's graduating," he said.
NYT 11/28/05

12. Attracting Top Talent
Google Finds Novel Ways to Feed Hiring Machine NYT
On a spring Saturday, about 90 students converged on Google's corporate campus for a day of spirited team competition over mind-bending puzzles, Lego building problems and video games called the “Google Games.” These are no-pressure recruiting occasions meant to create excitement around their companies and impress potential recruits as young as college freshmen.
To lure talent, companies have expanded their recruiting arsenal far beyond the traditional job fair to include a growing number of events like technology lectures, cocktail parties, pizza parties, treasure hunts and programming contests, dubbed ''code jams'' or ''hack days.''
David Nguyen, a doctoral student at Berkeley who went to Google for the games, said the company clearly understands its target audience. ''This is exactly the kind of person they want,'' Mr. Nguyen said, ''someone who is going to work and solve problems on a Saturday and enjoy it.''

13. Choosing A Message What is Most Important For You? Interesting work
Wage / Salary
Incentive Pay
Benefits
Growth / Development Opportunities
Job Security
Location

14. Factors That Attract Top Talent
Source: E. G. Chambers, H. Hanafield-Jones, S. M. Hankin, and E. G. Michaels, III, “Win the War for Top Talent,” Workforce 77, no. 12 (December 1998): 50–56. Used with permission of McKinsey & Co.

15. Choosing A Message Messages can be tailored for individual groups:
Amount of contingent pay
Team vs. individual work and appraisals
Promotion opportunities
“Promotes from within” top consideration for MBA’s
Retailing jobs – Wal Mart, Home Depot, Target
Details about the company
“Fun place to work”
Environmentally friendly
“Affirmative Action Employer”

16. Choosing A Message Messages should be both attractive and accurate:
Beware of the specificity and accuracy of information
“Unlimited growth potential”
Amount of travel required
Nature of the work
Salary included? Benefits described?
Selling the job vs. Realistic job preview
Self-selection
Higher commitment and less turnover

17. “An Army of One”
The new slogan drew sharp criticism from some veterans and analysts who said it emphasized individualism over collective action.
"I keep telling the old guys like me who are a little concerned about the nontraditional message that we're not recruiting you. Go ask your grandson or granddaughter what turns them on, and that's where you're going to find the Army.” Army Recruiter
Teens surveyed said they didn't feel that the Army was "made up of people." They thought joining the Army meant disappearing as a small cog in a large machine.