1. Part 3 Staffing Activities: Recruitment
Chapter 5: External Recruitment
Chapter 6: Internal Recruitment
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.

2. Part 3 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: 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
Transition to Selection

5. Chapter Outline Recruitment Planning
Organizational Issues – plan must be made to coordinate the identification and attraction of applicant
Administrative Issues – no. of contacts to be made, recruiters to be used, budget, resources – successful recruitment campaign
Recruiters
Strategy Development
Open Versus Targeted Recruitment
Recruitment Sources
Recruiting Metrics
Searching
Communication Message
Communication Medium

6. Chapter Outline Recruitment Planning
Organizational Issues – plan must be made to coordinate the identification and attraction of applicant
Administrative Issues – no.of
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
Transition to Selection

7. Discussion Questions for This Chapter
List and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruiting.
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.
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?

8. Recruitment Planning: Organizational Issues
In-house vs. external recruitment agency
Many companies do recruiting in-house -frequents recruitment
Recommended approach for large companies
Smaller companies/lower turn over may rely on external recruitment agencies
In-houses needed to minimized recruitment cost
Individual vs. cooperative recruitment alliances
Cooperative alliances involve arrangements to share recruitment resources, cooperative – small O
Centralized vs. decentralized recruitment
- Centralized – by HR; Decentralized – by dept.

9. Recruitment Planning: Administrative Issues
Use of HRIS to integrate filing requisitions, budget & process flow
Requisitions
Exh. 5.1: Personnel Requisition – small company x requisitions form
Number of contacts – no of applicants
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

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.

11. Recruitment Planning: Administrative Issues (continued)
Development of a recruitment guide – a formal document that details the process to be followed to attract applicants to the job
Ex. 5.3: Recruitment Guide for Director of Claims - details
Process flow and record keeping-where & how to look applicants – use information system
Recruiters
Selecting recruiters –strong interpersonal skill, knowledge on O, job, career related issues, technology skills- develop KSAOs to select recruiters – could be HR, Line M or employees
Training recruiters – may be their not from HR in technology skills, marketing, ethical issues in recruitment

12. Discussion questions
List and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruiting.

13. 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

14. 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

15. Strategy Development
Open vs. targeted recruitment Choosing an audience
Open – everybody can apply; advantages – fair, more candidate, disad. - time
Targeted – identify segments in the labor market where qualified candidate are likely to be.
Recruitment sources – pg. 215
Choosing ways to get the message out
Recruiting metrics –exh.5.5, pg
Assessing the effectiveness of recruiting methods

16. 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

17. Ex. 5.4 Making the Choice Between Open and Targeted Recruiting

18. 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

19. 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

20. 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

21. 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

22. 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

23. Discussion question
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.

24. Communicating message
To communicating message to applicants could focus on conveying realistic, employment brand, or targeted information.
Realistic – portrays the O and jobs as they really are – ex. RJP
Employment brand – portrays good company tag
Targeted message- concentrate to particular audience

25. Ex. 5.7 Comparing Choice of Messages
5-25

26. Discussion questions
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?

27. Searching: Communication Medium
Recruitment brochures
Videos and videoconferencing
Advertisements
Classified advertisements
Online advertisements (banner ads)
Radio and television advertisements
Organizational websites
Direct contact (telephone or )

28. 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

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

30. 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?