1. Staffing Activities: External Recruitment
CHAPTER FIVE
Staffing Activities:
External Recruitment
Screen graphics created by:
Jana F. Kuzmicki, PhD
Troy State University-Florida and Western Region

2. Recruitment Planning
Organizational issues
Administrative issues

3. Recruitment Planning: Organizational 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

4. 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. Exh. 5.1: Personnel Requisition

6. Recruitment Planning: Administrative Issues (continued)
Recruitment budget
Exh. 5.2: Example of a Recruitment Budget for 500 New Hires
Development of a recruitment guide
Exh. 5.3: Recruitment Guide for Director of Claims
Process flow and record keeping
Selecting recruiters
Training recruiters
Rewarding recruiters

7. 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

8. Considerations Related to Recruiters: Training and Rewards
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
Rewards
Performance must be monitored and rewarded
Effective recruiter behaviors
End results

9. Strategy Development Open vs. targeted recruitment Recruitment sources
Choice of sources
When to look

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

11. Recruitment Sources Unsolicited Employee referrals and networks
Advertisements
Recruiting online
Colleges and placement offices
Employment agencies
Executive search firms
Professional associations and meetings
State Employment services
Outplacement services
Community agencies
Job fairs
Co-ops and internships

12. Approaches to Recruiting Online
Job postings on Internet job boards
Searching Web-based databases
Exh. 5.4: List of Recruiting Web Sites
Job postings on organization’s Web site
Mining databases

13. Innovative Recruitment Sources
Religious organizations
Interest groups
Realtors
Senior networks

14. Strategy Development: Criteria Affecting Choice of Sources
Sufficient quantity and quality
Cost
Past experience with source
Impact on HR outcomes
Satisfaction
Performance
Retention

15. Effectiveness of Recruitment Sources
Involves assessing impact of sources on increased employee satisfaction, performance, and retention
Research results
Most effective
Referrals, job postings, rehiring of former employees
Least effective
Newspaper ads, employment agencies

16. Strategy Development: When to Look
Lead time concerns
Goal -- Minimize delay in filling vacancies
Effective planning requirements
Establishment of priorities for job openings
Prepared recruiters
Time sequence concerns
Staffing flowchart
Time-lapse statistics

17. Searching: Communication Message
Job requirements and rewards matrices
Type of messages
Realistic recruitment message -- RJP
Exh. 5.5: RJP for Elementary School Teachers
Branding
Targeted messages
Choice of messages
Nature of labor market
Vacancy characteristics
Applicant characteristics
Traditional message
Job applicant may be given relatively little concrete or accurate info.
Unlimited growth opportunities
Realistic recruitment message
RJP - Job applicants are given a “vaccination” by being told what the actual job is really like
Tells it like it is
Great deal of research has been conducted on effectiveness of RJPs

18. Searching: Communication Medium
Recruitment brochures
Videos and videoconferencing
Advertisements
Types of ads
Classified ad
Classified display ad
Display ad
Online ad
Telephone messages
Organizational Web sites
Radio

19. Applicant Reactions Reactions to recruiters
Influence of recruiter vs. job characteristics
Influence of recruiter on attitudes and behaviors
Demographics of recruiters
Influential recruiter behaviors
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

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

21. 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

22. 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?