1. Recruiting

2. Fall 2008MGMT 412 | RecruitmentPage 2 The Purpose of Recruiting Recruiting as a marketing function Product Product Price Price Place Place Promotion Promotion

3. Fall 2008MGMT 412 | RecruitmentPage 3 Approaching Recruiting Two functions Attracting applicants Screening applicants An alternate perspective: Prospecting Mating EmployerProspective EmployeeEmployerProspective Employee

4. Fall 2008MGMT 412 | RecruitmentPage 4 Also…. It’s important to remember…..are the desirable applicants looking for a job? So, make sure you can access passive job seekers The recruitment process is the first step in the selection process – recruit the kind of people you want to hire !

5. Fall 2008MGMT 412 | RecruitmentPage 5 Some Examples Jobs at UPS: Recruiting the part-time worker Registered Nurse: This ad emphasizes patient care and professional development Registered Pharmacist: The writers here didn’t overlook anything !

6. Fall 2008MGMT 412 | RecruitmentPage 6 Recruiting Issues In-house vs. external agency Cost Expertise and knowledge of sources Control Image Centralized vs. decentralized recruiting Centralized recruiting often more efficient Don’t want different areas to be in competition However, operating managers have better knowledge of their needs and possible sources Source: Martinez, 2002

7. Fall 2008MGMT 412 | RecruitmentPage 7 Your Labor Market That is, what is your pool of potential applicants? Geography Can be as narrow as walking distance or national / global Skills, licensing, certification Return to an earlier issue – hire for skills or for attitude? Industry Union membership (not too often, any more)

8. Fall 2008MGMT 412 | RecruitmentPage 8 General Principles of Recruiting You are the most important factor in filling the job Company image, location, hours, etc. -- just an excuse Stay in control Be flexible, but you are in charge of the process Put the company and job on a pedestal Make it appear to be desirable and hard to get Perceptions are everything…but can be changed Control the negatives Turn into positives….is a firefighter’s job dangerous or exciting? Fulfill applicant’s needs…first, you have to find out what they want Set standards high…and keep them high Source: Doverspike & Tuel, 2000

9. Fall 2008MGMT 412 | RecruitmentPage 9 Spreading the Message Basically a marketing problem Who are you trying to reach? Message placement Message content Message format What can you afford ? But, it’s important to evaluate cost / benefit ratio of recruitment methods Cost per applicant / cost per hire / cost per successful employee Time to fill position (from standpoint of organization and prospective employee)

10. Fall 2008MGMT 412 | RecruitmentPage 10 Recruiting Costs Advertising Agency / search firm fees Referral bonuses to current employees Travel costs (recruiter, recruitee or both) Relocation costs Recruiter cost Miscellaneous costs Testing Reference checking Medical exams, drug tests

11. Fall 2008MGMT 412 | RecruitmentPage 11 Some Inexpensive Methods Unsolicited applicants No screening May be time-consuming to deal with Many organizations will accept applications only for open positions Employee referrals Some screening by current employee Recruits will be similar to current employees (this may be good or bad) Applicants are somewhat familiar with organization Cash bonuses for successful new hires (there are arguments for paying up-front or after employee hired)

12. Fall 2008MGMT 412 | RecruitmentPage 12 Advertising Price will vary Can be very closely targeted (response coding) Possibilities: Local newspapers (not just Help Wanted pages) Multiple local newspapers National publications (Wall Street Journal, USA Today) Student newspapers Professional / trade journals and magazines

13. Fall 2008MGMT 412 | RecruitmentPage 13 School Placement Best for entry-level jobs Alumni associations may be a source for experienced applicants Selecting the right schools to recruit at Location Programs offered Quality of school

14. Fall 2008MGMT 412 | RecruitmentPage 14 Employment Agencies and Executive Search Firms Public Private: Higher level / specialty positions where there is little inside expertise Confidentiality often a key issue Fee may be contingent or up-front Select a reputable agency or headhunter Feedback to agency very important

15. Fall 2008MGMT 412 | RecruitmentPage 15 Professional association meetings Labor unions Job fairs Centralized location Practical when there are many jobs to fill Often involves cooperation among area employers Community agencies and organizations Individuals with disabilities Welfare-to-work programs Church programs Youth service organizations (esp. for seasonal employees) Immigrants (high-tech, entry-level) Telephone hot lines Miscellaneous Sources

16. Fall 2008MGMT 412 | RecruitmentPage 16 Locations Your own web site Job boards (i.e., Monster.com) E-mail lists In-facility kiosks (retail) The focus can be very general or closely targeted Applicants probably computer-literate (though internet recruiting no longer limited to high-tech jobs) There’s a downside, though….. High-Tech Recruiting

17. Fall 2008MGMT 412 | RecruitmentPage 17 Internal Recruiting How does it work? Job opening posted (once paper, more often now now on-line) Individuals express interest Candidates assessed Position filled

18. Fall 2008MGMT 412 | RecruitmentPage 18 Internal Selection: Pro & Con Pro Opportunities for employees / reward loyalty Employee perceptions of fairness Hidden talent may emerge Can fill jobs quickly Con Managers’ reluctance to let good employees go “Passing the trash” Inbreeding Competition among employees Employee distrust of perceived rigged system

19. Fall 2008MGMT 412 | RecruitmentPage 19 Making It Work Employee development essential Feedback If employee not chosen, needs to know why and how to prepare Not something done with external hires