2. MGTO 231 Human Resources Management Recruitment Dr. Kin Fai Ellick WONG

3. Questions for you Sometimes, someone uses “recruitment”, while others use “selection”. Are the two concepts identical? If not, What are their differences? What are the major goals an HR manager wants to achieve in recruitment (not in selection)?

4. Outline Recruitment Recruitment processes Sources of recruitment Evaluation of different sources

5. Recruitment processes 1.Business strategies formation 2.Job analysis & Job opening 3.Recruitment 4.Selection 5.Socialization

6. Recruitment processes 1.Business strategies formation 2.Job analysis & Job opening 3.Recruitment 4.Selection 5.Socialization

7. Example 1: Internet business Broadway, CitiCall, SaSa, Angel… –Business strategies Expanding, high investment, aggressive –HR planning External recruitment, high compensation, new opening, limited training and development

8. Example 2: Public sectors e.g., Housing Authority ( 房委會 ) Business strategies –Defender, maintaining current status HR planning –Internal recruitment, compensation at a market level, less new opening, more training and development

9. Recruitment processes 1.Business strategies formation 2.Job analysis & Job opening 3.Recruitment 4.Selection 5.Socialization

10. From job analysis We know the tasks, duties, and responsibilities of a “job” –Java script, C++, team-work oriented, etc. –Recruitment Select a pool of candidates, job opening –Selection Ability test, interview, job offering or not

11. Recruitment processes 1.Business strategies formation 2.Job analysis & Job opening 3.Recruitment 4.Selection 5.Socialization

12. Recruitment The process of generating a pool of qualified candidates for a particular job Job analysis, description and recruitment Two dimensions are particularly important –Ability (cognitive ability) –Motivation (personality, or context dependent)

13. Recruitment ad Job title (general description of job) –May have implications about the organization culture or the job nature

14. Example 1 In a boutique Sales vs. Customer-needs Manager –“ Sales ” creates an impression of “ selling ” –“ Customer-needs Manager ” creates a better feeling

15. Example 2 An insurance firm Insurance Agent vs. Financial Analyst –“ Insurance Agent ” creates an impression of ….. –“ Financial Analyst ” may be seen as more professional

16. Example 3 A sales department Sales vs. Marketing Executive vs. Account Manager –“ Account Manager ” For customers: creating a more professional image For employees: creating a more superior title, making the job more attractive

17. Job description (job content) –Remember the job description you have made –The major contents are highly similar –Tasks, duties, and responsibilities Job specification (requirements) –Educational level and background –Any professional qualification? –Any specific skills, e.g., Mandarin, 100 wpm

18. How to apply (prompt actions) Other requirements (e.g. organizational culture) –Christians? Salaries and benefits (may or may not be included)

19. Examples Positions at CUHK –http://perntc.per.cuhk.edu.hk/personn el/jobvacancy.asp?category=2http://perntc.per.cuhk.edu.hk/personn el/jobvacancy.asp?category=2 Positions at HKUST –https://www.ab.ust.hk/po/vac.htmlhttps://www.ab.ust.hk/po/vac.html

21. Outline Recruitment Recruitment processes Sources of recruitment Evaluation of different sources

22. External vs. internal Both have benefits and drawbacks External recruitment –Fresh perspectives and different approaches, bring new processes or technology –May not be fully supported by the subordinates (for senior positions), need time to adapt new environment and learning, problem of justice

23. Recruitment (external forces) Print advertisements Internet advertisements Career sites Employment agencies Labour department College recruiting Customers

24. Internal recruitment –Promotion or transfer –Less costly, a kind of reinforcement that increases job motivation, promoted persons are familiar with the culture and duties –Lack of innovation, undercut the authority

25. Recruitment (internal forces) Current employees –Creating another job opening Referrals from current employees Former employees Internship

26. Outline Recruitment Recruitment processes Sources of recruitment Evaluation of different sources

27. Different evaluation methods By assessing how long employees recruited from different sources stay with the company –How well the applicants know about the job Current employees, referrals, and former employees A realistic job preview is important !!! – 空中小姐 stewardess

28. By assessing the costs and benefits of different sources –No. of applicants, offers given, and acceptance of each source –Total cost of each source –Turnover rate of each source –Performance of each source

29. Recruiting Yield Pyramid Offers made (2 : 1) New hires Candidates Invited (4 : 3) Candidates Interviewed (3 : 2) Leads generated (6 : 1) Source: Human Resource Management, 10th Edition, p.162

30. Yield ratio Applied to screened 6:1 Screened to interviewed 4:3 Interviewed to offered 3:2 Offered to accepted 2:1 Overall yield ratio –144:6 or 24:1 or 1200:50

31. How many will be hired in a pool of 300 applicants? Is this pool size enough if there are three vacancies? Different sources may have different yield ratios

32. Exercise According to the data sheet I gave you, what recommendations will you give to HR manager in order to improve the quality of recruitment (i.e. recruit more qualified candidates by lower costs)?