1. Chapter 7
Recruitment
McGraw-Hill/Irwin
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Chapter 7 Learning Objectives
Discuss how to develop an effective recruiting program for an organization.
Describe the recruiting process: who does it, how recruiters do it, and where do they find recruits.
Differentiate between realistic and unrealistic job previews.
Determine a cost-benefit analysis of a recruiting program.
Analyze different strategies that organizations might use to recruit blue-collar, white-collar, managerial, technical, and professional applicants.
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3. Introduction Recruitment includes all activities that…
Influence the number and types of applicants who apply for a job
Create a positive first impression with prospective employees
Affect whether the applicants accept the jobs that are offered
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4. Introduction
During the coming years, the importance of recruitment will increase
A tight labor market will plague organizations of all sizes
Driven by retiring boomers and fewer young people entering the workforce
Many companies have developed retention strategies
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5. Introduction
Before an organization can fill a job vacancy, it must find people who
Are qualified for the position
Want the job
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6. How difficult the recruiting job is depends on
Introduction
Government and union restrictions
The labor market
Whether people respond to the recruiting effort depends on the attitudes they have
Toward the tasks
How difficult the recruiting job is depends on
The employer’s requirements
Candidates’ preferences
Toward the organization
External Factors
Internal Factors
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7. Government and Union Restrictions
To determine if an organization has violated the law, government agencies review…
Recruitment sources
Recruiting advertising
Estimates of employment needs for the coming year
Number of applicants by demographic and job category
The evidence used to verify the legal right to work
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8. Exhibit 7-1 Guidelines for Legal Recruitment
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9. Government and Union Restrictions
The Immigration Reform and Control Acting (IRCA) of 1986 requires employers to:
Screen applicants’ eligibility for employment
Maintain records demonstrating employment authorization
The Employer is the chief enforcer under the IRCA, not the Government
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10. Government and Union Restrictions
Discrimination on the basis of citizenship or national origin
Illegal aliens eligible for temporary or permanent resident status
Recruiting, hiring, or continuing to employ unauthorized aliens
Verifying the identity and work authorization of new employees
IRCA Categories
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11. Government and Union Restrictions
All employees are required to complete a Form I-9 and file it with the employer to verify their citizenship
“E-Verify” system has been established to allow employers to check employees’ immigration status
Enforcement of the IRCA occurs through payroll audits of employers by U.S. Immigration and Customs Enforcement (ICE)
Penalties for violations include fines, civil penalties, and criminal penalties

12. Labor Market Conditions
A surplus of labor means that even informal recruiting attempts will attract sufficient applicants
Near full employment, skillful & prolonged recruiting may be needed
The state of the economy affects how many applicants are available
Researching the current employment picture
Boards and journals
State divisions of employment security and labor
Federal Department of Labor
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13. Composition of Labor Force & Location
As legal requirements increase, it becomes more important to analyze workforce composition
Determine if employment practices are discriminatory
The number of minorities in the workforce affects the number of minorities in the labor market
An aggressive diversity management program is essential
Diversity leads to enhanced competitiveness, higher productivity, and increased customer satisfaction
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14. Interaction With Recruits
There is a complex interaction between job applicants and the organization trying to hire them
Techniques used and sources of recruits vary with the job
Applicant’s abilities and past work experience affect how they seek a job
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15. The Organization’s View of Recruiting
Things that affect recruiting
Recruiting requirements set
Organization policies, procedures
Organization image
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16. Recruiting Requirements
The process begins with a detailed job description and job specification
Without these, it is impossible for recruiters to determine how well any applicant fits the job
The recruiter must know which requirements are essential and which are merely desirable
This helps avoid unrealistic expectations
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17. Organizational Policies and Practices
HRM policies, practices can affect recruiting
Recruiting from outside only at the initial hiring level
Hiring only on referral
Favoring disabled, veterans, or ex-convicts
Nepotism
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18. Organizational Image
It is easier for an organization with a positive image to attract and retain employees
Recruitment is also easier for organizations with a strong community presence or positive name recognition
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19. Organizational Image
Job specifications may have to be adjusted to meet realities of…
The labor market
Government or union restrictions
Company policies and procedures
The company image
If too few high-quality people apply for a job
Adjust the job to fit the best applicant
Increase recruiting efforts
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20. Applicant’s View of Recruiting
The applicant’s abilities, attitudes, and preferences are based on:
Past work experiences
The influence of parents, teachers, and others
These factors affect recruits in two ways
How they set their job preferences
How they go about seeking a job
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21. Preferences of Recruits
Recruits often have a set of job preferences
Education and skill levels
Geographic location
Salary levels
Advancement opportunities
These recruits may not find the “ideal” job
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22. Preferences of Recruits
Government/union restrictions
Barriers to finding the “ideal” job
Organizational policies/practices
Economic conditions
2. Choose an organization
1. Choose an occupation
Making a job selection
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23. Preferences of Recruits
Occupational choice is most heavily influenced by parents, followed by
Teachers
Career counselors
Friends
Relatives
Organizational choice is influenced by:
Corporate image and size
Satisfaction with recruitment
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24. Job Search: The Recruit
People who successfully find the “right job” tend to follow similar job search processes
Self-assessment
Information gathering
Networking
Targeting specific jobs
Successful self-presentation
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25. Job Search: The Recruit
Information gathering and networking can generate lists of potential employers and jobs
Newspapers, trade publications, college recruitment offices, organizational “insiders,” and the Internet
The purpose of self-assessment is to recognize…
Career goals, Interests and values, Preferred lifestyles
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26. Job Search: The Recruit
When the job seeker has decided where to send a resume, self-presentation becomes critical
Recruiters want resumes and cover letters that are tailored to the position and are truthful
The cover letter and resume should include
The position you seek
Your specific job objectives
Your career objectives
The reason you seek employment
An indication that you know something about the organization
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27. Impression Management
The probability of success in an interview can be increased using the techniques of Impression Management
Self Presentation
Smiling
Making Eye Contact
Positive Tone of Voice
Appropriate Dress
High Level of Energy
Other-Enhancement
Doing Favors for Others
Using Flattery
Showing Interest in Others
Being an Active Listener
Agreeing With Others’ Opinions

28. Job Search: The Recruit
Not all job seekers provide a truthful resume
Up to 95% of college students are willing to be less than truthful when searching for a job
In the long run, little can be gained; falsification of an application is typically grounds for dismissal
Successful job seekers prepare carefully for interviews
Learn as much about the company as possible
Use “impression management” tactics
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29. Methods of Recruiting
Most organizations must use both internal and external sources to find enough applicants
The choice of a recruiting method can make all the difference in the success of the recruiting effort
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30. Internal Recruiting Skills inventory Posting and bidding
Can be used to identify internal applicants for job vacancies
Posting and bidding
Bulletin boards and company publications
Computerized posting accessible to employees via the company’s intranet
Software allows employees to match an available job with their skills and experience
It may also highlight where gaps exist
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31. Internal Recruiting Inside Moonlighting
Used when there is a short-term shortage or no great amount of additional work
Workers can be enticed to take a “second” job with bonuses
So common that some HR departments issue moonlighting policies
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32. Some offer “finders fees” for successful referrals
Internal Recruiting
Employees’ Friends
Before recruiting outside, many organizations ask employees to encourage friends and relatives to apply
Some offer “finders fees” for successful referrals
Referrals should be used cautiously, especially if the workforce is already racially or culturally imbalanced
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33. External Recruiting Walk-ins External recruiting
An important source of applicants
As labor shortages increase, recruiting efforts must be more proactive
External recruiting
Media advertising
E-recruiting
Employment agencies
Executive search firms
Special-events recruiting
Internships
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34. Media Advertising Trade/professional Newspapers publications
Billboards
Subway and bus cards
Radio
Telephone
Television
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35. Media Advertising
When developing a recruitment advertisement, begin with the corporate image
Effective recruiting is consistent with overall corporate image
Recorded want ads are an innovative way to attract applicants
Help-wanted ads must be carefully prepared
Media must be chosen, coded for study, and analyzed for impact afterward
Including diversity in ads helps attract applicants from diverse populations
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36. Exhibit 7-2 A Questionable Want Ad
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37. E-Recruiting Monster, CareerBuilder, Americas Job Bank
Over 95 percent of U.S. companies use the Internet for recruitment activities
30,000 websites are devoted to job posting activities
However, 71 percent of all job listings are on a handful of the “big boards”
Monster, CareerBuilder, Americas Job Bank
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38. The Internet is a Popular Recruitment Tool
E-Recruiting
The Internet is a Popular Recruitment Tool
Relatively inexpensive
Immediate access to thousands of prospective applicants
Allows searches over broad geographic areas
Some online services catalog traditional newspaper recruiting ads
Specialized sites focus on particular fields or areas
Having an HR Web page is an effective addition to overall recruitment strategy
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39. Employment Agencies/Executive Search
Focus on higher-level managerial positions with salaries of $50,000+
Executive Search Firms
Are on retainer
Charge higher fees
Employment Agencies
Deal with middle-level management and below
Are paid only when they provide a new hire
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40. Special Events Recruiting
Job fairs
Speeches
Hospitality suites
Informative literature
Visit to headquarters
Open house
Special events attract applicants
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41. Special Events Recruiting
Can reduce recruiting costs by up to 80%
May be held on holidays or weekends to reach college students and the currently employed
Appeals to job seekers who wish to be in a particular area or who want to minimize travel and interview time
Especially useful for smaller, less well known employers
Job Fairs
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42. Summer Internships
Can attract the best people where there are labor shortages
Can improve diversity
Provides trial-run employment
Use of interns is dramatically increasing
Exposes organizations to talented, potential employees who may become “recruiters” at school
1 in 3 students at four-year universities will intern before graduating
Organizations hire students as interns during the summer or part time during the school year
Internship programs have a number of purposes
Organizations can get specific projects done
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43. Summer Internships Student’s point of view May offer course credits
Using one’s talent in realistic environ
Potential of future job
Real work experience
A job with pay
(maybe)
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44. Summer Internships There are costs to internships
Interns take up a lot of supervisory time
Their work is not always the best
Some students expect everything to be perfect
When it is not, they become disillusioned
Disillusioned students become reverse recruiters
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45. College Recruiting Typical Recruiting Sequence
Students register at the college placement office
During the recruiting season, candidates are told of scheduled visits
At the placement service, they reserve interviews and pick up brochures/literature about the firms
Preliminary interviews are held
Before leaving campus, recruiter invites chosen candidates to make a site visit
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46. College Recruiting Students who are invited to the site
Are given more job information
Meet potential supervisors and other executives
Are entertained
May be tested
If the visit goes well
The student is given an offer
Bargaining may take place on salary and benefits
The candidate accepts or rejects the offer
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47. The Effective College Recruiter
Characteristics of a good recruiter
Characteristics students prefer in a recruiter
Outgoing, self-motivated, and a good salesperson
Has well-developed interpersonal skills
Is familiar with the company they represent
Work experience in their specialties
Personal knowledge of the university
Friendly, knowledgeable
Personal interest in the applicant
Truthfulness
Enthusiastic communicator
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48. The Effective College Recruiter
Lack of enthusiasm
Interviews that are stressful or too personal
Lack of interest in the applicant
Insufficient time allocation
Major flaws students find in recruiters
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49. Realistic Job Previews
Recruitment is more effective when realistic job previews (RJPs) are used
Pertinent information about the job is given, without distortion or exaggeration
Most jobs have unattractive features; the RJP presents the full picture
Realistic expectations about the job, results in lower turnover of new employees
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50. Exhibit 7-3 Typical Consequences of Job Preview Procedures
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51. Realistic Job Previews
Newly hired employees who received RJPs…
Have a higher rate of job survival
Have higher job satisfaction
Set job expectations at realistic levels
RJPs do not reduce the flow of capable applicants
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52. Alternatives to Recruitment
Overtime
Organizations avoid the cost of recruiting and having additional employees
Employees earn additional income
Potential problems include fatigue, higher accident rates, and increased absenteeism
Continuous overtime often results in higher labor costs and reduced productivity
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53. Alternatives to Recruitment
Involves paying a fee to a leasing company or professional employer organization (PEO) to handle payroll, benefits, and routine HRM functions
Outsourcing
Can save 15-30% of benefit costs
Very attractive to small and midsize firms that can’t afford a full-service HR department
Exercise care when choosing a leasing company; many are financially unstable
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54. Alternatives to Recruitment
Temporary employment
One of the most noticeable effects of the downsizing epidemic and labor shortages of the past two decades
“Just-in-time” employees staff all types of jobs
There are nearly 7,000 temporary employment agencies in the U.S.
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55. Alternatives to Recruitment
Advantages of using temporary workers
Relatively low labor costs
Accessible source of experienced labor
Flexibility
Fringe benefits
Temporary workers do not receive
Training
A compensation and career plan
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56. Cost-Benefit Analysis of Recruiting
Many aspects of recruitment can be evaluated
Recruiters can be assigned goals by type of employee
Sources of recruits can be evaluated
Recruiting methods can be evaluated along various dimensions, such as the cost of the method divided by the number of job offer acceptances
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57. Cost-Benefit Analysis of Recruiting
The quality of a new hire can be evaluated using the formula QH = (PR + HP + HR)/N
QH = quality of recruits hired PR = average job performance ratings HP = % of new hires promoted within one year HR = percent of hires retained after one year N = number of indicators used
Use caution when using the quality-of-hire measure to evaluate the recruitment strategy
Good employees can be lost for reasons that have nothing to do with recruiter effectiveness
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58. In review, did we…
Discuss how to develop an effective recruiting program for an organization.
Describe the recruiting process: who does it, how recruiters do it, and where do they find recruits.
Differentiate between realistic and unrealistic job previews.
Determine a cost-benefit analysis of a recruiting program.
Analyze different strategies that organizations might use to recruit blue-collar, white-collar, managerial, technical, and professional applicants.
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