1. Recruiting MN 301 – Human Resource Management Craig W. Fontaine, Ph.D. Pine Manor College Fall 2014

2. Recruiting  Process of generating a pool of qualified applicants for organizational jobs  Considerations

3. Recruiting Stages

4. Requirements to be an Effective Recruiter  Know the industry and where to successfully recruit  Identify keys to success in the labor market  Cultivate relationships with sources of prospective employees  Promote the company brand  Use recruiting metrics to measure the effectiveness of recruiting efforts

5. Recruiting Competencies  Recruiting-related knowledge  Communications skills  Diversity and sensitivity skills  Ethical recruiting behaviors  Multi-tasking skills

6. Labor Market Components: Key Terms  Labor Markets  The external supply pool from which organizations attract their employees  Labor Force Population  All individuals who are available for selection if all possible recruitment strategies are used.  Applicant Population  A subset of the labor force that is available for selection using a particular recruiting approach.  Applicant Pool  All persons who are actually evaluated for selection

7. Labor Market Components

8. Labor Markets and Recruiting Labor Markets Industry and Occupational KSAs KSAsGeographic Local Regional National International Geographic Educational and Technical Qualifications

9. Recruiting Presence and Image  Employment brand : Image of the organization that is held by both employees and outsiders  Company brand can help generate more recruits through applicant self-selection

10. Factors Related to Recruiting Decisions…

11. Organization-Based versus Outsourced Recruiting  Use in-house staff in permanent or….  Recruitment process outsourcing (RPO)  Improves the number and quality of recruiting candidates  Reduces recruiting costs  Professional Employer Organizations (PEO) and employee leasing  Employer signs an agreement with the PEO

12. Organization-Based versus Outsourced Recruiting  Staff is hired by the leasing firm and leased back to the company for a fee  Leasing firm:  Writes the paychecks  Pays taxes  Prepares and implements HR policies  Keeps all the required records for the employer

13. Regular versus Flexible Staffing  Employers are hesitant to hire full-time employees due to:  Increased cost  Economic conditions  Excessive competition  Government considerations

14. Regular versus Flexible Staffing  Temporary workers - Employers can hire their own staff members or make use of agencies on a rate-per-day/week basis  Purpose of hiring temporary workers  Match the firm’s needs with the right workers  Avoid costs associated with benefits  Enhance staffing flexibility

15. Regular versus Flexible Staffing  Independent contractors - Workers who perform specific services on a contract basis  Advantageous for the employer as they do not have to pay benefits  Done by individuals who are:  Highly skilled  Highly experienced  Not affected by familial responsibilities

16. Pros and Cons of Utilizing Flexible Staffing

17. Recruiting and Diversity Considerations

18. EEO and Recruiting Efforts  Organizations must work to reduce:  External disparate impact  Underrepresentation of protected-class members  Special ways to reduce disparate impact can be identified as:  Goals listed in the affirmative action programs (AAPs)

19. EEO and Recruiting Efforts  Equal Employment Opportunity Commission (EEOC) guidelines state that:  No direct or indirect references implying gender or age are permitted  Advertisements should contain wording about being an equal opportunity employer  Specific designations such as EEO/M- F/AA/ADA can be given in the advertisements

20. Recruiting diversity  Nontraditional diverse recruitees  Persons with different racial/ethnic backgrounds  Older workers over 40 years of age  Single parents  Workers with disabilities  Welfare-to-work workers  Homeless/substance abuse workers

21. Realistic Job Previews  Provides a balanced view of:  Advantages, demands, expectations, and challenges in an organization or a job  Help attract employees with more realistic expectations  Reduce the number of employees who quit a few months after being hired

22. Recruiting Source Choices: Internal versus External  Internal recruitment - Promoting from within an organization  External recruitment - Recruiting from outside an organization  Possible strategy for organizations that face rapidly changing competitive environments and conditions might be to:  Promote from within if a qualified applicant exists  Go to external sources if not

23. Advantages and Disadvantages of Internal and External Recruiting Sources

24. What to Include in an Effective Recruiting Ad

25. Internet Recruiting Methods Job Boards Professional/ Career Web Sites Employer Web Sites

26. Internet Recruiting Cost effective recruiting Recruiting less time consuming Broader exposure and diverse pool of applicants Better targeting of specific audiences Recruiters can reach passive job seekers More unqualified applicants Additional work for HR staff Many applicants are not seriously seeking employment Access limited or unavailable to some applicants Privacy of information and discrimination issues AdvantagesDisadvantages

27. Internet Recruiting Social Networking Recruiting Advantages Allows job seekers to connect with employees of potential employers Allows employers to engage in social collaboration by joining and accessing social technology networks to help applicants post resumes and complete applications online

28. External Recruiting Sources  Media sources - Newspapers, magazines, television, radio, and billboards have been widely used in external recruiting  Internet media sources such as postings, ads, videos, and Webinars are also used

29. Media Ads  Effectiveness of evaluating media ads  Easy ways to track responses to ads  Different contact names  E-mail addresses  Phone number codes in each ad  After hiring, follow-up should be done  Shows which sources produced the employees who stay longer and perform better

30. External Recruiting Sources  Competitive recruiting sources - Includes professional societies and trade associations that:  Publish newsletters or magazines and have Web sites containing job ads

31. External Recruiting Sources  Employment agencies - Public and private recruiting source  Public employment agencies - Operate branch offices in cities throughout the states  Do not charge fees to applicants or employers  Private employment agencies - Operate in most cities for a fee collected from:  Either the employee or the employer

32. External Recruiting Sources  Headhunters : Focus their efforts on executive, managerial, and professional positions  Executive search firms split into:  Contingency firms - Charge a fee after the candidate is hired  Retainer firms - Charge a fee whether or not the candidate is successfully hired

33. External Recruiting Sources  Labor unions - Labor pool is available through a union  Workers can be dispatched from the hiring hall to particular jobs to meet the needs of employers  Job fairs - To help bring employers and potential job candidates together  Creative recruiting - Can be used to generate a pool of qualified applicants quickly to fill jobs in a timely manner

34. College Recruiting  Desirable attributes of college recruits  Desirable grade point average (GPA)  Attending elite universities  Specialty fields at certain colleges  Internships

35. College Recruiting: Considerations for Employers

36. External Recruiting Sources  School recruiting  Cooperative programs  Students work part-time while attending school  Summer internships  Mentoring programs

37. Recruiting Evaluation and Metrics

38. Recruiting Measurement Areas

39. General Recruiting Process Metrics Comparison of the number of applicants at one stage of the recruiting process with the number at the next stage Yield Ratios Percentage hired from a given group of candidates Selection Rate Percent of applicants hired divided by total number of applicants offered jobs Acceptance Rate Longer-term measure of recruiting effectiveness is the success rate of applicants Success Base Rate

40. Sample Recruiting Evaluation Pyramid