1. RECRUITING HUMAN RESOURCES
Human Resources Management
Chapter 6
RECRUITING HUMAN RESOURCES

2. What is Recruitment?
The process of locating and attracting qualified candidates for job vacancies within an organisation
It involves:
recruitment sources - determining where qualified candidates can be located
recruitment methods - choosing specific means of attracting potential employees to the organisation

3. Recruitment is a Two-way Process:
It satisfies the organisation’s strategic requirements
It helps candidates to assess the job, the organisation and whether they meet the position requirements

4. Strategic business objectives Human resource planning
What is to be achieved and how.
Human resource planning
Determine number and type
of jobs to be filled
Match HR supply with job
openings
Job analysis
Collect job information
FEEDBACK
Job description
Job title
Duties and responsibilities
Relationships
Know-how
Accountability
Authority
Special circumstances
Job specification
Experience
Qualifications
Skills, abilities, knowledge
Personal qualities
Special requirements
Recruitment
Identify and attract a pool of
qualified candidates.
Source: Asia Pacific Management Co Ltd.2001

5. Initial Considerations
1. Is there a genuine need for this job to be filled? Could the work be reallocated? Would the work be better outsourced?
2. Should the job be filled internally or externally?
3. What is the budget for filling the position? Which departments will be charged the costs of recruitment?
What are the duties, responsibilities, reporting relationships, qualifications, experience, skills and personal qualities required?
What salary and fringe benefits will the position attract? What are the conditions of employment?
6. How will candidates be recruited: job posting? Newspaper advertisement? Personnel agency?

6. Initial Considerations (cont)
What advertisement copy/layout/style will be used? Will the advertisement be prepared in-house or by an advertising agency? Which newspapers, magazines and other communication media will be used to relay the advertisement to potential applicants?
Who will be involved in the recruitment and selection process? Who will conduct the interviews? Who will make the hire/reject decisions? Will psychological tests be used? Will a medical examination be required?
Who will handle the induction? Who will be responsible for placing the new hire on the payroll?
Who will give the job instructions? Who will arrange for any special training required?

7. Recruitment Policy
Provides the framework for the organisation’s recruiting action
Reflects the organisation’s recruitment objectives
Considers issues of EEO and AA, promotion, diversity, part-time and full-time work arrangements, the selection of methods, information about the organisation, legal requirements

8. Items to be Considered in the Recruitment Policy
Equal Employment Opportunity (EEO) & Affirmative Action (AA )
promotion;
recruiting personnel from local, interstate or international sources;
permanent part-time and casual employment;
hiring people with disabilities;
hiring women and members of minority groups;
employees taking early or normal retirement;
employing gay and lesbian personnel;
employing relatives and friends of existing employees;

9. Items to be Considered in the Recruitment Policy (cont)
employing union/non-union members;
the balance of the emphasis on technical skills and formal qualifications and the emphasis on the values held by the applicant;
the selection of methods and media to recruit personnel — which positions will be advertised? Which will be placed with executive search firms?
the decision about to what extent to inform applicants about the position, career opportunities, the company, its products;
the decision about how and when to inform applicants about the job, the company and so on.

10. Effective Recruitment Activities
determine and categorize the organization’s long-range and short-range HR needs;
keep alert to changing conditions in the labour market;
develop appropriate recruitment advertisements and literature;
record the number and quality of applicants from each recruiting source; and
follow up on applicants to evaluate the effectiveness of the recruiting effort.

11. Recruitment Methods 1) Internal Recruitment 2) External Recruitment
Computerized record systems
Job Posting
2) External Recruitment
Advertising
Government employment agencies
Personnel consultancies/agencies
University recruiting
Employee referrals
Professional associations/trade unions
3) Electronic Recruiting

12. RECRUITMENT Internal sources
Advantages
Organisation has more knowledge
of the candidate’s strengths and
weaknesses
Candidate already knows the
organisation
Employee morale and motivation is
enhanced
Organisation’s return on investment
in training and development is
increased
Can generate a succession of
promotions
Organisation needs to hire only
entry-level candidates.
Disadvantages
Employees may be promoted
beyond their level of competence
Employee infighting for
promotion can affect morale.
Inbreeding can stifle creativity
and innovation
System can become bureaucratic
Excellent training and
development programs are
necessary
Source: Asia Pacific Management Co. Ltd. 2001

13. RECRUITMENT
External sources
Advantages
The pool of talent is bigger
New insights, skills and know-how
can be introduced into the
organisation
It is often cheaper and easier to
hire employees from outside the
Outside employees are not members
of existing cliques
Disadvantages
Attracting and selecting a new
employee is more difficult
New employee adjustment
and orientation takes longer
Morale may suffer among
existing employees who have
been passed over
An employee may be selected
whose performance is below the
standard required or whose
personality does not match with
the organisation’s culture

14. Electronic Recruitment
Electronic recruiting, cybercruiting or recruiting on the internet (and intranet for internal recruiting) presents a major change to the way in which companies traditionally recruit personnel.
Companies can immediately advertise a job vacancy, 24 hours a day, seven days a week, include detailed and comprehensive information about the job and the company, reach large numbers of potential applicants and expect an almost immediate response.

15. EEO and AA in Recruitment
EEO and AA legislation requires that organizations:
eliminate discriminatory recruiting practices
take specific action to ensure disadvantaged groups are given fair access to job opportunities (eg, women, minorities, disabilities, aged workers)
select the best person for the job in terms of skills, regardless of differences in race, gender, religion, nationality or sexuality.

16. Evaluation of Recruitment
Should include short-term and long term:
Short term: wether the vacancies are filled immediately, with qualified people, at acceptable costs;
Long term: measurement of quality of applicants and successful applicants, acceptance-to-offer ratio, costs per applicants

17. Evaluation of Recruitment Activity
Productivity
Applications per recruiting method
Applicants interviewed per recruiting method
Applicants selected per recruiting method
Quality
Employee on job performance ratings by recruiting method
Early turnover rate by recruiting method
Costs
Advertising expenditure employment agency fees applicant and staff travel and interviews remuneration

18. Evaluation of Recruitment Activity
Time
Time from when the recruiting action is initiated until an application is received
Soft data
Applicants’ satisfaction with a particular recruiting method
Applicants’ reasons for applying to the organization
Line managers’ satisfaction with the recruiting methods