1. Human Resource Management Robert L. Mathis | John H. Jackson | Sean R. Valentine © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Recruiting and Labor Markets CHAPTER 6 14e

2. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Recruiting  Process of generating a pool of qualified applicants for organizational jobs  Considerations

3. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Labor Markets

4. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Labor Market Components All individuals who are available for selection if all possible recruitment strategies are used Labor force population Subset of the labor force population that is available for selection using a particular recruiting approach Applicant population All persons who are actually evaluated for selection Applicant pool (Job Candidates) Acceptance or rejection of the job offer depends on the candidates Individuals selected for job

5. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Unemployment Rates and Labor Markets  Unemployment rates vary with business cycles  Strict hiring adopted by companies due to recessionary conditions  Decreased customer spending  Increased business competition  Decreased need for new employees due to developments in technology

6. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Labor Markets

7. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Strategic Recruiting Decisions

8. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Recruiting Presence and Image  Recruiting image can be:  Continuous - offers the advantage of keeping the employer in the recruiting market  Intensive - Vigorous recruiting campaign aimed at hiring a given number of employees in a short period

9. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Recruiting Presence and Image  Recruiting process outsourcing (RPO) - Done to:  Improve the number and quality of recruiting candidates  Reduce recruiting costs  Employment brand : Image of the organization that is held by both employees and outsiders

10. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Organization-Based versus Outsourced Recruiting  Professional Employer Organizations (PEO) and employee leasing  Employer signs an agreement with the PEO  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

11. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Figure 6.4 - Pros and Cons of Utilizing Flexible Staffing

12. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Figure 6.5 - Recruiting and Diversity Considerations

13. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Internet Recruiting

14. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Internet Recruiting

15. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 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

16. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Internet Recruiting

17. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Legal Issues in Internet Recruiting

18. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 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

19. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. External Recruiting Sources

20. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Figure 6.6 - Advantages and Disadvantages of External Recruiting

21. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Internal Recruiting Methods

22. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Figure 6.9 - Advantages and Disadvantages of Internal Recruiting

23. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Recruiting Evaluation and Metrics

24. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Figure 6.10 - Recruiting Measurement Areas

25. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 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

26. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Increasing Recruiting Effectiveness  Recruiting activities:  Résumé mining  Applicant tracking  Employer career Web site  Internal mobility  Realistic job previews

27. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Recruiting Evaluation and Metrics  Responsive recruitment  Fair and professional treatment by the recruiters  Emphasis of positive aspects about the jobs and the employer by the recruiters