1. 1 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition. 5 F I V E RecruitmentRecruitment C H A P T E R

2. 2 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition

3. 3 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Recruitment Defined The process of finding and attracting capable applicants to apply for employment The result is a pool of applicants Responsibility for recruitment usually resides with the human resource department –functional specialists are often called recruiters

4. 4 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition The Recruitment Process Identify job openings Identify job requirements Determinerecruitmentmethods Pool of recruits Constraints Constraints on recruiters

5. 5 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Strategic Importance of Recruitment Gaining competitive advantage from human capital – presence of highly skilled and motivated workers can be a real competitive advantage Benefits of diversity management – hiring diverse pool of candidates offer greater choice of job applicant Focusing on employee development – training and development Investing resources into recruitment – budget affects the quality of recruits and the overall effectiveness of recruitment activities

6. 6 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition

7. 7 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Internal Recruiting Advantages Employee is familiar with the organizationEmployee is familiar with the organization Lower recruitment costsLower recruitment costs Employee is “known”, thereby increasing ability to predict successEmployee is “known”, thereby increasing ability to predict success Improves employee morale & motivationImproves employee morale & motivation Weaknesses Internal competition can reduce cooperationInternal competition can reduce cooperation No “new blood” is brought in which can prevent creative solutionsNo “new blood” is brought in which can prevent creative solutions Poor morale (possible turnover) of employees not promotedPoor morale (possible turnover) of employees not promoted

8. 8 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition

9. 9 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition External Recruiting Advantages Company is able to acquire skills which may not be currently availableCompany is able to acquire skills which may not be currently available New ideas and ways of solving problems may emergeNew ideas and ways of solving problems may emerge Weaknesses Newcomers may not fit inNewcomers may not fit in Newcomers take longer to learn about the organizationNewcomers take longer to learn about the organization Usually more expensiveUsually more expensive Lowered morale and motivation of current employeesLowered morale and motivation of current employees

10. 10 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Constraints on Recruitment Constraints (Limitations) on Recruitment Constraints on Recruitment Costs Inducements Jobrequirements Human resource plans Organizationalpolicies Diversitymanagement Environmentalconditions Recruiterhabits

11. 11 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Constraints (cont.) Organizational Policies: Promote-from-Within Policies –give present employees the first opportunities Compensation Policies –remain within stated market pay ranges Employment Status Policies –restrict the hiring of part-time, temporary, and contract employees International Hiring Policies –require foreign job openings to be staffed with local citizens. Reduce relocation expense.

12. 12 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Human resource plan: plan helps recruiters to summarize future recruiting needs Diversity management program: employers cannot discriminate against people with physical disabilities unless it prevents the person from doing the job Constraints (cont.)

13. 13 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Recruiter habits: relying on methods/systems that led to past recruitment success Constraints (cont.)

14. 14 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Environmental conditions: changes in labour market such as unemployment rate, pace of the economy, shortage in specific skills, labour law, etc. Job requirement: highly specialized workers are more difficult to find than unskilled one. Greater experienced people usually ask for higher salaries. “Find the best” is not always reasonable for recruiters. Costs: recruiters must operate within budgets Inducements: flextime, a free trip, fitness centre subsidies, etc. simulates a potential recruit’s interest. Constraints (cont.)

15. 15 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Recruitment Methods RecruitmentMethods ProfessionalassociationsEmployeereferrals Educationalinstitutions Professional search firms (for a fee) Advertising Private Employment Agencies (free) Walk-ins & Write-ins

16. 16 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Recruitment Methods (cont’d) RecruitmentMethods Non-traditional Armed Forces Internet Job fairs Temporary- help agencies Departingemployees Openhouse Labourorganizations

17. 17 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Non-Traditional Recruitment Methods Applicant Tracking Systems Contract/Contingent/Leased Workers Alumni Associations Partnerships with Social Agencies Direct Mail Solicitations Recruitment Abroad

18. 18 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Job Application Forms Name & Address Employment Status Education & Skills Military Background Memberships, Awards & Hobbies References Signature Line Work History

19. 19 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition Evaluating Recruitment The effectiveness of the recruiting function should be continuously evaluated Popular measures include: –Cost per Hire –Quality of Hires and Cost –Offers: Applicants Ratio –Time Lapsed per Hire

20. 20 Copyright © 2007 by McGraw-Hill Ryerson All rights reserved.Schwind 8th Canadian Edition. 5 F I V E RecruitmentRecruitment C H A P T E R