1. Chapter 6
Recruiting

2. Recruiting brings together
Introduction
Once an organization identifies its human resource
needs through employment planning, it can begin
recruiting candidates for actual or anticipated vacancies.
Recruiting brings together
those with jobs to fill
those seeking jobs
and

3. Recruitment and Selection
is the process of generating a pool of capable people to apply for employment to an organization.
Selection
is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job(s), given management goals and legal requirements.

4. Recruitment and Selection

5. Recruiting Goals
recruiting provides information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying
recruiters promote the organization to prospective applicants
Video: Kevin Gazarra
Find the Right People and Keep Them Engaged

6. Recruiting Goals Factors that affect recruiting efforts:
organizational size
employment conditions in the area
effectiveness of past recruiting efforts
working conditions, salary, and benefits offered
organizational growth or decline

7. Recruiting Goals Constraints on recruiting efforts:
organization’s image
job attractiveness
internal organizational policies
government policy and laws
recruiting costs

8. Alternatives to Recruitment
Outsourcing
Transfers responsibility to an external provider
Provides greater efficiency and effectiveness
Contingent Workers
Part-timers, temporaries, and independent contractors
Human equivalents of just-in-time inventory
Total cost of a permanent employee is about % above gross pay
“Disposable American workforce”

9. Alternatives to Recruitment
Professional Employer Organizations (Employee Leasing)
Company that leases employees to other businesses
When decision is made to use PEO, company releases its employees who are then hired by PEO
With PEO, leasing company is employees’ legal employer
Overtime
Most commonly used method of meeting short-term fluctuations in work volume
Employer avoids recruitment, selection, and training costs
Employees gain from increased income
Potential problems

10. Recruiting Sources internal searches employee referrals external
online and
alternative
The Internet is blazing trails in recruiting practices

11. Recruiting Sources
internal search
Organizations that promote from within identify current employees for job openings
by having individuals bid for jobs
by using their HR management system
by utilizing employee referrals

12. Recruiting Sources Promoting from Within Advantages Disadvantages
good public relations
morale building
encouragement of employees and members of protected groups
knowledge of existing employee performance
cost-savings
candidates’ knowledge of the organization
opportunity to develop mid- and top-level managers
Disadvantages
possible inferiority of internal candidates
infighting and morale problems
potential inbreeding

13. Internal Recruitment Methods
Employee databases
Job Posting
Job Posting - Procedure to inform employees that job openings exists
Job Bidding
Job Bidding - Permit individuals in organization who believe they possess required qualifications to apply for posted job
Internet
Intranet
Company’s Online Newsletter

14. Recruiting Sources employee referrals
Current employees can be asked to recommend recruits.
Advantages:
the employee’s motivation to make a good recommendation
the availability of accurate job information for the recruit
employee referrals tend to be more acceptable applicants, more likely to accept an offer, and have a higher survival rate
Disadvantages:
the possibility of friendship being confused with job performance
the potential for nepotism
the potential for adverse impact

15. Blind box ads do not identify the organization.
Recruiting Sources
external
searches
Advertisements: Must decide type and location of ad, depending on job; decide whether to focus on job (job description) or on applicant (job specification).
Three factors influence the response rate:
identification of the organization
labor market conditions
the degree to which specific requirements are listed.
Blind box ads do not identify the organization.

16. Recruiting Sources Employment Agencies:
public or state employment services focus on helping unemployed individuals with lower skill levels to find jobs
private employment agencies provide more comprehensive services and are perceived to offer positions and applicants of a higher caliber
management consulting firms (“headhunters”) research candidates for mid- and upper-level executive placement
executive search firms screen potential mid/top-level candidates while keeping prospective employers anonymous

17. Schools, colleges, and universities:
Recruiting Sources
Schools, colleges, and universities:
may provide entry-level or experienced workers through their placement services
may also help companies establish cooperative education assignments and internships

18. Recruiting Sources
Job fairs:
attended by company recruiters seeking resumes and info from qualified candidates
Virtual online job fairs could bring employers and job seekers together online by logging into a specific Web site at a certain time. Some sites use avatars as candidates and recruiters.
See:
From the WSJ:

19. Recruiting Sources Professional organizations:
publish rosters of vacancies
run placement services at meetings
control the supply of prospective applicants
labor unions are also in this category
Unsolicited applicants (walk-ins):
may provide a stockpile of prospective applicants if there are no current openings

20. External Environment of Recruitment
Labor Market Conditions
Legal Considerations
Corporate Image

21. Recruiting Sources online sources
most companies use the Internet to recruit employees
job seekers use online resumes and create Web pages about their qualifications

22. Recruiting Sources recruiting alternatives Temporary help services:
temporary employees help organizations meet short-term fluctuations in HRM needs
older workers can also provide high-quality help
Employee leasing:
trained workers are employed by a leasing company, which provides them to employers when needed for a flat fee
typically remain with an organization for longer periods of time
Independent contractors:
do specific work either on or off the company’s premises
costs of regular employees (i.e. taxes and benefits costs) are not incurred

23. A Global Perspective
For some positions, the whole world is a relevant labor market. So, HR can recruit
home-country nationals when searching for someone with extensive company experience to launch a product in a country where it has never sold before
host-country nationals when a foreign subsidiary is being established and HQ wants to retain control yet hire someone with local market knowledge
candidates of any nationality, creating a truly international perspective

24. Use networking to gain access to an organization.
Your Own Job Search
Job searching takes training, commitment,
endurance, and support. Start searching well before you plan to start work.
Preparing Your Resume
use quality paper and easy-to-read type
proofread carefully
include volunteer experience
use typical job description phraseology
use a cover letter to highlight your greatest strengths
Use networking to gain access to an organization.

25. Matching temp services and employee leasing
matching those with jobs to fill with those seeking jobs
employment conditions in the area
organization’s image
internal/external searches
constraints on recruiting efforts
recruiting sources
recruiting
affects recruiting efforts
recruiting alternatives

26. Barriers to effective selection:
The main objective of selection is to hire people having competence and commitment. This objective is often defeated because of certain barriers. The impediments which check effectiveness of selection are perception, fairness, validity, reliability, and pressure.
PERCEPTION: Our inability to understand others accurately is probably the most fundamental barrier to selecting right candidate. Selection demands an individual or a group to assess and compare the respective competencies of others, with the aim of choosing the right persons for the jobs. But our views are highly personalized. We all perceive the world differently. Our limited perceptual ability is obviously a stumbling block to the objective and rational selection of people.
FAIRNESS: Fairness in selection requires that no individual should be discriminated against on the basis of religion, region, race or gender. But the low number of women and other less privileged sections of society in the middle and senior management positions and open discrimination on the basis of age in job advertisements and in the selection process would suggest that all the efforts to minimize inequity have not been very effective.

27. VALIDITY: Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A test that has been validated can differentiate between the employees who can perform well and those who will not. However, a validated test does not predict job success accurately. It can only increase possibility of success. RELIABILITY: A reliable method is one which will produce consistent results when repeated in similar situations. Like a validated test, a reliable test may fall to predict job performance with precision. PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends, and peers to select particular candidate. Candidates selected because of compulsions are obviously not the right ones. Appointments to public sector undertakings generally take place under such pressure.

28. Benefits of Induction/Orientation
Welcome new employee
Provides essential information
Helps you get to know the employee and assess training needs
Create a Positive 1st Impression
Reduce turnover

29. Purpose/ Outcomes of Induction
• Staff will feel welcome and have sufficient familiarity with their working environment to help them to settle into their work;
• Staff will be provided with an overview of the organization’s values and strategic plan so that
they understand the contribution of their role and;
• The Organization will meet its obligations to its staff by providing appropriate information to ensure a safe and healthy working environment is maintained.

30. Induction at process consists of FOUR key stages:
Stage 1: Pre-employment induction on acceptance of the position
Stage 2: Work area induction first day or as soon as possible
Stage 3: University induction as soon as possible
Stage 4: Line manager follow up after five weeks

31. Stage 1: Pre-employment induction on acceptance of the position
Documentation
As part of conditions of the employment, employees must complete and sign several documents upon their arrival at the Organization. These include:
• Contract of Employment
• Confidentiality Agreement
• Employee Details Form
• Certified copies of academic qualifications and photo identification
• New Starter Checklist.

32. pre-Employment Induction Checklist
As each task is completed, please tick the check box.
Arrange the contract and mail-out
□ Line manager Complete the Recommendation for Occupancy form and any required forms for access
□ Line manager Send the required forms to Human Resources.
□ Human resources Send contract of employment, tax declaration, access forms, staff information pack and other relevant documents to new employee.
□ Human resources Advise the line manager these documents have been sent.
□ Human resources On receipt of signed contract, enter details into Alesco.
□ Human resources Inform line manager (or relevant contact) that a signed contract of employment has been received and details are in Alesco.

33. Stage 2: Work Area Induction - first day or as soon as possible
welcome new employee, review schedule for day one and explain the induction process.
Explain the area’s strategic objectives, its structure, the person’s role, responsibilities, expectations, and how the position relates to the work area and the work group. Discuss work arrangements including working hours and team ground rules.
Provide work area induction file (which includes area specific information).
Identify new employee’s training needs and ensure enrolment in relevant training courses and corporate or sessional induction.

34. If the new staff member is a working as a sessional, please ensure they complete a Sessional Induction face to face or online as per Staff Policy and Procedures.
Advise new employee of the Organisational Development Unit website, which includes information on internal and other training facilitated by specialist areas.
Schedule a follow-up meeting in two months time to complete Stage Four of the Staff Induction.
Schedule a meeting prior to the end of the probation period to assess new employee’s suitability for the position.
Introduce the peer support person/induction partner selected to assist the employee to settle in.
Introduce to work colleagues within the organization. Executive Head and/or other senior staff of the organization.
Work area tour: kitchen, toilets, equipment, offices, emergency exits and designated assembly point.
Assist new employee to gain staff ID card .
Advise how to use office equipment (fax, photocopier, phone protocols).
Ensure Building Access has been arranged. Allocate keys to building and advise of other relevant information e.g. use of security system within your area.
Demonstrate Employee Kiosk – to view payslip, book leave etc.

35. stage 3: Organizational Induction - as soon as possible after commencement
Ensure the new employee is aware of the Code of Conduct and the Professional Standards
Policies, procedures and legislation
Information Management and Communication Technology
Provide new employee with information on Alesco, Blackboard, Employee Kiosk, Finance One,Internet, Intranet
Register of Legal Compliance Obligations
ICT appropriate use guidelines and Information Security
Occupational Safety and Health, Risk and Injury Management and Workers Compensation

36. Stage 4: Induction follow-up – 2 months after commencement
As each task is completed, please tick the check box.
Induction follow-up checklist – responsibility of the line manager
Work arrangements
□ Outstanding issues
□ Observations from the new employee
□ Observations from the line manager
Work environment
□ Outstanding matters and observations
Role, expectations and progress
□ Follow-up from initial induction
□ Probationary period update/progress
□ Information or needs requiring further attention
□ Identify training and development needs

37. Feedback □ From employee □ From line manager Evaluation □ Line manager encourages the new employee to complete the Induction Evaluation Questionnaire