1. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Human Resource Management MBA & BBA Recruitment Lectures 13,14,15 Course Lecturer: Farhan Mir

2. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Recruitment Any activity carried on by the organization with the primary purpose of identifying and attracting potential employees Organizational activities that influence: The number and types of applicants who apply for a job Whether the applicants accept jobs that are offered Directly related to HR planning and selection Represents the first contact between organizations and prospective employees Goal of Recruitment to ensure that when a vacancy occurs, the organization has a number of reasonably qualified applicants to choose from

3. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS External Influences on Recruitment Government and Union Restrictions Labor Market Conditions Composition of the potential Labor Force Location of the Organization

4. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Responsibilities for Recruiting In larger organizations, the HR department does the recruiting In smaller organizations, multipurpose HR people or operating managers recruit and interview applicants The Clerical Staff may filter out applications initially on given criteria & requirements by the organization

5. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Recruitment Sources

6. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Internal Methods of Locating Qualified Job Candidates Human Resources Information Systems (HRIS) Database systems containing the records and qualifications of each employee that can be accessed to identify and screen candidates for an internal job opening. Job Posting and Bidding Posting vacancy notices and maintaining lists of employees looking for upgraded positions.

7. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS External Recruiting Media Advertising E-recruiting Employment Agencies Executive Search Firms Special Events Recruiting College Recruiting Summer Internships

8. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS

9. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Internal Recruiting Internal recruiting—recruiting source seeking applicants for positions from among the ranks of those currently employed.advantages better assessment of candidates reduces training time faster cheaper motivates employees High Performance Work System characteristicdisadvantages creates vacancies stifles diversity insufficient supply of candidates

10. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS External Recruiting External recruiting—recruiting source seeking applicants for positions from outside the organization.advantages increases diversity facilitates growth shortens training time A theory that you get new/novel problem solving (not proven)disadvantages expensive slower less reliable data stifles upward movement of personnel

11. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Effectiveness of Recruitment Sources Figure 4.9 Source: David E. Terpstra, “The Search for Effective Methods.” Reprinted from HRFocus, May 1996. © 1996 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org/.

12. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Realistic Job Preview Provides prospective employee with pertinent information about the job without distortion or exaggeration Presents the full job picture (“warts” and all) Telling almost everything about job and just not the extra-ordinary benefits or challenges

13. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Typical Consequences of Job Preview Procedures: Traditional Preview 1. Sets initial job expectations too high 2. Job is typically viewed as attractive, stimulating, and challenging 3. High rate of acceptance of job offers 4. Work experience disconfirms expectations 5. Dissatisfaction and realization that job is not matched to needs 6. Low job survival, dissatisfaction, frequent thoughts of quitting

14. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Typical Consequences of Job Preview Procedures: Realistic Preview 1. Sets job expectations realistically 2. Job may or may not be attractive, depending on individual’s needs 3. Some accept, some reject job offer 4. Work experience confirms expectations 5. Satisfaction; needs matched to job 6. High job survival, satisfaction, infrequent thoughts of quitting

15. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Summary A better job of recruiting and matching employees to jobs will mean: Lower employee turnover Greater employee satisfaction and organizational effectiveness The Internet is revolutionizing organizational recruitment

16. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Hot Recruiting Sites Career Builder: http://www.careerbuilder.com Carries its own listings and offers links to sixteen specialized career sites. Employment Guide: http://www.employmentguide.com Another leading career resource site, has thousands of job listings from hundreds of major companies. FlipDog: http://www.flipdog.com Features more than 400,000 jobs and 57,000 employers in 3,700 locations. HotJobs: http://www.hotjobs.com Owned by Yahoo, offers advanced management features and smart agents to streamline the recruiting process. HRM 6

17. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Hot Recruiting Sites JOBTRAK: http://www.jobtrak.com A leading college recruiting site, has more than 40,000 listings and links to 750 campuses in the United States. JobWeb: http://www.jobweb.com A college recruiting site run by the National Association of Colleges and Employers. Monster.com: http://www.monster.com One of the oldest and largest general recruiting sites on the Internet, with more than 50,000 listings. Net-Temps: http://www.nettemps.com The web’s leading site for recruiting temps Spherion (formerly E. Span): http://www.spherion.com One of the largest and best-known web recruiting sites. HRM 6

18. © Farhan Mir 2007 IMS © Farhan Mir 2007 IMS Best and Worst Majors for Job- Hunting Graduates Figure 4.11 Source: Patrick Scheetz, Employment Research Institute, Michigan State University.