2. © 2002 McGraw-Hill Ryerson Ltd.1 Recruitment Bryan Andrews

3. © 2002 McGraw-Hill Ryerson Ltd.2 Recruitment Recruitment is the process of finding and attracting capable individuals to apply for employment.

4. © 2002 McGraw-Hill Ryerson Ltd.3 Recruitment Recruitment is the right type of applicant to apply for jobs, and success in recruitment is measured by the number of appropriate applicants received.

5. © 2002 McGraw-Hill Ryerson Ltd.4 Strategic Importance of Recruitment Function Gaining competitive advantage from human resources Focusing on employee development (mainly from internal recruitment) Investing resources into recruitment (impact the P & L)

6. © 2002 McGraw-Hill Ryerson Ltd.5 Recruitment Planning Human resource plans Employment equity programs Recruiter habits

7. © 2002 McGraw-Hill Ryerson Ltd.6 Recruitment Planning Organizational policies  Promote-from-within-policies  Compensation policies  Employment status policies  International hiring policies

8. © 2002 McGraw-Hill Ryerson Ltd.7 Constraints on Recruitment Environmental conditions  Leading economic indicators  Predicted versus actual sales  Want-ads index

9. © 2002 McGraw-Hill Ryerson Ltd.8 Constraints on Recruitment Job requirements Costs Inducements

10. © 2002 McGraw-Hill Ryerson Ltd.9 Internal Recruiting Advantages Employee is familiar with the organization and its culture Lower recruitment costs Employee is “known” to the firm; this improves the organization’s ability to predict the person’s success in the new job Improves workforce morale and motivation

11. © 2002 McGraw-Hill Ryerson Ltd.10 Internal Recruiting Weaknesses Internal rivalry and competition for higher positions; can reduce interpersonal and interdepartmental cooperation No new blood is brought into the system, which can prevent creative solutions from emerging Poor morale (leading to possible turnover) of employees who were not promoted

12. © 2002 McGraw-Hill Ryerson Ltd.11 External Recruiting Advantages Organization is able to acquire skills or knowledge that may not be currently available within the organization Newer ideas and novel ways of solving problems may emerge

13. © 2002 McGraw-Hill Ryerson Ltd.12 External Recruiting Weaknesses Newcomers may not fit in with the organization and into its culture Newcomers take a longer time to learn about the organization’s culture, policies, and practices Usually, hiring from the outside is more expensive Lowered morale and motivation levels of current employees who don’t see any career growth possibilities within the firm

14. © 2002 McGraw-Hill Ryerson Ltd.13 Recruiting Methods Walk-ins and write-ins Employee referrals Advertising Human Resources Development Canada (HRDC) Private employment agencies Professional search firms Educational institutions

15. © 2002 McGraw-Hill Ryerson Ltd.14 Recruiting Methods Professional associations Temporary help agencies Departing employees Job fairs Internet

16. © 2002 McGraw-Hill Ryerson Ltd.15 Job Application Forms Name and address Employment status Education and skills Work history Memberships, awards & hobbies References Signature line

17. © 2002 McGraw-Hill Ryerson Ltd.16 Evaluating the Recruitment Function Total number of applications received Time required to get applications Time elapsed before filling positions Cost per hire Offers extended: number of applicants

18. © 2002 McGraw-Hill Ryerson Ltd.17 Evaluating the Recruitment Function Offers accepted: number of offers extended Number of qualified applicants: total number of applicants Performance rating of hires Turnover of hires