Recruiting

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Fundamentals of Human Resource Management Eighth
Edition DeCenzo and Robbins
Chapter 6 Recruiting
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Introduction

• Recruiting
• Once an organization identifies its human
  resource needs through employment planning, it
  can begin the process of recruiting potential
  candidates for actual or anticipated
  organizational vacancies.

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Introduction

• Recruiting brings together those with jobs to
  fill and those seeking jobs.

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Recruiting Goals

• To provide information that will attract a
  significant pool of qualified candidates and
  discourage unqualified ones from applying.

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Recruiting Goals

• Factors that affect recruiting efforts
• Organizational size
• Employment conditions in the area
• Working conditions, salary and benefits offered
• Organizational growth or decline

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Recruiting Goals

• Constraints on recruiting efforts include
• Organization image
• Job attractiveness
• Internal organizational policies
• Government influence, such as discrimination laws
  
• Recruiting costs

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Recruiting A Global Perspective

• For some positions, the whole world is a relevant
  labor market.
• Home-country nationals are recruited when an
  organization is searching for someone with
  extensive company experience to launch a very
  technical product in a country where it has never
  sold before.

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Recruiting A Global Perspective

• Host-country nationals (HCNs) are targeted as
  recruits when companies want each foreign
  subsidiary to have its own distinct national
  identity.
• In some countries, laws control how many
  expatriates a corporation can send.
• HCNs minimize potential problems with language,
  family adjustment and hostile political
  environments.

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Recruiting A Global Perspective

• Recruiting regardless of nationality may develop
  an executive cadre with a truly global
  perspective.

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Recruiting Sources

• Sources should match the position to be filled.
• The Internet is providing many new opportunities
  to recruit and causing companies to revisit past
  recruiting practices.
• Sources
• Internal Searches
• Employee Referrals/
• Recommendations
• External Searches
• Alternatives

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Recruiting Sources

• The 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

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Recruiting Sources

• The internal search
• Advantages of promoting from within include
• good public relations
• morale building
• encouragement of ambitious employees and members
  of protected groups
• availability of information on existing employee
  performance
• cost-savings
• internal candidates knowledge of the
  organization
• the opportunity to develop mid- and top-level
  managers

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Recruiting Sources

• The internal search
• Disadvantages include
• possible inferiority of internal candidates
• infighting and morale problems
• potential inbreeding

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Recruiting Sources

• Employee referrals/recommendations
• Current employees can be asked to recommend
  recruits.
• Advantages include
• the employees motivation to make a good
  recommendation
• the availability of accurate job information for
  the recruit
• Employee referrals tend to be more acceptable
  applicants, to be more likely to accept an offer
  and to have a higher survival rate.

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Recruiting Sources

• Employee referrals/recommendations
• Disadvantages include
• the possibility of friendship being confused with
  job performance
• the potential for nepotism
• the potential for adverse impact

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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 dont identify the organization.

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Recruiting Sources

• External searches
• 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.
• Fees may be paid by employer, employee or both.

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Recruiting Sources

• External searches
• Employment agencies
• Management consulting, executive search or
  headhunter firms specialize in executive
  placement and hard-to-fill positions.
• Charge employers up to 35 of the first year
  salary
• Have nationwide contacts
• Do thorough investigations of candidates

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Recruiting Sources

• External searches
• 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.

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Recruiting Sources

• External searches
• Professional organizations
• Publish rosters of vacancies
• Placement services at meetings
• Control the supply of prospective applicants
• Professional organizations also include labor
  unions.

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Recruiting Sources

• External searches
• Unsolicited applicants (Walk-ins) May provide a
  stockpile of prospective applicants if there are
  no current openings.
• Cyberspace Recruiting Nearly four out of five
  companies use the Internet to recruit employees.
  Commercial job-posting services continue to grow.

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Recruiting Sources

• Recruitment alternatives
• Temporary help services.
• Temporary employees help organizations meet
  short-term fluctuations in HRM needs.
• Older workers can also provide high quality
  temporary 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.

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Recruiting Sources

• Recruitment alternatives
• Independent contractors
• Do specific work either on or off the companys
  premises.
• Costs of regular employees (i.e. taxes and
  benefits costs) are not incurred.

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Meeting the Organization

• View getting a job as your job at the moment.
• 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.
• Dont forget about networking as an excellent way
  of gaining access to an organization.