Part 3

Staffing Activities: Recruitment

Chapter 5: External Recruitment

Chapter 6: Internal Recruitment

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
 Staffing Organizations Model
Organization
Mission
Goals and Objectives

Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Support Activities Core Staffing Activities
Legal compliance Recruitment: External, internal
Selection:
Planning Measurement, external, internal
Employment:
Job analysis Decision making, final match
Staffing System and Retention Management
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Chapter Outline
 Recruitment Planning  Applicant Reactions
 Organizational Issues  Reactions to Recruiters
 Administrative Issues  Reactions to the
 Recruiters Recruitment Process
 Strategy Development  Transition to Selection
 Open Versus Targeted
Recruitment
 Recruitment Sources
 Recruiting Metrics
 Searching
 Communication Message
 Communication Medium

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Discussion Questions for This
Chapter
 List and briefly describe each of the administrative issues that
needs to be addressed in the planning stage of external
recruiting.
 List 10 sources of applicants that organizations turn to when
recruiting. For each source, identify needs specific to the source,
as well as pros and cons of using the source for recruitment.
 In designing the communication message to be used in external
recruiting, what kinds of information should be included?
 What are the advantages of conveying a realistic recruitment
message as opposed to portraying the job in a way that the
organization thinks that job applicants want to hear?
 What nontraditional inducements are some organizations offering
so that they are seen as family-friendly organizations? What
result does the organization hope to realize as a result of
providing these inducements?

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Recruitment Planning

 Organizational Issues
 Administrative Issues
 Recruiters

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Recruitment Planning:
Organizational Issues
 In-house vs. external recruitment agency
 Many companies do recruiting in-house
 Recommended approach for large companies
 Smaller companies may rely
on external recruitment agencies
 Individual vs. cooperative recruitment alliances
 Cooperative alliances involve arrangements to
share recruitment resources
 Centralized vs. decentralized recruitment

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Recruitment Planning:
Administrative Issues
 Requisitions
 Timing
 Lead Time Concerns
 Time Sequence Concerns
 Number of contacts
 Yield ratio - Relationship of applicant inputs to
outputs at various decision points
 Historical data is very helpful in determining ratio
 Some may not be interested, some are unqualified

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Recruitment Planning:
Administrative Issues
 Types of contacts
 Qualifications to perform job must be clearly
established
 Consideration must be given to job search and
choice process used by applicants (where they
search jobs)

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Recruitment Planning:
Administrative Issues (continued)
 Development of a recruitment guide
 Formal document that details the process to
be followed to attract applicants to a job.
 Information such as time, budget, sources,
media choices etc.
 a recruitment guide safeguards the interests
of the employer, applicant, and recruiter.
 Process flow and record keeping

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Considerations Related to
Recruiters: Selection
 Desirable characteristics of recruiters
 Studies indicate that an ideal recruiter would possess
the following characteristics: strong interpersonal
skills; knowledge about the organization, jobs, and
career-related issues; technology skills (e.g., knowing
how to mine databases, Internet recruiting); and
enthusiasm about the organization and job
candidates.
 Various sources of recruiters
 HR professionals
 Line managers
 Employees
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Considerations Related to
Recruiters: Training & Rewarding
 Training
 Traditional areas of training
 Interviewing skills, job analysis, interpersonal
skills, laws, forms and reports, company and job
characteristics, and recruitment targets
 Nontraditional areas of training
 Technology skills, marketing skills, working with
other departments, and ethics
 Rewarding recruiters

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Strategy Development

 Open vs. targeted recruitment

 Choosing an audience
 Recruitment sources
 Choosing ways to get the message out
 Recruiting metrics
 Assessing the effectiveness of recruiting
methods

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Open vs. Targeted Recruitment
 Eligible labor force (employed, unemployed,
discouraged workers, new labor force entrants, and
labor force reentrants).
 Open recruitment: Little or no segmentation
 Targeted recruitment: segmentation
 Key KSAO
 Workforce diversity gaps - like female managers
 Passive job seekers or non-candidates - trailing spouses,
dual career couple
 Former military personnel
 Employment discouraged
 Reward seekers, Former employees, Reluctant applicants

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Ex. 5.4 Making the Choice Between
Open and Targeted Recruiting

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Recruitment Sources
 Applicant initiated  Executive search firms/
 Employee referrals head hunters
 Employee networks  Professional

 Advertisements
associations
 Outplacement services
 Employment websites -
Exhibit 5.4: page 217 (internal or external)
 Community agencies
 Colleges and placement
offices  Job fairs

 Employment agencies  Internships/

apprenticeship

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Features of High-Impact
Organizational Websites
 Easily navigated
 Résumé builders
 Detailed information on career
opportunities
 Clear graphics
 Allow applicants to create profiles

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Innovative Recruitment Sources

 Religious Organizations
 Interest Groups - American Association
for Retired Persons (AARP)
 Senior Networks

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Choice of Source: Metrics for
Evaluating Recruiting Methods
 Sufficient Quantity & Quality
 Cost
 Past Experience with source
 Impact on HR Outcomes
 Employee satisfaction
 Job performance
 Diversity
 Retention

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Searching: Communication Message
 Realistic Recruitment Message
 Based upon Realistic Job Preview (RJP)
 Employment Brand
 An employment brand is a “good company tag” that places the
image of “great place to work” or “employer of choice”
 Employment brand may be value- or culture-based
 Targeted Message
 A way to improve upon matching people with jobs by targeting
the recruitment message to a particular audience.
 special applicant populations, such as teenagers, older
workers, people with disabilities, homeless individuals etc
 Which message to convey depends on the labor
market, vacancy characteristics, and applicant
characteristics.
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Searching: Communication Medium

 Recruitment brochures
 Videos or Video Conferencing/ Seminars
 Advertisements
 Classified advertisements
 Online advertisements (banner ads)

 Radio and television advertisements

 Organizational websites
 Direct contact (telephone or e-mail)

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Applicant Reactions
 Reactions to recruiters
 Influence of recruiter vs. job characteristics
 Influence of recruiter on attitudes and behaviors
 Demographics of recruiters (Line managers are
prefered)
 Influential recruiter behaviors
 Warmth and knowledge of the job
 Reactions to recruitment process
 Relationship of screening devices to job
 Delay times in recruitment process
 Credibility of recruiter at initial than latter stages of
recruitment process

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Transition to Selection

 Involves making applicants aware of

 Next steps in hiring process
 Selection methods used and instructions

 Expectations and requirements

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Some Related Concepts
 Qualified Applicants
 Job Applicant
 Hard Copy Applicant
 Electronic Applicant
 Why use Application Form????

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