SLIDE 1: TITLE

Before we start with our lecture, I will give you a video link, I would like to request everybody to watch
the videos because it is related to the topic that we are going to discuss today. After watching the
videos, I would like everybody to share and give your observation/perception regarding what the videos
is all about.

SLIDE 2: LEARNING OUTCOMES

Read the Slide

SLIDE 3: Recruitment

As a Human Resource Student, what is your perception about Recruitment?

Once an organization identifies its human resource needs through employment planning, it can begin
recruiting candidates for actual or anticipated vacancies.

Recruitment is a process of finding and attracting the potential resources for filling up the vacant
positions in an organization. It sources the candidates with the abilities and attitude, which are required
for achieving the objectives of the organization.

SLIDE 4: Effective Recruiting

Once an organization has completed the HR planning process to determine human resource needs, it ’ s
time to recruit the people necessary to achieve the goals of the organization. Recruiting is the process of
finding potential candidates for actual or anticipated organizational vacancies. It isn ’ t as easy as it
sounds. Organizations that put little effort into recruiting are not likely to get the quality and quantity of
candidate that they need. The search for new employees has become similar to finding new customers.
Organizations that are successful do a good job of promoting themselves and reaching potential
customers . . . and for HRM, which means qualified applicants.

For recruiting to be effective, the organization needs to have several elements in place. A thorough job
analysis and accurate job description are necessary along with an understanding of the organizational
strategy and the role of the job in achieving the organizational goals. Class, what is the Job Analysis and
Job Description?

Job Analysis - is the systematic process of collecting relevant, work-related information related to the
nature of a specific job. The basic premise underlying job analysis is that jobs are more likely to be
described, differentiated and valued fairly if accurate information about them is available.

-It is the systematic process of collecting information that identifies similarities and differences in the
work.

-It is A process used to identify the important tasks of a job and the essential competencies an individual
should possess to satisfactorily perform the job.”

-The systematic, formal study of the duties and responsibilities that comprise job content. It is the
process seeks to obtain important and relevant information about the nature and level of the work
performed.
-Analyzing jobs involves determining in detail what the job entails and what kind of people the firm
should hire for the job.

The information produced by job analysis is used extensively in HRM. It is difficult to imagine how an
organization could effectively hire, train, appraise, compensate or utilize its human resources without
the kinds of information derived from job analysis.

Job Description - A summary of the most important features of a job, including the general nature of the
work performed (duties and responsibilities) and level (i.e., skill, effort, responsibility and working
conditions) of the work performed.

The job information collected should be organized, summarized, and documented in a format useful for
HR decisions, including job evaluation. The summary of the job is the job description.

-Typically includes job specifications that include employee characteristics required for competent
performance of the job.

-Should describe and focus on the job itself and not on any specific individual who might do the job.

-A list of job’s duties, responsibilities, reporting relationships, working conditions and supervisory
responsibilities. It is a product of a job analysis

Next, a strategy for finding qualified applicants inside or outside the organization that possess the
qualifications listed in the essential functions and job specifications needs to be established and
pursued. In larger organizations, this is the job of a recruiter, often an entry‐level HR position in
organizations large enough to have HR departments. Recruiters are the face or the organization to
prospective applicants outside the organization. An effective recruiting process requires a significant
pool of diverse candidates to choose from. Achieving a satisfactory pool of candidates, however, may
not be easy, and recruiters need to know the best places to recruit qualified candidates.

SLIDE 5: EXHIBIT 2

Exhibit 2 is part of a job description for a registered nurse. The job summary section provides an
overview of the job. The section on relationships to other jobs demonstrates where the job fits in the
organization structure: which jobs are supervised by this jobholder, which job supervises this jobholder,
and the nature of any internal and external relationships. The section on essential responsibilities
elaborates on the summary: “Provides a written assessment of patient within one hour of admission and
at least once a shift.” Collecting information on these essential responsibilities is the heart of job
analysis.
SLIDE 6: Constraints in Recruiting Efforts:

From the perspective of an applicant, one might think “What challenges can the recruiter possibly
have?” but there are some issues that must be considered.

Too Many or Too Few Applicants

An undersupply of applicants can be a challenge in times of economic growth that result in a tight labor
market. During difficult economic times, high unemployment can result in overqualified candidates or an
overabundance of resumes. On the other hand, When applications are submitted online, a job opening
can attract hundreds if not thousands of applications. This can stress the HR budget as well as the
abilities of HR to acknowledge, screen, and interview applicants in the necessary timeframe. Providing
accurate information helps unqualified applicants see that the job isn’t a good fit, reducing the chance
that they will complete the application process.

Organization Image

The image of the organization can be a recruiting liability. In certain communities, local firms have a
reputation for being in a declining industry; engaging in practices

that result in a polluted environment; producing poor quality products; having unsafe working
conditions; lack of a flexible work environment; indifference to work–life

balance; or not providing an affordable health plan. Such reputations can and do reduce these
organizations ’ abilities to attract the best personnel available. Many employers are putting considerable
effort into developing a positive image or branding their employment experience, much the same way
as products and services are marketed to consumers.

Job Attractiveness

If the position to be filled is difficult, distasteful, or unattractive, recruiting a large and qualified pool of
applicants will be difficult. In recent years, for instance, many employers have been complaining about
the difficulty of finding suitably qualified individuals for manual labor positions. Moreover, jobs viewed
as boring, hazardous,

anxiety creating, low paying, or lacking in promotion potential seldom attract a qualified pool of
applicants. Even during economic slumps, people have refused to take many of these jobs. An example
would be the difficulty that Midwest meat‐packing plants encounter in recruiting workers even in times
of relatively high unemployment.

Internal Organizational Policies

Internal organizational policies such as “promote from within wherever possible” may give priority to
individuals inside the organization. These policies typically ensure that all positions, other than the
lowest‐level entry positions, will be filled from within the ranks. Applicants may be discouraged from
applying for upper‐level positions if they perceive an internal candidate has an advantage. Promote from
within policies may have the opposite effect on entry‐level applicants who see it as a career advantage
in the future.
Recruiting Costs

Recruiting efforts are expensive. Sometimes, budget restrictions put a time limit on searches.
Accordingly, when an organization considers various recruiting sources, it considers effectiveness, such
as maximizing its recruiting travel budget by first interviewing employees using conference calls or
videoconferencing.

It is expensive as most part of the external recruitment process mainly deals with complete new
candidates then the company needs to come up with a pay scale for that candidate which should value
his/her skill and ability.

This can turn things a bit costly for the company as they are in need of new ideas and to get such new
and creative ideas from the potential candidate. The company needs to provide him/her with the best
possible deal to refuse.

With all these aspects, the company needs to provide intense training for the candidates. Screening a
large number of candidates consumes more money.

SLIDE 7: RECRUITING SOURCES

SLIDE 8: Internal Sources, Advantages and Disadvantages

First, we have Internal Recruitment. It Is the process of identifying and attracting job applicants within
the organization. In other words, it is the process of identifying and attracting current employees for
open jobs.

SLIDE 9: Example of Internal Sources of Recruitment

We have Employee Referrals and Recommendations

The existing employees refer their family members, friends and relatives to the company as potential
candidates for the vacancies to be filled up in the organization.

SLIDE 10: Employee Referrals and Recommendations Advantage and Disadvantage

Advantages include the employee’s motivation to make a good recommendation and 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.

Disadvantages include the possibility of friendship being confused with job performance, the potential
for nepotism, and the potential for adverse impact.

SLIDE 11: External Sources: Advertisements

It is the process of identifying and attracting job applicants outside the organization.

A wide variety of media provide opportunities to attract candidates. Broadcast media like radio and
television and print media such as magazines and newspapers reach a large number of potential
candidates, although their audience is shrinking a bit. Digital media provides opportunities to reach job
seekers through a variety of news, music, and social media sites. Of course, the classic “Help Wanted”
sign still gets the job done for some employers. Selecting the right candidate requires knowledge of the
best media to reach qualified candidates. The search for a top executive might include advertisements in
national publications like, perhaps, the Wall Street Journal or New York Times and their accompanying
websites, or be posted on executive‐search firm websites. On the other hand, advertisements of entry‐
level jobs usually appear in local daily newspapers, or on broad‐based Internet job sites such as
CareerBuilder, Monster, Yahoo, HotJobs, and Craigslist. The job analysis process is the basic source for
ad information. The ad can focus on descriptive elements of the job (job description) or on the applicant
(job specification), a choice that often affects the number of replies received. Three important variables
influence the response rate to advertisements: identification of the organization, labor market
conditions, and the degree to which the advertisement includes specific requirements.

Some organizations place a blind‐box ad, one that includes no specific identification of the organization.
Respondents are asked to reply to a post office box number or to an employment firm acting as an agent
between the applicant and the organization. Large organizations with a national reputation seldom use
blind advertisements to fill lower‐level positions; however, when the organization does not wish to
publicize the fact that it is seeking to fill an internal position, or when it seeks to recruit for a position
where there is a soon‐to‐be‐removed incumbent, a blind‐box advertisement may be appropriate.

SLIDE 12: Types of External Sources, Advertisement- Exhibit 3 and 4.

Class what can you say about these two advertisements?

Ok correct, Exhibit 3 showed a broad idea of what they are looking for a candidate. On the other hand,
Exhibit 4 showed a very specific idea of what are the qualifications and requirements for the job.

SLIDE 13: Types of External Sources, Employment Agencies

Different types of employment agencies exist to help employers and workers find each other. Public or
state agencies, private employment agencies, management consulting firms, and executive search firms
all provide valuable employment matching services. The major difference between them is the type of
clientele served.

Public and State Agencies All states provide a public employment service. One major function of these
agencies is assisting workers receiving unemployment benefits find employment. Many states have
excellent and extensive employment services. In addition to matching employers with qualified workers,
many public and state agencies assist employers with testing, job analysis, evaluation programs, and
community wage surveys. Workers seeking employment can receive assistance with career guidance,
job seeking skills, and training.

Private Agencies Private agencies serve as a liaison between employers and job seekers.

Private agencies earn fees from employers, which can be totally absorbed by either the employer or the
employee, or it can be split. The alternative chosen usually depends on demand and supply in the
community involved. Private agencies may also provide a more complete line of services than public
agencies. They may advertise the position, screen applicants against the criteria specified by the
employer, and often provide a guarantee covering 6 months or a year as protection to the employer
should the applicant not perform satisfactorily. Some of the largest private agencies are Manpower,
Adecco, and Kelly Services.
Management Consulting Firms Frequently called executive recruiters or “headhunters,” these are
actually specialized private employment agencies. They specialize in middle‐ and top‐level executive
placement, as well as hard‐to‐fill positions such as actuaries, IT specialists, or managers with
international experience. In addition to the level at which they recruit, the features that distinguish
executive search agencies from most private employment agencies are their fees, their nationwide
contacts, and the thoroughness of their investigations. In searching for an individual of vice‐president
caliber, whose compensation package may far exceed $250,000 a year, the potential employer may be
willing to pay a high fee to locate exactly the right individual to fill the vacancy: up to 35 percent of the
executive ’ s first‐year salary is not unusual as a charge for finding and recruiting the individual.

Executive search firms canvass their contacts and do preliminary screening. They seek out highly
effective executives who have the right skills, can adjust to the organization, and, most important, are
willing to consider new challenges and opportunities. Such individuals may be frustrated by their
inability to move up quickly in their current organization, or they may have been recently passed over
for a major promotion. The executive search firm acts as a buffer for screening candidates and, at the
same time, keeps the prospective employer anonymous. In the final stages, senior executives in the
prospective firm can move into the negotiations and determine the degree of mutual interest.

-Private employment agency specializing in middle‐ and top management placements.

SLIDE 14: Types of External Sources (cont.), Schools, Colleges, and Universities

Educational institutions at all levels offer opportunities for recruiting recent graduates. Most educational
institutions operate placement services where prospective employers can review credentials and
interview graduates. Most also allow employers to see a prospective employee’ s performance through
cooperative arrangements and internships. Whether the job requires a high school diploma; specific
vocational training; or a bachelor’ s, masters, or doctoral degree, educational institutions are an
excellent source of potential employees.

High schools or vocational‐technical schools can prove to be a good source of part‐time and entry‐level
employees. Community colleges along with other 2‐ and 4‐year colleges and graduate schools can
provide professional and managerial level personnel. Although educational institutions are usually
viewed as sources for inexperienced

entrants to the workforce, it is not uncommon to find individuals with considerable work experience
using an educational institution’ s placement service. They may be workers who have recently returned
to school to upgrade their skills or former graduates interested in pursuing other opportunities.

SLIDE 15: Types of External Sources (cont.), Job Fair

Once thought to be a little old‐fashioned and not very cost effective, job fairs are making a comeback as
an effective recruiting tool. Often held on or near college campuses in the spring, they’ re a good
opportunity to build a company’ s employment brand. They can also be staffed by employees, providing
a great employee development tool. The primary purpose is to contact prospective employees and
collect information and resumes, but it’ s not uncommon for online applications to double in the days
following a job fair event. Most employers go out of their way to make sure that even unsuitable
candidates leave the job fair with a favorable impression of the company. Many are counseled on the
additional requirements and training they would need to be successful candidates. Employees staffing
the events gain valuable leadership training and are often energized to promote the virtues of their
employer long after the event.

A new twist on the concept is virtual job fairs. They have the same purpose and feel as traditional job
fairs, but are held online. Some even include avatars—virtual online images of people—and virtual
company recruiting booths. Candidates learn about the fairs from the “careers” section of company
websites, Facebook, Twitter, or LinkedIn. Job seekers and recruiters meet online by logging into a
specific website at a specified time. They can be very useful for companies like Procter and Gamble for
recruiting for overseas subsidiaries and for military personnel and their spouses that are looking for jobs
once their commitment to the military is complete. Other virtual job fairs target college students,
technology careers, or the disabled. Job seekers may watch a short video and have an online chat with
recruiters from several companies, upload resumes, access online applications, and possibly engage in a
video chat. They are popular with tech‐savvy Millenials seeking jobs because they don’ t involves
expensive travel.

SLIDE 16: Types of External Sources (cont.), Professional Organizations

Many professional organizations, including labor unions, operate placement services for the benefit of
their members. Professional organizations serving such varied occupations as human resource
management, industrial engineering, psychology, accounting, legal, and academia include job posting in
websites. Professional conferences frequently include opportunities for individuals looking for
employment and companies looking for employees can find each other—building a network of
employment opportunities.

SLIDED 17: Types of External Sources (cont.), Unsolicited Applicants

Unsolicited Applications - The casual callers, also called as unsolicited applications are the job seekers
who come to the well-renowned organizations casually and either mail or drop in their job applications
seeking the job opportunity. This could be considered as an important source of external recruitment as
the personnel department maintains the folder of unsolicited applications and call those who fulfill the
job requirements, whenever the vacancy arises.

Unsolicited applications arrive for nearly every type of position, although they may be more common for
hourly, entry‐level, and part‐time employment. Although the number of unsolicited applicants depends
on economic conditions, the organization’ s image, and the job seeker’s perception of the types of jobs
that might be available, walk‐ins may be a good source of applicants who show initiative. Even if the
company has no current openings, the application can be kept on file for later needs.

Even if the organization has no current openings, it’s important to treat unsolicited applicants with
respect so they leave with a positive impression of the organization that

represents the culture and employment brand. A recent CareerBuilder survey found that 38 percent of
applicants who have a bad experience in the application process and 63 percent of applicants who have
a good experience are likely to tell friends and family members14 or post something about their
experience on social media.

SLIDE 18: ONLINE RECRUITING

Nearly all recruiting involves an online presence. Employers know that applicants seek information from
online sources, so they provide “Careers” sections on their website, in addition to using job boards and
social media. Even candidates who are reached by other means such as a job fair or print media
probably do some research online. As discussed earlier, the examples and best practices change quickly
and new online sources are added daily.

Employer Websites

Most organizations have a “Careers” section of their website specifically designed for recruitment. In
addition to building the employment brand of the organization, they

include the typical information you might find in an employment advertisement, such as qualifications
sought, experience required, and benefits provided. They also showcase the organization’s products,
services, corporate philosophy, mission statement, testimonials from current employees, and some
information about the benefits offered. This information should increase the quality of applicants, as
those whose values don’t mesh with the organization would not bother to apply.

Job Boards

Job boards provide employers the opportunity to recruit for a wide variety of positions with worldwide
exposure. Job seekers are able to search jobs by location, keywords, industry, level of education, salary,
and any combination of these criteria. CareerBuilder and others allow job seekers to upload resumes for
employers to view. They also provide helpful services such as career testing and advice on conducting an
effective job hunt. CareerBuilder.com and Monster.com are the two largest job board sites, with
CareerBuilder reporting 25 million unique visitors to their website every month with over 50 million job
seeker resumes in its database.15 CareerBuilder also do quite a bit of research on the best way to reach
job seekers with specific skills or characteristics and make that information available to employers using
their services. Other popular job boards include Simply Hired, LinkedIn, Dice, and The Ladders.
Employers pay these services per job post, which average about $400 per post. Craigslist is the most cost
effective because it’s free.

Social Media

Social media ranks second only to employee referrals for recruiting effectiveness. In a 2014 survey,
recruiting software provider Jobvite found that Facebook, LinkedIn, and Twitter are the social media
sites used most often by recruiters, although blogs, YouTube, Pinterest, Instagram, and others are
emerging as ways to reach job seekers too . LinkedIn allows users to establish profiles with information
similar to a resume, with the added benefit of allowing others in the social network to recommend the
user’s expertise in several different skill areas. Twitter allows job seekers to subscribe to automated job
feeds. Employers find that social recruiting or using social media for recruiting shows significant benefits
such as faster hiring and increases in the quality and quantity of candidates. It ’ s also one of the more
cost‐efficient ways to reach applicants. Social media also provides a way for applicants to investigate the
employer. Job seekers are interested in the culture of the organization and whether the information
provided to them is true. Sites such as GlassDoor, Facebook, and company blogs are common sources
for job seekers to use to compare employee comments with recruiter claims.
Specialized Job Boards

Job boards narrow the focus of their postings to a specific career or a set of job kills such as sales,
medical, technology, or accounting. Others focus on characteristics of the job seeker such as interns,
contractors, or part‐timers. Some are even centered on ethnicity or age. Some specific examples of
specialized job boards include the following:

Accountantsworld.com - Accounting

Dice.com - Technology

Miracleworkers.com - Healthcare

Jobsonthemenu.com - Restaurant

Careerrookie.com - Internships

Sologig.com - Contractors

WorkForce50.com - People over 50

DiversityJobs.com - Ethnic groups, nontraditional careers, disabilities

SLIDE 19: Recruiting: A Global Perspective

The first step in recruiting for overseas positions is to define the relevant labor market. For international
positions, however, that market is the whole world. Organizations must decide if they want to send a
home country employee overseas, recruit in the host country, or overlook nationality and do a global
search for the best person available. It’ s important to make an appropriate choice; the cost of failure in
an international assignment can run high, sometimes in the six‐figure range.

This basic decision depends partly on the type of occupation and its requirements, as well as the stage
of national and cultural development of the overseas operations and the economy. Although
production, office, and clerical occupations are rarely filled beyond a local labor market, executive and
sometimes scientific, engineering, or

professional managerial candidates may be sought in national or international markets. If the

organization is searching for someone with extensive company experience to

launch a technical product in a new target country, it will probably want a home‐country national. This
approach is often implemented when a new foreign subsidiary is being established and headquarters
wants to control all strategic decisions, but the plan requires technical expertise and experience. It is
also appropriate where there is a lack of qualified host‐country nationals in the workforce.

Other situations might benefit more from hiring a host‐country national (HCN), assuming this is a
choice. For consumer products, corporate strategy may allow each

foreign subsidiary to acquire its own distinct national identity. Clothing, for example, has different styles
of merchandising, and a company may feel that an HCN will most likely have a better handle on the best
way to market the sweaters or jeans of an international manufacturer. Many companies are also finding
that host‐country nationals are increasingly better prepared for higher‐level positions, particularly in
India and China. Many companies are taking the initiative to partner with governments and universities
to build relationships that create a pipeline of qualified candidates in emerging countries. For example,
Infosys consults with colleges in India on curriculum that best prepares students for future employment
and even helps with teacher training.

Hiring choices may not be entirely left to the corporation. A few countries, including Saudi Arabia, place
limits on expatriate workers. Using HCNs eliminates potential language problems, avoids problems of
expatriate adjustment, and the high cost of training and relocating an expatriate with a family. It also
minimizes one of the chief reasons international assignments fail—the family’ s inability to adjust to
their new surroundings. Even if companies pay a premium salary to lure the best local applicants away
from other companies, employee‐related costs are significantly lower than those incurred by sending an
American overseas. In countries with tense political environments, an HCN may somewhat insulate the
U.S. corporation from hostilities and possible terrorism.

The third option, recruiting regardless of nationality, develops a group of international executives with a
truly global perspective. On a large scale, this type of recruiting may reduce managers’ national
identification with particular organizational units, creating a truly international organization that makes
decisions for the good of the organization, regardless of location.

SLIDE 20: YOUR OWN JOB SEARCH

Applying for a job is one of the most stressful situations one will face, since the search will not be quick
and easy. It is important not to get discouraged when receiving rejection letters, since competition for
most good jobs is fierce, especially in times of high unemployment.

Preparing Your Résumé 

• 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.

• Don’t forget about networking as an excellent way of gaining access to an organization.

SLIDE 21: Prepare your Résumé

No matter who you are or where you are in your career, you should have a current resume, sometimes
referred to as a CV or curriculum vitae (not necessarily just for education— it’ s Latin for “course of
life”). Your resume is typically a recruiter’ s primary information source in determining whether or not to
grant you an interview. Therefore, your resume must be a sales tool; it must give key information that
supports your candidacy, highlights your strengths, and differentiates you from other job applicants.
Exhibit 1 contains a brief example. Note that volunteer or community service, for example, shows that
you are well rounded, committed to your community, and willing to help others. It’ s valuable to
pinpoint a few key themes regarding resumes that may seem like common sense but are frequently
ignored. First, if you are making a paper copy of your resume, it must be printed on a quality printer. The
font style should be easy to read (e.g., Arial or Times New Roman). Avoid any style that may be hard on
the eyes, such as script fonts. Make your resume an original. Don’t use a template. Employers who
screen resumes have seen every template under the sun and recognize them instantly. It is also
important to note that many companies today rely on applicant‐tracking software to scan your
application and resume for keywords related to skill, training, degrees, job titles, and experience.
Software matches key words in the job description, so use terminology similar to the job description.
Finally, regardless of whether your resume is on paper or online, make sure it is carefully proofread. The
resume is your only representation to the recruiter, and a sloppy one can be deadly. If it contains
misspelled words or is grammatically incorrect, your chances for an interview will be significantly
reduced. Proofread your resume several times, and if possible, let others proofread it.

A Sample Resume There is no standard resume format. The best format is the one that represents your
strengths, skill, and qualifications most effectively.

Class, how would you evaluate this sample resume?