Chapter 6 – Recruitment 6-1

Solution Manual for Human Resources Management in

Canada Canadian 13th Edition Dessler 0134005449
9780134005447
Full download link at:
Solution manual: https://testbankpack.com/p/solution-manual-for-human-resources-
management-in-canada-canadian-13th-edition-dessler-0134005449-9780134005447/
Test bank: https://testbankpack.com/p/test-bank-for-human-resources-management-
in-canada-canadian-13th-edition-dessler-0134005449-9780134005447/

CHAPTER 6
RECRUITMENT

LEARNING OUTCOMES

1. DEFINE recruitment and discuss the increasing use of employer branding.

2. EXPLAIN the recruitment process.
3. EXPLAIN the importance of application forms.
4. ANALYZE the role of job posting, human resources records, and skills inventories in
recruiting from within.
5. IDENTIFY at least 10 methods used for external recruitment.
6. EXPLAIN two strategies used to recruit non-permanent staff.
7. DISCUSS strategies for recruiting a more diverse workforce.

REQUIRED HR COMPETENCIES

10600: Align human resources practices by translating organizational strategy into human
resources objectives and priorities to achieve the organization’s plan.

20600: Promote an evidence-based approach to the development of human resources policies

and practices using current professional resources to provide a sound basis for human
resources decision-making.

40200: Increase the attractiveness of the employer to desirable potential employees by

identifying and shaping the organization’s employee value proposition to build a high quality
workforce.

40300: Execute a workforce plan by sourcing, selecting, hiring, on-boarding, and developing
people to address competency needs and retain qualified talent aligned with the organization’s
strategic objectives.

CHAPTER SUMMARY

Recruitment is the process of searching out and attracting qualified job applicants. Talent
shortages mean employers are relying more on employer branding in order to be seen as an
employer of choice. The recruitment process has four steps: identification of job openings;
Copyright © 2017 Pearson Canada Inc.
Chapter 6 – Recruitment 6-2
review of job descriptions and job specifications; choices of recruiting source(s) and method(s);
and generation of a pool of qualified candidates. Internal recruitment takes place through job
postings and review of human resources records, especially skill inventories. There are a wide
range of external recruitment methods from traditional print ads to an ever increasing number of
online forums. Increasingly both recruitment and application are being carried out through online
channels. Two emerging issues in recruitment are recruitment of non-permanent (contingent)
workers and recruitment of a demographically diverse workforce.
LECTURE OUTLINE

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-3

I. THE STRATEGIC IMPORTANCE OF RECRUITMENT

Recruitment is a critical HR function because the quality of human resources depends to a great
extent upon the quality of its recruits. Organizations with superior recruiting practices outperform
those with less effective recruiting program, because they have the right employees to
implement organizational strategy.

Recruitment is the process of searching for and locating an adequate number of qualified job
candidates, from whom the organization may select the most appropriate to staff its job
requirements. The process begins when the need to fill a position is identified and ends with the
receipt of résumés and/or completed application forms.

Authority for recruiting is generally delegated to HR staff; in large organizations HR specialists

known as recruiters find and attract qualified candidates on a continual basis.

1. Employer Branding

Employer Branding is the image or impression of an organization as an employer of

choice, based on the perceived benefits of being employed by the organization; branding is
particularly important during the recruiting process. Employer branding involves three steps
(see Table 6.1, p. 132)

1. Define the target audience, where to find them, and what they want from an employer.
2. Develop the employee value proposition – the specific reasons why the organization is a
unique place to work and more attractive than other organizations.
3. Communicate the brand by incorporating the value proposition into all recruitment
efforts.

II. THE RECRUITMENT PROCESS

There are four steps in the recruitment process (see Figure 6.1, p. 132)

1. Identify job openings.

2. Specify job requirements
3. Select methods of recruitment
4. Generate pool of qualified candidates

Recruiters must be aware of several constraints on the recruitment process such as:

Promote-from-within Policies – positions must be posted internally first (especially in unionized

environments); recruiters cannot begin to seek external candidates until the period is over, even
if he or she is aware that there are no suitable internal candidates.
Compensation Policies – pay structure and benefits package influence the attractiveness of the
job to potential applicants; recruiters rarely have the authority to exceed established pay ranges,
pay above midpoint, or offer non-standard benefits

Employment Equity Plan – specify the organization's goals and timetables pertaining to the
hiring of designated group members; recruiters often need to use non-traditional (outreach)
strategies to increase the number of qualified candidates from the designated groups (women,
visible minorities, disabled, aboriginals)

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-4

Inducements of Competitors – monetary and non-monetary inducements offered by the

competition may lure qualified candidates away; recruiters must try to meet the prevailing
standards or use alternative inducements while ensuring they do not make promises they
cannot keep or the firm can be charged with negligent misrepresentation.

Labour Shortages – The emerging labour shortage makes recruiting more difficult; recruiters need
to be ready to make substantial changes in recruitment practices including finding and attracting
foreign recruits.

III. DEVELOPING AND USING APPLICATION FORMS

For most employers, completion of an application form is the last step in the recruitment process
and provides efficient means of collecting verifiable historical data in a standardized format,
even if a detailed résumé has already been submitted. Standardized application forms are
requested from candidate because:

Candidate comparison is facilitated by having information in a uniform manner

Résumés may not contain all of the desired information
Résumés may have been prepared by someone other than the candidate
Forms include necessary written authorization for reference checking
Forms include written acknowledgement by candidate that they have provide true and
accurate information
Allows for collection of employment equity information

One type of application form that can be used to predict performance is a biographical
information blank (BIB), also known as biodata form. Essentially, it is a more detailed version
of an application form, focusing on biographical data found to be predictive of job success.
Questions relating to age, gender, race or other grounds prohibited under human rights legislation
cannot be used.

Increasingly application forms are provided and completed online to reduce risk of lost
applications, increase exposure level of the job, reduce likelihood of biases, and allow
candidates to complete their application 24/7. The downside is that online applications tend to
dramatically increase the volume of applications, although HRIS can be used to automatically
code and pre-screen candidates.

Teaching Tip: Have students discuss their experiences with online application forms in terms of
necessity, ease of use, and their perception of organization based on the online application
process.

IV. IV. RECRUITMENT AVENUES: RECRUITING FROM WITHIN THE ORGANIZATION

Although recruiting often brings job boards and employment agencies to mind, current
employees are generally the largest source of recruits. Filling open positions with inside
candidates has several advantages. According to human capital theory, the accumulation of
firm-specific knowledge and experience involves a joint investment by both the employee and
employer, therefore, both parties benefit from maintaining a long-term relationship.

Current employees are generally the largest source of recruits.

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-5

Advantages of internal recruitment are:

employees see reward for competence; enhances commitment, morale, and performance.
insiders may be more committed to company’s goals and less likely to leave.
managers are provided with a longer-term perspective when making business decisions.
firm is likely to have a more accurate assessment of the person’s skills
inside candidates require less orientation than outsiders.

Disadvantages of internal recruitment are:

unsuccessful employees may become discontented, especially if feedback is not provided
managers may be required to post all job openings and interview all inside candidates,
wasting considerable time and creating false hopes on the part of those employees not
genuinely being considered.
employees may not accept a boss appointed from within their own ranks
newly chosen leaders may have difficulty adjusting to no longer being “one of the gang.”
increases the possibility of “inbreeding.”; tendency to make decisions “by the book” and to
maintain the status quo, even when a new and innovative direction is needed.

1. Internal Recruitment Methods

Recruiting from within can be accomplished by using job posting, human resources records,
and skills inventories.

a. Job Posting is a process of notifying current employees about vacant positions via
designated bulletin boards, employee publications, special-announcement handouts, the
company’s intranet, or a 24-hour telephone number. Content of job postings includes job
title, duties, qualifications, hours of work, pay range, posting date, and closing date. As
illustrated in Figure 6.2 (p. 135), there are advantages and disadvantages to using job
postings.

b. Human Resources Records – Human resources records are often consulted to ensure
that qualified individuals are notified, in person, of vacant positions. An examination of
employee files may uncover: employees who are working in jobs below their education
or skill levels; people who already have the requisite KSAs; or persons with the potential
to move into the vacant position if given some additional training.

c. Skills Inventories – Skills inventories are an even better reference tool. Whether
computerized or manual, referring to such inventories ensures that qualified internal
candidates are identified and considered for transfer or promotion when opportunities
arise.

Teaching Tip: Some of the traditional job posting methods may seem out of date in a smartphone
enabled world. Have students discuss the use of smartphone technology (mobile apps) for job
postings but also why low tech methods are also necessary or useful.

2. Limitations of Recruiting from Within

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-6

Besides the disadvantages previously identified, there are a few other limitations in regards
to internal recruiting. One is an insufficient number of qualified internal candidates,
especially for non-entry level and specialized positions. It may be quicker to bring in an
external candidate if a job is vacated unexpectedly or if the organization wants to acquire
new knowledge/expertise, gain new ideas, and revitalize the department or organization.

V. RECRUITMENT AVENUES: RECRUITING FROM OUTSIDE THE ORGANIZATION

In contrast to internal recruitment, the advantages of external recruitment include:

Generation of a larger pool of qualified candidates, impacts quality of the selection decision.
Availability of a more diverse applicant pool, which can assist in meeting employment equity
goals and timetables.
Acquisition of skills or knowledge not currently available within the organization and/or new
ideas and creative problem-solving techniques.
Elimination of rivalry and competition caused by employees jockeying for transfers and
promotions, which can hinder interpersonal and interdepartmental cooperation.
Potential cost savings resulting from hiring individuals who already have the skills, rather
than providing extensive training.

1. Planning External Recruitment

Several factors should be considered including type of job, and effectiveness of the external
recruitment method. Effectiveness can be measured using yield ratios (see Fig. 6.3, p. 137)
and time-lapse data (time from initiation of recruitment activity to first day of work by
successful candidate).

2. External Recruitment Methods

Organizations use many methods for external recruiting. Studies have found that traditional
networking (employee referrals, former employees, concentrated job fairs at educational
institutions, professional and trade associations, labour organizations, and military personnel
) followed by online job boards (traditional, corporate websites, government initiated boards)
tend to be the most successful ways to find a job (see Fig. 6.4, p. 138). Each method has its
advantages and disadvantages.

a. Employee referrals – low cost, but can result in systemic discrimination, inbreeding, and
problems associated with nepotism (hiring or not hiring of relatives)

b. Former employees – may be interested in rejoining “boomerangs”’, know the

organization, organization knows them

c. Educational institutions – good for jobs needing education but not as much experience;
process can start via co-op, field placement and internship opportunities; schools have
career centres to promote opportunities and help prepare students to interact with
recruiters
d. Open houses and job fairs – attracts large number of applicants, allows face-to-face
promotion of organization and pre-screening, can also be done online

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-7

e. Professional and trade associations – actively engaged in trying to place their members,
have newsletters, magazines, websites and sometimes online, searchable databases; may
attract active job seekers as well as those who had not considered a job change (passive
job seekers)

f. Labour organizations – have union hiring halls (physical and virtual); maintain roster of
available members; fill requests from recruiters

g. Military personnel – Canadian Forces Liaison Council CFLC) responsible for promoting
hiring of reservists by civilian employers. REAP program provides access to more than
30300 military units at no charge

h. Online recruiting – used by majority of companies and job seekers; provides large
audience for postings; provides access to online job seeker databases. Types include
internet job boards (e.g. Workopolis and Monster.ca) and corporate websites. Downside
is sheer volume of applications and number of unqualified applicants who have to be
screened.

Best practices for career websites on organizational websites:

Include candid information about company culture, career paths and business
prospects
Include third-party sources of company information (e.g. awards, rankings)
Customize for different types of job seekers (e.g. students, part-time workers)
Have direct link from homepage to career page
Have job search tool (location, job category, and so on)
Have standardized application or résumé builder for easy screening
Use “email to a friend” to increase visitor referrals

i. Human Resources and Skills Development Canada (HRSDC) – runs “Job Bank” largest,
web-based network of job posting available to Canadian employers at no charge; helps
unemployed find work and firms hire unemployed workers through government
programs and tools such as “Job Match”

j. Executive search firms –fee-based service used to fill critical positions (middle to senior-
level professional and managerial); often specialize in particular type of talent, know and
understand market, have many contacts, adept at contacting currently employed
candidates “headhunting”; expensive but worth the money, highly dependent on
accurate and complete information, can sometimes engage in game playing; CPC
designation signifies education, testing and recruiter commitment to best practices

k. Private employment agencies – assist with fee-based searches for clerical staff,
functional specialists, and technical employees; solicit job seekers through job boards,
advertising, walk-ins and write-ins; useful when hiring firm does not have HR
department, has been unsuccessful in past recruiting, job needs to be filled quickly, need
to attract larger number of designated group members, desire to reach out to currently
employed

l. Cold calls: - walk-ins (go in person without referral or invitation) and write-ins (submit
unsolicited résumés); inexpensive, documents can be scanned and stored

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-8

m. Online networking sites (social media) – e.g. Facebook and other social media, firms create
company profiles, virtual recruitment booths, low cost access to large number of job
seekers

n. Print advertising – still very common method (e.g. newspapers local and national,
technical journals, billboards); decide on want ad or blind ad; use four-point AIDA guide
(Attract attention, develop Interest, create Desire, instigate Action)

3. Recruiting Non-Permanent Staff

In recent years, many companies have increased their use of contingent workers (term,
seasonal, casual, contract) to attain labour flexibility and acquire employees with special
skills on an as needed basis. Two common sources are:

a. Temporary help agencies e.g. Kelly Services, Office Overload; workers remain
employees of the agency and are reassigned as needed; benefits include – lower cost,
immediate substitution/replacement, tend to be highly motivated

b. Contract workers – develop work relationships directly with the employer for a specific
type of work or period of time, often professionals with specialized skills, many prefer
self-employment, others have been downsized and are unable to find full-time
permanent employment

Teaching Tip: Given that a number of contract workers would prefer permanent employment,
see what students have to say in regards to the Ethical Dilemma on p. 146.

VI. RECRUITING A MORE DIVERSE WORKFORCE

1. Attracting Older Workers – tend to have high job satisfaction, loyal and committed to
organization, strong work ethic, good people skills, willingness to work in variety of roles;
recruiters need to deal with stereotypes of older workers held by other employees, ensure
HR policies do not discourage recruitment of older workers, develop flexible work
arrangements, redesign jobs as necessary, and specifically target mature workers

2. Attracting Younger Employees – bring energy, enthusiasm and physical strength, often
mirror customer base; want to work independently and have work-life balance; recruiters need
to promote variety of experiences available, social responsibility, diversity, and creativity

Teaching Tip: Consider using Strategic HR Discussion Box “Attracting the Younger
Generation”, (p. 147) and have students critique job ads that are supposedly aimed at them.

3. Recruiting Designated Group Members – an employers’ commitment to diversity through

recruitment that targets designated group members is often the first sign of their
commitment to diversity and quality; recruiters should consider linkages with organizations
and agencies, advertising in alternative publications, and participating in government programs

DISCUSSION BOX

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-9

STRATEGIC HR: Attracting the Younger Generation (p. 147)

This box highlights how to attract and retain Generation Y. They are looking for quality of
friendships, feeling they can make a contribution on the job, and a feeling of safety. The Gen Ys
also say that the top three ways to get their generation to join an organization are salary, casual
work environment, and growth/development opportunities such as mentoring and training. Ads
intended to attract them need to advertise the culture of the organization as it relates to the values
of this generation.

ETHICAL DILEMMAS

1. Suppose a manager has already made up his or her mind about who will be selected
for an internal position. But an internal job posting and subsequent interviews have
shown another equally qualified candidate. Who should be offered the position? (p. 135)

This is not an uncommon situation as managers tend to have existing relationships with
subordinates or employees in other areas of the company, and sometimes even guarantee or
lead people to believe they have the job even before the selection process has even begun. On
one hand interviewing people to whom you are not going to offer the job may be perceived as a
waste of their time and the money they spent in coming for the interview. However, the other
side of the coin is that it is unethical and often illegal not to offer equal employment opportunity
by shortcutting hiring processes. Whether they get the job or not, all candidates should feel that
they were treated fairly, especially if they are members of one of the four designated groups. In
the case where candidates appear to be equally qualified the manager can take the risk of going
with their preferred candidate or can extend the selection process by reviewing the job description
and job specification to identify other valid predictors on which each candidate can be assessed.
S/he can also ask a third party, possibly someone from HR to review each file and see if their
assessment shows that one is superior, even a little to another.

Hopefully they have not guaranteed their preferred candidate the job in advance or they will find
themselves in a very difficult situation if a more qualified candidate is found. Ethically and
legally, the candidate who is most qualified, based on an objective set of valid predictors, should
be the chosen one.

2. Is it ethical to keep extending the contracts of contract workers, rather than hiring
them as permanent employees, in order to avoid the cost of employee benefits? (p. 146)

It is not ethical to take advantage of long-term workers who are basically doing the same work
as someone who is a permanent employee, just to save money. On the other hand, managers
do have a duty to shareholders and lenders to maintain profitability. If the work is truly variable,
then extending contracts because the future is uncertain is a prudent tactic. Where it is evident
that there will be a continued need for the specific skills and knowledge of a particular contract
worker bringing that person on as a permanent employee can lead to higher levels of commitment
and performance that offset the additional cost. If the only reason is to simply avoid paying
benefits, then the employer should be aware that this might affect their organization’s reputation
and make it more difficult to attract and keep candidates in the future. If the reason is to avoid
taxes by treating the worker as an independent contractor, then the employer should be aware
that the courts are cracking down on this practice. If the employer provides tools/equipment and
dictates how the work is to be done, then the person is deemed to be an employee and the
organization may be fined and have to pay retroactive benefits or make other restitution.

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-10

KEY TERMS

biographical information blank (BIB) A detailed job application form requesting biographical
data found to be predictive of success on the job, pertaining to background, experiences, and
preferences. Responses are scored. (p. 134)

blind ad A recruitment ad in which the identity and address of the employer are omitted. (p.
138)

contract workers Employees who develop work relationships directly with the employer for a
specific type of work or period of time. (p. 146)

employer branding The image or impression of an organization as an employer based on the

benefits of being employed by the organization (p. 131)

human capital theory The accumulation of firm-specific knowledge and experience involves a
joint investment by both the employee and employer; therefore, both parties benefit from
maintaining a long-term relationship. (p. 134)

job posting The process of notifying current employees about vacant positions. (p. 135)

nepotism A preference for hiring relatives of current employees. (p. 138)

recruiter A specialist in recruitment, whose job it is to find and attract capable candidates. (p.
131)

recruitment The process of searching out and attracting qualified job applicants, which begins
with the identification of a position that requires staffing and is completed when résumés or
completed application forms are received from an adequate number of applicants. (p. 131)

want ad A recruitment ad describing the job and its specifications, the compensation package,
and the hiring employer. The address to which applications and/or résumés should be submitted
is also provided. (p. 138)

yield ratio The percentage of applicants that proceed to the next stage of the selection process.
(p. 136)

REVIEW AND DISCUSSION QUESTIONS (p. 149)

1. Discuss the advantages and disadvantages of recruiting from within the organization.
Identify and describe the three tools that are used in this process.

Filling open positions with inside candidates has several advantages:

employees see that competence is rewarded, thus enhancing commitment, morale, and
performance.

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-11

having already been with the firm for some time, insiders may be more committed to
company’s goals and less likely to leave.
managers are provided with a longer-term perspective when making business decisions.
it is generally safer to promote from within, since the firm is likely to have a more accurate
assessment of the person’s skills than would otherwise be the case.
inside candidates require less orientation than outsiders.

Disadvantages associated with recruiting within the organization include:

employees who apply for jobs and don’t get them may become discontented.
managers may be required to post all job openings and interview all inside candidates, even
when they already know whom they wish to hire, thus wasting considerable time and
creating false hope on the part of those employees not genuinely being considered.
employees may be less satisfied and accepting of a boss appointed from within their own
ranks than a newcomer.
it is sometimes difficult for a newly chosen leader to adjust to no longer being “one of the
gang.”
there is a possibility of “inbreeding” reflected in a tendency to make decisions “by the book”
and to maintain the status quo, even when a new and innovative direction is needed.

The three tools most frequently used are job postings, HR records and Skills inventories.

Job Posting is a process of notifying current employees about vacant positions via designated
bulletin boards, employee publications, special-announcement handouts, the company’s
intranet, or a 24-hour telephone number. Content of job postings includes job title, duties,
qualifications, hours of work, pay range, posting date, and closing date. As illustrated in Figure
6.2 (p. 135), there are advantages and disadvantages to using job postings.

Human resources records are often consulted to ensure that qualified individuals are notified, in
person, of vacant positions. An examination of employee files may uncover: employees who are
working in jobs below their education or skill levels; people who already have the requisite KSAs
or persons with the potential to move into the vacant position if given some additional training.

Skills inventories are an even better reference tool. Whether computerized or manual, referring
to such inventories ensures that qualified internal candidates are identified and considered for
transfer or promotion when opportunities arise.

2. Brainstorm the advantages of external recruitment. Discuss the risks associated with
external recruiting.

The advantages of external recruitment include:

generation of a larger pool of qualified candidates, which may have a positive impact on the
quality of the selection decision.
availability of a more diverse applicant pool, which can assist in meeting employment equity
goals and timetables.
acquisition of skills or knowledge not currently available within the organization and/or new
ideas and creative problem-solving techniques.
elimination of rivalry and competition caused by employees jockeying for transfers and
promotions, which can hinder interpersonal and interdepartmental cooperation.
potential cost savings resulting from hiring individuals who already have the skills, rather
than providing extensive training.

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-12

The risks associated with external recruiting are having to deal with a high volume of applicants,
many of whom are unqualified, dealing with candidates who are “testing the market” but are not
serious about taking the job if offered, and having to deal with dissatisfied internal candidates who
believe that they should receive preference in hiring. HRIS, especially applicant tracking software
can help to make the process more efficient. Organizations should ensure they have sound
reasons for external recruiting and be open to discussing employee concerns about limited
career opportunities. By definition outsiders are less known to the organization so verifying
information is critical; candidates are motivated to display themselves in the best possible light
and may not reveal all information and in some cases will openly misrepresent their
qualifications.

3. Explain the difference between an Internet job board and a corporate career website.

A job board (e.g. Workopolis.com, Monster.ca, HRSDC Job Bank) is open to all employers and
employees seeking to fill a position. A candidate can post his or her resume online, and employers
can access this database and search for the best match. Typically, employers pay a fee to post
their positions.

The corporate Web site is specific to that corporation. The positions posted are open positions
within that organization and have been approved by the HR department to be posted. Potential
candidates can view the possible positions online and apply. Many firms use applicant-tracking
systems to power their Web sites. Combined with resume databases, corporate Web sites can
help companies create a pool of candidates who have already expressed interest in the
organization. Some jobs on corporate career websites are only open to current employees.

4. Under what circumstances should a private employment agency be used?

Private employment agencies are often called upon to provide assistance to employers seeking
intermediate- to senior-level clerical staff, and professional, technical, or managerial employees.
Such agencies take an employer’s request for recruits and then solicit job seekers, relying
primarily on advertising and walk-ins/write-ins. They serve two basic functions: expanding the
applicant pool and performing preliminary interviewing and screening. To match the employer’s
job specifications with the abilities and interests of potential applicants, agencies may perform a
range of functions, including: advertising; testing for skills, aptitudes, and interests; interviewing;
and reference checking. It should be noted, though, that the amount of service provided varies
widely, as does the level of professionalism and the calibre of staff.

5. Describe the advantages of using online application forms or résumé repositories as

part of the recruitment process.

Whether print or online there are several advantages to application forms.

Candidate comparison is facilitated by having information in a uniform manner
Résumés may not contain all of the desired information
Résumés may have been prepared by someone other than the candidate
Forms include necessary written authorization for reference checking
Forms include written acknowledgement by candidate that they have provide true and
accurate information
Allows for collection of employment equity information

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-13

Having application forms completed online with storage of candidate résumés in an online
repository has a number of other advantages including reduced risk of lost applications,
increase exposure level of the job to potential candidates in many different locations, reduced
likelihood of biases, and it allows candidates to complete and review their application 24/7.

CRITICAL THINKING QUESTIONS (p. 149)

1. What potential problems may result if the employer branding value proposition
presented during the recruitment process is not reinforced once the new recruit is
working for the organization? What could organizations do to avoid this situation?

An employee’s psychological contract (set of expectations of what will happen/what they will
get) forms during the recruitment and selection process. If this contract is breached because value
was mis-represented then this may create disenchanted employees who may leave and badmouth
the organization or stay and create a negative environment for their co-workers. This has a
financial impact by costing the company money for wasted hiring costs or lowered productivity.
The company should make sure that all policies and practices are clearly aligned, with everyone
walking the talk.

2. What potential problems could be created by offering referral bonuses to existing

employees?

Some of the potential problems associated with employee referrals include the potential of
inbreeding and nepotism to cause morale problems, and dissatisfaction of employees whose
referral is not hired. Perhaps the biggest drawback, however, is that this method may result in
systemic discrimination in workplaces that are not diverse, since employees tend to recommend
individuals who have backgrounds similar to their own, in terms of race, ethnicity, religion. In
addition, employees may put forward candidates who don’t work out once on the job, especially
if the bonus is paid for the referral and not for the performance of the candidate in the months
immediately after hiring.

Teaching Tip: Survey students to find out who would refer a friend or family member if a
referral bonus was offered, first without a performance condition and second with a performance
condition. Students can also discuss how much money would motivate them to refer people
from their social network, especially in terms of posting a job opportunity via Twitter or
Facebook.

3. Working individually or in groups, find at least five employment ads, either on the
Internet or in a local newspaper, that suggest that the company is family friendly and
should appeal to women, minorities, older workers, and single parents. Discuss what
they’re doing to be family friendly.
Students’ responses will depend on the specific employment ads that they select and the extent
to which the organizations selected show evidence of a commitment to family.

4. As the labour supply gets tighter and tighter, would you be in favour of loosening
requirements of foreign-trained professionals (for example, doctors, professors,
accountants, engineers) to become immediately qualified in Canada? Why or why not?
Identify the underlying assumptions in the position you took.

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-14

Among the issues to be considered are the diversity of qualification internationally and the need
to maintain or meet professional standards in Canada. Consideration of alternatives could
include an across-the-board loosening of requirements versus a more differentiated approach.
Foreign-trained professionals could sit a “challenge” examination to demonstrate their skills and
abilities that could bring them into the labour force rapidly. Otherwise, the initiative of Manitoba
supported by the Association of Professional Engineers and Geoscientists provides a viable
alternative. Students may raise issues in regards to their own future career prospects versus the
immediate and urgent need to fill professional positions e.g. family doctors.

5. What are some of the specific reservations that a 30-year-old candidate might have about
applying for a job that requires managing a workforce that is on average ten years older
than he or she is?

Discrepancy in age and experience may lead to unsubstantiated perceptions that older workers
will be out of date, resistant to change, and “coasting” towards retirement. In fact, older workers
are highly motivated, have a strong work ethic, good people skills and a willingness to work in a
variety of roles. Many older workers have chosen not to take on managerial responsibilities, so
the age difference is irrelevant as long as the manager shows that s/he knows what they are doing
and can earn their trust and respect. The key to managing a multigenerational team is to integrate
new skills and knowledge while showing respect for proven abilities.

6. Assume you are the HR manager in a highly homogenous company that now wants to
better reflect the diversity of the target client group in its employee population. What
must you consider as you think about implementing your new recruitment strategy?

Considerations include assessing why current recruitment strategies have not produced a
diverse workforce to date and identifying alternate sources and methods for outreach that
encourage a broader range of candidates. Working in partnership with organizations and
associations may be more effective and efficient than trying to go it alone as they have the
contacts, channels and expertise in communicating with their members. At the same time, you
must be aware of a possible backlash from current employees who believe they or their family
members will have limited opportunities in the future, especially if nepotism has been part of the
corporate culture in the past.

You should closely monitor results from different external recruitment methods by using yield
ratios to see which methods are most effective in making your workforce more diverse and are
cost-effective (time and money) at the same time.

Last, but not least, you should not go so far as to open up the organization to claims of
discrimination by members of designated groups or on prohibited grounds. Transition to a more
diverse workforce is likely to be a gradual process; unless you have to satisfy federal
government targets.

EXPERIENTIAL EXERCISES (p. 150)

1. Go to your university’s or college’s career centre and gather information on all the
services they provide. How many companies come to recruit students through the centre
each year? What services does the centre provide to employers seeking to hire

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-15

graduating students? Employers seeking to hire summer students? Employers seeking

to hire students for internships?

Many students never use campus career centres, relying on other sources for information for
their job search, so this will be an eye-opening exercise for many. Debrief their findings and
discuss what new information they have learned about support for students looking for work.
Generate a discussion about why they do and don’t use campus career services.

2. Working individually or in groups, interview a manager between the ages of 25 and 35

at a local business who manages employees age 40 or older. Ask the manager to
describe three or four of his or her most challenging experiences managing older
employees.
Students’ responses will vary depending on the input of the managers. Likely issues will include:
establishing personal credibility, how to get the best out of more senior employees, how to avoid
offending older employees, and how to put older employees in a position for them to succeed.

3. Considering the current economic situation and using the following list of jobs,
identify all of the sources that could be used to recruit qualified applicants:

Registered Nurses to work in the critical care unit of a new regional hospital
Carpenters to work on a new home building project
Chief Financial Officer for an international engineering firm with a head office located
in Vancouver
Retail sales associates to work in an urban clothing chain
Customer service representatives to work in a bank branch
Bilingual administrative assistants for Canadian financial services company
operating internationally

The purpose of this exercise is to have students brainstorm different ways to attract new talent.
It can be done in small groups or as a large class discussion. Encourage students to think outside
of the box.
This is an opportunity to discuss some of the different means of getting qualified workers such
as: carpenters – if want licensed carpenter must go through the union, otherwise you can ask
for referrals from people who have had someone do carpentry work in the past, for bank reps –
could hire students part time and use social media to interact with potential applicants.

RUNNING CASE: LearnInMotion.com (p. 150)

Getting Better Applicants

1. Describe how the recruitment process (including all of the steps) outlined in Figure 6.1
will be of assistance to Jennifer and Pierre to solve their recruitment problems.

Recruitment is the process of searching out and attracting qualified job applicants. It begins with
the identification of a position that requires staffing and is completed when resumes and/or
completed application forms are received from an adequate number of applicants. Students
should use the steps outlined in Figure 6.1 when answering this question. In a new business

Copyright © 2017 Pearson Canada Inc.

Chapter 6 – Recruitment 6-16

such as theirs they need to make sure they don’t’ waste precious time and money on low yield
methods.

2. Draft a new job posting for each of the seven positions discussed in the case Then
discuss how you put the job posting(s) together and why, using Figure 6.2 and Figure 6.3
as examples.

Students should refer to Figure 6.2 for the job posting advantages and disadvantages in the text
and then discuss the advantages and disadvantages of their job posting to explain how they pulled
it together.

CASE INCIDENT: Solving a Potential Recruitment Dilemma (page 151)

1. Should Rachel utilize internal or external recruitment techniques to staff these 50

positions?

Students should discuss both internal and external recruitment techniques and recommend the
best solution after discussing the advantages and disadvantages of all the techniques. External
techniques include: online recruiting, social networking sites, print advertising, executive search
firms, employee referrals, former employees, educational institutions, HRSDC, professional and
trade associations, labour organizations, military personnel, open houses and job fairs. Internal
techniques include: job postings, human resource records, skills inventories.

2. Rachel is hoping to recruit qualified candidates from a variety of diverse

demographics. Will she have to use different recruitment techniques to do this? If so, what
ones are the most effective to attract these candidates (older workers, designated group
members, and so on)?

See the strategic HR box on how to attract younger workers on page 147; for older workers the
recommended strategy is rehiring former employees and retirees; for designated group members,
worklink is a good source for Canadians with disabilities, aboriginal inclusion network for
aboriginal recruits, society for Canadian women in science and technology for female
recruits and the Ontario ministry of community and social services is also a good link.

3. Rachel plans on hiring recruiters to assist her in staffing these 50 positions. Knowing
the company will require the recruiters to adhere to the concept of employer branding,
describe what steps Rachel should take to orient the new recruiters to the branding
process?

Employer branding is the image or impression of an organization as an employer based on the

perceived benefits of being employed by the organization. Students should discuss the three steps
listed in Chapter 6 (see Table 6.1 on page 132) and come up with practical suggestions on how
to get new recruiters up to speed very quickly, so they sound as though they have been with the
organization for a long time.

Copyright © 2017 Pearson Canada Inc.