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Chapter 07 - Recruitment
Chapter 7
Recruitment
CHAPTER OVERVIEW
This chapter focuses on recruitment as one of the ways an organization can deal with
employee shortages. It explores the importance of recruiting and explains where and how
organizations look for job candidates.
New approaches to recruitment are discussed, including the impact of the Internet, temporary
agencies, and employee leasing.
2. Describe the recruiting process: who does it, how recruiters do it, and where do they
find recruits.
5. Analyze different strategies that organizations might use to recruit blue-collar, white-
collar, managerial, technical, and professional applicants.
7-1
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 07 - Recruitment
KEY TERMS
Key terms are shown in bold, as they appear in the text, throughout the lecture notes.
• Discussion topics:
Ask students to discuss when, where, and how they have applied for employment.
Was the experience good or bad? What made the most memorable impression?
Students may have recent recruiting experiences or stories from friends who have
been recruited. Ask for feedback.
• Projects:
Have students select a job that they would like to have and then research what it
pays as a full-time, permanent employee. Then have them determine what the
going rate is for the same job as a temporary employee. They should also note
which benefits (paid vacation and insurance, for instance) they would miss out on
if they took the temporary job.
7-2
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 07 - Recruitment
LECTURE OUTLINE
INTRODUCTION
• Before an organization can fill a job vacancy, it must find people who:
Are qualified for the position
Want the job
• Recruitment refers to organizational activities that influence the number and types of
applicants who apply for a job and whether the applicants accept jobs that are offered
It is often the first contact between the organization and a prospective employee
Care should be taken to create a positive first impression
• Although recruitment can be expensive, organizations have not always treated it as
systematically as other HR functions
During the coming years, the importance of recruitment will increase
A looming tight labor market will plague organizations of all sizes
–
Baby boomers retiring
– Fewer young people entering the workforce
Many companies have developed retention strategies
– Hewlett-Packard Co. and Charles Schwab Corp. have preferred freezes or pay
cuts over layoffs
• The recruiting process begins with finding employees and then matching them to the
tasks to be performed
Whether potential employees respond to the recruiting effort depends on the
attitudes they have toward the tasks and the organization
• How difficult the recruiting job is depends on such things as:
Government and union restrictions
The labor market
The employer’s requirements
Candidates’ preferences
EXTERNAL INFLUENCES
7-3
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Chapter 07 - Recruitment
7-4
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 07 - Recruitment
– When companies are not creating new jobs, there is over an oversupply of
qualified labor
• Employers can find out about the current employment picture through:
The federal Department of Labor
State divisions of employment security and labor
Boards and journals, such as the Journal of College Placement, the Monthly
Labor Review, and The Wall Street Journal
• There is a complex interaction between job applicants and the organization trying to
hire them
• The techniques used and sources of recruits vary with the job
• An applicant’s abilities and past work experience affect how they go about seeking a
job
7-5
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 07 - Recruitment
Recruiting Requirements
• The process begins with a detailed job description and job specification
Without these, it is impossible to determine how well any applicant fits the job
The recruiter must know which requirements are absolutely essential and which
are merely desirable
– This helps the organization avoid unrealistic expectations for potential
employees
• HRM policies and practices can affect recruiting and who is recruited
One of the most significant is the policy of hiring from within
Many organizations recruit from outside the organization only at the initial hiring
level
–
Most employees favor this approach
– Some employers feel this practice helps protect trade secrets
– However, an organization may become so stable that it is set in its ways
Other factors that affect recruiting:
– Favoring the hiring of the disabled, veterans, or ex-convicts
– Nepotism
Organizational Image
• All else being equal, it is easier for an organization with a positive corporate image to
attract and retain employees
Recruitment is also easier for organizations that have a strong community
presence or positive name recognition
• The ideal job specifications preferred by an organization may have to be adjusted to
meet the realities of:
The labor market
Government or union restrictions
Its policies and procedures
Its image
• If too few high-quality people apply for a job:
The job may have to be adjusted to fit the best applicant, or
Recruiting efforts will have to be increased
7-6
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 07 - Recruitment
7-7
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 07 - Recruitment
• People who are successful at finding the “right job” tend to follow similar job search
processes:
Self-assessment
Information gathering
Networking
Targeting specific jobs
Successful self-presentation
• The purpose of self-assessments is to recognize your:
Career goals
Strengths and weaknesses
Interests and values
Preferred lifestyles
– The assessment is similar to what recruiters will be doing, but from the
perspective of the applicant
• Information gathering and networking are methods for generating lists of potential
employers and jobs
Information sources include newspapers, trade publications, college recruitment
offices, organizational “insiders,” and the Internet
• When the job seeker has decided where to send a resume, self-presentation becomes
critical
Recruiters want resumes and cover letters that are tailored to the position and are
truthful
• The cover letter and resume should include these items, in order of importance:
The position you seek
Your specific job objectives
Your career objectives
The reason you seek employment
An indication that you know something about the organization
• Not all job seekers provide a truthful resume:
A Reid Psychological Systems survey found that up to 95 percent of college
students are willing to be less than truthful when searching for a job
In the long run, little can be gained from such practices, especially since
falsification of an application is typically grounds for dismissal
7-8
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 07 - Recruitment
• Most organizations must use both internal and external sources to generate a
sufficient number of applicants
When there is an inadequate supply of labor and skill within the organization, it
must “get its message across” to external candidates
The organization’s choice of a recruiting method can make all the difference in
the success of the recruiting effort
Internal Recruiting
Job Posting
• Organizations can use skills inventories to identify internal applicants for job
vacancies
Because it is hard to identify all current employees who might be interested in the
opening, firms often use job posting and bidding
• In the past, job posting was little more than the use of bulletin boards and company
publications
Today, postings are computerized and easily accessible to employees via the
company’s intranet
Software allows employees to match an available job with their skills and
experience
– It may also highlight where gaps exist
7-9
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 07 - Recruitment
Media Advertisements
• Media include:
Newspapers
Trade and professional publications
Billboards
Subway and bus cards
Radio
Telephone
Television
• Some job seekers reverse the process: they advertise for a situation wanted
• When developing a recruitment advertisement, begin with the corporate image
General Mills used its Trix cereal logo to create instant recognition among college
graduates
The ad read “It’s Not Kid Stuff Anymore”
–
Effective recruiting is consistent with overall corporate image
–
It represents the values the corporation is seeking in its employees
Recorded want ads are another innovative way to attract applicants
7-10
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 07 - Recruitment
E-Recruiting
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Chapter 07 - Recruitment
Special-Events Recruiting
• Organizations hire students as interns during the summer or part time during the
school year
The use of interns is dramatically increasing
Nearly one out of every three students at four-year universities will intern before
graduating
• Internship programs have a number of purposes:
Allows organizations to get specific projects done
Exposes organizations to talented, potential employees who may become
“recruiters” at school
Provides trial-run employment
Attracts the best people in areas where there are labor shortages
Can improve diversity
• From the student’s point of view:
An internship means a job with pay
7-12
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Chapter 07 - Recruitment
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Chapter 07 - Recruitment
May be tested
• If the site visit goes well:
The student is given an offer
Some bargaining may take place on salary and benefits
The candidate decides whether to accept or reject the offer
• Organizations are becoming more creative in their use of colleges and universities
The trend is for organizations to develop a stronger, ongoing relationship with a
select number of schools
The Effective College Recruiter
7-14
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Chapter 07 - Recruitment
Enthusiastic communicator
• Major flaws that student find in recruiters:
Lack of interest in the applicant
Lack of enthusiasm
Interviews that are stressful or too personal
Time allocation
• Although recruiters can and do make a difference, applicant’s decisions are affected
more by the characteristics of the job and the organization
REALISTIC JOB PREVIEWS
• When recruiters provide realistic expectations about the job, turnover of new
employees is lower
Most recruiters, however, give general, glowing descriptions of the company
• Recruitment is more effective when realistic job previews (RJPs) are used
Pertinent information about the job is given, without distortion or exaggeration
Most jobs have unattractive features; the RJP presents the full picture
Exhibit 7-3 presents the typical sequence of traditional versus realistic previews
• Studies indicate that:
Newly hired employees who received RJPs have a higher rate of job survival
Employees hired after RJPs indicate higher satisfaction
RJPs can set the job expectations of new employees at realistic levels
RJPs do not reduce the flow of capable applicants
• Although it seems clear that RJPs have beneficial effects, there is uncertainty as to
why they have the effects they do and in what contexts they are the most effective
ALTERNATIVES TO RECRUITMENT
Overtime
• Organizations avoid the cost of recruiting and having additional employees
• Overtime provides employees with additional income
• Potential problems include fatigue, higher accident rates, and increased absenteeism
• Continuous overtime often results in higher labor costs and reduced productivity
7-15
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 07 - Recruitment
Outsourcing
• Sometimes called “staff sourcing”
• Involves paying a fee to a leasing company or professional employer organization
(PEO) that handles payroll, benefits, and routine human resource management
functions
• Especially attractive to small and midsize firms that might not be able to afford a full-
service HR department
• Can save 15 to 30 percent of benefits costs, such as health insurance
• Care must be exercised when choosing a leasing company
In recent years, six leasing companies have gone bankrupt, leaving 36,000
workers and hundreds of small businesses liable for millions of dollars of health
care and workers’ compensation claims
Temporary Employment
• One of the most noticeable effects of the downsizing epidemic and the labor
shortages of the past two decades
• “Just-in-time” employees staff all types of jobs in organization, including
professional, technical, and higher executive positions
• There are nearly 7,000 temporary employment agencies across the U.S. that have
been in business for more than one year
• Major advantages of using temporary workers:
Relatively low labor costs
Easily accessible source of experience labor
Flexibility in responding to the demand for workers
• The cost advantage stems from the fact that temporary workers do not receive fringe
benefits, training, or a compensation and career plan
• A disadvantage is that these workers do not know the culture or work flow of the firm
7-16
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Chapter 07 - Recruitment
QH = (PR + HP + HR)/N
where
7-17
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 07 - Recruitment
2. Can you think of three organizations that have used their image to recruit
employees? What image did they try to project to potential applicants?
Student answers will vary.
4. Considering that there are millions of resumes posted on the Web, what steps
should recruiters follow to screen out unqualified candidates in a fair and
nondiscriminatory manner? Explain your answer.
Recruiters, especially those using screen software that searches for (or deletes
based on) certain words or phrases, should be very careful with their wording
choices. There is legal risk if using terms or phrases that will disproportionately
eliminate candidates from protected classes. For instance, using terms such as
blind, Muslim, single, or Asian, would be unwise.
7-18
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 07 - Recruitment
5. Can you think of any instances in which you would consider working part-
time as a temporary worker? Why do some individuals prefer this form of
employment?
Student answers will vary.
Sample answer: I’ve worked as a “temp” when I found myself unexpectedly laid
off. It gave me a way to pay the bills while looking for a permanent job with
benefits. The unexpected benefit of working temp jobs is being exposed to a
number of industries and positions in a very short time, and it allowed me to make
business and social contacts that I otherwise would not have had.
From the job seeker’s perspective, the Internet allows for searches over a broader
array of geographic and company postings than was ever before possible. There
are also more specialized online sites that focus on jobs in particular areas, such
as health care, higher education, and federal employment.
One of the newest twists to Internet-based recruitment and selection is the talent
auction, where workers post their resumes and organizations are given the
opportunity to bid against one another for a given worker.
RJPs might not necessary in situations where temporary help is being hired.
7-19
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Chapter 07 - Recruitment
8. Visit three different job search websites. Search for a job in a particular
region of the United States. Which of the three websites is the most useful to
job seekers? Explain your answer.
Variable answer, depending on which websites the student visits and which
features they find most helpful.
Students also prefer recruiters who have work experience in their specialties and
some knowledge of the university they are visiting. They also desire friendliness,
knowledge, personal interest in the applicant, and truthfulness.
Ineffective recruiters have the following flaws: lack of interest in the applicant,
lack of enthusiasm, and interviews that are too stressful or too personal.
10. Read over the want ads in the classified section of your local/daily paper.
Choose two that are well written and attractive to you as an applicant. What
makes these particular ads interesting? Similarly, look for some ads that are
not well written or seem to be discriminate. Point out how these ads can be
re-written.
Student answers will vary, depending on their perspective and the ads they choose
to evaluate.
7-20
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Niin, vanhalla konsulilla oli monta surunhetkeä, erittäinkin silloin
kun hän istui yksinään ja, niinkuin vanhoilla usein on tapana, ajatteli
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— Täällä! Nyt!
Tuossa! — Vihdoinkin!
Hänhän oli Kristian — Kristian Fredrik Trolle — sama mies, joka oli
silloin tällöin kummitellut hänen mielessään kaikkina kuluneina
vuosina.
Ja kuitenkin hän oli vieras. Sillä sensijaan että Marianne oli ennen
ajatellut häntä vain uneksiessaan valveilla, oli hänelle nyt heti selvillä
että hän oli kerrassaan Trollen vallassa.
Mariannasi.»
Koko sen päivää hän kulki onnesta juopuneena. Silloin tällöin yritti
joku synkkä ajatus nostaa päätänsä esiin ja kuiskata hänen
korvaansa ilkeän kysymyksen, mutta hän karkoitti luotansa kaikki
mustat mietteet. Hän tahtoi olla onnellinen ja riemuita, riemuita,
tuntematta katumusta, tuntematta tuskaa.
— Tuletteko siis?
— Tulen.
Ulkona oli mitä ihanin ilta. Vieno, lempeä ilma, jossa vielä tuntui
pian loppuunsa kallistuvan päivän lauhaa lämpöä, ja tuolloin tällöin
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— Niinkö luulette?
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tarjoilijat palvelivat, liikkuen äänettömästi paksuilla matoilla.
Hän tunsi, että Trollen käsi haki hänen kättänsä, ja hän antoi
hänen pitää sitä omassaan. — Trolle puristi sitä heikosti.
Ja hän oli niin väsynyt — oo, niin väsynyt, niin väsynyt! Onnellinen
se, joka saisi nukahtaa pois koko maailmasta. Itkeä itsensä uneen ja
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