Human Resource

Management
Chapter Six
Recruitment

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-1

Purpose of Recruitment
Activities

that will identify potential employees,

communicate job and organizational attributes
to them and convince them to apply
Key to success is finding qualified individuals
who have knowledge, skills and abilities
(competencies) to do the job
Effective recruiting will free managers to spend
more time and effort on other management
activities
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-2

Recruitment Process
1.

2.
3.
4.

Decide on the objective for the recruiting

process
Identify the best sources for recruitment
Craft the recruitment message
Familiarize oneself with the job duties and
requirements of the position

In small business, managers are involved in

all stages. In large businesses, recruiters
take the lead
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-3

Internal Recruitment
Gives

opportunities for promotion to

employees
Word of mouth is simplest, but not always
most effective
Job posting is most common formal method:
posting note on bulletin board, note in
company newsletter, or on company intranet

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-4

Netiquette for Advertising

Jobs on Intranet

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-5

Other Methods of Sourcing

Internal Candidates
Employee inventory: a searchable database to
identify employees who meet certain job
requirements
Performance appraisals or supervisor feedback
on candidates

6-6
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Pros and Cons of

Internal Recruitment
Pros:

Most cost-effective
Existing employees already familiar with company
Employees motivated by opportunities for
advancement
Managers have access to applicants past
performance

Cons:

Sometimes companies want new ideas

Need for diversity
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-7

External Recruitment

Source should be dictated by nature of the

job, location, and skill level needed
Relevant labor market: location in which one
can reasonably expect to find a sufficient
supply of qualified applicants

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-8

Advertising
Should use multiple sources and keep them up-to-date

Newspaper is most popular (Sunday vs. weekday)

Wall Street Journal or USA Today for high-level finance or

corporate jobs
Downside is expense

Bulletin boards at colleges, U.S. Department of Labor, or

professional organizations

Internet

CareerBuilder.com, Monster.com
Company Web sites may contain a Careers link
Cost is negligible
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-9

Outstanding Employer Web Site

http://www.statefarm.com/about/careers/careers.asp

State Farm Career Center

FOUND: A great place to work!

You have the skills. We have the opportunity, character, and strength you demand.
Let's talk about your future with State Farm
Meet Our People

Diversity

Shyam,
Actuarial Analyst
Learn More

At State Farm, diversity isn't a program, it's a state of

mind.
Learn More

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-10

College Recruiting
Sending

recruiters to college campuses to

attract employees right out of college
Recruiters usually have multiple openings
May speak to student organizations or alumni
groups
Internships are sometimes offered to
evaluate performance and allow student to
get to know organization
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-11

Employment Agencies and

Search Firms
May

benefit small HR departments to make

recruiting process more efficient
Public employment agencies provide career
guidance, testing, training, and placement for
free
Private employment agencies provide job
search assistance for a fee
Contingency recruiting agencies are paid a
fee or percentage of new hires salary upon
completion of search and placement
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-12

Search Firms (contd)

Retained agencies paid a retainer by

employer to conduct job search (also called
executive search firms or headhunters)
On-demand recruiting services charge
based on time spent recruiting rather than
per hire

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-13

Other Recruitment Sources

Professional Associationsoften provide

placement services or job listings as a service
to members

Career Opportunities at the AICPA

The AICPA has a number of job opportunities available
in various locations. One may be right for you

6-14
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Other Recruitment Sources

(contd)
Temporary Employees may often become
permanent employee (temp to hire)
Employee Referralsemployees can receive
a bonus if their referral is hired and many
referrals tend to have lower turnover and
greater job satisfaction

6-15
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Sourcing Applicants
Sourcingprocess of finding passive job
candidates (not in the job market)

Social networking sites such as LinkedIn.com

Resume spideringprocess of tracking down
passive job applicants by searching the Web for
resumes
Re-recruiting former employees to return

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-16

Pros and Cons of

External Recruitment
More

costly than internal recruitment

May upset existing employees if internal
applicants dont get the job
Give firm the opportunity to bring in
employees with fresh perspective
Allows company to target specific
competencies that current employees may
not possess
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-17

Preparing Recruitment
Advertisements
Creating a value proposition and branding will help
applicants differentiate one company from another
Recruitment value proposition should include:

Information about jobs duties, working environment,

rewards
Companys corporate image and values
Level of compensation and leadership development
opportunities
Employer brandinghow stakeholders perceive the
company
6-18
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Writing the Recruitment Message

Convey the value proposition, brand, and
company-related information
Include brief description of job and its
minimum requirements
Individuals are attracted to jobs for which
they have more information
Gear a high quality message to target
audience

6-19
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Recruiters
Includes

professional recruiters and

managers involved in identifying and
attracting employees
Personality of recruiter and knowledge about
job and company are important
Need to be trained on value proposition, EEO
issues, and issues about false representation
6-20
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Realistic Job Preview

Balanced recruitment message will have the
best long-term results
Realistic job preview (RJP) will enable
applicants to screen themselves out of
application process
RJP will help decrease turnover and increase
satisfaction of new hires

6-21
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Recruitment Follow Up

Maintaining communication with

prospective employees conveys your
companys interest in them
Let each applicant know their status by
sending a personalized letter
Measure effectiveness of recruitment
effort with yield ratios, cost-per-hire, time
to fill, and managers feedback
6-22
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Content of Recruitment Message

Advantages of working for the organization

Competencies sought
Positive story about why employees would
want to work for company
Cost leadership strategy: message may
focus on efficiencies and cost reductions
Differentiation strategy: message may focus
on customer experience
6-23
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Choice of Recruitment
Methods
Word-of-mouth

(employee referrals) is low-

cost
Trade publications and Web sources target
individuals with specific backgrounds or skills
More established firms have more formal
recruitment processes
Succession planning and replacement charts
may help internal recruiting
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-24

Managing Recruitment
Smaller

companies require managers take

lead in recruitment process
Larger companies will have staffing
departments
Companies should focus on specific job
information, reputation of company, and
compensation and benefits package

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-25

Internal vs. External Recruiting

Many

companies attempt to fill position

internally before recruiting externally
Too much focus on internal recruiting may
make the company too insular
Too much focus on external recruiting will
make employees feel less valued and lead to
turnover

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

6-26

Appeal of the
Recruitment Message
Not all applicants will focus on same things when
seeking a new job:

Companys culture
Development of their careers
Opportunities to create innovative products
Values of work/life balance
Tasks of the job itself
Benefits and compensation level

6-27
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Influences on
Recruitment Practices
Target

for the recruitment message

Competencies identified for position
Aging of the available workforce
Diversity of employee base and availability of
diverse applicants
Unemployment rates and nature of labor
market
Technology to automate the process
6-28
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Recruitment Process
Can enable a company to track and screen
applications and resumes and search by identified
KSAs

Enterprise resource planningenables a company

to integrate information from different functional
areas of the company
Recruitment application packagelinks to
companys Human Resource Management System
Application service provider (ASP)a company that
hosts software on its own Web site so company
doesnt need to
6-29
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Other Impacts on Recruiting

Computer skills
required for all types of
jobs including
manufacturing
Global recruiting
impacts recruiting
message as well as
sensitivity to country
laws, norms and
valuesmethod may
vary by country

Qualifind provides professional and executive

search services for specific disciplines
and industries throughout the U.S. and
Mexico.

6-30
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Value Proposition Offered

Fortunes list of 100

best companies to work
for include those that
stress work/life balance
and corporate social
responsibility

6-31
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Challenges to Truth-in-Hiring
Employers

trying to aggressively attract

employees in tight labor market may mislead
Employees who are terminated may seek
recourse against former employers
Job candidates may be lured away from
existing job with promises that fail to
materialize
6-32
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Ways to Reduce Truth-inHiring Claims

6-33
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Ethics and Regulatory Issues

Code of ethics should be shared with applicants

during recruitment process
Poaching (taking employees from competitors) may
backfire when new employees leave for the next
best offer
Recruitment activities cannot discriminate, firms
should use multiple sources for applicants
Recruiters should be trained on behavior and what
questions to ask job applicants
Careful attention to recordkeeping of resumes and
applications
6-34
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

All rights reserved. No part of this publication may be

reproduced, stored in a retrieval system, or transmitted,
in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior
written permission of the publisher. Printed in the United
States of America.

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall