Topic 3

Chapter 6

Recruitment: attracting the

right people

Source from People Resourcing and Talent Planning 4 th Edition Pearson

Lecture Material prepared by Francis Claudius
TOPICS

1. Contingency in recruitment and selection methods

2. Recruitment, selection and the systems approach

3. Recruitment and selection sub-systems

4. Pre-recruitment

5. Recruitment methods – attracting applications

6. Recruitment methods – analysis and trends

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 Introduction

• Effective human resource planning can predict HR gaps and promote a

focus on recruiting the right people to deliver business objectives.

• Inappropriate selection decisions reduces organizational

effectiveness , invalidate reward and development strategies , are
frequently unfair on the individual recruit and can be distressing for
managers who have to deal with unsuitable employees.

• Ineffectiveness in recruitment and selection may lead to poor work

performance, unacceptable conduct, internal conflict , low morale and
job satisfaction and labour turnover

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Contingency in recruitment and selection methods

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 Contingency in Recruitment
& Selection Methods
• Recruitment and selection process should be effective, efficient and fair
– Effective in generating candidates of appropriate quality and quantity
and distinguishing between the suitable and the unsuitable

– Efficient in being timely and resource effective

– Fair by dealing equality , honestly and courteously with all applicants

and providing a positive framework within diverse candidates can
demonstrate their abilities

• Recruiters should be aware of the strengths and limitations of

recruitment methods and selection techniques as this will enable
informed choices to be made

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Recruitment, selection and the systems approach

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 Recruitment , Selection and
the Systems Approach
• Recruitment
– A process which aims to attract appropriately qualified
candidates for a particular position from which it is possible and
practical to select and appoint a competent person or persons

• Selection
– A process which involves the application of appropriate
techniques and methods with the aim of selecting , appointing
and inducing a competent person or persons

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The systems approach to recruitment
and selection

Figure 6.1 The systems approach to recruitment and selection

The recruitment and selection sub-systems

Exhibit 6.1 The recruitment and selection sub-systems

Recruitment and selection sub-systems

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 Organizational Constraints
• In advocating a contingency approach to recruitment and selection activities
it is recognised that rarely does the recruiter have a free hand

• Organizational constraints and influences on choices in recruitment and

selection activities , methods and techniques include the:
– Degree of flexibility within organizational recruitment and selection
procedures and potential for conflict with procedural standardization

– Previous experience of organizational recruiters and whether it is

positive or negative in relation to different methods and techniques

– Skill and expertise of the recruiters

– Relative costs of recruitment and selection methods and techniques

– Nature of the employment contract, hours of work and relative

importance of the vacancy

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Recruitment and selection philosophy

• Should be ‘select for attitude and train for skill’

– Behavioural competencies such as customer focus,

teamworking skills, responsiveness to change, willingness to
conform with dominant corporate values and so on

– Any deficiencies in technical skill can then be remedied through

training needs analysis and the provision of learning
opportunities

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Pre-recruitment

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 Pre-recruitment activity

Figure 6.2 Pre-recruitment activity

 Establishing a prima facie case for recruitment
• When a vacancy occurs, whether through resignation , dismissal ,
increased workload or reorganization, there is only the opportunity for
recruitment and prima facie case
• Each vacancy presents management with the opportunity to rethink the
structure of the organization and the allocation of duties

• There are alternatives to recruitment when a vacancy occurs and several

questions can usefully be addressed
– Is there actually a job to be done or can elements be distributed ,eliminated or
achieved through alternative means, for example by utilizing technology or
contracting it out

– Do the workload predictions justify recruitment?

– Does the filling of vacancy integrate with the human resource plan?

– How does the recruitment proposal fit with diversity objectives?

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 Job analysis

• Once the prima facie case for recruitment has been established , job
analysis provides the opportunity for assessing whether the job has
changed and for reviewing the knowledge, skills and
competencies required

• The systematic process of collecting information about the tasks,

responsibilities and contexts of a job

• The outputs of the job analysis process are the JOB DESCRIPTIONS
and PERSON SPECIFICATIONS

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Template headings for a job description
JD is the ‘what’ ( has to be done )
• Job title, department, location
• Job level and pay rate
• Responsible to …
• Key relationships, responsibilities and
accountabilities
• Job purpose and objectives
• Specific tasks and responsibilities
• Key performance indicators
• Any special circumstances relating to the job.
Exhibit 6.2 Template headings for a job description
A six-factor formula for a person specification
Person Specification is the ‘who’ ( does it )

Exhibit 6.3 A six-factor formula for a person specification

Reasons for accessing the internal
labour market
• The provision of opportunities for training and
development to existing employees
• Enabling employees to pursue reward through internal
promotion
• The retention of the investment in the organisation’s
human capital
• Lower costs of recruitment
• Scarcity in the ELM ( external labour market)

• The reinforcement of corporate culture and values.

Recruitment methods – attracting applications

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Recruitment methods_ attracting applications

Exhibit 6.4 Recruitment methods

Press Advertising

• Effectiveness in recruitment advertising involves considering

the following elements:
– The budget freedom or constraint

– Media choice

– The compilation of advertising copy

– The opportunity to give a realistic job preview

– Achieving the diversity objectives

– The resource requirements to deal with the anticipated response

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Recruitment advertising – professional guidance

Exhibit 6.5 Recruitment advertising – professional guidance

Three principle components of an advertisement
1.A strategy for gaining attention – headings,
messages and illustrations

2.Information about the position – to develop

applicant interest and to enable the application
decision

3.The action message – how and when to apply and

what information to supply.
Recruitment methods – analysis and trends

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 Recruitment Methods _ Analysis and trends
Percentage of organisations using different recruitment methods
(sample = approx. 750)

Exhibit 6.7 Percentage of organisations using different recruitment methods

 The recruitment pack

Exhibit 6.8 The recruitment pack

Tutorial

1. Describe the system approach to recruitment and selection.

2. Identify the activities in each of the recruitment and selection sub-

systems.

3. What are the 3 pre-recruitment activities?

4. List the 6 factor formula for a person specification.

5. What are the advantages of accessing the internal labour market?

6. What should we include in a recruitment advertisement and how do

we ensure effective recruitment advertising?

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