PART IV

(THE HIRE STAGE)

RECRUITMENT AND
EMPLOYEE SELECTION

CHAPTER 6:
RECRUITMENT
 LEARNING OUTCOMES (L0) CHAPTER 6:
AFTER READING THE CHAPTER, STUDENTS
SHOULD BE ABLE TO:
LO 1: Define recruitment

LO 2: Describe and discuss the different recruitment sources

and the effectiveness of each

LO 3: Cite advantages and limitations of filling job openings

from internal and external sources

LO 4: Discuss methods for identifying qualified internal and

external job candidates

LO 5: Describe the steps in recruitment

 WHAT IS RECRUITMENT
It is an HRM practice of tracing and enticing probable hires from
a pool of job seekers. The company starts by notifying job
seekers about the qualifications needed to match the particular
job and the personal and professional advancements they can
offer. Decisions whether to recruit from within or externally
depends on the company’s culture and recruitment objectives.
In the event that managers wish to cut the workforce size, any
job opening is a cue that a replacement from outside must be
found to replace a departing employee.
 SOURCES OF LOCATING AND
ATTRACTING CANDIDATES

Outside sources

1. Advertising. A usual manner of locating potential hires is

through advertising. The firm should be careful about the
contents and design of the advertisement, if it aims to attract
people to join the company.

2. Walk Ins. Walk ins are people who do not apply in response to
any type of advertisement, but rather come into a company,
submit an application and a curriculum vitae, then aspire to get the
job.

3. Internet Recruiting. The internet is one of the most popular

ways of locating and attracting job applicants. Companies find
this recruitment format less costly because it will reduce
expenses incurred for filed records.

4. Employee Referral Program. This is a type of recruitment

approach used by organizations to find applicants through the
 SEVERAL SUGGESTED WAYS TO INCREASE
THE EFFECTIVENESS OF
EMPLOYEE REFERRAL PROGRAMS

 “Up the Ante”. Some recruitment incentives used by

organizations may include complimentary dinners, discounts
on merchandise, all-expense-paid trips, and free insurance.

 Pay for Performance. Some firms save part of the referral

bonus until the new hire has stayed for six months. This
encourages referring employees to help the new hire succeed.

 Tailor the Program. Part of a good referral program is guiding

their workforce regarding types of people organizations need
to take in. This includes communicating the skills required
and also a reaffirmation of the values and ethics sought in
applicants.
 Increase Visibility. One of the best ways to promote a referral
program is to publicly recognize employees who referred the right
fit.

 Keep the Data. Even if a referral does not get the job, it might be a
good idea to store the application letter and curriculum vitae just
in case another opening arises.

 Widen the boundary of your strategy. Just as it may make sense to

consider hiring former employees, it may make sense to ask them
for referrals even if they are not candidates for the job themselves.

 Measure Outcomes. No surprises here. After the program is

implemented, managers need to a take careful look at the volume
of referrals, qualifications of candidates, and success of new hires
on the job.
 RECRUITMENT FROM WITHIN
 
Symptoms of a Poor Job Candidate

1. Key jobs are not filled immediately.

2. Key roles can only be easily filled by an external
candidate.
3. Not every current employee turns out to be the right
one for the job.
4. Preferential treatment is the basis of advancement.
 
 METHODS FOR IDENTIFYING QUALIFIED
INTERNAL CANDIDATES

Inventorying Management Talent

This method allows the organization to quickly review the

workforce pool to find the most qualified internal candidate to
fill the vacant position.
 
Job Posting and Job Bidding

The jobs are normally published on a firm’s data base or on

company bulletin boards easily visible to the employees. It can
also be made known through the company’s newsletter,
internal vacancy notification memo, electronic mail, or via a
public address system. Job bidding is seen to be more effective
if it is for career growth and advancement.
 STEPS IN RECRUITMENT

Before hiring an applicant for a job position, a company goes through

the following step-by-step recruitment process:
 
1st - Determine Job Vacancy
A job vacancy within a company may exist for a variety of reasons. It
could be due to retirement, resignation, job abandonment and
termination. Furthermore, it could also be attributed to transfer and
promotion, or there is just an entirely new position to fill.

2nd -Plan How to Fill an Open Position .

Once it has been established that a job vacancy exists, managers should
decide whether to advertise internally or externally, and whether to
take in core personnel or temporary workers.

3rd - Identify the Target Segment.

At this point, firms should be able to pinpoint who they want to take
in the organization. Print, radio, television, and on-line advertising are
helpful recruitment methods that will help the company identify their
target segment.
 

4th - Reaching Out To Target Segment.

After identifying the segment, companies must set a preferred

way to reach out to their target talents. Some common
recruitment techniques include posting jobs on line, job fairs,
campus recruitment, etc. .

5th - Meet –Up With Job Candidates.

During this step, recruiters conduct initial screening to be

certain that job seekers meet the job specifications that would
assist them in judging the over-all background of the job
seekers before they render a hiring decision.