Bachelor of Business

Management (Hons)
Resourcing of Human Resources 1

Alternative Recruitments and Methods 2

(Week 11)

PowerPoint® Slides
 Learning Objective(s)

 Explain the alternative employee recruitments available

and making using of those in the a particular
organisation.
 Explain the benefits and disadvantages of the education
liaison as well as ethical and legal considerations in
recruiting the potential candidates.

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 Learning Outcome(s)
 Examine the alternative employee recruitments available
and knowing the best ways of using these methods.
 Analyse the pros and cons of the education liaison.
 Evaluate the ethical and legal considerations in recruiting
the potential candidates.

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 Education Liaison

 It involves recruiting people directly from the educational

institutions.
 Greater attention – graduate recruitment.
 Equally important – at the local level is the recruitment of
school leavers.

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 Education Liaison

 Among the number of graduates produced annually,

most of them have the ability to make real difference to
an organisation’s future fortunes.
 According to IDS (1994c), employers perceive about one
in 60 graduates to be truly of ‘high calibre’ and view the
process of recruiting them as resembling a search for a
needle in an ever-growing haystack.

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 Education Liaison

 Having these graduate in a competitive environment is

essential.
 The companies especially not only to design more
attractive financial and development packages for new
graduate recruits, but also to refine methods used to
recruit and select graduates.
 This process is has been not easy in filling the
vacancies.

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 Education Liaison

 Part of the problem – all graduate recruiters going after

same type of people and same tools to recruit and select
them.
 Some of the generic competencies sought after
irrespective their degree: communication skills, a results
oriented, team working skills, analytical skills and
business acumen being standard requirements.

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 Education Liaison

 Cost of recruiting the graduates has been reduced with

emerge of net based recruitment.
 It is also very time-consuming. Much of the time and
money is taken up with sending company
representatives to the various universities to talk to
groups of students to staff oversees at career fairs and
brief career advisors about the organisation and what it
can offer to the right individuals.

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 Education Liaison

 Effective way of recruitment may reach the well-qualified,

well-motivated, intelligent, energetic and mobile graduate
with management potential.

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 Education Liaison

 Advertising in specialist graduate recruitment directories.

 Attending career fairs organised by university careers
services, student industrial societies and private
companies.
 Organising employer presentations or events at
universities, with “free” food and drink to generate
interest and raise the profile of the organisation.
 (continued)

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 Education Liaison

 Offering work placement opportunities to students during

vacations. Some of them being doing internship as part
of the course.
 Sponsoring students (usually final year) by
supplementing their allowances on condition that they
subsequently join the sponsoring organisation.

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 Education Liaison

 IRS (20044) – sponsorship arrangements are rated as

being most effective graduate method along with the
provision of work experience placements.
 National newspapers were ranked higher in terms of
effectiveness than campus-based requirement activities
in the above survey. Internet sites as being the poor.
 Campus based requirement still relevant for some
technical courses such as accounting.

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 Education Liaison

 Reducing cost of graduate recruitment:

 (1) Target recruitment activity on few specific
universities.
 They cannot reach a wide pool of potential recruits
this way, but they might be more successful in
stimulating interest and thus making themselves
attractive to students approaching graduation.

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 Education Liaison

 Reducing cost of graduate recruitment:

 (2) Analysing critically their existing training
programmes and by considering other sources of
graduate-calibre employees.
 Costs associated with training for employees who
have not completed university courses could be high.

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 Education Liaison
 Reducing cost of graduate recruitment:
 (3) Develop links with universities using methods long
favoured in schools liaison.
 Not only providing work experience for students, also
industry placements for teachers, buying and or
donating equipment, sponsoring school events,
arranging workplace visits for school parties,
providing teachers with places on in-house training
courses, helping students with project work etc. It
raises company profile.
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 Education Liaison

 Reducing cost of graduate recruitment:

 Participating in “compacts”.
 Compact is an agreement between an employer and
one or more schools to give special consideration to
their pupils when recruiting schools leavers into jobs.
 Participating employers are also expected to provide
work placements and encouraged to take part in
school life.
 (continued)
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 Education Liaison

 Reducing cost of graduate recruitment:

 In return, the employers get access to so called ‘
compact graduates’ – pupils who have met specific
goals.
 This include measures of punctuality, clean
attendance, homework completion rates and
language proficiency.

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 Legal and Ethical Considerations

 The laws operates on the same basic principles in the

case of discrimination on the grounds of sex, race
disability, sexual orientation, religion or belief and age.
 Example – gender specific terminology in
advertisements is unacceptable, as would be any
recruitment practice that explicitly discouraged
applications from particular racial groups or from
disabled persons.

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 Legal and Ethical Considerations

 Recent years – seen new forms of gender – neutral

wording.
 Chambermaids replaced with ‘room attendants’, waiters
with ‘waiting staff’ and firemen with ‘fire-fighters’.
 Also not acceptable to discriminate on the grounds of
age unless with valid justification for doing so.

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 Legal and Ethical Considerations

 Direct discrimination might be possible only on the

grounds – ‘genuine occupational qualification’.
 Examples – recruitment of models, actors and actress;
also single sex establishment.

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 Legal and Ethical Considerations

 The laws relating to practices that discriminate in favour

of disadvantaged groups is less clear. Some law are
clear on certain issues such of in employment in women.
 For examples as per Employment Act 1955 – require
maternity leaves to be granted with pay accordingly.

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 Legal and Ethical Considerations

 The courts have made a distinction between ‘positive’ or

‘reverse’ discrimination.
 Reverse – to detriment of a group (usually men) and
positive – assists disadvantaged groups while stopping
short of actual discrimination (but it may be difficult to
follow).

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 Legal and Ethical Considerations

 Equal employment opportunities practices in business

case:
 A commitment to equal opportunities makes the
organisation more attractive in the labour market.
 Equal opportunities practices help to ensure that the
organisation has the widest possible field of
candidates from which to choose.

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 Legal and Ethical Considerations

 Equal employment opportunities practices in business

case:
 A commitment to equal opportunities is appreciated
by employees, who consequently respond with
increased commitment to the organisation.
 Above measures can provide guidance but not perfectly
embrace equal employment opportunities practices.

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 References
 Taylor, S. 2006, Employee Re-sourcing, CIPD, London.
 Bratton, J and Gold, J. 2006, Human Resource
Management Theory and Practice, Macmillan.
 Beardwell, I. and Holden, L. 2006, Human Resource
Management. A Contemporary Perspective, Pitman.
 Selwyn, N. 2006, Employment Law, Butterworths
 Torrington, D and Hall, L. 2006, Human Resource
Management, Prentice Hall.
 Hollinshead, G. & Leat, M. 2005, HRM: An International
and Comparative Perspective, Pitman.
 Scullion, H. & Lineham, M. 2005, International HRM: a
critical text, Palgrave.

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 References
 Molander, C. and Winterton, J. 2005, Managing Human
Resources. Routledge.
 Maund, L. 2005, An Introduction to Human Resource
Management, Theory and Practice, Palgrave.
 Foot, M. & Hook, C. 2005, Introducing Human Resource
Management, FT/Prentice Hall
 Ozbilgin. M, 2005, International HRM: Theory & Practice,
Palgrave.
 Bamber, G. J. and Lansbury, R. D. and Wailes, N. 2006,
International and Comparative Employment Relations
and Globalization and the Developed Market Economies,
Sage, London.

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 References
 Harris, H. and Brewster, C. and Sparrow, P. 2006,
International Human Resource Management, Chartered
Institute of Personnel and Development, London.
 Katz, H. and Darbyshire, O. 2006, Converging
Divergences: Worldwide Changes in Employment
Systems, ILR Press, New York and London.
 Mondy, 2010, Human Resource Management, 11
Edition.  Prentice Hall.
 Weightman, J. 2006, Managing People, CIPD, London.
 Rudden and Wyatt, 2006. EU Treaties and Legislation,
Oxford University Press.

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 Key Terms:
Term Definition
High caliber Worthy of trust and high performer

Mobile graduate Able to be flexible with mobile enough to support

organizational needs in moving around to meet and
fulfill the required work matters and related tasks.

Work placement Placing graduates into working environment.

Positive The treatment of giving special benefits to people from

discrimination a group that was treated in an unfair way in the past
Reverse The unfair treatment of members of majority resulting
discrimination from preferential policies, such in employment,
intended to remedy earlier discrimination against
minorities.

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