Chapter 7 Recruitment McGraw-Hill/Irwin Copyright 2013 by The
McGraw-Hill Companies, Inc. All rights reserved.
Slide 2
1.Discuss how to develop an effective recruiting program for an
organization. 2.Describe the recruiting process: who does it, how
recruiters do it, and where do they find recruits. 3.Differentiate
between realistic and unrealistic job previews. 4.Determine a
cost-benefit analysis of a recruiting program. 5.Analyze different
strategies that organizations might use to recruit blue-collar,
white-collar, managerial, technical, and professional applicants.
7-2
Slide 3
Recruitment includes all activities that Influence the number
and types of applicants who apply for a job Create a positive first
impression with prospective employees Affect whether the applicants
accept the jobs that are offered 7-3
Slide 4
During the coming years, the importance of recruitment will
increase A tight labor market will plague organizations of all
sizes Driven by retiring boomers and fewer young people entering
the workforce Many companies have developed retention strategies
7-4
Slide 5
Before an organization can fill a job vacancy, it must find
people who Are qualified for the position Want the job 7-5
Slide 6
Government and union restrictions The labor market Whether
people respond to the recruiting effort depends on the attitudes
they have Toward the tasks How difficult the recruiting job is
depends on The employers requirements Candidates preferences Toward
the organization 7-6 External Factors Internal Factors
Slide 7
To determine if an organization has violated the law,
government agencies review Recruitment sources Recruiting
advertising Estimates of employment needs for the coming year
Number of applicants by demographic and job category The evidence
used to verify the legal right to work 7-7
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7-8
Slide 9
The Immigration Reform and Control Acting (IRCA) of 1986
requires employers to: Screen applicants eligibility for employment
Maintain records demonstrating employment authorization The
Employer is the chief enforcer under the IRCA, not the Government
7-9
Slide 10
Discrimination on the basis of citizenship or national origin
Illegal aliens eligible for temporary or permanent resident status
Recruiting, hiring, or continuing to employ unauthorized aliens
Verifying the identity and work authorization of new employees IRCA
Categories 7-10
Slide 11
All employees are required to complete a Form I-9 and file it
with the employer to verify their citizenship E-Verify system has
been established to allow employers to check employees immigration
status Enforcement of the IRCA occurs through payroll audits of
employers by U.S. Immigration and Customs Enforcement (ICE)
Penalties for violations include fines, civil penalties, and
criminal penalties
Slide 12
State divisions of employment security and labor The state of
the economy affects how many applicants are available Near full
employment, skillful & prolonged recruiting may be needed A
surplus of labor means that even informal recruiting attempts will
attract sufficient applicants Researching the current employment
picture Federal Department of Labor Boards and journals 7-12
Slide 13
As legal requirements increase, it becomes more important to
analyze workforce composition Determine if employment practices are
discriminatory The number of minorities in the workforce affects
the number of minorities in the labor market An aggressive
diversity management program is essential Diversity leads to
enhanced competitiveness, higher productivity, and increased
customer satisfaction 7-13
Slide 14
There is a complex interaction between job applicants and the
organization trying to hire them Techniques used and sources of
recruits vary with the job Applicants abilities and past work
experience affect how they seek a job 7-14
Slide 15
Organization policies, procedures Recruiting requirements set
Organization image Things that affect recruiting 7-15
Slide 16
The process begins with a detailed job description and job
specification Without these, it is impossible for recruiters to
determine how well any applicant fits the job The recruiter must
know which requirements are essential and which are merely
desirable This helps avoid unrealistic expectations 7-16
Slide 17
HRM policies, practices can affect recruiting Recruiting from
outside only at the initial hiring level Hiring only on referral
Favoring disabled, veterans, or ex-convicts Nepotism 7-17
Slide 18
It is easier for an organization with a positive image to
attract and retain employees Recruitment is also easier for
organizations with a strong community presence or positive name
recognition 7-18
Slide 19
The labor market Government or union restrictions Company
policies and procedures The company image Job specifications may
have to be adjusted to meet realities of Adjust the job to fit the
best applicant Increase recruiting efforts If too few high-quality
people apply for a job 7-19
Slide 20
The applicants abilities, attitudes, and preferences are based
on: Past work experiences The influence of parents, teachers, and
others These factors affect recruits in two ways How they set their
job preferences How they go about seeking a job 7-20
Slide 21
Education and skill levels Geographic location Recruits often
have a set of job preferences Salary levels Advancement
opportunities These recruits may not find the ideal job 7-21
Slide 22
Government/union restrictions Barriers to finding the ideal job
Organizational policies/practices Economic conditions 2. Choose an
organization 1. Choose an occupation Making a job selection
7-22
Slide 23
Occupational choice is most heavily influenced by parents,
followed by Teachers Career counselors Friends Relatives
Organizational choice is influenced by: Corporate image and size
Satisfaction with recruitment 7-23
Slide 24
People who successfully find the right job tend to follow
similar job search processes Self-assessment Information gathering
Networking Targeting specific jobs Successful self-presentation
7-24
Slide 25
Career goals, Interests and values, Preferred lifestyles
Information gathering and networking can generate lists of
potential employers and jobs Newspapers, trade publications,
college recruitment offices, organizational insiders, and the
Internet The purpose of self-assessment is to recognize 7-25
Slide 26
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 1. The position you seek
2. Your specific job objectives 3. Your career objectives 4. The
reason you seek employment 5. An indication that you know something
about the organization 7-26
Slide 27
The probability of success in an interview can be increased
using the techniques of Impression Management Self Presentation
Smiling Making Eye Contact Positive Tone of Voice Appropriate Dress
High Level of Energy Other-Enhancement Doing Favors for Others
Using Flattery Showing Interest in Others Being an Active Listener
Agreeing With Others Opinions
Slide 28
Up to 95% of college students are willing to be less than
truthful when searching for a job Not all job seekers provide a
truthful resume In the long run, little can be gained;
falsification of an application is typically grounds for dismissal
Learn as much about the company as possible Successful job seekers
prepare carefully for interviews Use impression management tactics
7-28
Slide 29
Most organizations must use both internal and external sources
to find enough applicants The choice of a recruiting method can
make all the difference in the success of the recruiting effort
7-29
Slide 30
Skills inventory Can be used to identify internal applicants
for job vacancies Posting and bidding Bulletin boards and company
publications Computerized posting accessible to employees via the
companys intranet Software allows employees to match an available
job with their skills and experience It may also highlight where
gaps exist 7-30
Slide 31
Inside Moonlighting Workers can be enticed to take a second job
with bonuses Used when there is a short-term shortage or no great
amount of additional work So common that some HR departments issue
moonlighting policies 7-31
Slide 32
Employees Friends Referrals should be used cautiously,
especially if the workforce is already racially or culturally
imbalanced Before recruiting outside, many organizations ask
employees to encourage friends and relatives to apply Some offer
finders fees for successful referrals 7-32
Slide 33
Walk-ins An important source of applicants As labor shortages
increase, recruiting efforts must be more proactive External
recruiting Media advertising E-recruiting Employment agencies
Executive search firms Special-events recruiting Internships
7-33
Slide 34
Newspapers Telephone Billboards Trade/professional publications
Trade/professional publications Subway and bus cards Television
Radio 7-34
Slide 35
When developing a recruitment advertisement, begin with the
corporate image Effective recruiting is consistent with overall
corporate image Recorded want ads are an innovative way to attract
applicants Help-wanted ads must be carefully prepared Media must be
chosen, coded for study, and analyzed for impact afterward
Including diversity in ads helps attract applicants from diverse
populations 7-35
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7-36
Slide 37
Over 95 percent of U.S. companies use the Internet for
recruitment activities 30,000 websites are devoted to job posting
activities However, 71 percent of all job listings are on a handful
of the big boards MonsterMonster, CareerBuilder, Americas Job
BankCareerBuilder Americas Job Bank7-37
Slide 38
The Internet is a Popular Recruitment Tool Relatively
inexpensive Immediate access to thousands of prospective applicants
Allows searches over broad geographic areas Some online services
catalog traditional newspaper recruiting ads Specialized sites
focus on particular fields or areas Having an HR Web page is an
effective addition to overall recruitment strategy 7-38
Slide 39
Deal with middle-level management and below Are paid only when
they provide a new hire Employment Agencies Focus on higher-level
managerial positions with salaries of $50,000+ Are on retainer
Charge higher fees Executive Search Firms 7-39
Slide 40
Job fairs Speeches Hospitality suites Informative literature
Visit to headquarters Open house Special events attract applicants
7-40
Slide 41
Can reduce recruiting costs by up to 80% May be held on
holidays or weekends to reach college students and the currently
employed Appeals to job seekers who wish to be in a particular area
or who want to minimize travel and interview time Especially useful
for smaller, less well known employers Job Fairs 7-41
Slide 42
Can attract the best people where there are labor shortages Can
improve diversity Provides trial-run employment Use of interns is
dramatically increasing Exposes organizations to talented,
potential employees who may become recruiters at school 1 in 3
students at four-year universities will intern before graduating
Organizations hire students as interns during the summer or part
time during the school year Internship programs have a number of
purposes Organizations can get specific projects done 7-42
Slide 43
Students point of view May offer course credits Using ones
talent in realistic environ Potential of future job Real work
experience A job with pay (maybe) 7-43
Slide 44
There are costs to internships Interns take up a lot of
supervisory time Their work is not always the best Some students
expect everything to be perfect When it is not, they become
disillusioned Disillusioned students become reverse recruiters
7-44
Slide 45
During the recruiting season, candidates are told of scheduled
visits Typical Recruiting Sequence At the placement service, they
reserve interviews and pick up brochures/literature about the firms
Preliminary interviews are held Students register at the college
placement office Before leaving campus, recruiter invites chosen
candidates to make a site visit 7-45
Slide 46
Students who are invited to the site Are given more job
information Meet potential supervisors and other executives Are
entertained May be tested If the visit goes well The student is
given an offer Bargaining may take place on salary and benefits The
candidate accepts or rejects the offer 7-46
Slide 47
Characteristics of a good recruiter O utgoing, self-motivated,
and a good salesperson Has well-developed interpersonal skills Is
familiar with the company they represent Characteristics students
prefer in a recruiter Work experience in their specialties Personal
knowledge of the university Friendly, knowledgeable Personal
interest in the applicant Truthfulness Enthusiastic communicator
7-47
Slide 48
Lack of enthusiasm Interviews that are stressful or too
personal Lack of interest in the applicant Insufficient time
allocation Major flaws students find in recruiters 7-48
Slide 49
Recruitment is more effective when realistic job previews
(RJPs) are used Realistic expectations about the job, results in
lower turnover of new employees Pertinent information about the job
is given, without distortion or exaggeration Most jobs have
unattractive features; the RJP presents the full picture 7-49
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7-50
Slide 51
Newly hired employees who received RJPs Set job expectations at
realistic levels Have a higher rate of job survival Have higher job
satisfaction RJPs do not reduce the flow of capable applicants
7-51
Slide 52
Overtime Organizations avoid the cost of recruiting and having
additional employees Employees earn additional income Potential
problems include fatigue, higher accident rates, and increased
absenteeism Continuous overtime often results in higher labor costs
and reduced productivity 7-52
Slide 53
Outsourcing Involves paying a fee to a leasing company or
professional employer organization (PEO) to handle payroll,
benefits, and routine HRM functions Can save 15-30% of benefit
costs Very attractive to small and midsize firms that cant afford a
full-service HR department Exercise care when choosing a leasing
company; many are financially unstable 7-53
Slide 54
Temporary employment One of the most noticeable effects of the
downsizing epidemic and labor shortages of the past two decades
Just-in-time employees staff all types of jobs There are nearly
7,000 temporary employment agencies in the U.S. 7-54
Slide 55
Relatively low labor costs Accessible source of experienced
labor Flexibility Advantages of using temporary workers Fringe
benefits Training A compensation and career plan Temporary workers
do not receive 7-55
Slide 56
Many aspects of recruitment can be evaluated Recruiters can be
assigned goals by type of employee Sources of recruits can be
evaluated Recruiting methods can be evaluated along various
dimensions, such as the cost of the method divided by the number of
job offer acceptances 7-56
Slide 57
The quality of a new hire can be evaluated using the formula QH
= (PR + HP + HR)/N QH = quality of recruits hired PR = average job
performance ratings HP = % of new hires promoted within one year HR
= percent of hires retained after one year N = number of indicators
used Use caution when using the quality-of- hire measure to
evaluate the recruitment strategy Good employees can be lost for
reasons that have nothing to do with recruiter effectiveness
7-57
Slide 58
1.Discuss how to develop an effective recruiting program for an
organization. 2.Describe the recruiting process: who does it, how
recruiters do it, and where do they find recruits. 3.Differentiate
between realistic and unrealistic job previews. 4.Determine a
cost-benefit analysis of a recruiting program. 5.Analyze different
strategies that organizations might use to recruit blue-collar,
white-collar, managerial, technical, and professional applicants.
7-58
