MGTO 231Human Resources

Management

Recruitment

Dr. Kin Fai Ellick WONG

Questions for you

• Sometimes, someone uses “recruitment”, while others use “selection”. Are the two concepts identical? If not, What are their differences?

• What are the major goals an HR manager wants to achieve in recruitment (not in selection)?

Outline

Recruitment

Recruitment processes Sources of recruitmentEvaluation of different

sources

Recruitment processes

1. Business strategies formation

2. Job analysis & Job opening

3. Recruitment

4. Selection

5. Socialization

Recruitment processes

1. Business strategies formation

2. Job analysis & Job opening

3. Recruitment

4. Selection

5. Socialization

Example 1:Internet business

• Broadway, CitiCall, SaSa, Angel…– Business strategies

• Expanding, high investment, aggressive

– HR planning• External recruitment, high compensation,

new opening, limited training and development

Example 2:Public sectors

• e.g., Housing Authority ( 房委會 )

• Business strategies– Defender, maintaining current status

• HR planning– Internal recruitment, compensation at a

market level, less new opening, more training and development

Recruitment processes

1. Business strategies formation

2. Job analysis & Job opening

3. Recruitment

4. Selection

5. Socialization

From job analysis

• We know the tasks, duties, and responsibilities of a “job”– Java script, C++, team-work oriented,

etc.– Recruitment

• Select a pool of candidates, job opening

– Selection • Ability test, interview, job offering or not

Recruitment processes

1. Business strategies formation

2. Job analysis & Job opening

3. Recruitment

4. Selection

5. Socialization

Recruitment

• The process of generating a pool of qualified candidates for a particular job

• Job analysis, description and recruitment• Two dimensions are particularly important

– Ability (cognitive ability)– Motivation (personality, or context dependent)

Recruitment ad

• Job title (general description of job)– May have implications about the

organization culture or the job nature

Example 1

• In a boutique

• Sales vs. Customer-needs Manager– “Sales” creates an impression of “selling”– “Customer-needs Manager” creates a

better feeling

Example 2

• An insurance firm

• Insurance Agent vs. Financial Analyst– “Insurance Agent” creates an impression

of …..– “Financial Analyst” may be seen as more

professional

Example 3

• A sales department

• Sales vs. Marketing Executive vs. Account Manager– “Account Manager”

• For customers: creating a more professional image

• For employees: creating a more superior title, making the job more attractive

• Job description (job content)– Remember the job description you have made– The major contents are highly similar– Tasks, duties, and responsibilities

• Job specification (requirements)– Educational level and background– Any professional qualification?– Any specific skills, e.g., Mandarin, 100 wpm

• How to apply (prompt actions)

• Other requirements (e.g. organizational culture)– Christians?

• Salaries and benefits (may or may not be included)

Examples

• Positions at CUHK– http://perntc.per.cuhk.edu.hk/personnel/j

obvacancy.asp?category=2

• Positions at HKUST– https://www.ab.ust.hk/po/vac.html

Outline

Recruitment

Recruitment processes Sources of recruitmentEvaluation of different

sources

External vs. internal

• Both have benefits and drawbacks• External recruitment

– Fresh perspectives and different approaches, bring new processes or technology

– May not be fully supported by the subordinates (for senior positions), need time to adapt new environment and learning, problem of justice

Recruitment (external forces)

• Print advertisements

• Internet advertisements

• Career sites

• Employment agencies

• Labour department

• College recruiting

• Customers

• Internal recruitment– Promotion or transfer– Less costly, a kind of reinforcement that

increases job motivation, promoted persons are familiar with the culture and duties

– Lack of innovation, undercut the authority

Recruitment (internal forces)

• Current employees– Creating another job opening

• Referrals from current employees

• Former employees

• Internship

Outline

Recruitment

Recruitment processes Sources of recruitmentEvaluation of different

sources

Different evaluation methods

• By assessing how long employees recruited from different sources stay with the company– How well the applicants know about the

job• Current employees, referrals, and former

employees• A realistic job preview is important !!!

– 空中小姐 stewardess

• By assessing the costs and benefits of different sources– No. of applicants, offers given, and

acceptance of each source– Total cost of each source– Turnover rate of each source– Performance of each source

Recruiting Yield Pyramid

Offers made (2 : 1)

New hires

Candidates Invited (4 : 3)

Candidates Interviewed (3 : 2)

Leads generated (6 : 1)

Source: Human Resource Management, 10th Edition, p.162

Yield ratio

• Applied to screened 6:1

• Screened to interviewed 4:3

• Interviewed to offered 3:2

• Offered to accepted 2:1

• Overall yield ratio – 144:6 or 24:1 or 1200:50

• How many will be hired in a pool of 300 applicants? Is this pool size enough if there are three vacancies?

• Different sources may have different yield ratios

Exercise

• According to the data sheet I gave you, what recommendations will you give to HR manager in order to improve the quality of recruitment (i.e. recruit more qualified candidates by lower costs)?