Recruiting Human ResourcesRecruiting Human Resources

4-2

JobAnalysis

Job Descriptionand

Job Specification

TrainingRequirements

Job EvaluationWage and Salary

Decisions(Compensation)

PerformanceAppraisal

Recruiting andSelectionDecisions

Uses of Job Analysis InformationUses of Job Analysis Information

4-3

RecruitingRecruitingRecruitingRecruiting

RecruitingRecruitingThe process of generating a pool The process of generating a pool

of qualified applicants for of qualified applicants for organizational jobsorganizational jobs

4-4

Labor Markets and Recruiting IssuesLabor Markets and Recruiting IssuesLabor Markets and Recruiting IssuesLabor Markets and Recruiting Issues

Labor MarketsLabor MarketsLabor MarketsLabor Markets

IndustryIndustryandand

OccupationalOccupational

KSAsKSAs

IndustryIndustryandand

OccupationalOccupational

KSAsKSAs

GeographicGeographic

LocalLocalRegionalRegionalNationalNational

InternationalInternational

GeographicGeographic

LocalLocalRegionalRegionalNationalNational

InternationalInternational

Educational Educational andand

Technical Technical QualificationsQualifications

Educational Educational andand

Technical Technical QualificationsQualifications

4-5

Strategic Strategic Recruiting Recruiting

StagesStages

Strategic Strategic Recruiting Recruiting

StagesStages

4-6

EmploymentPlanning & Forecasting

Recruiting:Build a pool ofCandidates

1

Supervisors andOthers interviewFinal candidates

To make final choice

Use selectionTools like testsTo screen out

Most applicants

ApplicantsComplete

Applicationforms

Steps in Recruitment and Selection Process

CandidatesCandidatesBecomesemployee

4-7

How to Forecast Personnel NeedsHow to Forecast Personnel Needs

There are several ways to predict future employment needs. They include the following:

Trend Analysis

Ratio Analysis

The Scatter Plot

Using Computers to Forecast PersonnelRequirements

Managerial Judgment

4-8

Determining the Relationship Between Hospital Size and Determining the Relationship Between Hospital Size and Number of NursesNumber of Nurses

200 400 600 800 1000 1200 1400

200

400

600

800

1000

1200(1210)

Hospital Size (No. of Beds)

Nu

mb

er o

f R

egis

tere

d N

urs

es

4-9

Recruiting Yield PyramidRecruiting Yield Pyramid

50

100

150

200

1200

New hires

Offers made (2:1)

Candidates interviewed (3:2)

Candidates invited (4:3)

Leads generated (6:1)

4-10

Organizational and Individual Goals in RecruitingOrganizational and Individual Goals in Recruiting

•Attract a pool of qualified applicantsAttract a pool of qualified applicants

•Keep pool at manageable sizeKeep pool at manageable size

•Provide realistic job previewsProvide realistic job previews

•Meet work-related goalsMeet work-related goals

•Meet personal goalsMeet personal goals

•Address personal needsAddress personal needs

Organizational Organizational GoalsGoals

Individual Individual GoalsGoals

?? ??

4-11

Methods of RecruitingMethods of Recruiting

Internal RecruitingInternal Recruiting Job postingJob posting

Vacancies posted via bulletin board, memo, and intranets.Vacancies posted via bulletin board, memo, and intranets. Supervisory recommendationsSupervisory recommendations

Supervisors forward their recommendations for their Supervisors forward their recommendations for their employees to higher managers.employees to higher managers.

Union hallsUnion halls Union members are able to apply for open positions on a Union members are able to apply for open positions on a

priority basis through the union hiring hall process.priority basis through the union hiring hall process. Recall from layoffsRecall from layoffs

4-12

Methods of RecruitingMethods of Recruiting

External RecruitingExternal Recruiting General labor poolGeneral labor pool

The local labor market for potential employees.The local labor market for potential employees. ReferralsReferrals

Individuals who are prompted to apply by a member of the Individuals who are prompted to apply by a member of the organization.organization.

Direct applicants (walk-ins and drop-ins)Direct applicants (walk-ins and drop-ins) Individuals who apply (without any proactive action from the Individuals who apply (without any proactive action from the

organization) whether or not an opening actually exists at the organization) whether or not an opening actually exists at the time of application.time of application.

4-13

Internet Recruiting MethodsInternet Recruiting MethodsInternet Recruiting MethodsInternet Recruiting Methods

Job BoardsJob BoardsJob BoardsJob Boards

Professional/Professional/Career Web SitesCareer Web Sites

Professional/Professional/Career Web SitesCareer Web Sites

Employer Web SitesEmployer Web SitesEmployer Web SitesEmployer Web Sites

Internet Internet RecruitingRecruitingMethodsMethods

Internet Internet RecruitingRecruitingMethodsMethods

4-14

External RecruitingExternal RecruitingExternal RecruitingExternal Recruiting

Employment AgenciesEmployment Agenciesand Search Firmsand Search Firms

College and College and University University RecruitingRecruiting

High Schools and High Schools and Technical SchoolsTechnical Schools

LaborLaborUnionsUnions

External External Recruiting Recruiting SourcesSources

Media SourcesMedia Sourcesand Job Fairsand Job Fairs

CompetitiveCompetitiveSourcesSources

4-15

Internal and External RecruitingInternal and External Recruiting

Internal recruiting

Advantages Disadvantages

Increases motivation Sustains knowledge

and culture

May foster stagnation May cause ripple effect

External recruiting Brings in new ideas Avoids ripple effect

May hurt motivation Costs more

4-16

World-WideWorld-WideHeadhunters, Inc.Headhunters, Inc.(Internet-based(Internet-basedapplications only)applications only)

ProTempsProTemps

StateStateEmploymentEmployment

ServiceService

Techniques for External RecruitingTechniques for External Recruiting

Word of MouthWord of Mouth

AdvertisementsAdvertisements

Belle College Belle College

Placement Office

Placement Office

4-17

Alternatives to RecruitingAlternatives to Recruiting

HelpHelpWantedWanted

Overtime

Overtime

Temporary

Temporary

Workers

Workers

Employee

Employee

Leasing

Leasing

Part-Time

Part-Time Workers

Workers

4-18

Evaluating the Recruiting ProcessEvaluating the Recruiting Process

The The recruiting recruiting process is process is

effective if it effective if it results inresults in

a reasonable pool of available and a reasonable pool of available and qualified potential employees.qualified potential employees.

a recruitment process that can be a recruitment process that can be executed with relatively low cost.executed with relatively low cost.

the best yields of qualified the best yields of qualified applicants with the desired skills applicants with the desired skills from each of its targeted sources.from each of its targeted sources.

4-19

Evaluating RecruitingEvaluating RecruitingEvaluating RecruitingEvaluating Recruiting

Evaluating Recruiting Evaluating Recruiting EffortsEfforts

Evaluating Recruiting Evaluating Recruiting EffortsEfforts

Evaluating Evaluating Time Time

Required to Required to Fill OpeningsFill Openings

Evaluating Evaluating Time Time

Required to Required to Fill OpeningsFill Openings

Evaluating Evaluating Recruiting Recruiting Costs and Costs and BenefitsBenefits

Evaluating Evaluating Recruiting Recruiting Costs and Costs and BenefitsBenefits

Evaluating Evaluating Recruiting Recruiting Quality and Quality and

QuantityQuantity

Evaluating Evaluating Recruiting Recruiting Quality and Quality and

QuantityQuantity

4-20

Recruiting Evaluation PyramidRecruiting Evaluation PyramidRecruiting Evaluation PyramidRecruiting Evaluation Pyramid