Part 3

Staffing Activities: Recruitment

Chapter 5: External Recruitment

Chapter 6: Internal Recruitment

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Part 3
Staffing Activities: Recruitment

Chapter 5:
External Recruitment
 Staffing Organizations Model
Organization
Mission
Goals and Objectives

Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Support Activities Core Staffing Activities
Legal compliance Recruitment: External, internal
Selection:
Planning External, internal
Job analysis Employment:
Decision making & final match
Staffing System and Retention Management
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Chapter Outline
 Recruitment Planning  Applicant Reactions
 Organizational Issues  Reactions to Recruiters
 Administrative Issues  Reactions to the
 Recruiters Recruitment Process
 Strategy Development  Transition to Selection
 Open Versus Targeted
Recruitment
 Recruitment Sources
 Recruiting Metrics
 Searching
 Communication Message
 Communication Medium

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 Chapter Outline
 Recruitment Planning
 Organizational Issues – plan must be made to coordinate the
identification and attraction of applicant
 Administrative Issues – no. of contacts to be made, recruiters to be
used, budget, resources – successful recruitment campaign
 Recruiters
 Strategy Development
 Open Versus Targeted Recruitment
 Recruitment Sources
 Recruiting Metrics
 Searching
 Communication Message
 Communication Medium

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Chapter Outline
 Recruitment Planning  Applicant Reactions
 Organizational Issues – plan  Reactions to Recruiters

must be made to coordinate  Reactions to the Recruitment

the identification and Process
attraction of applicant  Transition to Selection
 Administrative Issues – no.of
 Recruiters
 Strategy Development
 Open Versus Targeted
Recruitment
 Recruitment Sources
 Recruiting Metrics
 Searching
 Communication Message
 Communication Medium

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Discussion Questions for This
Chapter
 List and briefly describe each of the administrative issues that
needs to be addressed in the planning stage of external
recruiting.
 List 10 sources of applicants that organizations turn to when
recruiting. For each source, identify needs specific to the source,
as well as pros and cons of using the source for recruitment.
 In designing the communication message to be used in external
recruiting, what kinds of information should be included?
 What are the advantages of conveying a realistic recruitment
message as opposed to portraying the job in a way that the
organization thinks that job applicants want to hear?
 What nontraditional inducements are some organizations offering
so that they are seen as family-friendly organizations? What
result does the organization hope to realize as a result of
providing these inducements?

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Recruitment Planning:
Organizational Issues
 In-house vs. external recruitment agency
 Many companies do recruiting in-house -frequents
recruitment
 Recommended approach for large companies
 Smaller companies/lower turn over may rely
on external recruitment agencies
In-houses needed to minimized recruitment cost
 Individual vs. cooperative recruitment alliances
 Cooperative alliances involve arrangements to share
recruitment resources, cooperative – small O
 Centralized vs. decentralized recruitment
- Centralized – by HR; Decentralized – by dept.
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Recruitment Planning:
Administrative Issues
Use of HRIS to integrate filing requisitions, budget &
process flow
 Requisitions
 Exh. 5.1: Personnel Requisition – small company x
requisitions form
 Number of contacts – no of applicants
 Yield ratio - Relationship of applicant inputs to outputs at
various decision points
 Types of contacts
 Qualifications to perform job must be clearly established
 Consideration must be given to job search and choice
process used by applicants

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Exh. 5.2:
Example Recruitment Budget
 Should recruitment
expenses be charged to
HR or to the business
unit using HR services?
 Most organizations
charge the HR
department, possibly to
encourage each
business unit to use the
recruitment services of
the HR group
 May result in the
business unit users not
being concerned about
minimizing costs.

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Recruitment Planning:
Administrative Issues (continued)
 Development of a recruitment guide – a formal document
that details the process to be followed to attract applicants
to the job
 Ex. 5.3: Recruitment Guide for Director of Claims - details
 Process flow and record keeping-where & how to look
applicants – use information system
 Recruiters
 Selecting recruiters –strong interpersonal skill, knowledge on O, job,
career related issues, technology skills- develop KSAOs to select
recruiters – could be HR, Line M or employees
 Training recruiters – may be their not from HR in technology skills,
marketing, ethical issues in recruitment

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Discussion questions

 List and briefly describe each of the

administrative issues that needs to be
addressed in the planning stage of
external recruiting.

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Considerations Related to
Recruiters: Selection
 Desirable characteristics of recruiters
 Strong interpersonal skills
 Knowledge about company, jobs,
and career-related issues
 Technology skills
 Enthusiasm
 Various sources of recruiters
 HR professionals
 Line managers
 Employees

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Considerations Related to
Recruiters: Training
 Training
 Traditional areas of training
 Interviewing skills, job analysis, interpersonal
skills, laws, forms and reports, company and job
characteristics, and recruitment targets
 Nontraditional areas of training
 Technology skills, marketing skills, working with
other departments, and ethics

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Strategy Development
 Open vs. targeted recruitment Choosing an audience
Open – everybody can apply; advantages – fair, more
candidate, disad. - time
Targeted – identify segments in the labor market
where qualified candidate are likely to be.
 Recruitment sources – pg. 215
 Choosing ways to get the message out
 Recruiting metrics –exh.5.5, pg 232-233
 Assessing the effectiveness of recruiting methods

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Open vs. Targeted Recruitment
 Open recruitment
 Targeted recruitment
 Key KSAO shortages
 Workforce diversity gaps
 Passive job seekers or noncandidates
 Former military personnel
 Employment discouraged
 Reward seekers
 Former employees
 Reluctant applicants

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Ex. 5.4 Making the Choice Between
Open and Targeted Recruiting

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Recruitment Sources
 Applicant initiated  Executive search firms
 Employee referrals  Professional
 Employee networks associations and
meetings
 Advertisements
 Employment websites
 Social service agencies
 Colleges and placement
 Outplacement services
offices  Job fairs
 Employment agencies  Co-ops and internships

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Features of High-Impact
Organizational Websites
 Easily navigated
 A “job cart” function
 Résumé builders
 Detailed information on career
opportunities
 Clear graphics
 Allow applicants to create profiles
 Self-assessment inventories

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Employee Referrals
 One of the most common recruiting
methods
 Finds candidates who are better
informed about organizational culture
and values
 Lower turnover rates
 Often boosted by providing cash
bonuses to employees who refer
successful candidates
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Employment Websites
 Functionality  General websites
 Ability to create and  Attract a wider variety
approve job requisitions of potential applicants
online  Reach includes millions
 Manage recruiting of users
tasks  Niche websites
 Track the progress of  Target individuals with
open positions and specific skill sets
candidates  Qualified and motivated
 Report on recruiting user base
metrics like time to hire,
cost per hire, or equal
employment
opportunity (EEO)

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Metrics for Evaluating Recruiting
Methods
 Quantity
 Quality
 Cost
 Impact on HR Outcomes
 Employee satisfaction
 Job performance
 Diversity
 Retention
 Ex. 5.5 Potential Recruiting Metrics for
Different Sources

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Discussion question

 List 10 sources of applicants that

organizations turn to when recruiting. For
each source, identify needs specific to
the source, as well as pros and cons of
using the source for recruitment.

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 Communicating message
To communicating message to applicants
could focus on conveying realistic,
employment brand, or targeted information.
Realistic – portrays the O and jobs as they
really are – ex. RJP
Employment brand – portrays good company
tag
Targeted message- concentrate to particular
audience
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Ex. 5.7 Comparing Choice of Messages

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Discussion questions
 In designing the communication message to be used
in external recruiting, what kinds of information should
be included?
 What are the advantages of conveying a realistic
recruitment message as opposed to portraying the job
in a way that the organization thinks that job applicants
want to hear?
 What nontraditional inducements are some
organizations offering so that they are seen as family-
friendly organizations? What result does the
organization hope to realize as a result of providing
these inducements?

5-26
Searching: Communication Medium

 Recruitment brochures
 Videos and videoconferencing
 Advertisements
 Classified advertisements
 Online advertisements (banner ads)

 Radio and television advertisements

 Organizational websites
 Direct contact (telephone or e-mail)

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Applicant Reactions
 Reactions to recruiters
 Influence of recruiter vs. job characteristics
 Influence of recruiter on attitudes and behaviors
 Demographics of recruiters
 Influential recruiter behaviors
 Warmth and knowledge of the job
 Reactions to recruitment process
 Relationship of screening devices to job
 Delay times in recruitment process
 Funding of recruitment process
 Credibility of recruiter during recruitment process

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Transition to Selection

 Involves making applicants aware of

 Next steps in hiring process
 Selection methods used and instructions

 Expectations and requirements

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Ethical Issues
 Issue 1
 Many organizations adopt a targeted recruitment strategy. For
example, Home Depot has targeted workers 50 and above in
its recruitment efforts, which include advertising specifically in
media outlets frequented by older individuals. Other
organizations target recruitment messages at women,
minorities, or those with desired skills. Do you think targeted
recruitment systems are fair? Why or why not?
 Issue 2
 Most organizations have in place job boards on their web
page where applicants can apply for jobs online. What ethical
obligations, if any, do you think organizations have to
individuals who apply for jobs online?

5-30