15-Recruitment and Staffing-01-02-2023
15-Recruitment and Staffing-01-02-2023
15-Recruitment and Staffing-01-02-2023
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
FIGURE 5–2 Linking Employer’s Strategy to Plans
Planning and Forecasting
• Employment or Personnel Planning
The process of deciding what positions
the firm will have to fill, and how to fill them.
• Succession Planning
The process of deciding how to fill the
company’s most important executive jobs.
• What to Forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates
Forecasting Personnel Needs
Forecasting Tools
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860
Qualification
Inventories
• Legal Considerations
The Federal Privacy Act of 1974
HIPAA
• Sources of Information
Periodic forecasts in business publications
Online economic projections
U.S. Congressional Budget Office (CBO)
U.S. Department of Labor’s O*NET™
Bureau of Labor Statistics (BLS)
Other federal agencies and private sources
The Need for Effective Recruiting
Recruiting Challenges
Evaluating Recruiting
Effectiveness
What to How to
measure measure
FIGURE 5–6 Recruiting Yield Pyramid
●
50% ● ●
67% ● ● ●
75% ● ● ● ●
16% ● ● ● ● ● ●
Internal Sources of Candidates
Advantages Disadvantages
Hiring-from-Within Tasks
On Demand Recruiting
2 Advertising 7
Services (ODRS)
5 Offshoring/Outsourcing
FIGURE 5–7 Some Top Online Recruiting Job Boards
Recruiting via the Internet
• Advantages
Cost-effective way to publicize job openings
More applicants attracted over a longer period
Immediate applicant responses
Online prescreening of applicants
Links to other job search sites
Automation of applicant tracking and evaluation
• Disadvantages
Exclusion of older and minority workers
Unqualified applicants overload the system
Personal information privacy concerns of applicants
FIGURE 5–8 Ineffective and Effective Web Ads
Advertising for Outside Candidates
• The Media Choice
Selection of the best medium depends on the positions for which
the firm is recruiting.
Newspapers: local and specific labor markets
Trade and professional journals: specialized employees
Internet job sites: global labor markets
• Constructing (Writing) Effective Ads
Create attention, interest, desire, and action (AIDA).
Create a positive impression (image) of the firm.
FIGURE 5–9 Help Wanted Ad that Draws Attention
Employment Agencies
Types of Employment
Agencies
• Costs of Temps
Increased labor costs due to fees paid to temp agencies
Temp employees’ lack of commitment to the firm
Working with a Temp Agency
• Invoicing. Make sure the agency’s invoice fits your firm’s needs.
• Time sheets. The time sheet is a verification of hours worked and an
agreement to pay the agency’s fees.
• Temp-to-perm policy. What is the policy if you want to hire a temp
as a permanent employee?
• Recruitment of and benefits for temp employees. How does the
agency plan to recruit and what sorts of benefits will it pay?
• Dress code. Specify the attire at each of your offices or plants.
• Equal employment opportunity statement. Get a statement from the
agency that it does not discriminate when filling temp orders.
• Job description information. Ensure that the agency understands
the job to be filled and the sort of person you want to fill it.
Concerns of Temp Employees
• Dehumanizing, impersonal, and discouraging treatment
by employers.
• Insecurity about employment and pessimism about the
future.
• Worry about the lack of insurance and pension benefits.
• Being misled about job assignments and whether
temporary assignments are likely to become full-time
positions.
• Being “underemployed” while trying to return to the full-
time labor market.
• Anger toward the corporate world and its values;
expressed as alienation and disenchantment.
FIGURE 5–10 Ten Things Managers Should Avoid When
Supervising Temporary Employees
Do Not:
1. Train your contingent workers. Ask their staffing agency to handle training.
2. Negotiate the pay rate of your contingent workers. The agency should set pay.
3. Coach or counsel a contingent worker on his/her job performance. Instead, call
the person’s agency and request that it do so.
4. Negotiate a contingent worker’s vacations or personal time off. Direct the worker
to his or her agency.
5. Routinely include contingent workers in your company’s employee functions.
6. Allow contingent workers to utilize facilities intended for employees.
7. Let managers issue company business cards, nameplates, or employee badges
to contingent workers without HR and legal approval.
8. Let managers discuss harassment or discrimination issues with contingent
workers.
9. Discuss job opportunities and the contingent worker’s suitability for them
directly. Instead, refer the worker to publicly available job postings.
10. Terminate a contingent worker directly. Contact the agency to do so.
Offshoring and Outsourcing Jobs
Resentment and
Cultural
anxiety of U.S.
misunderstandings
employees/unions
Outsourcing/
Offshoring
Customers’ securing
Costs of foreign Issues and privacy
workers
concerns
Foreign contracts,
Special training of
liability, and legal
foreign employees
concerns
Executive Recruitment
• Executive Recruiters (Headhunters)
Contingent-based recruiters
Retained executive searchers
Internet technology and specialization trends
• Internships
Sources of Outside Applicants
Employee Military
Walk-ins Telecommuters
referrals personnel
Employee Referrals and Walk-ins
• Employee Referrals
Referring employees become stakeholders.
Referral is a cost-effective recruitment program.
Referral can speed up diversifying the workforce.
Relying on referrals may be discriminatory.
• Walk-ins
Seek employment through a personal direct approach to the
employer.
Courteous treatment of any applicant is a good business
practice.
FIGURE 5–11 Relative Recruiting Source Effectiveness Based on New Hires
TABLE 5–1 Recruitment Research Findings: Practical Applications for Managers
Elements of an HRIS
Requisition
Recruiting Screening Hiring
management
solution services management
system
Recruiting A More Diverse Workforce
Single parents
Minorities and
Welfare-to-work
women
Developing and Using Application Forms
Housing Arrest
arrangements record
Areas of
Personal
Marital Information Notification in case
status of emergency
Physical Membership in
handicaps organizations
Two-Stage Process
1. Do you have any responsibilities that conflict with the job vacancy?
2. How long have you lived at your present address?
3. Do you have any relatives working for this company?
4. Do you have any physical defects that would prevent you from
performing certain jobs where, to your knowledge, vacancies exist?
5. Do you have adequate means of transportation to get to work?
6. Have you had any major illness (treated or untreated) in the past 10
years?
7. Have you ever been convicted of a felony or do you have a history of
being a violent person? (This is a very important question to avoid a
negligent hiring or retention charge.)
8. What is your educational background? (The information required here
would depend on the job-related requirements of the position.)
MCQ s
Trend Analysis, Ratio Analysis, and Scatter Plots are all methods of:
1.recruiting
2.forecasting personnel needs
3.on-demand recruiting services
4.qualifications inventories
Contingent staffing:
1.is potentially risky for employers
2.is beneficial in terms of productivity
3.costs employers more than permanent workers
4.all of the above
Selection Devices that can be used to screen applicants are:
1.structured interviews
2.job descriptions
3.qualifications inventories
4.none of the above
Qualifications Inventories and Replacement Charts are examples of tools to:
1.finding contingent workers
2.forecasting the supply of internal candidates
3.recruiting a more diverse workforce
4.ratio analysis
KEY TERMS
employment (or personnel) planning
trend analysis
ratio analysis
scatter plot
qualifications (or skills) inventories
personnel replacement charts
position replacement card
employee recruiting
recruiting yield pyramid
job posting
succession planning
applicant tracking systems
alternative staffing
on-demand recruiting services (ODRS)
college recruiting
application form