Tài Liệu Lecture Human Resource Acquiring Chapter 2 Hr Recruitment.pdf

31/07/2021 1 CHAPTER 2 HR RECRUITMENT ThS Nguyễn Đức Nhân Bộ môn Quản trị nhân lực Khoa Kinh tế và Quản lý nguồn nhân lực 31 Jul 21 Learning Objectives • Be able to engage in strategic recruitment pla[.]

CHAPTER 2:

HR RECRUITMENT

ThS Nguyễn Đức Nhân - Bộ môn Quản trị nhân lực

Khoa Kinh tế và Quản lý nguồn nhân lực

31-Jul-21

Learning Objectives

• Be able to engage in strategic recruitment planning activities

• Understand the difference between internal and external recruitment

• Recognize which recruitment sources are available for internal and external candidates

• Create a persuasive communication message

• Learn about a variety of recruitment media

• Recognize how applicant reactions influence the effectiveness of a recruitment plan

• Utilize a variety of recruitment sources

• Evaluate recruitment based on established metrics

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• 2.1 The role of recruitment

• 2.2 The sources and methods of recruitment

• 2.3 The recruitment processes

• 2.4 Recruitment process evaluation

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2.1 The Role of Recruitment

• 2.1.1 Concepts

• 2.1.2 The importance of recruitment

• 2.1.3 Factors influence recruitment process

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2.1.1 Concepts

• Recruitment is a process that attracts potential future employees who have KSAOs

(knowledge, skill, ability, and other characteristics) that will help the organization

achieve its strategic goals.

• Internal / External Recruitment

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External Recruiment

• In external recruitment, the organization is trying to sell itself to potential applicants, so

many marketing principles are applied to improve recruitment yields.

• How recruiters choose from three types of messages — employment brand, targeted, or

realistic — to attract the right types of candidates.

• Advantages and disadvantages of recruitment methods such as social media, corporate

websites, employee referrals, college job fairs, and many others.

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Internal Recruitment

• Internal recruitment is the process of identifying and attracting current employees for

open jobs.

• Unlike external recruitment, the management of an internal recruitment process is

directed toward channeling and enhancing existing capabilities rather than bringing

in new capabilities from the external market.

• Internal recruitment must be integrated with employee training and development

programs.

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2.1.2 The Importance of Recruitment

• Any recruitment drive must begin from a careful consideration of the organization’s strategic goals

• Defining specific desired outcomes for the process can ensure that the organization can concentrate its

efforts on applicants who will contribute most to overall organizational success

• If the recruitment system works, high-quality applicants will be attracted to the organization, the best

candidates will be available for selection and eventual hiring, and the organization will have a much

easier time reaching its strategic staffing goals

• Conversely, if recruitment fails to attract enough qualified applicants, none of the other components of

the staffing system can function properly — after all, you can’t hire people who don’t apply

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Recruitment Goals

• Knowing how to recruit effectively and strategically begins by knowing the organization’s

current needs and future needs.

• Goals for Attraction: what types of job seekers the organization needs to attract.

• Goals for Speed: how fast the organization needs to attract applicants.

• A Time Frame: how long the position will be advertised prior to consideration of

applications, and at what point a final offer for selection tests and interviews will be sent to

applicants.

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Goals for Attraction

• In terms of person/job fit:

• determine what types of applicants are most likely to have the required KSAOs, identified through the

process of job analysis

• think about which of the recruitment sources are most likely to attract interested individuals with the

right competencies

• In terms of person/organization fit:

• the techniques for recruitment should closely match the organiza

• the types of media will send a message to potential applicants about what the organization’s culture is

liketion’s culture and values

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Goals for Speed

• When an organization needs to fill a position quickly,

• techniques that identify a large pool of interested individuals who want to start right away should

be implemented

• contact highly qualified and experienced individuals who are probably doing similar work

already

• The organization’s long-term hiring strategy

• should include establishing personal relationships with a broad pool of talented individuals,

regardless of their immediate availability, through ongoing networking

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Time Frame

• When seeking applicants for a very specific, in-demand position, the time frame should be similarly

specific, with applications accepted only until a firm deadline is reached, after which no other

applications will be accepted or considered

• When seeking a larger number of applicants for an entry-level managerial or professional job

category, recruiters might attend job fairs and encourage applications from attendees

• If an organization has the goal of filling a large number of positions that traditionally have relatively

high turnover, such as sales or customer service jobs, then recruitment may not have a termination

point

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2.1.3 Factors Affecting Recruitment

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Internal Factors

• Size & Prestige of the Organization

• Human Resource Planning

• Recruitment Policy

• Cost involved in recruitment

• Growth and Expansion

• Recruiters

External Factors

• Supply and Demand

• Labour Market

• Goodwill / Image of the organization

• Political-Social- Legal Environment

• Unemployment Rate

• Competitors

Size & Prestige of the Organization: SMEs

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• cannot afford sophisticated recruitment

• Is unlikely to have rigid JD

• might be more concerned with retention

• might be less concerned with succession planning

• has fewer options how to deal with bad hire

• the owner is more likely to directly approve all new hires

• less likely to do broad canvassing (booths at univ.)

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HR/Recruitment policies

Personnel policies of the

organization / Organza- tional culture

Salary, Bonus Workplace Environment Training Opportunities Promotion

Dayoff

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Labor Market / Unemployment Rate

Accounting Finance Banking HR Medical

Agriculture Teaching Real Estate Insurance

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Trends

Industry 4.0 Star-tup

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Goodwill / Image of the organization

Community

College/

University

hunters Partners

Head-Publics

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Recruiters

• should be knowledgeable about applicant tracking systems, organization and job characteristics,

recruitment targets, policies and procedures, and the legal environment around recruitment

• trained to utilize analysis tools effectively, along with a thorough understanding of how applicant

tracking systems can benefit the organization

• trained in marketing and the interpersonal aspects of recruitment (how to do market research, how to

find job candidates in the market, and how to identify what candidates want).

• trained on ethical issues in recruitment

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Vai trò bộ phận chuyên trách nguồn nhân lực

Lãnh đạo cấp cao

Nhân sự

Lãnh đạo phòng/ban

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- Phòng HR cần thực hiện những côngviệc gì?

- Công việc nào nên hợp tác với cácphòng/ban khác?

- Ban GĐ nên thực hiện những công việcnào?

Chuyên viên tuyển dụng cần gì?

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1 Quản trị nhân lực

2 Truyền thông, marketing

3 Kiến thức tâm lý học

- Các kỹ năng nghiệp vụ TD:

xác định nhu cầu TD, viết thông tin TD, truyền thông thông tin TD, lọc CV, sắp xếp lịch PV, PV và đánh giá ứng viên…

- Các KN mềm: giao tiếp, thuyết trình, làm việc nhóm, quản lý thời gian, quản lý công việc…

- Các KN nhận diện tâm lý và phân tích tâm lý ứng viên21

2.2 The Sources and Methods of Recruitment

Internal Source

External Source

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2.2.1 External Recruitment

• the organization is trying to sell itself to potential applicants

• recruiters attract the right types of candidates:

• Students (graduated / intern)

Methods of External Recruitment

Summary of Sources of Candidates

Source Advantages Disadvantages

Websites can use an organization’s brand toattract candidates Social media are good forreach

Generally, may produce too manyirrelevant or poor applications and it isstill not the first choice of many jobseekers

Websites are expensive and still needother media to drive traffic to the site

Social media – employer/recruiter has

to manage own profile

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Summary of Sources of Ccandidates (cont.)

Source Advantages Disadvantages

Employee Referrals

(formal programs)

Low cost per hire, high-quality hires,decreased hiring time, and an opportunity tostrengthen bonds with current employees

Individuals hired through referrals are lesslikely to leave

Current employees may lack themotivation or ability to make referrals;

sometimes don’t realize theimportance of recruitment to the firm

Job centres/

Recruitment agencies /

Recruitment Consultants

(manual workers/ clerical

& sales staff/ senior

Can produce unsuitable candidates

Pool may be limited

Can be expensive, limited to topjobs

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Summary of Sources of Candidates (cont.)

Source Advantages Disadvantages

Recruitment process

outsourcing

Deliver complete recruiting process Save time, bringoutside expertise to bear on recruitment problems andfree up HR for more value-adding activities

Feeling that provider is too remote

to deal with the real issues and thatthere is a danger of losing control

the typical contact with anapplicant is probably shallow

• Incorporating In-House and External Recruitment Partners

• Centralized Versus Decentralized Recruitment

• Internal recruitment is the process of identifying and attracting current employees for open jobs

• One survey of 725 human resource (HR) professionals:

• Managing the internal talent pool was either a high (45.6%) or a very high (27.7%) strategic priority

in their organization

• The development of internal talent was seen as one of the top talent management tasks (63% of

respondents), even more so than the acquisition of talent (49.4% of respondents)

• Unfortunately, only 25.7% of organizations have a formal talent management strategy, and only

13.8% of small businesses have a formal talent management system.

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Methods of Internal Recruitment

• Internal Job Posting/ Bidding: A posting spells out the duties and requirements of available jobs and

provides a portal through which internal applicants can submit their materials

• Internal Recruiting Database/ Talent Management System: a comprehensive method for monitoring

and tracking the utilization of employee skills and abilities throughout the organization

• Internal employee referrals / Nominations: apply for open positions can be solicited from potential

supervisors and peers

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Talent Management System

• “A talent management system is a comprehensive method for monitoring and tracking the

utilization of employee skills and abilities throughout the organization”

• The process of TM is closely aligned with replacement and succession planning

• TMS track the KSAOs of the workforce, and then replacement and succession planning

translates this information into concrete action plans for specific job roles.

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Replacement and Succession Plans

• Replacement plans indicate positions and who is scheduled to fill those slots and when the

individual will be ready for the assignment.

• Succession plans are organized by position and list the skills needed for the prospective

position.

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Mobility Paths and Policies

• A mobility path consists of possible employee movements within the internal labor market

structure.

• Mobility paths are determined by many factors, including KSAOs requirements, workforce

characteristics, organiza-tional culture, and labor market characteristics.

• Mobility paths are of two types: hierarchical and alternative

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Hierarchical Mobility Paths

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Alternative Mobility Paths

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MOBILITY POLICIES

Policy Development

• Ensure that leaders have an opportunity to

participate in policy creation

• Link specific mobility path policies to

performance-relevant qualifica-tions based on a

job analysis

• Outline employee and supervisor

responsibilities and opportunities for

development

Policy Implementation

• Continually collect data

• Track compliance with pre-established criteria

• Document employee development progress

• Supervisors and employees should receiveregular updates regarding the status of anyinternal mobility decisions and the developmentprogress system

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2.3 The Recruitment Processes

Evaluating

Alternatives

to Recruitment

a Human Resource

(HR) Planning

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• the process of forecasting

the organization’s future

employment needs and

then developing action

plans and programs for

fulfilling these needs in

ways that align with the

staffing strategy.

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Internal and External Influences

• Organizational Strategy

• Current financial and human resources in

the organization

• Demand for products and/or services

• Competitors and partners

• Financial and marketing goals

• Organizational Culture

• The expressed vision of executives

• The degree of hierarchy and bureaucracy

Forecast Labor Availabilities

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Determine Gaps (Shortages and Surpluses)

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Dealing with imbalances in labour supply

Shortage (Demand > Supply) Surplus (Demand < Supply)

Recruit new full time employees Do not replace employees who leaves

Offer incentives for postponing retirement Offer incentives for early retirement

Rehire retired employees part time Transfer or re-assign excess staff

Attempt to reduce turnover - Use technology to improve

productivity

Use slack time for employees training or equipment maintenance

Work Present staff overtime Reduce work hours

Subtract work to another firm Lay off employees

Out-source an entire function

Re-allocate people from elsewhere in the organisationRe-allocate work tasks among current employees47

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Recruitment Guide for Director of Claims

• Position:    Director

• Reports to:    Senior Director

• Qualifications/ Requirements: ???

• Relevant labor market: Regional

• Timeline: Conduct interviews with qualified

applicants

• 22/2/22: Targeted hire date

• Activities to undertake to source well-qualified

candidates:

• Regional newspaper advertising

• Post job opening on company website

• Request employee referrals

• Contact regional associations

• Call HR departments of regional health and life insurance companies to see if any are outplacing any middle managers

• Contact executive recruiter to further source candidates

• Staff members involved:

• Requirements are set out in the form of role profiles and person specifications.

• Role profiles define the overall purpose of the role, its reporting relationships and the key

result areas (pay, benefits and hours of work; special requirements such as mobility,

travelling or unsocial hours; and learning, development and career opportunities).

• A person specification or job specification, defines the knowledge, skills and abilities

(KSAs) required to carry out the role, the types of behavioural competencies expected, and

the education, qualifications, training and experience.

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