HUman resource managemenr 2e s keiman chapter5

All rights reserved.5-1b Linking Recruitment to Competitive Advantage • A recruiting program has five goals: 1.. 5-1b Linking Recruitment to Competitive Advantage cont.• Achieving cost

Chapter 5

Recruiting Applicants

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Chapter Outline

• 5-1 Gaining Competitive Advantage

• 5-2 HRM Issues and Practices

• 5-3 The Manager’s Guide

5-1a Opening Case: Gaining Competitive Advantage at the Los Angeles United

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5-1b Linking Recruitment to Competitive Advantage

• A recruiting program has five goals:

1. Achieve cost efficiency

2. Attract highly qualified candidates

3. Help ensure that individuals who are hired will stay with the company

4. Assist a company’s efforts to comply with

nondiscrimination laws

5. Help a company create a more culturally diverse workforce

5-1b Linking Recruitment to Competitive Advantage (cont.)

• Achieving cost efficiency: Reducing recruitment costs

without lowering productivity can help enhance

competitive advantage

• Attracting highly qualified candidates

 Sufficient number of qualified candidates must be

notified of available opportunities

 Actions must be taken to enhance the likelihood that the best applicants will accept their job offers

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5-1b Linking Recruitment to Competitive Advantage (cont.)

• Improving job retention rates through the use of

realistic job previews (RJPs)

 RJPs can reduce turnover by giving applicants more realistic information about the job and the organization

 Applicants can make a more informed choice about whether or not to accept the job offer

 Reducing turnover rates can result in substantial

savings

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved.

5-1b Linking Recruitment to Competitive Advantage (cont.)

• Achieving legal compliance: Organizations can help

prevent discrimination charges by targeting

recruitment efforts toward underutilized groups.

• Extending recruitment practices to disadvantaged

groups can create a more culturally diverse

workforce.

• Many companies have begun reaching out to

seniors, minorities, welfare-to-work candidates, and people leaving the armed forces.

• The manner in which a company treats these

candidates during the recruitment process is vital

5-2a Recruitment Planning

• Step 1: Identify the job opening

 Organizations should attempt to identify job openings well in advance of an announced resignation

 The HRM department should plan for future openings, thus providing organizations with the time needed to plan and implement recruitment strategies

• Step 2: Decide how to fill the job opening

 Whether to use core or contingency personnel

 If core personnel are to be used, should the firm

recruit them internally or externally

5-2a Recruitment Planning (cont.)

 Hired in the “traditional” manner

 Considered permanent employees

 Included in the organization’s payroll

• Contingency personnel

 Employed by a supplier agency, and “loaned” to the organization

 Not included in the organization’s payroll

 Supplier pays the workers’ salaries and benefits

 Fall into three major categories: temps, outsourcing, and independent contractors

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5-2a Recruitment Planning (cont.)

• Advantages of using contingency personnel:

 Flexibility to control fixed employee costs

 Relieves a company of many of its HRM burdens

 Cost savings

 Contingency workers who excel at their jobs can be offered core positions

5-2a Recruitment Planning (cont.)

• Disadvantages of contingency personnel:

 May need a considerable amount of orientation and training regarding company procedures and policies

 Might be less loyal or committed to the “host

organization.”

 May receive better wages than core workers, leading

to resentment among core employees

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5-2a Recruitment Planning (cont.)

• Use contingency workers in situations when:

 Certain types of hard-to-find expertise are required

 Companies are trying to staff new offices in

geographic areas far from main headquarters

 Companies are trying to staff positions to work on projects in which unusually high risk factors may jeopardize a company’s existing workers’

compensation rates

5-2a Recruitment Planning (cont.)

• Advantages of internal recruitment:

 Enhance morale and motivation

 Qualifications of internal candidates are well known; openings can be filled more quickly

 Less expensive

 Internal candidates are more familiar with

organizational policies and practices, requiring less orientation and training

• Disadvantages of internal recruitment:

 Rejected candidates may become resentful

 Workers promoted into supervisory positions may find

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5-2a Recruitment Planning (cont.)

• External recruitment is limited primarily to entry-level

jobs.

• External recruitment for jobs above the entry level is

usually restricted to the following situations:

 An outsider is needed to expose the organization to new ideas and innovations

 No qualified internal candidates apply

 The organization needs to increase its percentage of employees within a particular underutilized group

5-2a Recruitment Planning (cont.)

• Step 3: Identify the target population

 Specify worker requirements

 Decide whether to target certain segments of the applicant population

• Step 4: Notify the target population

 Limit the size of the applicant pool by attracting only the most qualified applicants

- A good way to do this is to clearly state the job

qualifications in the vacancy notification.

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5-2a Recruitment Planning (cont.)

• Step 5: Meet with the candidates

 Gives the firm a chance to further assess the

candidates’ qualifications

 Provides candidates an opportunity to learn more about the company and the employment opportunity

• Helps identify a broad spectrum of candidates.

• Limited to only objective or factual information.

• Information of a more subjective nature is excluded.

capabilities of potential candidates.

• Usually very subjective.

• Some qualified employees may be overlooked.

• Susceptible to bias, leading

to possible discrimination.

5-2b Methods of Internal Recruitment

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5-2b Methods of Internal Recruitment

(cont.)

• Job posting

 Strengths

- Enhances the probability that the firm’s most qualified

employees will be considered for the job.

- Gives employees an opportunity to become more responsible for their career development.

- Enables employees to leave a “bad” work situation.

5-2b Methods of Internal Recruitment

(cont.)

• Job posting

 Weaknesses

- Position may remain open for an extended period.

- The system may prevent supervisors from hiring

individuals of their choice.

- Some employees may hop from job to job without any

clear direction.

- Employees whose bids are rejected may become

alienated.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved.

5-2b Methods of Internal Recruitment

5-2c Methods of External Recruitment

• Employee referrals

 Strengths

- Is effective, quite popular, and cost efficient.

- Employees accurately judge the ‘‘fit’’ between the job

being filled and the individual, and refer only the highest quality applicants.

- Applicants referred by employees tend to perform better and stay longer.

 Weaknesses

- May serve as a barrier to equal employment opportunity.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved.

5-2c Methods of External Recruitment

• Efficient and low cost.

• Candidates are likely to

Help-wanted

advertisements

• Large audience can be reached in a relatively short period of time.

• Aids in ensuring equal opportunity to apply for job openings.

• Often ineffective.

• May attract too many applicants, making the screening process cumbersome.

5-2c Methods of External Recruitment

(cont.)

• Employment agencies – public

 Most frequently provide personnel for clerical and

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5-2c Methods of External Recruitment

(cont.)

• Employment agencies – private

 Have the resources to fill a wide variety of jobs

 Candidates register with the agency voluntarily – thus they may be more committed

 Agency charges a fee for its service

 They are especially useful when many individuals are expected to apply for a job or when qualified

candidates are hard to find

5-2c Methods of External Recruitment

(cont.)

• Executive search firms

 Specialize in the recruitment of mid- and senior-level managers

 Charge the employer a large fee for their services

 Can be unsuccessful – only 50 to 60 percent of all executive searches result in the selection of the type

of individual initially specified

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5-2c Methods of External Recruitment (cont.)

• Campus recruiting

 Used to fill specialized entry-level jobs

 Is costly and time consuming

 Recruitment process can be rather slow

• Online recruiting

 Is becoming quite popular

 Is much faster and reaches a much larger audience compared to newspaper advertising

 Can be quite expensive

 Not the best approach for reaching external

candidates

5-2c Methods of External Recruitment

(cont.)

• Choosing the right method: The following factors are

the most relevant:

 The type of job being filled

 How quickly the job needs to be filled

 The geographic region of recruitment

 The cost of implementing the recruitment method

 Whether the method will attract the right mix of

candidates from an EEO perspective

5-3a HR Recruitment and the Manager’s Job

• The line manager plays three key roles in the

recruitment process.

 Identifying recruitment needs triggered by

replacement, additional positions being added, and a newly created job being established

 Communicating recruitment needs to the HRM

department including needed skills/qualifications for the job and attractive and unattractive features of the job

 Interacting with applicants to keep them informed of the status, schedule interviews at their convenience, and allow them to speak to their future coworkers

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5-3b How the HR Department Can Help

• Planning the recruitment process: Determine where

to find the applicants and how to attract them.

• Implementing the recruitment process: Includes

writing an ad, choosing the employment agency,

conducting campus interviews, and coordinating

candidates on-site visits.

5-3b How the HR Department Can Help

(cont.)

• Evaluating the recruitment process involves:

 Calculating the number of applicants generated from each recruitment method, the number hired, and the job success of each hire

 Determining the cost-effectiveness of each recruitment method

 Monitoring EEO statistics to ensure compliance

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved.

5-3c HRM Skill-Building for Managers

• What Information to give candidates:

• Describe the work setting

• Discuss salary

• Describe the workweek and the payroll period

• Describe career opportunities

• Describe what employees like best about the

• Describe the department

• Describe the job itself

• Describe yourself as a

manager

5-3c HRM Skill-Building for Managers (cont.)

• How to provide the information

 Make a favorable impression on the candidate

 Avoid acting defensively and being self-conscious

 Be easy to get along with and avoid discussing

irrelevant topics

 Answer the candidate’s questions satisfactorily

 To be viewed as personable, one should:

 Display warmth and be enthusiastic about the

organization

 Show an interest in the applicant’s outside activities

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved.

5-3c HRM Skill-Building for Managers

(cont.)

• Providing realistic job previews: Would appear to be

most suitable when the following conditions exist:

 Turnover and associated separation costs are high

 There are negative facets of the job that applicants do not know about, and these facets may strongly

influence their subsequent intentions to quit

 Qualified applicants are plentiful

5-3c HRM Skill-Building for Managers

(cont.)

• When providing an RJP:

 Include descriptive information

 Avoid giving candidates all possible information

 The relative emphasis given to positive and negative information should reflect the actual balance of

positive–negative factors found in the environment