Chapter 4: Recruitment

4.1 The Recruitment Process

 Recruitment- process that provides the org. with a pool of qualified job candidates from
which to choose.
 Before this can happen, they must implement proper staffing plans and forecast how
many people are necessary.
o Basis of forecast is the annual budget and short-to-long term plans for the org.
 Organizational life cycle is a factor.
o Forecast’s internal factors:
 Budget constraints
 Expected or trend of employee separations
 Production levels
 Sales increases or decreases
 Global expansion plans
o Forecast’s external factors:
 Changes in tech
 Law changes
 Unemployment rates
 Shifts in pop.
 Shifts in urban, suburban, and rural areas
 Competition
Recruitment Strategy
 When a job opening occurs, HRM professionals should be ready to fill it
o Aspects of making a recruitment strategy:
 Staffing plan
 Confirm the job analysis is correct through questionnaires
 Write the job description and specifications
 Bidding system to recruit and review internal candidate qualifications for
possible promotions
 Determine best recruitment strategies for the position
 Implement recruiting strategy
 First step in the recruitment process is acknowledging of a job opening
o If job analysis and description are ready
 Look at internal candidates’ first
 Internal candidate- people who are already working for the co.
 Formal job procedures through bidding system- process in which
job ads may be posted internally through a predetermined method
so all employees have access
 Advertise to external candidates
 Through social networking for entry-level jobs and head-hunting
firms for more executive positions
o Consideration of constraining circumstances

Job Analysis and Job Descriptions

 Job analysis- system developed to determine what tasks people perform in their jobs
o Ensure correct for of job and employee and how performance is assessed.
o Must review job responsibilities of current employees, competitor’s equivalent
job & its descriptions, analyzing new responsibilities that need to be
accomplished by the person with position.
o The data gathered is used for:
 Job description- list of tasks, duties, and responsibilities of a job.
 Includes job specifications
 Job specifications- skills and abilities the person must have to perform the
job.
o Needs feedback from managers to make job useful to everyone
o Questionnaires are usually used to determine the duties of each job title
 Depending on time constraints, face-to-face or other options can be used
instead
 Different from job design- how a job can be modified or changed to be more effective.
 Job analysis  gathered data  write job description and specifications
o Two types of job analyses
 Task-based- focuses on the duties of the job
 Ex:
o Write performance evaluations for employees.
o Prepare reports.
o Answer incoming phone calls.
o Assist customers with product questions.
o Cold-call three customers a day
 Required
 Competency/skill-based- specific knowledge and abilities an employee
must have to perform the job
 Less clear and more objective
 Helps with high-level positions
o Ex:
 Able to utilize data analysis tools
 Able to work within teams
 Adaptable
 Innovative
 How a person can apply their skills to perform the job
o Both are used for different positions
  Job Description and Specification requirements:
o Job functions (the tasks the employee performs)
o Knowledge, skills, and abilities (what an employee is expected to know and be
able to do, as well as personal attributes)
o Educations and experience
o Physical requirements of the job (ability to lift, see, hear, etc.)
 Once finished, must require approval from hiring managers  then recruitment can start
 Tips to writing a good job description:
o Pertinent info:
 Title
 Dept.
 Reports to
 Duties and responsibilities
 Terms of employment
 Qualifications
o Quick summarization of the job
o Communicate clearly and concisely
o Interesting to correct demographic
o Avoid acronyms and jargon
o Proofread
4.2 The Law and Recruitment
Immigration Reform and Control Act (IRCA)- requirement of employers to attest to their
employee’s immigration status
 Illegal to hire or recruit illegal immigrants
 Purpose- preserve jobs for those who have legal documentation to work in the US
o However, org.’s cannot discriminate against legal aliens seeking work in the US
 Relates to subcontractors (hires an outside firm to clean after hours)
o Can still be held liable
 HR professionals must verify both the ID and employment eligibility of all employees
o Even if temporary
o INS I-9 form (Employee verification form)- reporting form that determines the ID
and the legal work status of a worker
 Required to have employee fill out the I-9 form on their first day of work
 Second section must be filed within three days
 Kept on file three years after the date of hire or for one year after
termination
 If audit performed, required to show I-9 forms for all workers
o Important to manage work visas if temp. workers
Patriot Act- enhance Federal gov’t’s ability to conduct domestic and international investigations
and surveillance activities
 New procedures were put in place to maintain employee privacy rights
 Also amended the Electronic Communications Privacy Act to allow easier access to
electronic communications
 In addition, Foreign Intelligence Surveillance Act was amended
EEO Set of Laws
 Employers cannot discriminate based on age (40 or older), disability, genetic info,
national origin, sex, pregnancy, race, and religion
 Usually have an EEO statement
o HR required to post notices of EEOC policies in a visible part of the work
environment
 Bona fide occupational qualification (BFOQ)- quality or attribute that is reasonably
necessary to the normal operation of the business and that can be used when considering
applicants
o To obtain a BFOQ:
 Prove that a person couldn’t perform job duties (Ch. 3 examples)
 race is never a valid reason or preference for a specific gender
 Employment discrimination cases:
o Disparate impact- org. discriminates using a process affecting a protected group
rather than consciously intending to discriminate.
 Ex: require a HS diploma could discriminate against certain racial groups
o Disparate treatment- person is intentionally treated differently than another,
doesn’t necessarily impact the larger protected group.
 Ex: male and female late to work, but only female fired
4.3 Recruitment Strategies
 Can have an informal plan, but needs…
o An outline where you plan to recruit and when
o Diversity
o Economic situation of country

Recruiters- specifically hired to focus on recruiting function of HR

 Excellent at networking and usually attend many events where possible candidates will
be present
 Types:
o Executive search firm- high level positions
 A lot of upfront sending candidates who meet the qualifications
o Temporary recruitment or staffing firm- search for qualified candidates who are
willing to work for shorter contracts
  Firm pays the salary of the employee and the co. pays the recruitment firm
 Don’t add person to payroll
o Corporate recruiter- employee w/in co. who focuses entirely on recruiting
 May be focused on a certain area of the business.
Campus Recruiting
 Requires a relationship with campus communities
o Time to attend campus events
 Formal internship programs
o Can result in full-time employment

Professional Associations
 Usually nonprofit org.’s whose goal is to further a particular profession
o Ex: SHRM, Professional Nursing Association, National Lawyers Guild, etc.
 Labor unions can also be a source of candidates
Websites
 Ads are an inexpensive way to put up recruitment
o Downside  massive amt of resumes
Social Media
 Used to create a buzz about the org.
 Creativity is necessary
 YT videos
 FB uses free job postings
Events
 Annual events to allow people to networks and learn about new tech
Special/ Specific Interest Groups (SIGs)
 May require membership
 Focuses on specific topics
 Specific group of people and are trained in a specific area or with a specialty
Referrals
 From current employees who recommend people
o Very successful
 Nepotism and lack of diversity is a problem
 Employee referral programs (ERPs)- recruitment strategy that involves a planned
program to access current employee referrals
o Effectives based on:
  Communicate the program to existing employees
 Track its success using metrics of successful hires
 Amin. Aspect and the time it takes to implement program effectively
 Set measurable goals up front for a specialized program
Costs of Recruitment
 Budgeting the cost of finding applicants
 Calculate cost of recruitment for the month:
o Cost/hire = ad. Cost + recruiter cost + social media costs + events costs
 Yield ratio- % of applicants from one source who make it to the next stage of the
selection process (interview)
DON’T COMPROMISE ON QUALITY
DON’T SETTLE FOR LESS
DON’T ALLOW BIAS
KEEP THE BAR HIGH
SET A HIGH STANDARDS & HOLD CLIENTS TO IT
CLEAR CRITERA
Do managers agree on the qualifications and personality that a great candidate would be?
Structured interviews:
 Set of general questions
o Consistent questions
o Clear criteria
 Situational questions. What and Why questions…
 Behavioral questions. Discuss prior achievements…
o What’s considered challenging to candidate
 Give candidates reason to join…
Transitional place for people to grow and move on
 Helping people grow
 Find a calling (source of enjoyment and fulfillment)
o A mission