Recruitment The generation of an applicant pool for a position or job in order to provide the

required number of qualified candidates for a subsequent selection or promotion process

Applicant Pool The set of potential candidates who may be interested in, and who are
likely to apply for a specific job

Outsourcing Contracting with an outside agent to take over specified HR functions

Human Resource Planning The process of anticipating and providing for the movement of
employees into, within, and out of an organization

External Factors Affecting Recruiting 1. Economic Environment

2. Legal System

Economic Environment Organizations must develop a recruiting campaign that makes

sense in the context of a specific labour market
-Part-time labour markets
-outsourcing

Part-Time Labour Markets In response to today's global economy, more and more companies
are employing low-wage, entry-level workers on a part time basis

Legal System Any organizational recruitment program must comply with the legal and
regulatory requirements that apply to its operation
-Systemic Discrimination
-Diversity in Recruiting
-Competition

Systemic Discrimination In employment, the intentional or unintentional exclusion of

members of groups that are protected under human rights legislation through recruiting,
selection, or other personnel practices or policies

Diversity in Recruiting -In Canada, employment equity legislation seeks to eliminate

discrimination in the workplace for women, visible minorities, Aboriginal Peoples, and peoples
with disabilities
-Organizations may be required, particularly is they wish to do business with the federal
government, to demonstrate that they have actively sought to recruit members from these four
groups

Internal Factors Affecting Recruiting 1. Business Strategy/Plan

2. Job Lebel and Type
3. Organizational Analysis

Business Strategy & Plan to be effective, the recruiting strategy must be linked to the
business plan
Job Level and Type both the type of occupation and the nature of the industry in which it is
involved may influence an organizations recruiting strategy

Organizational Analysis an important step in the recruiting and selection process in which
human resource specialists consider the design and structure, functions and processes, and
strategies and missions of organizations to highlight areas of strength and weakness useful to
human resource planning

Timing of Recruitment Initiatives -Recruiting occurs in response to need (organization has

little control of timing)
-In other organizations, where there is a systematic turnover of employees, recruiting may follow
a well-defined pattern (organizations which recruit heavily from college and university students)
-To remain competitive the organization must synchronize its recruiting to when the best
candidates are likely to be available

Locating and Targeting the Applicant Pool -An effective plan is to target recruiting efforts on a
specific pool of job applicants who have the appropriate knowledge, skills, abilities,
competencies, and other talents needed to perform a job
-Targeting a specific applicant pool allows the organization to tailor its message to that group, to
understand where that applicant pool is likely to be located, and to attract applicants from that
pool

Recruitment Sources of Internal Candidates 1. Internal Candidates

2. Internal Job Postings
3. Succession Plans/Replacement Charts
4. Human Resource Information Systems
5. Nominations

Internal Candidates -provide the organization with a known source of labour

-likely to have more realistic expectations about the job or organization and to have more job
satisfaction and organizational commitment

Internal Job Postings -can be notices posted on bulletin boards, ads placed in company
newsletter, announcements made at staff meetings, or notices circulated through departments
-the intent is to make internal employees aware of the vacancy and to allow them an opportunity
to apply for the position
-Lengthen the time needed to fill a position, as external searches generally do not begin until
after all internal candidates are first evaluated

Succession Plans & Replacement Charts -organizations expect that vacancies will occur
through death, illness, retirement, resignation, or termination and, as part of the HR planning
function, develop a succession plan for filling vacancies with existing employees

Human Resources Information Systems -HR planning often involves the creation of a
comprehensive computerized database that contains the job analysis information on each
position, including information on the required KSAOs
-computerized inventory also contains information on employee competencies and KSAOs,
along with employee work histories, experiences, and results of performance evaluations

Nominations -Least systematic internal recruitment method

-they occur when someone who knows about vacancy nominates another employee to fill it

Recruitment Sources for External Candidates 1. Job Advertisements

2. Newspapers
3. Professional Periodicals and Trade Journals
4. Radio and Television
5. Public Displays
6. Direct Mail
7. Open Houses
8. Job Fairs
9. Employee Referral Networking
10. Networking
11. Walk-Ins
12. Employment Agencies
13. Recruiting at Educational Institutions

Job Advertisements -identify the employer and may include basic information on the job and
compensation, the requirements, and how to apply
-may also contain information on the organization's employment equity programs

Newspaper -offer a quick and flexible means of contacting potential applicants

-need only a short lead time before an ad is published

Professional Periodicals and Trade Journal -allow the organization to reach very specialized
groups of applicants
-many professional and trade associations publish newsletters or magazines that are distributed to
each member

Radio and Television -has not been used extensively, although these media offer the potential to
reach a large number of target applicants
-directors have detailed demographic information on the audience for specific shows and can
place the advertisement during shows likely to be watched or listened to by target applicant pools

Public Displays -attempt to bring job vacancies to the attention of the target applicant pool
through the use of advertisements that range from help-waned notices to display ads placed in
buses, trains, and subway stations
-service and retail employers rely heavily on help-wanted signs posted in their windows or near
service counters to attract job applicants

Direct Mail -attempts to bring the organization's recruiting message directly to members of the
target applicant pool
-the potential employer sends each person on the mailing list recruiting information about the
organization and the job, reaching both those who are actively seeking jobs and those who may
become interested through reading the materials

Open Houses -involve inviting potential job applicants from the local community to visit the
company facilities to view demographics or videos about the company and its products, and to
meet the organization's employees informally over refreshments

Job Fairs Involve several organizations seeking to hire from the same target applicant pool
having arranged to recruit in conjunction with an ongoing event

Employee Referral Networking -word-of-mouth advertising that relies on current

employees telling their friends and relatives about job vacancies in their company

Networking -cross between a recruiting method and a job search technique

Walk-Ins -initiated by the job seeker, who visits an organization's personnel office and
requests to fill out an application for employment, even though the company may not have any
vacancies

Employment Agencies 1. Service Canada Centres

2. Private Employment Agencies
3. Executive Search Firms
4. In-House Recruiters
5. Temporary Help Agencies

Service Canada Centres -provide no-charge access to the online job bank for both job
seekers and employers

Private Employment Agencies -bring together job seekers and hiring organizations by
charging a fee for their services

Executive Search Firms -private employment agencies that specialize in finding executive
talent - charge organizations for their services, whether or not they are successful in filling a
position

In-House Recruiters -usually executive-level employees or highly respected professionals who

hold an executive title such as vice-president
-they are similar to headhunters in that they seek to recruit upper-level executives and
professionals, except that they work only for their own company and do not recruit for any other
other company

Temporary Help Agencies -similar to private employment agencies except that they specialize
in providing organizations with short-term help
Recruiting at Educational Institutions-seeking entry-level technical, professional, and managerial
employees
-placement services provided in the educational institutions
-Recognizing educational institutions as a good source of target applicants, organizations have
established campus recruiting programs that involve both campus advertising and campus visits
by company recruiters

Internet Recruiting the use of the internet to match candidates to hobs through electronic
databases that store information on jobs and job candidates

Social Networks Internet sites that allow users to post a profile with a certain amount of
information that is visible to the public
-people that are hired through this method perform better on the job and stay with the company
of longer periods of time
-may have an adverse impacts on members of protected groups

Self-Selecting Out occurs during the recruitment and selection process when candidates form
the opinion that they do not want to work in the orgnization for which they are being recruited

The Organizational Context -individuals become job applicants after forming an opinion on the
desirability of working in a particular job within a specific organization
-organizational characteristics such as location, size of enterprise, and type of industry may steer
individuals away from applying for jobs no matter how attractive the job is

Interests and Values an individuals likes and dislikes and the importance of priorities attached
to those likes and dislikes

Job Search the strategies, techniques, and practices some individuals use in looking for a job

Corporate Image and Applicant Attraction -reputation of an organization is an import concern

to job applicants
-corporate image predicts the likelihood of interest on the part of job seeker
-providing job applicants with more information about an organization appears to influence job
applicant behaviour; organizational familiarity, and those activeness, seems to increase when an
applicant receives more information about a company through employment advertisements

Image Advertising advertising designed to raise an organization's profile in a positive manner

in order to attract job seeker's interests

Person-job Fit when a job candidate has the KSAOs and competencies required by the job in
question

Person-Organization Fit when a job candidate fits the organization's values and cultures and
has the contextual attributes desired by the organization
Communication and Perception -based on information that was available or obtained during
the recruitment process, the candidate and the organization form a perception of each other
-f the perceptions are positive, a job offer is made and accepted
-if the perceptions of one do not mach those of the other, a job offer is either no made or is made,
not accepted
-perceptions are based on communication - during the recruiting process both the candidate and
the organization try to control the flow of information rom one to the other

Realistic Job Preview a procedure designed to reduce turnover and increase satisfaction among
newcomers to an organization by providing job candidates with accurate information about the
job and the organization

Evaluating Recruiting Efforts -recruiting efforts should be evaluated separately from the
selection system
-the criterion measures that an organization uses to evaluate its recruiting program should be
consistent with the goals that were set for that effort
-EXAMPLE: if the organization use recruiting to generate a large applicant pool, then an
appropriate criterion measure might be the number of applicants that were received rather than
the quality of the people hired
-many different criterion measures can be used to evaluate recruiting efforts

Behavioural Measures-time to fill a position

-turnover rates (within 6 months, 12 months, 24 months)
-Absenteeism
-Recruitment Costs

Performance Measures -quality of hire

-performance ratings
-sales quotas
-performance potential

Attitudinal Measures -job satisfaction

-job involvement
-satisfaction with supervisors
-commitment to organization
-perceived accuracy of job descriptions

Employment Equity policies and practices designed to increase the presence of qualified
women, visible minorities, aboriginal people, and people with disabilities in the workforce