Human Resource

Management
ELEVENTH EDITION
1
GARY DESSLER

Recruitment and Placement

Chapter 4

Personnel Recruiting & Selection

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 After studying this chapter, you should be able to:
:‫ ﯾﺟب أن ﺗﻛون ﻗﺎدًرا ﻋﻠﻰ‬، ‫ﺑﻌد دراﺳﺔ ھذا اﻟﻔﺻل‬

1. Explain the main techniques used in employment planning and

forecasting.
.‫اﺷرح اﻟﺗﻘﻧﯾﺎت اﻟرﺋﯾﺳﯾﺔ اﻟﻣﺳﺗﺧدﻣﺔ ﻓﻲ ﺗﺧطﯾط اﻟﺗوظﯾف واﻟﺗﻧﺑؤ ﺑﮫ‬

1. List and discuss the main outside sources of candidates.

.‫ﺿﻊ ﻗﺎﺋﻣﺔ ﺑﺎﻟﻣﺻﺎدر اﻟﺧﺎرﺟﯾﺔ اﻟرﺋﯾﺳﯾﺔ ﻟﻠﻣرﺷﺣﯾن وﻧﺎﻗﺷﮭﺎ‬

1. Effectively recruit job candidates.

.‫ﺗوظﯾف اﻟﻣرﺷﺣﯾن ﻟﻠوظﺎﺋف ﺑﺷﻛل ﻓﻌﺎل‬

1. Name and describe the main internal sources of candidates.

.‫ﺗﺳﻣﯾﺔ ووﺻف اﻟﻣﺻﺎدر اﻟداﺧﻠﯾﺔ اﻟرﺋﯾﺳﯾﺔ ﻟﻠﻣرﺷﺣﯾن‬

1. Develop a help wanted ad.

.‫ﺗطوﯾر إﻋﻼن ﻣطﻠوب ﻣﺳﺎﻋدة‬

1. Explain how to recruit a more diverse workforce.

. ‫ﻋﺎ‬
ً ‫اﺷرح ﻛﯾﻔﯾﺔ ﺗوظﯾف ﻗوة ﻋﺎﻣﻠﺔ أﻛﺛر ﺗﻧو‬

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 The Recruitment and Selection Process
‫ﻋﻣﻠﯾﺔ اﻟﺗوظﯾف واﻻﺧﺗﯾﺎر‬
1. Decide what positions to fill through personnel planning and
forecasting.
.‫ﺣدد اﻟوظﺎﺋف اﻟﻣراد ﺷﻐﻠﮭﺎ ﻣن ﺧﻼل اﻟﺗﺧطﯾط واﻟﺗﻧﺑؤ ﺑﺷؤون اﻟﻣوظﻔﯾن‬

1. Build a candidate pool by recruiting internal or external

candidates.
.‫ﺑﻧﺎء ﺗﺟﻣﻊ اﻟﻣرﺷﺣﯾن ﻣن ﺧﻼل ﺗوظﯾف اﻟﻣرﺷﺣﯾن اﻟداﺧﻠﯾﯾن أو اﻟﺧﺎرﺟﯾﯾن‬

1. Have candidates complete application forms and undergo initial

screening interviews.
.‫اطﻠب ﻣن اﻟﻣرﺷﺣﯾن إﻛﻣﺎل اﺳﺗﻣﺎرات اﻟﺗﻘدﯾم واﻟﺧﺿوع ﻟﻣﻘﺎﺑﻼت ﻓﺣص أوﻟﯾﺔ‬

1. Use selection tools to identify viable candidates.

.‫اﺳﺗﺧدم أدوات اﻻﺧﺗﯾﺎر ﻟﺗﺣدﯾد اﻟﻣرﺷﺣﯾن اﻟﻣﻧﺎﺳﺑﯾن‬

1. Decide who to make an offer to, by having the supervisor and

others interview the candidates.
.‫ ﻣن ﺧﻼل إﺟراء ﻣﻘﺎﺑﻠﺔ ﻣﻊ اﻟﻣﺷرف واﻵﺧرﯾن ﻣﻊ اﻟﻣرﺷﺣﯾن‬، ‫ﺿﺎ ﻟﮫ‬
ً ‫ﺣدد ﻣن اﻟذي ﺳﯾﻘدم ﻋر‬

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 FIGURE 5–1 Steps in Recruitment and Selection Process
‫ ﺧطوات ﻓﻲ ﻋﻣﻠﯾﺔ اﻟﺗوظﯾف واﻻﺧﺗﯾﺎر‬1-5 ‫اﻟﺷﻛل‬

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job
.‫ﻋﻣﻠﯾﺔ اﻟﺗوظﯾف واﻻﺧﺗﯾﺎر ﻋﺑﺎرة ﻋن ﺳﻠﺳﻠﺔ ﻣن اﻟﻌﻘﺑﺎت اﻟﺗﻲ ﺗﮭدف إﻟﻰ اﺧﺗﯾﺎر أﻓﺿل ﻣرﺷﺢ ﻟﻠوظﯾﻔﺔ‬.

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Effective Recruiting:‫اﻟﺗوظﯾف اﻟﻔﻌﺎل‬:
• External Factors Affecting Recruiting:
:‫اﻟﻌواﻣل اﻟﺧﺎرﺟﯾﺔ اﻟﻣؤﺛرة ﻓﻲ اﻟﺗوظﯾف‬
Ø Supply of workers.‫ ﺗورﯾد اﻟﻌﻣﺎﻟﺔ‬.
Ø Outsourcing of white-collar jobs.‫ اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ ﻟوظﺎﺋف ذوي اﻟﯾﺎﻗﺎت اﻟﺑﯾﺿﺎء‬.
Ø Fewer “qualified” candidates."‫ ﻋدد أﻗل ﻣن اﻟﻣرﺷﺣﯾن "اﻟﻣؤھﻠﯾن‬.
• Other Factors Affecting Recruiting:‫ ﻋواﻣل أﺧرى ﺗؤﺛر ﻋﻠﻰ اﻟﺗﺟﻧﯾد‬:
Ø Consistency of recruitment with strategic goals.
.‫ﺗﻧﺎﺳق اﻟﺗوظﯾف ﻣﻊ اﻷھداف اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
Ø Types of jobs recruited and recruiting methods.
.‫أﻧواع اﻟوظﺎﺋف وطرق اﻟﺗوظﯾف‬
Ø Nonrecruitment HR issues and policies.
.‫ﻗﺿﺎﯾﺎ وﺳﯾﺎﺳﺎت اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻏﯾر اﻟﺗوظﯾف‬
Ø Successful prescreening of applicants.
.‫اﻟﻔرز اﻟﻣﺳﺑق اﻟﻧﺎﺟﺢ ﻟﻠﻣﺗﻘدﻣﯾن‬
Ø Public image of the firm.‫ اﻟﺻورة اﻟﻌﺎﻣﺔ ﻟﻠﺷرﻛﺔ‬.
Ø Employment laws.‫ ﻗواﻧﯾن اﻟﻌﻣل‬.

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FIGURE 5–6 Sample Acceptable Questions Once Conditional Offer Is Made
‫ ﻧﻣوذج ﻣن اﻷﺳﺋﻠﺔ اﻟﻣﻘﺑوﻟﺔ ﺑﻣﺟرد ﺗﻘدﯾم اﻟﻌرض اﻟﻣﺷروط‬6-5 ‫اﻟﺷﻛل‬

1. Do you have any responsibilities that conflict with the job vacancy?
‫ھل ﻟدﯾك أي ﻣﺳؤوﻟﯾﺎت ﺗﺗﻌﺎرض ﻣﻊ اﻟوظﯾﻔﺔ اﻟﺷﺎﻏرة؟‬
1. How long have you lived at your present address?
‫ﻣﻧذ ﻣﺗﻰ واﻧت ﺗﻌﯾش ﻓﻲ ﻋﻧواﻧك اﻟﺣﺎﻟﻲ؟‬
1. Do you have any relatives working for this company?
‫ھل ﻟدﯾك أي أﻗﺎرب ﯾﻌﻣﻠون ﻓﻲ ھذه اﻟﺷرﻛﺔ؟‬
1. Do you have any physical defects that would prevent you from performing certain jobs where,
to your knowledge, vacancies exist?
‫ وظﺎﺋف ﺷﺎﻏرة؟‬، ‫ ﻋﻠﻰ ﺣد ﻋﻠﻣك‬، ‫ھل ﻟدﯾك أي ﻋﯾوب ﺟﺳدﯾﺔ ﺗﻣﻧﻌك ﻣن أداء وظﺎﺋف ﻣﻌﯾﻧﺔ ﺣﯾث ﺗوﺟد‬
1. Do you have adequate means of transportation to get to work?
‫ھل ﻟدﯾك وﺳﯾﻠﺔ ﻣواﺻﻼت ﻣﻧﺎﺳﺑﺔ ﻟﻠذھﺎب إﻟﻰ اﻟﻌﻣل؟‬
1. Have you had any major illness (treated or untreated) in the past 10 years?
‫ھل ﻋﺎﻧﯾت ﻣن أي ﻣرض ﺧطﯾر )ﺗم ﻋﻼﺟﮫ أو ﻋدم ﻋﻼﺟﮫ( ﻓﻲ اﻟﺳﻧوات اﻟﻌﺷر اﻟﻣﺎﺿﯾﺔ؟‬
1. 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.)
‫ﺻﺎ ﻋﻧﯾﻔًﺎ؟ )ھذا ﺳؤال ﻣﮭم ﻟﻠﻐﺎﯾﺔ ﻟﺗﺟﻧب رﺳوم اﻟﺗﻌﯾﯾن أو اﻻﺣﺗﻔﺎظ‬
ً ‫ھل ﺳﺑق أن ﺗﻣت إداﻧﺗك ﺑﺟﻧﺎﯾﺔ أو ھل ﻟدﯾك ﺗﺎرﯾﺦ ﻣن أن ﺗﻛون ﺷﺧ‬
(.‫ﺑﺎﻹھﻣﺎل‬
1. What is your educational background? (The information required here would depend on the
job-related requirements of the position.)
(.‫ﻣﺎ ھﻲ ﺧﻠﻔﯾﺗك اﻟﺗﻌﻠﯾﻣﯾﺔ؟ )ﺗﻌﺗﻣد اﻟﻣﻌﻠوﻣﺎت اﻟﻣطﻠوﺑﺔ ھﻧﺎ ﻋﻠﻰ اﻟﻣﺗطﻠﺑﺎت اﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻟوظﯾﻔﺔ‬
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 TABLE 5–1 Selection Devices that Could be Used to Initially Screen Applicants
‫ اﻟﺗﻲ ﯾﻣﻛن اﺳﺗﺧداﻣﮭﺎ ﻟﻔﺣص اﻟﻣﺗﻘدﻣﯾن ﻣﺑدﺋﯾًﺎ‬1-5 ‫أﺟﮭزة اﻟﺗﺣدﯾد اﻟﺟدول‬

Validity for Predicting Job Performance*

Selection Device ‫ﺟﮭﺎز اﻟﺗﺣدﯾد‬ * ‫اﻟﺻﻼﺣﯾﺔ ﻟﺗوﻗﻊ اﻷداء اﻟوظﯾﻔﻲ‬
Construct ‫ﺑﻧﺎء‬
General mental ability tests ‫اﺧﺗﺑﺎرات اﻟﻘدرة‬
‫اﻟﻌﻘﻠﯾﺔ اﻟﻌﺎﻣﺔ‬ 0.51

Conscientiousness tests ‫اﺧﺗﺑﺎرات اﻟﺿﻣﯾر‬ 0.31

Integrity tests ‫اﺧﺗﺑﺎرات اﻟﻧزاھﺔ‬ 0.41

Method ‫طرﯾﻘﺔ‬

Work sample tests ‫اﺧﺗﺑﺎرات ﻋﯾﻧﺔ اﻟﻌﻣل‬ 0.54

Job knowledge tests ‫اﺧﺗﺑﺎرات اﻟﻣﻌرﻓﺔ اﻟوظﯾﻔﯾﺔ‬ 0.48

Structured interviews ‫اﻟﻣﻘﺎﺑﻼت اﻟﻣﻧظﻣﺔ‬ 0.51

Biographical data ‫ﺑﯾﺎﻧﺎت اﻟﺳﯾرة اﻟذاﺗﯾﺔ‬ 0.35

Grade point average ‫ﻣﺗوﺳط اﻟﻧﻘﺎط‬ 0.23

Ratings of training and experience ‫ﺗﻘﯾﯾﻣﺎت‬
‫اﻟﺗدرﯾب واﻟﺧﺑرة‬ 0.11

Note: *Higher is better.

Source: Kevin Carlson et al., “Recruitment Evaluation: The Case for Assessing
the Quality of Applicants Attracted,” Personnel Psychology 55 (2002), p. 470.
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 FIGURE 5–7 Recruiting Yield Pyramid
‫ ھرم ﻋﺎﺋد اﻟﺗﺟﻧﯾد‬7-5 ‫اﻟﺷﻛل‬

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 Internal Candidates: Hiring from Within
‫ اﻟﺗوظﯾف ﻣن اﻟداﺧل‬:‫اﻟﻣرﺷﺣون اﻟداﺧﻠﯾون‬

Advantages‫ﻣزاﯾﺎ‬ Disadvantages‫ﺳﻠﺑﯾﺎت‬

• Foreknowledge of candidates’ • Failed applicants become

strengths and weaknesses. discontented.
.‫اﻟﻣﻌرﻓﺔ اﻟﻣﺳﺑﻘﺔ ﺑﻧﻘﺎط اﻟﻘوة واﻟﺿﻌف ﻟدى اﻟﻣرﺷﺣﯾن‬
.‫اﻟﻣﺗﻘدﻣون اﻟﻔﺎﺷﻠون ﯾﺻﺑﺣون ﻣﺳﺗﺎﺋﯾن‬
• More accurate view of
• Time wasted interviewing
candidate’s skills.
.‫ﻋرض أﻛﺛر دﻗﺔ ﻟﻣﮭﺎرات اﻟﻣرﺷﺢ‬
inside candidates who will
• Candidates have a stronger not be considered.
commitment to the company. ‫اﻟوﻗت اﻟﺿﺎﺋﻊ ﻓﻲ إﺟراء اﻟﻣﻘﺎﺑﻼت داﺧل اﻟﻣرﺷﺣﯾن اﻟذﯾن ﻟن‬
.‫ﯾﺗم اﻟﻧظر ﻓﯾﮭﺎ‬
.‫اﻟﻣرﺷﺣون ﻟدﯾﮭم اﻟﺗزام أﻗوى ﺗﺟﺎه اﻟﺷرﻛﺔ‬

• Increases employee morale. • Inbreeding strengthens

.‫ﯾرﻓﻊ ﻣﻌﻧوﯾﺎت اﻟﻣوظﻔﯾن‬ tendency to maintain the
• Less training and orientation status quo.
required. .‫زواج اﻷﻗﺎرب ﯾﻘوي اﻟﻣﯾل إﻟﻰ اﻟﺣﻔﺎظ ﻋﻠﻰ اﻟوﺿﻊ اﻟراھن‬
.‫ﻣطﻠوب ﺗدرﯾب وﺗوﺟﯾﮫ أﻗل‬

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 Finding Internal Candidates
‫اﻟﺑﺣث ﻋن اﻟﻣرﺷﺣﯾن اﻟداﺧﻠﯾﯾن‬

Job Posting Rehiring Former

Employees
‫ﻧﺷر اﻟوظﯾﻔﺔ‬ ‫إﻋﺎدة ﺗوظﯾف ﻣوظﻔﯾن ﺳﺎﺑﻘﯾن‬

Hiring from Within

‫اﻟﺗوظﯾف ﻣن اﻟداﺧل‬

Succession Planning
(HRIS)
(HRIS) ‫ﺗﺧطﯾط اﻟﺗﻌﺎﻗب‬

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 Outside Sources of Candidates
‫اﻟﻣﺻﺎدر اﻟﺧﺎرﺟﯾﺔ ﻟﻠﻣرﺷﺣﯾن‬
Locating Outside Candidates
‫ﺗﺣدﯾد اﻟﻣرﺷﺣﯾن ﻣن اﻟﺧﺎرج‬

Recruiting via the Internet Executive Recruiters

1 6
‫اﻟﺗﺟﻧﯾد ﻋﺑر اﻹﻧﺗرﻧت‬ ‫اﻟﻣﺟﻧدون اﻟﺗﻧﻔﯾذﯾون‬

On Demand Recruiting Services (ODRS)

2 Advertising ‫دﻋﺎﯾﺔ‬ 7 ‫ﺧدﻣﺎت اﻟﺗوظﯾف ﻋﻧد اﻟطﻠب‬

Employment Agencies
3 8 College Recruiting ‫ﺗﺟﻧﯾد اﻟﻛﻠﯾﺔ‬
‫وﻛﺎﻻت اﻟﺗوظﯾف‬

Temp Agencies and Alternative Staffing Referrals and Walk-ins

4 9
‫ واﻟﻣوظﻔﯾن اﻟﺑدﯾل‬Temp ‫وﻛﺎﻻت‬ ‫اﻹﺣﺎﻻت واﻟﻣداﺧﻼت‬
Offshoring/Outsourcing
5
‫ اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬/ ‫ﻧﻘل إﻟﻰ اﻟﺧﺎرج‬

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 Outside Sources of Candidates (cont’d)
(‫اﻟﻣﺻﺎدر اﻟﺧﺎرﺟﯾﺔ ﻟﻠﻣرﺷﺣﯾن )ﺗﺎﺑﻊ‬
• Recruiting via the Internet:‫ اﻟﺗﺟﻧﯾد ﻋﺑر اﻹﻧﺗرﻧت‬:
Ø Advantages:‫ ﻣزاﯾﺎ‬:
v Cost-effective way to publicize job openings.
.‫طرﯾﻘﺔ ﻓﻌﺎﻟﺔ ﻣن ﺣﯾث اﻟﺗﻛﻠﻔﺔ ﻟﻺﻋﻼن ﻋن ﻓرص اﻟﻌﻣل‬
v More applicants attracted over a longer period.
.‫ﺟذب اﻟﻣزﯾد ﻣن اﻟﻣﺗﻘدﻣﯾن ﻋﻠﻰ ﻣدى ﻓﺗرة أطول‬
v Immediate applicant responses.
.‫اﺳﺗﺟﺎﺑﺎت ﻓورﯾﺔ ﻟﻣﻘدم اﻟطﻠب‬
v Online prescreening of applicants.
.‫اﻟﻔرز اﻟﻣﺳﺑق ﻋﺑر اﻹﻧﺗرﻧت ﻟﻠﻣﺗﻘدﻣﯾن‬
v Links to other job search sites.
.‫رواﺑط ﻟﻣواﻗﻊ اﻟﺑﺣث ﻋن ﻋﻣل أﺧرى‬
v Automation of applicant tracking and evaluation.
.‫أﺗﻣﺗﺔ ﺗﺗﺑﻊ وﺗﻘﯾﯾم اﻟﻣﺗﻘدﻣﯾن‬
Ø Disadvantages:‫ ﺳﻠﺑﯾﺎت‬:
v Exclusion of older and minority workers.‫ اﺳﺗﺑﻌﺎد ﻛﺑﺎر اﻟﺳن واﻟﻌﺎﻣﻠﯾن ﻣن اﻷﻗﻠﯾﺎت‬.
v Excessive number of unqualified applicants.‫ ﻋدد ﻛﺑﯾر ﻣن اﻟﻣﺗﻘدﻣﯾن ﻏﯾر اﻟﻣؤھﻠﯾن‬.
v Personal information privacy concerns of applicants.
.‫ﻣﺧﺎوف ﺗﺗﻌﻠق ﺑﺧﺻوﺻﯾﺔ اﻟﻣﻌﻠوﻣﺎت اﻟﺷﺧﺻﯾﺔ ﻟﻠﻣﺗﻘدﻣﯾن‬
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 Advertising for Outside Candidates
‫اﻹﻋﻼن ﻋن اﻟﻣرﺷﺣﯾن ﻣن اﻟﺧﺎرج‬
• The Media Choice:‫اﺧﺗﯾﺎر اﻟوﺳﺎﺋط‬:
Ø Selection of the best medium depends on the positions for which the
firm is recruiting.
.‫ﯾﻌﺗﻣد اﺧﺗﯾﺎر أﻓﺿل وﺳﯾﻠﺔ ﻋﻠﻰ اﻟوظﺎﺋف اﻟﺗﻲ ﺗﻘوم اﻟﺷرﻛﺔ ﺑﺎﻟﺗﺟﻧﯾد ﻟﮭﺎ‬
v Newspapers: local and specific labor markets.
.‫ أﺳواق ﻋﻣل ﻣﺣﻠﯾﺔ وﻣﺣددة‬:‫اﻟﺻﺣف‬
v Trade and professional journals: specialized employees.
.‫ ﻣوظﻔون ﻣﺗﺧﺻﺻون‬:‫اﻟﻣﺟﻼت اﻟﺗﺟﺎرﯾﺔ واﻟﻣﮭﻧﯾﺔ‬

v Internet job sites: global labor markets.

.‫ أﺳواق اﻟﻌﻣل اﻟﻌﺎﻟﻣﯾﺔ‬:‫ﻣواﻗﻊ اﻟﻌﻣل ﻋﻠﻰ اﻹﻧﺗرﻧت‬

• Effective Ads:‫إﻋﻼﻧﺎت ﻓﻌﺎﻟﺔ‬:

Ø Create attention, interest, desire, and action (AIDA).
‫ﺧﻠق اﻻھﺗﻣﺎم واﻻھﺗﻣﺎم واﻟرﻏﺑﺔ واﻟﻌﻣل‬
Ø Create a positive impression of the firm.
.‫ﺧﻠق اﻧطﺑﺎع إﯾﺟﺎﺑﻲ ﻋن اﻟﺷرﻛﺔ‬
© 2008 Prentice Hall, Inc. All rights reserved. 5–13
 Employment Agencies ‫وﻛﺎﻻت اﻟﺗوظﯾف‬

Types of Employment
Agencies
‫أﻧواع وﻛﺎﻻت اﻟﺗوظﯾف‬

Public Nonprofit Private

Agencies Agencies Agencies
‫اﻟوﻛﺎﻻت اﻟﻌﺎﻣﺔ‬ ‫وﻛﺎﻻت ﻏﯾر رﺑﺣﯾﺔ‬ ‫اﻟوﻛﺎﻻت اﻟﺧﺎﺻﺔ‬

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 Outside Sources of Candidates (cont’d)
(‫اﻟﻣﺻﺎدر اﻟﺧﺎرﺟﯾﺔ ﻟﻠﻣرﺷﺣﯾن )ﺗﺎﺑﻊ‬
• Why Use a Private Employment Agency:
:‫ﻟﻣﺎذا ﺗﺳﺗﺧدم وﻛﺎﻟﺔ ﺗوظﯾف ﺧﺎﺻﺔ‬
Ø No HR department: firm lacks recruiting and screening
capabilities.
.‫ اﻟﺷرﻛﺔ ﺗﻔﺗﻘر إﻟﻰ ﻗدرات اﻟﺗوظﯾف واﻟﻔرز‬:‫ﻻ ﯾوﺟد ﻗﺳم ﻟﻠﻣوارد اﻟﺑﺷرﯾﺔ‬
Ø To attract a pool of qualified applicants.

.‫ﻟﺟذب ﻣﺟﻣوﻋﺔ ﻣن اﻟﻣﺗﻘدﻣﯾن اﻟﻣؤھﻠﯾن‬

Ø To fill a particular opening quickly.

.‫ﻟﻣلء ﻓﺗﺣﺔ ﻣﻌﯾﻧﺔ ﺑﺳرﻋﺔ‬

Ø To reduce internal time devoted to recruiting.
.‫ﻟﺗﻘﻠﯾل اﻟوﻗت اﻟداﺧﻠﻲ اﻟﻣﺧﺻص ﻟﻠﺗﺟﻧﯾد‬

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 Temp Agencies and Alternative Staffing
‫ واﻟﻣوظﻔﯾن اﻟﺑدﯾل‬Temp ‫وﻛﺎﻻت‬

• Benefits of Temps ‫ ﻓواﺋد‬:Temps:

Ø Increased productivity—paid only when working.
.‫ ﺗدﻓﻊ ﻓﻘط ﻋﻧد اﻟﻌﻣل‬- ‫زﯾﺎدة اﻹﻧﺗﺎﺟﯾﺔ‬
Ø No recruitment, screening, and payroll administration costs.
.‫ﻻ ﺗوﺟد ﺗﻛﺎﻟﯾف إدارة اﻟﺗوظﯾف واﻟﻔرز واﻟرواﺗب‬
• Costs of Temps:‫ ﺗﻛﺎﻟﯾف اﻟﻣوظﻔﯾن اﻟﻣؤﻗﺗﯾن‬:
Ø Increased labor costs due to fees paid to temp agencies.
.‫زﯾﺎدة ﺗﻛﺎﻟﯾف اﻟﻌﻣﺎﻟﺔ ﺑﺳﺑب اﻟرﺳوم اﻟﻣدﻓوﻋﺔ ﻟﻠوﻛﺎﻻت اﻟﻣؤﻗﺗﺔ‬
Ø Temp employees’ lack of commitment to the firm
.‫ﻋدم اﻟﺗزام اﻟﻣوظﻔﯾن اﻟﻣؤﻗﺗﯾن ﺗﺟﺎه اﻟﺷرﻛﺔ‬

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 Outside Sources of Candidates (cont’d)
(‫اﻟﻣﺻﺎدر اﻟﺧﺎرﺟﯾﺔ ﻟﻠﻣرﺷﺣﯾن )ﺗﺎﺑﻊ‬
• College Recruiting:‫ﺗﺟﻧﯾد اﻟﻛﻠﯾﺔ‬: Ø On-site visits:‫اﻟزﯾﺎرات اﻟﻣﯾداﻧﯾﺔ‬:
Ø On-campus recruiting goals: v Invitation letters.‫ رﺳﺎﺋل اﻟدﻋوة‬.
.‫أھداف اﻟﺗﺟﻧﯾد داﺧل اﻟﺣرم اﻟﺟﺎﻣﻌﻲ‬ v Assigned hosts.‫ اﻟﻣﺿﯾﻔﯾن اﻟﻣﻌﯾﻧﯾن‬.
v To determine if the candidate v Information packages ‫ ﺣزم‬.
is worthy of further .‫اﻟﻣﻌﻠوﻣﺎت‬
consideration.
v Planned interviews ‫ اﻟﻣﻘﺎﺑﻼت اﻟﻣﺧطط‬.
‫ﻟﺗﺣدﯾد ﻣﺎ إذا ﻛﺎن اﻟﻣرﺷﺢ ﯾﺳﺗﺣق اﻟﻣزﯾد ﻣن‬ .‫ﻟﮭﺎ‬
.‫اﻟدراﺳﺔ‬
v Timely employment offer ‫ ﻋرض‬.
v To attract good candidates. .‫اﻟﻌﻣل ﻓﻲ اﻟوﻗت اﻟﻣﻧﺎﺳب‬
.‫ﻟﺟذب اﻟﻣرﺷﺣﯾن اﻟﺟﯾدﯾن‬ v Follow-up.‫ ﻣﺗﺎﺑﻌﺔ‬.
Ø Internships‫اﻟﺗدرﯾب‬

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 Outside Sources of Candidates (cont’d)
(‫اﻟﻣﺻﺎدر اﻟﺧﺎرﺟﯾﺔ ﻟﻠﻣرﺷﺣﯾن )ﺗﺎﺑﻊ‬

• Employee Referrals:‫إﺣﺎﻻت ﻣوظف‬:

Ø Referring employees become stakeholders.
.‫إﺣﺎﻟﺔ اﻟﻣوظﻔﯾن ﯾﺻﺑﺣون أﺻﺣﺎب ﻣﺻﻠﺣﺔ‬
Ø Referral is a cost-effective recruitment program.
.‫اﻹﺣﺎﻟﺔ ھﻲ ﺑرﻧﺎﻣﺞ ﺗوظﯾف ﻓﻌﺎل ﻣن ﺣﯾث اﻟﺗﻛﻠﻔﺔ‬
Ø Referral can speed up diversifying the workforce.
.‫ﯾﻣﻛن ﻟﻺﺣﺎﻟﺔ ﺗﺳرﯾﻊ ﺗﻧوﯾﻊ اﻟﻘوى اﻟﻌﺎﻣﻠﺔ‬
Ø Relying on referrals may be discriminatory.
.‫اﻻﻋﺗﻣﺎد ﻋﻠﻰ اﻹﺣﺎﻻت ﻗد ﯾﻛون ﺗﻣﯾﯾزﯾﺎ‬
• Walk-ins:‫اﻟﺣﺿور‬:
Ø Seek employment through a personal direct approach to the
employer.
.‫اﺑﺣث ﻋن ﻋﻣل ﻣن ﺧﻼل ﻧﮭﺞ ﺷﺧﺻﻲ ﻣﺑﺎﺷر ﻣﻊ ﺻﺎﺣب اﻟﻌﻣل‬
© 2008 Prentice Hall, Inc. All rights reserved. 5–18
FIGURE 5–12Best Recruiting Sources
‫ أﻓﺿل ﻣﺻﺎدر اﻟﺗوظﯾف‬12-5 ‫اﻟﺷﻛل‬

Percentage of employers reporting best-performing

Note: Survey of 2,294 organizations. sources for hiring without regard to cost, 2004.
Source: Workforce Management, December 2004, p. 98.
© 2008 Prentice Hall, Inc. All rights reserved. 5–19
 Improved Productivity Through HRIS:
An Integrated Technology Approach to Recruiting
‫ ﻧﮭﺞ ﺗﻛﻧوﻟوﺟﻲ ﻣﺗﻛﺎﻣل ﻟﻠﺗوظﯾف‬:‫ﺗﺣﺳﯾن اﻹﻧﺗﺎﺟﯾﺔ ﻣن ﺧﻼل ﻧظﺎم ﻣﻌﻠوﻣﺎت اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬

Requisition Management System

‫ﻧظﺎم إدارة اﻟطﻠﺑﺎت‬

Integrated Recruiting Solution

Integrated Employee ‫ﺣل اﻟﺗوظﯾف اﻟﻣﺗﻛﺎﻣل‬
Recruitment System
‫ﻧظﺎم ﺗوظﯾف اﻟﻣوظﻔﯾن اﻟﻣﺗﻛﺎﻣل‬ Screening Services
‫ﺧدﻣﺎت اﻟﻔرز‬

Hiring Management
‫إدارة اﻟﺗوظﯾف‬

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 Developing and Using Application Forms
‫ﺗطوﯾر واﺳﺗﺧدام ﻧﻣﺎذج اﻟطﻠﺑﺎت‬
Uses of Application
Information
‫اﺳﺗﺧداﻣﺎت ﻣﻌﻠوﻣﺎت اﻟﺗطﺑﯾق‬

Applicant’s
Applicant’s Applicant’s Applicant’s
employment
education and progress and likelihood of
stability
experience growth success
‫اﻻﺳﺗﻘرار اﻟوظﯾﻔﻲ ﻟﻣﻘدم‬
‫ﺗﻌﻠﯾم وﺧﺑرة ﻣﻘدم اﻟطﻠب‬ ‫ﺗﻘدم ﻣﻘدم اﻟطﻠب وﻧﻣوه‬ ‫اﺣﺗﻣﺎﻟﯾﺔ ﻧﺟﺎح ﻣﻘدم اﻟطﻠب‬
‫اﻟطﻠب‬

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FIGURE 5–13
Employment
Application
‫ طﻠب ﺗوظﯾف‬13-5 ‫ﺷﻛل‬

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 Application Forms and the Law
‫ﻧﻣﺎذج اﻟطﻠﺑﺎت واﻟﻘﺎﻧون‬
Education
Achievements
‫إﻧﺟﺎزات اﻟﺗﻌﻠﯾم‬

Housing Arrest
Arrangements Record
‫ﺗرﺗﯾﺑﺎت اﻹﺳﻛﺎن‬ ‫ﺳﺟل اﻻﻋﺗﻘﺎل‬
Areas of
Personal
Information Notification in
Marital
Case of
Status ‫ﻣﺟﺎﻻت اﻟﻣﻌﻠوﻣﺎت‬
Emergency
‫اﻟﺣﺎﻟﺔ اﻟﺣﺎﻟﺔ اﻹﺟﺗﻣﺎﻋﯾﺔ‬
‫اﻟﺷﺧﺻﯾﺔ‬
‫اﻹﺧطﺎر ﻓﻲ ﺣﺎﻟﺔ اﻟطوارئ‬

Physical Memberships in
Handicaps Organizations
‫إﻋﺎﻗﺎت ﺟﺳدﯾﺔ‬ ‫اﻟﻌﺿوﯾﺎت ﻓﻲ اﻟﻣﻧظﻣﺎت‬

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 KEY TERMS

employment or personnel position replacement card

planning recruiting yield pyramid
trend analysis job posting
ratio analysis succession planning
scatter plot alternative staffing
computerized forecast on demand recruiting services
qualifications inventories (ODRS)
personnel replacement charts application form

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