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Attracting the Right Person

Imtiaz Ahmad Mohar Recruitment And Selection Chapter 3

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Attracting the right people

Change in labor market


Changing dynamics of labor market (Recession) Historic approaches of recruitment have been changed due to:
Skill

shortage Companies reluctant in signing permanent contracts


Appropriate skills, experience and people are in wrong places. Highly valued skilled persons are not able to find the needy employers. Simultaneously, the skilled persons in demand are saying NO to offers of employment. Final decision rests with the labor to accept the offer

Attracting the right people


All these changes were attributed to the style of newspaper advertisements. 1980- Advertising agencies have altered their portfolio to running campaigns, engaging in search and using alternative outlets to attract the right people for their clients.

Attracting the right people


Alternate methods of attracting applicants: Use of radio Mail shots Recruitment events Targeting

Attracting the right people


Aims of recruitment Reaching the right people at right time. Appealing them in what is being offered, and Tempting them to react in an appropriate fashion (i.e. submitting applications)

Marketing the JOB

Valued skills are marketable. Skilled and valued employees are less. Invalid Master-Servant relation when contracts are fixed term or temporary. Undervalued employees are easy to be lost to competitors. Contracts for high demand skills should be between two equal partners.

Marketing the JOB


Other reasons for skilled staff to leave: Self employment Career change Further study Other avenues in different roles

Who do you want to attract?


The manager must think about skills, knowledge , aptitude, inputs and the outcomes of the performance as the achievement of the objectives.

Who do you want to attract?


Important questions What will the post holder need to know in order to do the job satisfactorily? What skills will be used? How will that knowledge and those skills have been gained? What type of experience will the successful post holder have had?

Who do you want to attract?


Could these have been gained in ways other than paid employment? What sort of job would the post holder need to prefer e.g.;

One that is predictable One that changes frequently One that is clearly defined or One that is ambiguous

Who do you want to attract?

What sort of working arrangements would the post holder prefer e.g.

Alone With others In position of responsibility Operating routine systems or Developing opportunities

Channels through which individuals obtain their jobs


Already working for the organization Press Advertisement Speculative letters Headhunters Employee contact Any other

Where are they and what they are doing

Market search People being sought may not be looking for a job. Job centers Local research about a particular segment. Gathered information will help the recruiter to make the right decision

What do potential employees already know about the organization

Employing organizations existing image Organizations are usually not aware of their real image Organizations take for granted their employment benefits Market research is conducted to know the reality Market research depends upon the size of the organization

What do you want potential applicants to know


Sell the vacancy: Purpose is to encourage individual to express interest in the vacancy Message sent need to be appealing and accurate If inaccurate information is given truth will be found out by the individual

Place, product, presentation and price


Consumer

has to be in the right place, must want the product, must be attracted by the presentation and be prepared to pay the price

The choice of medium (place)


Newspapers The

job centres and the department of employment Radio Recruitment agencies Traditions limit the scope for innovation

The job
The way it is packaged and presented to its potential consumers. Job seekers first look for a job title, a location and a salary to match their requirements Ways to maximize the use of advertisement Image of the whole ad effects a lot Importance of the surrounding text The border style, typeface, and layout

Presentation
WE ARE LOOKING FOR THE VERY BEST IN THE WORLD ARE YOU THE PERSON? We have a REALLY exciting opportunity for a skilled and able special person. If you have managed a busy shop, provided a high standard of quality service and trained new staff you will have had the experience we want. We want a strong personality, a good communicator and an energetic leader. If you are ready to go places and are looking for some new challenges with a successful and adventurous company ring me NOW Peter Smith on 0133-23675899

The cost of applying (Price)

Hidden costs Recruitment takes little account of the price the applicant is expected to pay Time and effort by the employer Huge list of information is given which does not help the applicant Obtaining additional information cost in different ways. Use of free posts, reply coupons

The value of applying


Managers respond to three broad types of motivation force Circumstantial, avoidance, and future orientations Men wish to improve their standard of living more than women Satisfied employees do not scan vacancy columns Organizations make the application procedure easy

Promoting the vacancy


Aim of promotion: To reach majority of target audience, which depends on: How rare are the people with the skills? How difficult will it be to attract them? Where are they located in the labour market? Which media will reach them? How long will it take for them to receive the message? How much will the chosen medium cost (money, time, imagination, effort)? Will the chosen medium comply EEO Will the chosen medium help to promote the organization as well as the job?

Promoting the vacancy


Audience to whom it is aimed must be defined There should be mechanism to check whether the message has been received as intended Too many applicants paralyze the decision making process Decide the broad parameters of message first, then draft the contents in detail Text of advertisement is based on JAD

Recruitment Methods
Press Advertisement Factors affecting the design of advertisements

The image of the organization The nature of the job The chosen media The prediction of the target market

Recruitment Methods
Radio and television advertising Fliers and bulletins should be of high standard and may be similar to that of a press advertisement Principles of the filers are same as press advertisement

Recruitment Methods

Mailshots Brochures Recruitment Fairs Other peoples meetings Vehicle displays Off-the-wall approaches Milk Rounds (job fairs) Agencies Recruitment consultants

The search process


Initial briefing A- Intended meaning B- Heard message Search Strategy The search Process Preliminary meetings

References

Views may differ depending on the situation Better consultants look for opinions from a rage of sources Consultant need not to pass the information to the prospective employer. Confidentiality must be kept

Presentation of the longlist

Longlist drawn by the consultant is presented in writing but supported by a verbal explanation Employing organization should check the assumptions to check type I or type ii errors Type I errors are made in selection process when wrong person is chosen for the job Type II error is made when the best person is rejected

Feedback to the unsuccessful candidate Selection events Selecting Consultants Managing Consultants Search committees Invitation to nominate Positive actions Speculative letters and filing applications Training schemes and work placements

How will you know you have succeeded

The success of the recruitment should be reviewed and evaluated Based on feedback adjustments are made on the basis of experience and evidence Evaluation is an assessment of the effectiveness of the recruitment campaign at each stage and as a whole process

How will you know you have succeeded

What was the full cost of recruitment action in ---effort (expertise/time) ---Actual expenditure (in comparison to the salary or value of the post) How many enquiries were there? Were many enquiries lost? How may applications were there? Etc

Questions