Human Resources Management in

Canada
Fourteenth Canadian Edition

Chapter 6
Recruitment

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Learning Objectives (1 of 2)
6.1 Define recruitment and discuss the increasing
use of employer branding.
6.2 Explain the recruitment process.
6.3 Explain the importance of application forms.
6.4 Analyze the roles of job posting, human
resources records, and skills inventories in
recruiting from within.

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Learning Objectives (2 of 2)
6.5 Identify at least 10 methods used for external
recruitment.
6.6 Explain two strategies used to recruit
nonpermanent staff.
6.7 Discuss strategies for recruiting a more diverse
workforce.

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The Strategic Importance of
Recruitment (1 of 3)
Recruitment:
• The process of searching out and attracting qualified
job applicants, which begins with the identification of a
position that requires staffing and is completed when
résumés and/or completed application forms are
received from an adequate number of applicants.
Recruiter:
• A specialist in recruitment, whose job it is to find and
attract capable candidates.

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The Strategic Importance of
Recruitment (2 of 3)
Employer Branding:
• Image or impression of an organization based on the
benefits of being employed by that organization.
• Based on feeling, emotions, realities, and benefits:
– Functional benefits – personal development.
– Economic benefits – monetary rewards.
– Psychological benefits – feelings of purpose, belonging,
and recognition.

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https://youtu.be/DirBe7d01jU

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The Recruitment Process (1 of 5)

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Internal Recruitment (3 of 4)
Figure 6.2 Advantages and Disadvantages of Job Posting
Advantages
• Provides every qualified employee with a chance for a transfer or promotion.
• Reduces the likelihood of special deals and favouritism.
• Demonstrates the organization’s commitment to career growth and
development.
• Communicates to employees the organization’s policies and guidelines
regarding promotions and transfers.
• Provides equal opportunity to all qualified employees.
Disadvantages
• Unsuccessful job candidates may become demotivated, demoralized,
discontented, and unhappy if feedback is not communicated in a timely and
sensitive manner.
• Tensions may rise if it appears that a qualified internal candidate was passed
over for an equally qualified or less qualified external candidate.
• The decision about which candidate to select may be more difficult if there
are two or more equally qualified candidates.

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https://youtu.be/1dYomsPpPNU

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External Recruitment (1 of 9)
Advantages of External Recruitment:
• Access to a larger pool of qualified candidates.
• Availability of more diverse applicant pool.
• Acquisition of skills or knowledge not currently available
in the organization.
• Elimination of rivalry and competition between internal
applicants.
• Potential cost saving from hiring individuals with existing
skills vs. expensive training.

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External Recruitment (4 of 9)
Figure 6.4 Most Successful Ways to Find a Job in Canada, 2010
Respondents were asked to identify only one tool that they used to find their
most recent job.
1. Networking (35 percent)
2. Online Job Boards (24 percent)
3. Agencies or Recruiters (13 percent)
4. Cold Calls (10 percent)
5. Online Networks (5 percent)
6. Newspapers or Classified Ads (3 percent)

Source: Based on Survey by Right Management, published in “Networking Gets the Job Done,”
Canadian HR Reporter (August 15, 2011), p. 4.

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External Recruitment (5 of 9)
Traditional Networking:
• Cold calls – walk-ins and write-ins. Inexpensive.
• Print advertising – want ads and blind ads. Guidelines:
communicate attention, interest, desire, action.
• Employee referrals – low cost. Problems of inbreeding
and nepotism.
• Former employees – know the organization, organization
knows them.
• Educational institutions – good for entry level jobs. Good
for recent educational knowledge, but less experience.

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https://youtu.be/zoNPGuQiBU0

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External Recruitment (6 of 9)
Fairs:
• Useful for finding specialized occupations or general
openings. Online fairs are now common.
• Accessing Candidate Pools:
– Open houses and job fairs.
– Professional and trade associations.
– Labour organizations.
– Military personnel.

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External Recruitment (7 of 9)
Online Recruiting:
• Commonly used – generate more and quicker responses
and at less cost.
• Potential problems:
– Internet overload – deluge of resumes.
– Some potential applicants don’t use Internet.
• Internet job boards – fast, easy and convenient.
• Corporate websites – career pages; promote employer
brand.
• Online networking sites – use of social media.

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Recruiting a More Diverse Workforce
(1 of 3)

Attracting Older Workers:

• Older workers:
– Tend to have higher job satisfaction.
– Loyal and committed.
– Strong work ethic.
– Good people skills.
– Willing to work in variety of roles.
• Develop flexible work arrangements.
• Redesign jobs as necessary.

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Recruiting a More Diverse Workforce
(2 of 3)

Attracting Younger Employees:

• Younger workers:
– Respond to technology based job searching and
recruitment.
– Like short, snappy ads that advertise culture of the
organization.
• Millenials:
– Seek employers that allow a degree of independence in
decision-making.
– Want transparency in policies and work-life balance.
– Prefer organizations that contribute to society.

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