Professional Documents
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Human Resource MGMT CH 6 - R
Human Resource MGMT CH 6 - R
Management
Chapter Six
Recruitment
6-5
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Other Methods of Sourcing
Internal Candidates
6-6
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Pros and Cons of
Internal Recruitment
Pros:
Most cost-effective
Existing employees already familiar with company
Employees motivated by opportunities for
advancement
Managers have access to applicants’ past
performance
Cons:
Sometimes companies want new ideas
Need for diversity
6-7
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
External Recruitment
Source should be dictated by nature of the
job, location, and skill level needed
Relevant labor market: location in which one
can reasonably expect to find a sufficient
supply of qualified applicants
http://www.statefarm.com/about/careers/careers.asp
6-13
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Other Recruitment Sources
Professional Associations—often provide
placement services or job listings as a service
to members
6-14
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Other Recruitment Sources
(cont’d)
Temporary Employees may often become
permanent employee (temp to hire)
Employee Referrals—employees can receive
a bonus if their referral is hired and many
referrals tend to have lower turnover and
greater job satisfaction
6-15
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Sourcing Applicants
Sourcing—process of finding passive job
candidates (not in the job market)
Social networking sites such as LinkedIn.com
Resume spidering—process of tracking down
passive job applicants by searching the Web for
resumes
Re-recruiting former employees to return
6-16
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Pros and Cons of
External Recruitment
More costly than internal recruitment
May upset existing employees if internal
applicants don’t get the job
Give firm the opportunity to bring in
employees with fresh perspective
Allows company to target specific
competencies that current employees may
not possess
6-17
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Preparing Recruitment
Advertisements
Creating a value proposition and branding will help
applicants differentiate one company from another
Recruitment value proposition should include:
Information about job’s duties, working environment,
rewards
Company’s corporate image and values
Level of compensation and leadership development
opportunities
Employer branding—how stakeholders perceive the
company
6-18
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Writing the Recruitment Message
Convey the value proposition, brand, and
company-related information
Include brief description of job and its
minimum requirements
Individuals are attracted to jobs for which
they have more information
Gear a high quality message to target
audience
6-19
6-20
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Realistic Job Preview
Balanced recruitment message will have the
best long-term results
Realistic job preview (RJP) will enable
applicants to screen themselves out of
application process
RJP will help decrease turnover and increase
satisfaction of new hires
6-21
6-22
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Content of Recruitment Message
Advantages of working for the organization
Competencies sought
Positive “story” about why employees would
want to work for company
Cost leadership strategy: message may
focus on efficiencies and cost reductions
Differentiation strategy: message may focus
on customer experience
6-23
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Choice of Recruitment
Methods
Word-of-mouth (employee referrals) is low-
cost
Trade publications and Web sources target
individuals with specific backgrounds or skills
More established firms have more formal
recruitment processes
Succession planning and replacement charts
may help internal recruiting
6-24
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Managing Recruitment
Smaller companies require managers take
lead in recruitment process
Larger companies will have staffing
departments
Companies should focus on specific job
information, reputation of company, and
compensation and benefits package
6-25
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Internal vs. External Recruiting
Many companies attempt to fill position
internally before recruiting externally
Too much focus on internal recruiting may
make the company too insular
Too much focus on external recruiting will
make employees feel less valued and lead to
turnover
6-26
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Appeal of the
Recruitment Message
Not all applicants will focus on same things when
seeking a new job:
Company’s culture
Development of their careers
Opportunities to create innovative products
Values of work/life balance
Tasks of the job itself
Benefits and compensation level
6-27
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Influences on
Recruitment Practices
Target for the recruitment message
Competencies identified for position
Aging of the available workforce
Diversity of employee base and availability of
diverse applicants
Unemployment rates and nature of labor
market
Technology to automate the process
6-28
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Recruitment Process
Can enable a company to track and screen
applications and resumes and search by identified
KSAs
• Enterprise resource planning—enables a company
to integrate information from different functional
areas of the company
• Recruitment application package—links to
company’s Human Resource Management System
• Application service provider (ASP)—a company that
hosts software on its own Web site so company
doesn’t need to
6-29
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Other Impacts on Recruiting
Computer skills
required for all types of
jobs including
manufacturing
Qualifind provides professional and executive
Global recruiting search services for specific disciplines
and industries throughout the U.S. and
impacts recruiting Mexico.
message as well as
sensitivity to country
laws, norms and
values—method may
vary by country
6-30
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Value Proposition Offered
Fortune’s list of 100
best companies to work
for include those that
stress work/life balance
and corporate social
responsibility
6-31
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Challenges to Truth-in-Hiring
Employers trying to aggressively attract
employees in tight labor market may mislead
Employees who are terminated may seek
recourse against former employers
Job candidates may be lured away from
existing job with promises that fail to
materialize
6-32
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Ways to Reduce Truth-in-
Hiring Claims
6-33
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Ethics and Regulatory Issues
Code of ethics should be shared with applicants
during recruitment process
Poaching (taking employees from competitors) may
backfire when new employees leave for the next
best offer
Recruitment activities cannot discriminate, firms
should use multiple sources for applicants
Recruiters should be trained on behavior and what
questions to ask job applicants
Careful attention to recordkeeping of resumes and
applications 6-34
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
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