Recruitment

Chapter 5
Krista Uggerslev, NAIT

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-1

 So you have done your planning….
Carried out to meet business objectives and gain an advantage over
competitors
Compares the present state of the organization with its goals for the
future
• What size to be
• What products and services to produce
Goal is to have the right people with the right skills in the right places
at the right time

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-2

That included succession planning

The process of identifying and tracking high-potential employees

who will be able to fill top management positions or other key
positions when they become vacant
Benefits:
• Requires senior management to regularly review company’s
leadership talent
• Development experiences help to ensure talent is ready
• Helps attract and retain talented employees

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-3

LO1
Strategic Importance of Recruitment
Recruitment decisions have profound
implications for strategic success:
Competitive advantage from human resources
Benefits of diversity
Focusing on employee development
Investing resources into recruitment

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-4

 Recruitment Defined
The process of finding and attracting capable
individuals to apply for employment and to
accept a job offer if/when one is made to them
Includes both purposeful and unintentional
actions
Recruiting is a two-way street: matching firms
with jobs to people seeking jobs
Recruiters are specialists within the HR
department of large organizations
© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-5
 Human Resource Policies
Internal vs. external Promote-from-within policies make an organization
recruiting more attractive

Lead-the-market pay Meeting or exceeding the market rate of pay to

strategies compete for applicants

Strategic approach of attaching a visual, emotional,

Employer branding
or cultural brand to an organization

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-6

 The Recruitment Process

Identify job openings

Review job specifications
Examine the desired characteristics of recruits
Determine recruitment methods
Obtain pool of recruits
Maintain applicant interest during selection
Persuade chosen candidates to accept the job

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-7

Recruitment Sources: Internal
An organization may emphasize internal or external sources of job
applicants
Employees who currently hold other positions
Advantages:
• Generates applicants who are well-known
• Usually cheaper and faster than looking outside
• Enhanced employee morale

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-8

Recruitment Sources: External
Organizations often have good reasons to recruit externally
• e.g. may have no internal recruits for some entry-level and specialized
positions
Advantages include:
• Bring in new ideas
• Attract more diverse workforce
The next few slides discuss sources of external recruitment – what has your
experience been? What considerations would dictate the appropriateness
of each source and the corresponding organizational investment???

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-9

 Constraints on Recruitment (2)
• Promote-from-Within Policies
– Gives present employees the first opportunity

• Compensation Policies
– Must adhere to stated pay ranges

• Employment Status Policies

– e.g., limitations against hiring part-time

• International Hiring Policies

– Foreign jobs may need to be staffed with locals

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-10

 Constraints on Recruitment (3)
Human Resource Plans
• Which jobs should be filled by external recruiting
vs. internally?
Diversity and Inclusion Programs
• Consider employment equity programs
Recruiter Habits
• A recruiter’s past success can lead to habits

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-11

 Constraints on Recruitment (4)
Environmental Conditions
• Leading Economic Indicators
• Predicted Versus Actual Sales
• Employment Statistics
Job Requirements
• Job analysis information is useful
Costs
• Of identifying and attracting recruits
Inducements
© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-12
 Recruitment Methods
Direct Inquiries
Employee Referrals
Advertising
• Common, effective method of seeking recruits
• Blind ads – the employer is not identified
• Cost is determined by the size of the advertisement, modality,
and location and distribution
• Layout, design, and copy of an advertisement should reflect
the image and character of the company

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-13

 Recruitment Methods (2)
Digital Recruiting
Social Media
Employment and Social Development Canada
(ESDC)
Private Employment Agencies

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-14

 Recruitment Methods (3)
Professional Search Firms
Educational Institutions
Professional & Labour
Organizations
Canadian Forces
Temporary-Help Agencies

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-15

 Recruitment Methods (4)
Departing and Past Employees
Job Fairs
Contract Workers
Recruitment Abroad

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-16

 Dying to know…
Let’s talk about applying for jobs…
As grad learners, what would you advise
people to do? How to apply for a job? What are
the cautions?
Now, how does that impact SHRM?????????

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-17

 Choosing Recruitment Sources
How does a recruiter choose which methods to use?
• How many recruits are needed?
• What is the skill level required?
• What sources are available?
• What has worked in the past?
• How much is the budget?
• Are there labour agreements that specify recruitment
options?

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-18

 Evaluating Recruitment
Cost per Hire
• The dollar cost per person hired
Quality of Hires and Cost
• Quality of people hired from various sources
Offers - Applicants Ratio
• Ratio between the number of job offers and total
applicants for each recruitment method
Time Lapsed per Hire
• Time taken to fill a position

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-19

 Quick Chat about Systems and Technology

Discussion:
• Access
• Functionality
• Competition

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-20

 Selection

Chapter 6

Krista Uggerslev, NAIT

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-21

 Selection Process Defined
A series of specific steps used to decide which
recruits should be hired
Begins when recruits apply for employment
and ends with the hiring decision
• Steps involve matching the employment needs of
the organization and the applicant

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-22

 Strategic Significance of Selection

Successful execution of an organization’s

1. strategy depends on the calibre of its
employees

An organization’s selection decisions

2. must reflect job requirements

Selection strategy must be well

3. integrated with organizational priorities

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-23

Strategic Significance of Selection cont’d

Selection strategy must recognize

4. organizational constraints

Selection strategy should recognize

5. labour market realities
- Selection ratio

6. Selection practices must be ethical

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-24

 Steps in the Selection Process

Chapter 6 • 5

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-25

 Steps in the Selection Process
We have discussed bias, what checks and
balances can you think of to protect
appropriate short-listing?
What is the impact of not getting this correct?

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-26

 Steps in the Selection Process
Let’s talk interview guides and process…
What is the role of HR? Of the manager?
Where might there be challenges?

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-27

 Employment Interviews
Formal, in-depth conversation conducted to evaluate
the applicant’s acceptability
Most widely used selection technique
• Allows a personal impression
• Opportunity to sell a job to a candidate
• Opportunity to answer candidate’s questions
• Effective public relations tool
• Popular due to flexibility and creates two-way exchange
• Flaw relates to varying reliability and validity

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-28

 Types of Interviews
Interviews may be conducted on-to-one, panel, or
group interview
Unstructured interviews
• Few if any planned questions
• Lacks the reliability of a structured interview
Structured interviews
• Pre-determined set of questions
• May improve reliability and validity over traditional
unstructured interviews

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-29

 Types of Structured Interviews
Behavioural Description Interviews
• Based on principle that the best predictor of future
behaviour is past behaviour
Situational Interviews
• Focus on situations likely to arise on the job
• Applicants asked what they would do
Stress-Producing Interviews
• Rapid questioning to assess how applicants handle
stressful situations

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-30

 Employment Interview Stages

Interview Preparation
• Develop specific questions/answers
Creation of Rapport
• Interviewer is responsible for establishing rapport
Information Exchange
• Heart of the interview
Termination (i.e., drawing the session to a close)
Evaluation (i.e., use of a checklist)

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-31

 Interviewer Errors
Halo effect
Leading questions
Stereotypes
Interviewer domination
Contrast errors

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-32

 Interviewee Errors

May be trying to cover job-related weaknesses or

nervousness
Examples include:
• Playing games (e.g., acting nonchalant)
• Talking too much
• Boasting
• Not listening
• Being unprepared

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-33

 Evaluating the Selection
Quality and productivity of the workforce
• Are supervisors/peers satisfied with hires?
• Are training costs increasing?
• Are managers spending too much time managing new
hires?
• Are grievances, absences, and turnover too high?
Costs incurred are at a level appropriate to the
organization

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-34

 Steps in the Selection Process

• Realistic Job Previews

 Shows the candidate the type of work, equipment &
working conditions
 Highlights positive & negative
 Tends to reduce employee turnover

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-35

 Steps in the Selection Process

• Employment references
HOW DO WE FEEL ABOUT THESE?
 Discuss applicant’s work history
 Former supervisors may not be candid, especially with
negative information
 Legal ramifications
 Reference letters
 Background checks

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-36

 Final Selection
Whose decision is that?
Who should make the offer?
Who is responsible for onboarding?

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-37

 After Selection
When drawing up the employment contract,
pay attention to:
• Specify probationary period if applicable.
• Specify start date and terms of employment
clearly.
• Specify reasonable restrictive covenants.
• Ensure that termination procedures are legally
enforceable.

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-38

 Dispositioning of Applicants
• Throughout the selection process there will
be applicants the organization no longer
wishes to pursue
• The organization’s decision should be
communicated with these applicants at the
earliest possible opportunity
• Applicants who are hired should have their
applications stored on the HRIS

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-39