Expanding the Talent Pool:

Recruitment and Careers

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Presented by BU354 – Human Resources Management

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S T E V E R I S AV Y, P H . D . , C H R L
Introduction

• More organizations are now expanding their candidate searches

geographically compared with before the pandemic started
• Employee profiles: profiles of workers developed by studying an
organization’s top performers to recruit similar types of people
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Strategic Aspects of Recruiting

• Applicant attraction outcomes are predicted by job-organization

characteristics, recruiter behaviours, perceptions of the recruiting
process, perceived fit, and hiring expectancies, but not recruiter
demographics
• Regarding job-organization traits, type of work and organization image
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were the strongest predictors of an individual engaging in job pursuit
Presented by
• Pay, compensation,
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and advancement predicted job pursuit intentions
much less than other job and organization characteristics
• Perceptions of the recruiting process that may hinder interest in pursuing
a job could include delays in responding to applicants or using selection
processes that result in negative reactions
Who Should Do the Recruiting?

• Large vs. smaller organizations

• Recruiting process outsourcing (RPO): the practice of outsourcing an
organization’s recruiting function to an outside firm
• Organizations sometimes use RPO providers when they need to hire a lot
of employees or
D AT E | M O N T H hire
| Y E A Remployees quickly

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Should a Firm Recruit Internally or Externally?

• Most managers try to follow a policy of filling job vacancies above the
entry-level position through promotions and transfers
• Reaching an employer’s diversity goals is a factor that can lead a firm to
recruit externally
• Research has
D AT E | M Ofound
N T H | Y E Athat
R managers often hire external candidates rather
than promote
Presented bytheir current employees because they tend to overvalue
unfamiliar candidates and undervalue known ones
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Labour Markets

• High vs. low unemployment

• Internal labour markets: labour markets in which workers are hired into
entry-level jobs and higher levels are filled from within
• Global sourcing: the business practice of searching for and using goods
and services from
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EAR the world
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Discussion Question

• What is your top choice for an organization to receive an offer from post-
graduation?

• Why is this organization your top choice?

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Branding

• Branding: a company’s efforts to help existing and prospective workers

understand why it is a desirable place to work
• Instead of just posting jobs on the Internet, firms are creating options on
their social media pages to promote the careers they have to offer,
strikingD AT
upE |conversations
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with potential applicants on those pages, and
giving them a preview of what it is like to work for their firms
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• RecentFirst
research on employer branding and CSR found that an
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organization’s environmental engagement positively impacts employer

attractiveness
• Firms need to be sure that the brand they promote to prospective
employees truly reflects their internal culture
Recruitment Channels

• Recruiting Internally
• Internal job postings
• Identifying talent through performance appraisals—9-box grid: a comparative
diagram that includes appraisal and assessment data to allow managers to easily
see an employee’s actual and potential performance
• Skill Dinventories and replacement charts
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Recruitment Channels

• Recruiting Externally
• Advertisements (e.g., websites, trade journals, social networking sites)
• Walk-ins and unsolicited applications and résumés
• The Internet, social networking (passive job seekers: people who are not looking
for jobs but could be persuaded to take new ones given the right opportunity),
and Dmobile recruiting (the process of recruiting candidates via their mobile
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devices)
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• Job fairs—can be a good way to cast a wide net for diverse applicants in a certain
region
Recruitment Channels

• Recruiting Externally
• Employee referrals—word-of-mouth recommendations are the way most job
positions are filled; nepotism: a preference for hiring relatives of current
employees
• Rerecruiting: the process of keeping track of and maintaining relationships with
former employees
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A R see if they would be willing to return to the firm

• Executive
Presentedsearch
by firms—CEOs who are promoted from within their organizations
outperform
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• Educational institutions (e.g., internships)
• Professional associations
• Labour unions
Recruitment Channels

• Recruiting Externally
• Public employment agencies: individuals who become unemployed must register
at one of these offices and be available for “suitable employment” to receive
their weekly employment insurance cheques
• Private employment and temporary agencies
• Employee leasing—professional employer organizations (PEOs) take over the
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management
Presented by of a smaller company’s HR tasks and become a coemployer to its
employees;
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Last Name leasing companies place their employees with subscribers
on a permanent basis
Improving the Effectiveness of Recruiting

• Realistic job preview (RJP): informing applicants about all aspects of the
job, including both its desirable and undesirable facets
• Surveys (managers, new hires, and those who did not accept the firm’s
offer)
• Recruiting
D AT E metrics
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• Quality-of-fill
Presented bystatistics
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Improving the Effectiveness of Recruiting

• Recruiting metrics
• Time-to-fill metric: the number of days from when a job opening is approved to
the date the candidate is selected
• Yield ratios: the percentage of applicants from a recruitment source that make it
to the next stage of the selection process
• CostsD ATofE recruitment
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(e.g., average source cost per hire, applicant tracking system
[ATS]: a software
Presented by application recruiters use to post job openings, screen résumés,
contact potential
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costs related to hiring people)
Retention: How Do We Keep Our Talent?

• Replacing employees is extremely costly and time consuming

• Contrary to what managers believe, factors other than pay and benefits
are usually what prompt employees to quit
• They quit their jobs because they think their input isn’t valued, they
were aDpoor
AT E | Mfit
O N Tfor
H | Y the
E A R job in the first place, or they have too few growth

and advancement
Presented by opportunities
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• Leadership is a key reason for turnover
Targeted Recruitment

• Targeted recruitment involves recruitment strategies that meet diversity

objectives through outreach to underused groups to maintain diverse
representation in an applicant pool
• Targeted recruitment can serve as an employer branding strategy; it
createsD AT
a Emessage that an organization is a positive place to work for
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traditionally excluded groups
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• Individuals with autism are less likely to apply to jobs in which they do
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not meet all the criteria on the job description; this finding has also been
found in women
Career Management: Developing Talent over Time

• Integrating career development with other HR programs creates

synergies in which all aspects of HR reinforce one another

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The Goal: Matching Individual and Organizational Needs

• The organization’s goals and needs should be linked with the individual
career needs of its employees in a way that improves the effectiveness of
workers and their satisfaction as well as achieves the firm’s strategic
objectives
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Identifying Career Opportunities and Requirements

• It is important for an organization to study its jobs carefully to identify

and assign weights to the knowledge and skills that each one requires
• Job progressions: the hierarchy of jobs a new employee might
experience, ranging from a starting job to jobs that successively require
more knowledge and/or skill
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• CareerPresented
paths:bylines of advancement in an occupational field within an
organization
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Identifying Career Opportunities and Requirements

• The three principal criteria for determining promotions are merit,

seniority, and potential
• In flatter organizations, there are fewer promotional opportunities, so
many individuals find career advancement through lateral moves (i.e.,
transfers)
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• Relocation services:
Presented by services provided to an employee who is transferred
to a new location, which might include help in moving, selling a home,
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orienting to a new culture, and/or learning a new language

• Outplacement services: services provided by organizations to help
terminated employees find a new job
Identifying Career Opportunities and Requirements

• Dual career paths provide for progression in specialized technical areas

(e.g., IT, finance, engineering), with compensation that is comparable to
that received by managers at different levels
• Boundaryless careers are when people develop a portfolio of
employment opportunities by proactively moving from employer to
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employer, simultaneously developing and using their marketable skills
Presented by
• CareerFirst
plateau: a situation in which, for either organizational or personal
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reasons, the probability of moving up the career ladder is low

• Sabbatical: an extended period of time in which an employee leaves an
organization to pursue other activities and later returns to their job
Career Development Initiatives

• Career counselling: the process of discussing with employees their

current job activities and performance, personal and career interests and
goals, personal skills, and suitable career development objectives
• Fast-track program: a program that encourages new managers with high
potential to remain with an organization by enabling them to advance
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more rapidly
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than those with less potential
• Mentors: individuals who coach, advise, and encourage individuals of
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lesser rank
• Reverse mentoring: a program whereby younger employees are called
on to mentor older employees and executives about social media trends,
new technology, and marketplace trends
Career Development Initiatives

• Career networking: the process of establishing mutually beneficial

relationships with other businesspeople, including potential clients and
customers
• Informational interview: an informal meeting with someone in an
occupation that interests you (discussed further in the online appendix
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for thisPresented
chapter: by
Personal Career Development)
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Summary

• Which internal and outside sources and methods are used in recruiting
will depend on the strategy and goals of the organization, conditions of
the labour market, and specifications of the jobs to be filled
• Employers usually find it advantageous to use internal promotions and
transfers to fill as many openings as possible above the entry level
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• To diversify
Presentedtheir
by talent pools, firms also look externally for candidates
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• Identifying and developing talent are the responsibility of all managers
Class Activity

• Revise one of your recent résumés and/or cover letters using the advice
from Table 1 in my article that can be downloaded using this link:
http://www.ccsenet.org/journal/index.php/jedp/article/view/66404
• My résumé and cover letter templates have been posted to our MyLS
site D AT E | M O N T H | Y E A R
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Next Class

• Read Chapter 6 (Employee Selection)

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