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Recruitment

Employees recruitment process

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LuckyAwmi
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9 views

Recruitment

Employees recruitment process

Uploaded by

LuckyAwmi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 18

Recruiting

Recruiting
• Process of discovering potential candidates for actual
or anticipated organizational vacancies.

• Or, from another perspective, it is a linking activity


that brings together those with jobs to fill and those
seeking jobs.
Recruiting goals

• To communicate the position in such a


way that job seekers respond.

• To attract the qualified and discourage


the unqualified candidates.
Centralized vs. Decentralized
Recruiting
• Advantages of centralizing recruitment
• Strengthens employment brand
• Ease in applying strategic principles
• Reduces duplication of HR activities
• Reduces the cost of new HR technologies
• Builds teams of HR experts
• Allows for the sharing of applicant pools
Centralized vs. Decentralized
Recruiting (cont’d)

• Advantages of decentralizing recruitment

• Empowering the managers


• Match with the customized need
Internal Sources of
Candidates: Hiring from Within
• Advantages
• Foreknowledge of
• Disadvantages
candidates’ • Failed applicants
strengths and become dissatisfied
weaknesses
• Inbreeding of the
• Candidates have a
stronger status quo
commitment to the
company
• Increases employee
morale
• Less training and
orientation required
Finding Internal
Candidates
• Job posting
• Publicizing an open job to employees (often by literally
posting it on bulletin boards) and listing its attributes.
• Rehiring former employees
• Advantages:
• They are known quantities.
• They know the firm and its culture.
• Disadvantages:
• They may have less positive attitudes.
• Rehiring may sent the wrong message to current employees
about how to get ahead.
Finding Internal
Candidates (cont’d)
• Succession planning
• The process of ensuring a suitable supply of successors for current and future
senior or key jobs.
• Succession planning steps:
• Identifying and analyzing key jobs.
• Assessing candidates.
• Selecting those who will fill the key positions.
Outside Sources of
Candidates
• Advertising
• The Media: selection of the best medium depends on the
positions for which the firm is recruiting.
• Newspapers
• Trade and professional journals
• Internet job sites
• Constructing an effective ad
• Wording related to job interest factors should evoke the
applicant’s attention, interest, desire, and action (AIDA) and create
a positive impression of the firm.
Outside Sources of
Candidates (cont’d)
• Reasons for using a private employment agency:
• When a firm doesn’t have an HR department and is not geared
to doing recruiting and screening.
• The firm has found it difficult in the past to generate a pool of
qualified applicants.
• The firm must fill a particular opening quickly.
• There is a perceived need to attract a greater number of
minority applicants.
• The firm wants to reach currently employed individuals, who
might feel more comfortable dealing with agencies than with
competing companies.
• The firm wants to cut down on the time it’s devoting to
recruiting.
Outside Sources of
Candidates (cont’d)
• Avoiding problems with employment agencies:

• Give the agency an accurate and complete job description.


• Make sure tests, application blanks, and interviews are
part of the agency’s selection process.
• Periodically review data on candidates accepted or
rejected by your firm, and by the agency. Check on the
effectiveness and fairness of the agency’s screening
process.
• Screen the agency. Check with other managers or HR
people to find out which agencies have been the most
effective at filling the sorts of positions needed to be filled.
Offshoring/Outsourcing White-
Collar and Other Jobs
• Specific issues in outsourcing jobs abroad
• Political and military instability
• Likelihood of cultural misunderstandings
• Customers’ security and privacy concerns
• Foreign contracts, liability, and legal concerns
• Special training of foreign employees
• Costs associated with companies supplying foreign
workers
Outside Sources of
Candidates (cont’d)
• College recruiting
• Job Fair
• On-Site Visits
• Internships
• Referrals and Walk-Ins
Outside Sources of Candidates
(cont’d)
• Employee referrals
 Applicants who are referred to the
organization by current employees
 Referring employees become stakeholders.

 Referral is a cost-effective recruitment


program.
 Referral can speed up diversifying the
workforce
Outside Sources of Candidates (cont’d)

• Walk-ins
Direct applicants who seek employment with
or without encouragement from other
sources.
Courteous treatment of any applicant is a
good business practice.

15
Outside Sources of Candidates
(cont’d)
• Recruiting via the Internet
 More firms and applicants are utilizing the Internet in the job search
process.
• Advantages of Internet recruiting
 Cost-effective way to publicize job openings
 More applicants attracted over a longer period
 Immediate applicant responses
 Online prescreening of applicants
 Links to other job search sites
 Automation of applicant tracking and evaluation
Measuring Recruiting
Effectiveness

• What to measure and how to measure


• How many qualified applicants were
attracted from each recruitment source?
• Assessing both the quantity and the quality
of the applicants produced by a source.
Recruiting Yield Pyramid

• Recruiting yield pyramid


• The historical arithmetic relationships between
recruitment leads and invitees, invitees and
interviews, interviews and offers made, and offers
made and offers accepted.

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