Recruitment

1. Recruiting From Outside

1.1. Unless workforce reduction, firms hire externally

1.1.1. Most entry-level positions

1.2. Planning

1.2.1. Consideration

1.2.1.1. Type of job affects recruitment method chosen

1.2.1.2. YIELD RATIOS - Percentage of applicants that proceed to next stage of selection

1.2.1.2.1. Indicate which recruitment methods most effective at producing qualified job candidates

1.2.1.2.2. Generates number of hires

1.2.1.3. TIME LAPSE DATA - Time from start of recruitment to new employee starting work

1.2.1.3.1. Amount of available lead time considered when deciding on recruitment strategy

1.3. External recruitment methods

1.3.1. Employee referrals

1.3.1.1. Cash awards/ prizes offered for a new hire

1.3.1.2. May cause

1.3.1.2.1. NEPOTISM - A preference for hiring relatives of current employees

1.3.1.2.2. Inbreeding

1.3.1.2.3. Systemic discrimination

1.3.2. Former employees

1.3.2.1. Keep in touch with former EEs who may be interested in rejoining - "boomerangs"

1.3.3. Educational institutions

1.3.3.1. Internship, co-op and field placement

1.3.3.2. Effective when candidates require formal training but need little full-time work experience

1.3.3.3. Possible to recruit graduate interns online

1.3.3.4. Win-win

1.3.3.4.1. Employer: inexpensive opportunity to assess potential employments & gain current knwoledge

1.3.3.4.2. Co-op students: exposed to organization & less likely to leave right away

1.3.4. Open houses & job fairs

1.3.4.1. Top prospects invited to visit firm

1.3.5. Labour organizations

1.3.5.1. Recruits through union hiring halls, typically construction workers

1.3.6. Military personnel

1.3.6.1. Canadian Forces Liaison Council (CFLC) promotes hiring of military reservists by civilian employers

1.3.7. Online recruiting

1.3.7.1. Large audience & vast talent pool

1.3.7.2. Internet job boards

1.3.7.2.1. Companies post job opening online

1.3.7.2.2. Applicants can post resumes on job board & firms can search database

1.3.7.2.3. Advantages

1.3.7.2.4. Disadvantages

1.3.7.3. Corporate websites

1.3.7.3.1. Career pages

1.3.7.3.2. Pre-screening strategies = essential

1.3.7.3.3. Best practices for career websites

1.3.8. Human Resources & Skulls Development Canada (HRSDC)

1.3.8.1. Helps unemployed find suitable jobs, also helps employers locate qualified candidates

1.3.8.1.1. Ex. Aboriginals

1.3.9. Executive search firms

1.3.9.1. Used for middle- to senior-level

1.3.9.1.1. Headhunters specialized in executive talent

1.3.9.2. Disadvantages

1.3.9.2.1. Headhunters often act as sales people (rather convince an employer to hire candidates than finding the right candidate)

1.3.9.2.2. Exec firms = middle men, inaccurate info about job/firm

1.3.10. Private employment agencies

1.3.10.1. Provide assistance to employers seeking staff, expand applicant pool & perform prelim interviewing and screening

1.3.10.1.1. However, agency staff usually paid on commission and like headhunters are more concerned in earning a commission rather than finding the RIGHT candidate

1.3.10.2. Used for clerical staff, functional specialists, technical employees

1.3.10.3. Employment agencies' two functions

1.3.10.3.1. 1. Expand applicant pool

1.3.10.3.2. 2. Preliminary interviewing & screening

1.3.11. Cold calls: walk-ins & write-ins

1.3.11.1. Walk-ins - people who apply without referral or invitation

1.3.11.2. Write-ins - submit unsolicited resumes

1.3.11.3. Inexpensive

1.3.12. Online networking sites

1.3.12.1. Allows to connect with millions at little or no cost

1.3.12.2. Ex. facebook, virtual recruitment booths, company profile

1.3.13. Print advertising

1.3.13.1. Select best medium

1.3.13.1.1. Reaching individuals already employed & not actively seeking requires different medium than applicants who are looking

1.3.13.2. WANT AD - A recruitment ad describing the job & its specifications, the compensation package, the hiring employer & the address to which applications or resumes should be submitted

1.3.13.3. BLIND AD - A recruitment ad in which the identity & address of the employer are omitted

1.3.13.4. Guide for external recruitment ads (AIDA)

1.3.13.4.1. The ad should

1.3.14. Professional & trade associations

1.3.14.1. Individuals with specialized skills such as IT, engineering, HR and accounting

1.4. Recruiting non-permanent staff

1.4.1. Temporary help agencies - Provide relief for employees who are ill, on vacation, taking leave of absence, etc.

1.4.1.1. Benefits

1.4.1.1.1. Cost less than permanent

1.4.1.1.2. Immediate replacement of unsuitable temporary worker

1.4.1.1.3. Workers often highly motivated

1.4.2. CONTRACT WORKERS - Employees who develop work relationships directly w/ the employer for a specific type of work or period of time

1.4.2.1. People w/ specialized skills decide to work for themselves

1.4.2.2. Benefits

1.4.2.2.1. Coverage for seasonal or unplanned peaks in business

1.4.2.2.2. Specialized work or projects

1.4.2.2.3. Reduced layoffs during downturns

1.5. Advantages

1.5.1. Larger pool of qualified candidates

1.5.2. Availability of more diverse applicant pool

1.5.3. New skills, knowledge & ideas

1.5.4. Elimination of employee rivalry & competition for transfers & promotions

1.5.5. Hiring individuals who already have necessary skills reduces training costs

2. Recruiting a More Diverse Workforce

2.1. Attracting older workers - At or beyond retirement - Typically have high job satisfaction, strong sense of loyalty & work ethic, good people skills - Encouraged to retain & recruit older workers

2.1.1. Considerations

2.1.1.1. Remove stereotypical attitudes

2.1.1.2. Flexible work arrangements

2.2. Attracting younger employees - High energy, enthusiasm, physical strength

2.2.1. Have employees that mirror customer base - "we're hip too"

2.2.2. Gen Xers stress work life balance, ndependent work

2.2.3. Gen Y want to work in an environment w/ experts from across the organization

2.2.4. Considerations

2.2.4.1. Independence & work-life balance

2.2.4.2. Variety of experiences

2.3. Recruiting designated group members - Assists in goal of employment equity

2.3.1. Considerations

2.3.1.1. Alternative publications for recruitment

2.3.1.2. Liaise w/ agencies assisting designated groups

2.3.2. WORKink is Canada’s employment portal for Canadians with disabilities. Employers use it to browse resumes of people with disabilities.

2.3.3. Paths to Equal Opportunity (sponsored program by community and social services) provides info on removing and preventing barriers so that people with disabilities can work, learn and play to their full potential.

3. The Strategic Importance of Recruitment

3.1. RECRUITMENT - The process of searching out & attracting qualified job applicants which begins with the identification of a position that requires staffing & is completed when resumes or completed application forms are received from an adequate number of applicants

3.2. Improved financial performance & higher shareholder value

3.3. Increased importance of achieving strategic objectives b/c competition for employees & growing talent shortage

3.4. RECRUITER - A specialist in the recruitment whose job is to find & attract capable candidates - Used in large organizations, small organizations use line managers

4. Employer Branding

4.1. EMPLOYER BRANDING - The image or impression of an organization based on the benefits of being employed by the organization

4.1.1. Seek "employer of choice status"

4.1.2. Competitive advantage

4.1.3. Attract & earn loyalty

4.1.4. Especially important in recruitment

4.2. Includes experiences a candidate goes through during the recruitment process

4.2.1. Going to company's website

4.2.2. Thanking resume submitters

4.2.3. Initial greeting by receptionist

4.2.4. Ability of interviewer to articulate organization's values & culture

4.3. Three steps

4.3.1. Define target audience, where to find them, what they want from employeer

4.3.1.1. Ex. generation

4.3.2. Develop employee value proposition & reasons why orgnization is attractive employer

4.3.2.1. Hit 'em w/ facts

4.3.2.2. Ex. green initiatives

4.3.3. Communicate brand by incorporating value proposition into recruitment efforts

4.3.3.1. Focus groups to identify interests of target markets

5. The Recruitment Process

5.1. 4 Steps

5.1.1. 1) Identify Job Openings (HR Planning/Strategic plan, Resignations/Terminations)

5.1.1.1. Present & future openings

5.1.2. 2) Specify Job Requirements (Job description and job specification)

5.1.2.1. Review & update

5.1.3. 3) Select Methods of Recruitment (Internal/External)

5.1.3.1. No best method, depends on factors

5.1.4. 4) Generate pool of Qualified Applicants (Employment Equity/Diversity Goals)

5.2. Constraints

5.2.1. Promote from within policies (can't go externally until internal applicants are screened

5.2.2. Biggest concern is current labour shortage which makes recruitment difficult

5.2.3. Compensation policies influence attractiveness of job

6. Developing & Using Application Forms

6.1. Usually last step of recruitment

6.1.1. Gives recruiter valuable knowledge in standardized format

6.1.1.1. Will the succeed in job?

6.2. Most firms use standard application form

6.2.1. Info company requires is specifically requested

6.2.2. Facilitates comparison of candidates

6.2.3. May be used as sample of candidate's own work

6.2.4. Written authorization for reference checking

6.2.5. Acknowledgement that info is true & accurate

6.2.6. Optional section regarding designated group member status

6.3. Application types

6.3.1. Biographical information bank (BIB) - Biographical data predictive of job success is scored

6.3.1.1. Background, experiences, preferences

6.3.1.2. More detailed application form

6.3.1.3. Biographical no right or wrong answer so BIB is hard to fake

6.3.2. Online application - Shift from pen & paper

6.3.2.1. Reduce risk of lost applications

6.3.2.2. Increase exposure level of job

6.3.2.3. May reduce biases based on face-to-face meetings

7. Recruiting From Within

7.1. Internal recruitment methods

7.1.1. JOB POSTING - The process of notifying employees about vacant positions

7.1.1.1. Intranets, bulletin boards, employee publications

7.1.2. Human resources records - Review of information on existing employees to identify candidates for openings, KSAs

7.1.2.1. Qualified individuals notified in person about vacancies

7.1.3. Skills inventories - Review of qualification, interest skills of existing employees

7.1.3.1. Supplementary to job postings

7.2. Limitations

7.2.1. Rarely possible to fill al non-entry jobs w/ current employees

7.2.2. Even when promoting from within policy, external candidates considered to meet strategic objectives

7.3. Advantages

7.3.1. Rewarding competence enhances commitment, morale & performance

7.3.2. Insiders may be more committed to goals & less likely to leave

7.3.3. Managers have longer-term perspective when making business decisions

7.3.4. More accurate assessment of candidate's skills & performance level

7.3.5. Require less orientation

7.4. Disadvantages

7.4.1. Discontent of unsuccessful candidates

7.4.2. TIme consuming to post and interview all candidates if one is already preferred

7.4.3. Employee dissatisfaction w/ insider as new boss

7.4.4. Possibile "inbreeding"