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  • http://work.secondlife.com/worksolutions/meetings/
  • Principles of Management (Handout # 1) by Mohammed Saiful Islam

Chapter 4 recruitment Chapter 4 recruitment Presentation Transcript

  • Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 6, slide Chapter 4 Recruiting Md. Zahid Hossain Bhuiyan Lecturer in Management, IIUC-DC Published by Lecturesheet.iiuc28a9.com
  • Introduction
    • Where from the recruitment process actually start?… ..
    • In broader sense recruitment process actually starts from …..
    • ‘ Human Resource Planning
    Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Introduction Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC Chapter 4, slide Recruiting brings together those with jobs to fill those seeking jobs and Once an organization identifies its human resource needs through employment planning, it can begin recruiting candidates for actual or anticipated vacancies.
    • In Human Resource Management (HRM) cycle as well as in any organization, recruitment and selection plays an important and vital role in achieving the organizational vision, mission, goals and objectives.
    • Organizations today consider human resources as the critical resource of the organization.
    • Recruitment and selection is the staffing function in organizations.
    • The primary goal of staffing is to get the right people for the company to operate as efficiently and effectively as possible.
    Introduction Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
    • Recruiting is the process of discovering potential candidates for actual or anticipated organizational vacancies.
    • Or from another perspective, it is a linking activity – bringing together those with jobs to fill and those seeking jobs.
    • Simply, recruitment is the process of attracting right number of peoples, right kinds of peoples at the right place at the right time.
    Introduction Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Recruiting Sources Chapter 6, slide internal searches external searches Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Sources of Recruiting
    • Certain recruiting sources are more effective than others for filling certain types of jobs.
    • Two basic sources of recruitment:
    • 1. Internal source of Recruitment
    • 2. External source of recruitment
    Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Recruiting Sources
    • The Internal Search : Many large organizations attempt to develop their own employees for positions beyond the lowest level.
    • These can occur-
      • by having individuals bid for jobs
      • by using their HR management system
      • by utilizing employee referrals
    Chapter 6, slide Internal search Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Sources of Recruiting
    • Internal source of Recruitment: When potential candidates are recruited from within the organization, it is called internal source of recruitment.
    • Internal recruitment options are:
    • 1. promotion/lateral transfer- when candidate is identified
    • 2. advertise internally- when organization believe in availability of persons within the organization and discover hidden talent that may have been overlooked and
    • 3. follow standard recruitment process for selection.
    Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Sources of Recruiting
    • External source of recruitment: When potential candidates are recruited from outside the organization, it is called external source of recruitment.
    • External recruitment could be through
    • - Advertisements:
    • - Employment Agencies
    • - Schools, Colleges, and Universities
    • - Professional Organizations
    • - Cyberspace Recruiting
    • - Unsolicited Applicants
    • - Walk-ins
    • - Head hunting
    Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Recruiting Sources Chapter 6, slide
    • Advantages
      • good public relations
      • morale building
      • encouragement of employees and members of protected groups
      • knowledge of existing employee performance
      • cost-savings
      • candidates are well known about the organization
      • Candidates have a stronger commitment to the company
      • opportunity to develop mid- and top-level managers
    • Disadvantages
      • possible inferiority of internal candidates
      • infighting and morale problems
      • potential inbreeding
      • Time wasted interviewing inside candidates who will not be considered
    Promoting from Within the organization Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
    • Advantages
      • Import new ideas
      • Reduce employee training and development, particularly, if they have been trained elsewhere
      • Hiring outsiders can indicate a change of business outlook; and
      • Internal person may not be available.
      • Disadvantages
      • It takes lots of time and energy
      • It is costly
      • It may not build the morale
      • It can not encourages good individuals who are ambitious
      • Candidates have weak commitment to the company
      • No opportunity to develop mid- and top-level managers
    Recruiting Sources Promoting from outside the organization Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Recruiting Sources
    • Advertisements:
    • When an organization wishes to communicate to the public that it has a vacancy, advertisement is one of the most popular methods used.
    • Must decide type and location of ad, depending on job; decide whether to focus on job ( job description ) or on applicant ( job specification ).
    • The most common techniques that are used as ad.
        • Newspapers (local and specific labor markets)
        • Trade and professional journals
        • Internet job sites
        • Marketing programs
        • Radio & Television
    Chapter 6, slide External searches Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
    • Advertisements must be completed indicating qualification, skills, competencies and other relevant information. It should also include a brief job summary, nature of job and place of posting, compensation packages and professional references if needed.
    • Three factors influence the response rate:
      • identification of the organization
      • labor market conditions
      • the degree to which specific requirements are listed.
    Recruiting Sources Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Recruiting Sources Chapter 6, slide
    • Employment Agencies:
    • Types of employment agencies:
      • Public agencies operated by federal, state, or local government
      • private employment agencies
      • management consulting firms
      • executive search firms
    Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
    • Public or state employment services focus on helping unemployed individuals with lower skill levels to find jobs
    • www.careeronestop.org
    • BPSC-Bangladesh public service commission
    • Private employment agencies provide more comprehensive services and are perceived to offer positions and applicants of a higher caliber
    • Management consulting firms (“headhunters”) research candidates for mid- and upper-level executive placement
    • Executive search firms screen potential mid/top-level candidates while keeping prospective employers anonymous
    Recruiting Sources Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
    • 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 or female 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.
    Recruiting Sources Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Recruiting Sources Chapter 6, slide
    • Schools, colleges, and universities:
    • Educational institutions at all levels offer opportunities for recruiting recent graduates.
    • Most educational institutions operate placement services where prospective employers can review credentials and interview graduates.
    • May provide entry-level or experienced workers through their placement services
    • May also help companies establish cooperative education assignments and internships
    Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Recruiting Sources
    • Job fairs:
    • attended by company recruiters seeking resumes and info from qualified candidates
        • Virtual online job fairs could bring employers and job seekers together online by logging into a specific Web site at a certain time. Some sites use avatars as candidates and recruiters.
    Chapter 6, slide
        • See:
        • http://www.inxpo.com/products/virtual-career-fairs/index.htm
        • http:// work.secondlife.com/worksolutions/meetings /
        • From the WSJ: http://online.wsj.com/article/SB118229876637841321.html
    Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Recruiting Sources Chapter 6, slide
    • Professional organizations:
    • Many professional organizations, including labor unions, operate placement services for the benefit of their members.
    • The professional organizations include such varied occupations as industrial engineering, psychology, accounting, legal, and academics.
    • These organizations publish rosters of job vacancies and distribute these lists to members.
    • run placement services at meetings
    • control the supply of prospective applicants
    • labor unions are also in this category
    Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
    • Unsolicited applicants (walk-ins):
    • Unsolicited applications, whether they reach the employer by letter, telephone, or in person, constitute a source of prospective applicants.
    • may provide a stockpile of prospective applicants if there are no current openings
    • Direct applicants who seek employment with or without encouragement from other sources.
    • Courteous treatment of any applicant is a good business practice.
    Recruiting Sources Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Recruiting Sources
    • most companies use the Internet to recruit employees
    • job seekers use online resumes and create Web pages about their qualifications
    Chapter 6, slide Online sources Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
    • It is one of the newer arenas for locating resumes of qualified employees is looking on the Internet.
    • Companies like Eli Lilly, Grolier Electronic Publishing, Wells Fargo Bank, Fidelity Investments, General Electric, Levi Strauss, Bristol Technology, and Cisco Systems have found the use of the World-Wide-Web advantageous in filling their positions.
    • In Bangladesh, www.bdjobs.com etc is used for getting potential candidates.
    Recruiting Sources Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
    • 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
    Recruiting Sources Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Recruiting Sources
    • Temporary help services:
      • temporary employees help organizations meet short-term fluctuations in HRM needs
      • older workers can also provide high-quality help
    • Employee leasing:
      • trained workers are employed by a leasing company, which provides them to employers when needed for a flat fee
      • typically remain with an organization for longer periods of time
    • Independent contractors:
      • do specific work either on or off the company’s premises
      • costs of regular employees (i.e. taxes and benefits costs) are not incurred
    Chapter 6, slide Recruiting alternatives Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
    • Head Hunting:
    • Head Hunting is one way of searching highly qualified senior managers through informal interview process. The method is useful to bring potential persons who are well placed in different organizations who normally do not apply in response to formal advertisements.
    Recruiting Sources Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • A Global Perspective
    • For some positions, the whole world is a relevant labor market. So, HR can recruit
    • home-country nationals when searching for someone with extensive company experience to launch a product in a country where it has never sold before
    • host-country nationals when a foreign subsidiary is being established and HQ wants to retain control yet hire someone with local market knowledge
    • candidates of any nationality, creating a truly international perspective
    Chapter 6, slide Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Slide#11 Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Effective Recruiting
    • External factors affecting recruiting:
      • Looming undersupply of workers
      • Lessening of the trend in outsourcing of jobs
      • Increasingly fewer “qualified” candidates
    • Internal factors affecting recruiting:
      • The consistency of the firm’s recruitment efforts with its strategic goals
      • The available resources, types of jobs to be recruited and choice of recruiting methods
      • Non recruitment HR issues and policies
      • Line and staff coordination and cooperation
    Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  • Effective Recruiting (cont’d)
    • 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
      • Provides for better measurement of HR performance
      • Allows for the sharing of applicant pools
    Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
    • Thank You Very Much