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Chap005 external recruitment_editing
 

Chap005 external recruitment_editing

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    Chap005 external recruitment_editing Chap005 external recruitment_editing Presentation Transcript

    • Part 3 Staffing Activities: Recruitment Chapter 5: External Recruitment Chapter 6: Internal Recruitment McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
    • Part 3 Staffing Activities: Recruitment Chapter 05: External Recruitment
    • Staffing Organizations Model Staffing Policies and Programs Staffing System and Retention Management Support Activities Legal compliance Planning Job analysis Core Staffing Activities Recruitment: External, internal Selection: Measurement, external, internal Employment: Decision making, final match 5- Organization Strategy HR and Staffing Strategy Organization Mission Goals and Objectives
    • Chapter Outline
      • Recruitment Planning
        • Organizational Issues
        • Administrative Issues
        • Recruiters
      • Strategy Development
        • Open Versus Targeted Recruitment
        • Recruitment Sources
        • Recruiting Metrics
      • Searching
        • Communication Message
        • Communication Medium
      • Applicant Reactions
        • Reactions to Recruiters
        • Reactions to the Recruitment Process
        • Reactions to Diversity Issues
      • Transition to Selection
      • Legal Issues
        • Definition of a Job Applicant
        • Affirmative Action Programs
        • Electronic Recruitment
        • Job Advertisements
        • Fraud and Misrepresentation
      5-
    • Learning Objectives for This Chapter
      • Be able to engage in effective recruitment planning activities
      • Understand the difference between open and targeted recruitment
      • Utilize a variety of recruitment sources
      • Evaluate recruiting based on established metrics
      • Create a persuasive communication message
      • Learn about a variety of recruitment media
      • Recognize how applicant reactions influence the effectiveness of a recruiting plan
      5-
    • Recruitment Planning: Administrative Issues
      • In-house vs. external recruitment agency
        • Many companies do recruiting in-house
          • Recommended approach for large companies
        • Smaller companies may rely on external recruitment agencies
      • Individual vs. cooperative recruitment alliances
        • Cooperative alliances involve arrangements to share recruitment resources
      • Centralized vs. decentralized recruitment
      5-
    • Recruitment Planning: Administrative Issues
      • Requisitions
        • Exh. 5.1: Personnel Requisition
      • Number of contacts
        • Yield ratio - Relationship of applicant inputs to outputs at various decision points
      • Types of contacts
        • Qualifications to perform job must be clearly established
        • Consideration must be given to job search and choice process used by applicants
      5-
    • Exh. 5.2: Example Recruitment Budget
      • Should recruitment expenses be charged to HR or to the business unit using HR services?
        • Most organizations charge the HR department, possibly to encourage each business unit to use the recruitment services of the HR group
        • May result in the business unit users not being concerned about minimizing costs.
      5-
    • Exhibit 5.3 Recruitment Guide for Director of Claims 5-
    • Recruitment Planning: Administrative Issues (continued)
      • Process flow and record keeping
      • Recruiters
        • Selecting recruiters
        • Training recruiters
      5-
    • Considerations Related to Recruiters: Selection
      • Desirable characteristics of recruiters
        • Strong interpersonal skills
        • Knowledge about company, jobs, and career-related issues
        • Technology skills
        • Enthusiasm
      • Various sources of recruiters
        • HR professionals
        • Line managers
        • Employees
      5-
    • Considerations Related to Recruiters: Training
      • Training
        • Traditional areas of training
          • Interviewing skills, job analysis, interpersonal skills, laws, forms and reports, company and job characteristics, and recruitment targets
        • Nontraditional areas of training
          • Technology skills, marketing skills, working with other departments, and ethics
      5-
    • Strategy Development
      • Open vs. targeted recruitment
        • Choosing an audience
      • Recruitment sources
        • Choosing ways to get the message out
      • Recruiting metrics
        • Assessing the effectiveness of recruiting methods
      5-
    • Open vs. Targeted Recruitment
      • Open recruitment
      • Targeted recruitment
        • Key KSAO shortages
        • Workforce diversity gaps
        • Passive job seekers or noncandidates
        • Former military personnel
        • Employment discouraged
        • Reward seekers
        • Former employees
        • Reluctant applicants
      5-
    • Ex. 5.4 Making the Choice Between Open and Targeted Recruiting 5-
    • Recruitment Sources
      • Applicant initiated
      • Employee referrals
      • Employee networks
      • Advertisements
      • Employment websites
      • Colleges and placement offices
      • Employment agencies
      • Executive search firms
      • Professional associations and meetings
      • Social service agencies
      • Outplacement services
      • Job fairs
      • Co-ops and internships
      5-
    • Features of High-Impact Organizational Websites
      • Easily navigated
      • A “job cart” function
      • Résumé builders
      • Detailed information on career opportunities
      • Clear graphics
      • Allow applicants to create profiles
      • Self-assessment inventories
      5-
    • Employee Referrals
      • One of the most common recruiting methods
      • Finds candidates who are better informed about organizational culture and values
      • Lower turnover rates
      • Often boosted by providing cash bonuses to employees who refer successful candidates
      5-
    • Employment Websites
      • Functionality
        • Ability to create and approve job requisitions online
        • Manage recruiting tasks
        • Track the progress of open positions and candidates
        • Report on recruiting metrics like time to hire, cost per hire, or equal employment opportunity (EEO)
      • General websites
        • Attract a wider variety of potential applicants
        • Reach includes millions of users
      • Niche websites
        • Target individuals with specific skill sets
        • Qualified and motivated user base
      5-
    • Metrics for Evaluating Recruiting Methods
      • Quantity
      • Quality
      • Cost
      • Impact on HR Outcomes
        • Employee satisfaction
        • Job performance
        • Diversity
        • Retention
      • Ex. 5.5 Potential Recruiting Metrics for Different Sources
      5-
    • Ex. 5.7 Comparing Choice of Messages 5-
    • Searching: Communication Medium
      • Word-of-mouth
      • Recruitment brochures
      • Videos and videoconferencing
      • Advertisements
        • Classified advertisements
        • Online advertisements (banner ads)
        • Radio and television advertisements
      • Organizational websites
      • Direct contact (telephone or e-mail)
      5-
    • Exhibit 5.9 Factors for Designing Organizational Websites 5-
    • Applicant Reactions
      • Reactions to recruiters
        • Influence of recruiter vs. job characteristics
        • Influence of recruiter on attitudes and behaviors
        • Demographics of recruiters
        • Influential recruiter behaviors
          • Warmth and knowledge of the job
      • Reactions to recruitment process
        • Relationship of screening devices to job
        • Delay times in recruitment process
        • Funding of recruitment process
        • Credibility of recruiter during recruitment process
      5-
    • Reactions to Diversity Issues
      • Advertising in publications targeted at women and minorities
      • Advertisements should depict diversity, especially among those in positions of authority
      • Target older workers by flexible schedules, health and pension benefits, and part-time opportunities
      5-
    • Transition to Selection
      • Involves making applicants aware of
        • Next steps in hiring process
        • Selection methods used and instructions
        • Expectations and requirements
      5-