Published on

Published in: Technology, Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide


  1. 1. METHODS OF RECRUITING <ul><li>Once an organization has decided it needs additional or replacement employees, it is faced with decision of how to generate the necessary applications. </li></ul>
  2. 2. <ul><li>Recruiting strategy and policiy decisions require identifying </li></ul><ul><li>- where to recruit </li></ul><ul><li>- whom to recruit </li></ul><ul><li>- how recruiting will be done </li></ul>
  3. 3. <ul><li>RECRUITING SOURCES </li></ul><ul><li>INTERNAL RESOURCES EXTERNAL RESOURCES </li></ul><ul><li>Promoting from within Hiring from outside the </li></ul><ul><li>the organization organization </li></ul>
  4. 4. <ul><li>Most organizations have to use both internal and external sources to generate a sufficient number of applicants. </li></ul>
  5. 5. <ul><li>Organizations that face a rapidly changing competitive environment and conditions may need to place more emphasis on external sources in addition to developing internal sources. </li></ul>
  6. 6. <ul><li>However, for those organizations existing in environments that change slowly, promotion from within may be more suitable. </li></ul>
  7. 7. INTERNAL RESOURCES <ul><li>Using internal recruiting means using various sources developed and managed inside the organization. </li></ul>
  8. 8. <ul><li>Many organizations attempt to develop their own low level employees for higher positions. </li></ul><ul><li>Promoting from inside the organization has some advantages and disadvatages. </li></ul>
  9. 9. Internal Recruiting ADVANTAGES DISADVANTAGES Morale of promotee Grouping Better assesment of abilities Possible morale problems of those not promoted Lower cost for some jobs “ Political” infighting for promotions Motivator for good performance Need for management development program Causes a succession of promotions Have to hire only entry level
  10. 10. Internal Recruiting Methods <ul><li>Organizational databases (Skill inventories) </li></ul><ul><li>Job posting </li></ul><ul><li>Employee referrals and recommendations </li></ul>
  11. 11. Organizational Databases (Skill inventories) <ul><li>Human Resource Information Systems (HRIS) allows HR departmants to maintain backround and information on existing employees. </li></ul><ul><li>HR specialist can accsess databases by entering job requirements and then receive a listing of current employees meeting job requirements </li></ul>
  12. 12. Job Posting <ul><li>Job posting, a system in which the employer provides notices of job openings and employees respond by applying for specific openings. </li></ul><ul><li>The organization can notify employees of job vacancies in a number of ways, including posting notices on bulletin boards, using employee newslatter and sending out e –mails to managers and employees. </li></ul>
  13. 13. <ul><li>The purpose of the job posting system is to provide employees more opportunities to move within the organization. </li></ul><ul><li>The organization must allow a reasonable period of time for present employees to check notices of available jobs before it considers external applicants. </li></ul>
  14. 14. PROMOTIONS <ul><li>Many organizations choose to fill vacancies through promotions or transfers from within whenever possible. </li></ul><ul><li>Although most often successful, the person’s performance on one job may not be a good predictor of performance on anther, because different skills may not be a good predictor of performance on another, because different skills may be required on the new job. </li></ul>
  15. 15. <ul><li>As employees transfer to or are promoted to other jobs, individuals must be recruited to fill their vacated jobs. </li></ul><ul><li>Planning on how to fill those openings should occur prior to job transfers or promotions, not afterwards. </li></ul>
  16. 16. Current Employee Referrals and Recommendations <ul><li>A recommendation from a current employee regarding a job applicant. </li></ul><ul><li>One of the better sources for individuals who will perform effectively on the job is a recommendation from a current employee. </li></ul><ul><li>Because employees rarely recommend someone unless they believe the individual can perform adequately. </li></ul>
  17. 17. <ul><li>The recommender often gives the applicant more realisticinformation about the job than could be conveyed through employement agencies or newspaper advertisments. </li></ul><ul><li>This information reduces unrealistic expectations and increases job survival. </li></ul>
  18. 18. <ul><li>Some studies have found that new workers recruited through current employee referrals have longer tenure with organizations than those from other recruiting sources. </li></ul>
  20. 20. The Internet has become a primary means for employers to search for job candidates and for applicants to look for jobs. Many Internet users post or submit resumes on the Internet.
  22. 22. Job Searching Methods <ul><li>Newspaper classified ads (79 %) </li></ul><ul><li>Internet searched (75 %) </li></ul><ul><li>Friends suggested available jobs (71 %) </li></ul><ul><li>Job interwievs (% 58) </li></ul><ul><li>Mailed /fax resume (% 48) </li></ul><ul><li>E-mailed resume (% 47) </li></ul><ul><li>Potential employers telephoned (% 41) </li></ul><ul><li>Internet posting of resume (%38) </li></ul>
  23. 23. E-Recruiting Methods <ul><li>Professional / Career Web Sites </li></ul><ul><li>Many professional associations have employment sections at their Web sites. </li></ul><ul><li>Numerous job boards provide places for employers to post jobs or search for candidates. </li></ul><ul><li>HR recruiters find the general job boards useful for generating applicant responses. </li></ul>
  24. 24. <ul><li>www. kariyer .net </li></ul><ul><li> </li></ul><ul><li>www. kariyer </li></ul><ul><li> kariyer -is-arama </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li> </li></ul>
  25. 25. <ul><li> </li></ul><ul><li> </li></ul><ul><li>www. job </li></ul><ul><li> jobs </li></ul><ul><li>jobs </li></ul>
  26. 26. <ul><li> Jobs - The Largest Job Search, Employment ... </li></ul><ul><li>  - Find new employment or work. Fresh job listings posted daily. Have jobs emailed to you. Explore career opportunities. Search and apply online today. Find Jobs - My CareerBuilder - Jobs </li></ul>
  27. 27. <ul><li>Yahoo! HotJobs - Thousands of jobs . Find the right one. </li></ul><ul><li>  - Find your dream job ! Search for jobs , post your resume, compare salaries and find career advice and research. Thousands of new jobs listed daily. </li></ul>
  28. 28. Employer Web Sites <ul><li>Aside from the popularity of job boards and other job sites, may employers have found their Web sites to be more effective and efficient when recruiting candidates. </li></ul>
  29. 29. <ul><li>Many employers have included employment and career information as part of their organizational Web sites. </li></ul><ul><li>On many of these sites, job seekers are encouraged to e-mail resumes or complete on-line applications. </li></ul>
  30. 30. <ul><li> </li></ul><ul><li> licies </li></ul>
  31. 31. Advantages of Internet Recruiting <ul><li>- Internet recruiting is cheaper than newspaper advertising, employement agencies and other external sources. </li></ul><ul><li>- Internet recruiting can save considerable time. Applicants can respond quickly to job postings by sending e mails. </li></ul><ul><li>Recruiters can respond to qualified candidates more quickly </li></ul>
  32. 32. <ul><li>- An expanded pool of applicants can be generated using Internet recruiting. A large number of candidates may see any given job listing although exposure depends on which internet sources are used. </li></ul><ul><li>- Job literally are posted globall, so potential applicants in other geographic areas and countries can view job openings posted on the Web. </li></ul>
  33. 33. Disadvantages of Internet Recruiting <ul><li>By using Internet Recruiting, employers may get more unqualified applicants. </li></ul><ul><li>According to a survey, one third of HR recruiters found that Internet recruiting created additional work for HR staff members. </li></ul><ul><li>Many individual who access job sites are just browsers who may submit resumes just to see what happens, but who are not seriously looking for new jobs. </li></ul><ul><li>HR specialist must rewiev more resumes and deal with more a-mail. </li></ul>
  34. 34. <ul><li>Second disadvantages is that applicants may have limited Internet access, especially individuals from lower socio-economic groups . </li></ul><ul><li>So employers using Internet recruiting may not be reaching as diverse a recruitment pool as might be desired. </li></ul><ul><li>In spite of disadvantages, Internet recruiting will continue to grow. </li></ul>
  35. 35. Effective On-Line Job Postings <ul><li>1. Make the posting attractive . It must draw people’s attention, so use some graphics, company logo, and other simple art work. </li></ul>
  36. 37. <ul><li>2. Make it readable. Use easy –to read language and avoid too many abbreviations and jargon not easily recognizable by applicants. Also, do not use all capital or bolded letters, which look too dense. </li></ul>
  37. 39. <ul><li>3. Recognize that shorter is better. Too many employers start on –line ads with 50-60 word on the company and descriptive words that are overused, such as “challenging”, “progressive”, etc. </li></ul>
  38. 40. <ul><li>4. Start with clear job title and overview. The job title and brief description of job responsibilities determine whether anything else is read. If the first paragraph is not interesting, the rest of the details will not be read. </li></ul>
  39. 41. <ul><li>5. Describe the employer concisely . A brief of the employer, especially the division and location of the job, should provide information and cretae interest in the organization. </li></ul>
  40. 42. <ul><li>6. State necessary qualifications clearly. </li></ul><ul><li>7. Provide salary and benefits information </li></ul><ul><li>8. How to apply. Automatic links to e-mail or to an employment application should allow an applicant to click to apply. As back up, fax number and mailing address information should be provided along with a contact number. </li></ul>
  41. 43. POSITION INFORMATION JOB TITLE: Manager, Quality Assurance Programs (525-020110) <ul><li>COMPANY: TracFone Wireless, Inc. LOCATION: Miami STATUS: Full Time, Employee JOB CATEGORY: Quality Assurance/Safety CAREER LEVEL: Manager (Manager/Supervisor of Staff) CONTACT INFORMATION COMPANY : TracFone Wireless, Inc. REFERENCE CODE: 29 </li></ul><ul><li>APPLY NOW T RACFONE Wireless, Inc. is an Equal Opportunity Employer </li></ul>
  42. 44. Manager, Quality Assurance Programs (525-020110) <ul><li>Description The Manager, Quality Assurance Program coordinates corporate quality programs to monitor and report on all customer touch points including emails, case resolution, usability testing, functionality testing and handset exchanges.  This position will evaluate all tests to ensure that the company is delivering the highest level of service to the customer. </li></ul>
  43. 45. Responsibilities: <ul><li>Plans and directs implementation and administration of monitoring programs that impact customer interactions such as number of audits, audit type, audit criteria, system resources and audit distribution.  Coordinate and facilitate company wide Quality Review Programs to ensure proper adherence and compliance to customer service requirements.  Recommends evaluation, analysis and process changes to management.  Prepares analysis forecast to project business needs and priorities. Studies information to assess industry trends, best practices, seasonal fluctuations, equipment and software implementation requirements or restrictions.  </li></ul>
  44. 46. Required Experience <ul><li>Bachelors degree </li></ul><ul><li>Four to six years call center quality experience or equivalent combination of education and experience </li></ul><ul><li>Intermediate to Expert user of Microsoft Office Applications  TracFone Wireless offers comprehensive benefit options as part of our total compensation plan. Benefits include: * Competitive Salary * Paid Vacations *401(k) Plan * Tuition Reimbursement *Medical/Dental/Vision/Life coverage * Employee Assistance Program TracFone Wireless is an Equal Opportunity Employer Please apply directly at: </li></ul>
  45. 47. Job Summary <ul><li>Location Rock Springs, WY 82901 Industries Rental Services </li></ul><ul><li>Job Type </li></ul><ul><li>Full Time Employee </li></ul><ul><li>Career Level </li></ul><ul><li>Experienced (Non-Manager) </li></ul><ul><li>Job Reference Code SW9269 </li></ul><ul><li>Inside Sales Rep - Rock Springs </li></ul><ul><li>About the Job </li></ul><ul><li>Position Description: United Rentals, the largest equipment rental company in the world, is offering an excellent opportunity for a Inside Sales Rep who is ready to grow their career with the leading company in the industry. To continue our tremendous success and unparalleled growth, we are searching for qualified and ambitious individuals to assist with increasing branch revenue and profitability, while providing superior customer service. Responsibilities will include a variety of branch operational functions such as customer relations, sales and rental of equipment, showroom displays, merchandise marketing, and the selling of contractor supplies. Excellence in this challenging and rewarding position paves the way for advancement into our sales representative and branch manager roles. To Apply Visit United Rentals, Inc. Qualifications: Superior customer service remains the backbone of United Rentals, therefore your willingness and ability to provide this to each customer makes you a top-notch candidate. To be qualified, the ideal candidate must have a strong ability to multitask in a fast-paced environment, excellent interpersonal communication skills, a keen attention to detail, and knowledge of Microsoft Office applications. Bachelor’s degree is required. </li></ul>
  47. 49. <ul><li>This refers to the filling of job vacancies from outside the business (contrast with internal recruitment). Most businesses engage in external recruitment fairly frequently, particularly those that are growing strongly, or that operate in industries with high staff turnover. </li></ul>
  48. 50. Potential Advantages <ul><li>provides new ideas / fresh perspectives </li></ul><ul><li>  </li></ul><ul><li>initiate a turnaround </li></ul><ul><li>  </li></ul><ul><li>reduce expensive training by hiring experienced employee </li></ul><ul><li>  </li></ul><ul><li>may be less upsetting to present organizational hierarchy </li></ul><ul><li>  </li></ul><ul><li>allows rapid growth </li></ul><ul><li>  </li></ul><ul><li>increase diversity </li></ul>
  49. 51. Potential Disadvantages <ul><li>takes longer and costs more </li></ul><ul><li>  </li></ul><ul><li>little information about candidate’s ability to fit with rest of organization </li></ul><ul><li>destroys incentive of present employees to strive for promotion </li></ul><ul><li>outsider takes time to become familiar with current systems </li></ul><ul><li>current organization members may fight new ideas </li></ul>
  50. 52. Media Advertising <ul><li>One commonly used external recruiting source is advertising through radio, television, and newspapers. Perhaps the most popular method of recruiting is through newspaper and magazine advertisements. </li></ul>
  51. 53. <ul><li>It should be noted that advertisements that do not disclose the name of the company are typically less effective than other classified advertising methods and should be avoided. Position announcements may also be posted in locations where they are likely to be seen by persons seeking jobs. </li></ul>
  52. 54. <ul><li>Through advertising, you can be selective and indicate clearly the nature of a job and required qualifications. </li></ul><ul><li>If a small business is seeking a particular skill, it should emphasize this skill in any advertisement used. </li></ul>
  53. 55. <ul><li>With the exception of newspaper advertisement, the main disadvantage of advertising is that it can be expensive. </li></ul>
  54. 56. The three key objectives of a good advertisement are that it: <ul><li>-Attracts attention (to successfully compete with other job advertisements in that media) </li></ul><ul><li>- Creates and maintains interest (it has to communicate accurate information about the job, the company, the rewards, the nature of the job, the type of person wanted) </li></ul>
  55. 57. <ul><li>- Stimulate action (the message must be sufficiently strong for potential applicants to read it to the end and then make the time and effort to respond in the required way. </li></ul>
  56. 58. <ul><li>The success of the advertisement should not be measured by the volume of the response. </li></ul><ul><li>It is only the quality of response that matters how many applications are received from candidates that have the necessary requirements to fit the specification. </li></ul>
  57. 59. For attracting attention <ul><li>-Using bold and unusual headlines </li></ul><ul><li>-Salary and location clearly displayed </li></ul><ul><li>-Using full or part colour </li></ul><ul><li>-Selecting the best location for the advertisement </li></ul><ul><li>-Displaying of a high profile corporate image </li></ul>
  58. 63. Employment Agencies and Search Firms <ul><li>Working with employment agencies is meant to save you time. But if you are not prepared to tell the recruiting agency what you want from its service, you could end up with the wrong type of employee. </li></ul>
  59. 64. UNIVERSITY RECRUITING <ul><ul><li>At the university level, the recruitment of students is a significant source for entry-level professional and technical employees. </li></ul></ul><ul><ul><li>In college recruiting, the organization send an employee, usually called a recruiter, to a campus to interview candiadetes and describe the organization to them. </li></ul></ul><ul><ul><li>Recruiters generaly distribute brochures and ather literature about the organization </li></ul></ul>
  60. 65. <ul><li>College recruting can be extremely difficult, time-consuming and expensive for the organization. </li></ul><ul><li>But many recruiters generally believe that college recruiting is one of the most effective ways of identifying talented employees. </li></ul>
  61. 66. <ul><li>According to recruiters, personality, oral and written communication skills and appereance are more important than grade point avarage (GPA). </li></ul><ul><li>However, for many employers, a high GPA is a major criterion when considering candidates for jobs during on-campus interviews. </li></ul>
  62. 68. <ul><li>Many agencies specialize in certain industries or specialize in specific types of hiring, such as temporary and contract hiring. Some employment agencies can also handle payroll for the employees they hire to you. Knowing what you need before you hire an agency will help you narrow your choices. </li></ul>
  63. 69. <ul><li>Since employment agencies are all different, choosing an agency is similar to hiring an employee. - Check out all an agency's credentials, get references and make sure it can provide you with the following: </li></ul>
  64. 70. <ul><li>1. An employee that fits the job description you provide. 2. A choice of hiring options, such as temporary or contracted employees. 3. The option to keep the agency on retainer for future hires. </li></ul>
  65. 71. <ul><li>Some employemnt agencies focus their efforts on executive, managerial and professional positions. These executive search firms are split into two groups: </li></ul><ul><li>1. contingency firms that charge a fee only after a candidate has been hired by a client company </li></ul><ul><li>2. retainer firms that charge a client a set fee whether or not the contracted search is successful. (most of the larger firms work on a retainer basis. ) </li></ul>
  66. 72. <ul><li>The fees charged by executive search firms may be 30% or more of the employee’s first year salary. </li></ul><ul><li>Most employers pay the fees, but in some circumstances the employees pay the fees. </li></ul><ul><li>This kind of firms is called “HEAD HUNTERS” because of high fees they demand from their clients. </li></ul>
  67. 73. RECRUITING EVALUATION <ul><li>In order to determine how effective various recruiting sources and methods have been, it is important to evaluate recruiting efforts. </li></ul><ul><li>1. Evaluating Recruiting Costs and Benefits </li></ul><ul><li>When doing a cost –benefit analysis to evaluate recruiting efforts, cost may include both direct costs (advertising, recruiter’s salaries, travel, telephone etc.) </li></ul><ul><li>Cost- benefit information on each recruiting source can be calculated. </li></ul>
  68. 74. 2. Evaluating Time Required to Fill Openings <ul><li>The length of time it takes to fill openings is one of the most common means of evaluating recruiting efforts. If openings are not filled quickly with qualified candidates, teh work and productivity of the organization likely suffer. </li></ul>
  69. 75. 3. Evaluating Recruiting Quantity and Quality <ul><li>Certain measures of recruiting effectiveness are quite useful in indicating whether sufficient numbers of the targeted applicant population group are being attracted. </li></ul><ul><li>-information on job performance </li></ul><ul><li>-absenteeism </li></ul><ul><li>-cost of training </li></ul><ul><li>-turnover by recruiting </li></ul><ul><li>-quantity of applicants </li></ul><ul><li>-quality of applicants </li></ul>
  70. 76. YIELD RATIOS <ul><li>One means for evaluating recruiting efforts is to determine YIELD RATIOS which compare the number of applicants at one stage of the recruiting process to the number at another stage. </li></ul><ul><li>It is useful to visualize the yield ratios as a pyramid, whereby the employer starts with a broad base of applicants that progressively narrows. </li></ul>
  71. 77. Recruiting Evaluation Pyramid <ul><li>Offerss/Hires </li></ul><ul><li>(Yield ratio:50%) </li></ul><ul><li>Final Interview/Offers </li></ul><ul><li>(Yield ratio= 66%) </li></ul><ul><li>Initial Contacts/ Selection rate= 5 </li></ul><ul><li>Final Interview </li></ul><ul><li>( Yield ratio=15%) </li></ul>Total Applicants= 100 Applicants Remaining= 30 Final Interviews= 15 Offers= 10 Hired= 5
  72. 78. <ul><li>Another aspect of recruiting that can be evaluted is what is referred to as the quality of hire. </li></ul><ul><li>This measure can provide management with an asessment of the quality of new emploees being recruited and hired. </li></ul>
  73. 79. <ul><ul><ul><ul><ul><li>Quality of Hired = PR+HP+HR N </li></ul></ul></ul></ul></ul>
  74. 80. <ul><li>QH= quality of recruits hired </li></ul><ul><li>PR= avarage job performance ratings of new hirees </li></ul><ul><li>HP= percent of new hirees promoted within one year (such as 35 percent) </li></ul><ul><li>HR= percent of hirees retained after one year </li></ul><ul><li>N= number of indicators used </li></ul><ul><li>QH= (80+35++85) / 3 = 200 / 3 = 66.6% </li></ul>
  75. 81. <ul><li>Performance ratings and promotion rates are all beyond the control of a recruiter . Nevertheless, the quality –of-hire measure can provide some insight into the recruiter’s ability to attract employees. </li></ul>