recruitment and selection- HRM

t e n t h e d i t i o n
Gary Dessler
Part 2 Recruitment and PlacementChapter 5
PERSONNEL PLANNING AND
RECRUITING

AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
1. Explain the main techniques used in employment
planning and forecasting.
2. List and discuss the main outside sources of
candidates.
3. Effectively recruit job candidates.
4. Name and describe the main internal sources of
candidates.
5. Develop a help wanted ad.
6. Explain how to recruit a more diverse workforce.
© 2005 Prentice Hall Inc. All
rights reserved. 2

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©2005PrenticeHallInc.All
rightsreserved.

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INTERNAL RECRUITMENT
○ Internal Recruitment is a recruitment in which the
supply of manpower is done internally, i.e. within the
organization.
○ Internal advertisement
○ Promotion
○ Transfer
○ Re-employment of former employees
○ Employees hired earlier on contract basis or for part
time work.
○ Retired employees
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INTERNAL JOB POSTINGS
○ Cisco’s TalentConnection is an internal recruitment
program that enabled Cisco to revolutionize internal
recruiting.
○ In 2009 Cisco found that 36% of their employees did
not know about internal openings within the
company.
○ Infosys opens 'green channel' to ex-staff who
wish to come back
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○ Infosys to allow employees to switch job profiles
using an internal platform launched in 2016
○ Compass, the digital platform rolled out by the
technology giant would also allow them to mobilise
available opportunities on career growth, learning and
networks.
○ employees can create a humanised profile to showcase
their professional achievements. Video CVs,
endorsements, blogs and badges can also be shared,"
○ On its launch, the programme, which is available to
employees pan India, saw over 6,000 requests from
employees in three hours.
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©2005PrenticeHallInc.Allrightsreserved.

EXTERNAL RECRUITMENTS
○ Campus Recruitment
○ Job Portals
○ Job fairs and seminars
○ Waiting lists
○ Employment Exchanges
○ Job consultancies
○ References and recommendations-Employee
referrals
○ Direct Walk ins
○ Ads on newspaper, magazines and website etc
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INTERNAL VS. EXTERNAL
RECRUITMENT
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SUCCESSION PLANNING
○ Microsoft
○ Infosys
○ Tata group
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RECRUITING YIELD PYRAMID
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Figure 5–6
➢ 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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○ Blue collar, Grey Collar and White Collar jobs
○ QuikrJobs – an arm of an online classifieds platform Quikr—is
a platform offering different solutions for Blue Collar, Grey
Collar and White Collar jobs across India.
○ When we launched QuikrJobs we saw the need to cater to the
blue, grey and entry level jobs across India. Historically those
in low salary brackets were not targeted by the digital industry
and we noticed a significant number of postings on our
platform for these jobs…”
○ QuikrJobs recently acquired Hiree to accelerate its growth in
the White Collar segment.
○ Hiree- White collar + start ups- Video resumes
○ Interview air- Video interviews

○ Interview Air ensures that people can give
interviews to any large corporate from any remote
corner of the country.
○ Working as a cloud-based interviewing platform, IA
has introduced a selection of general HR questions
in a marketplace format
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RECRUITMENT STRATEGY
IN AUSTRALIA
○ IKEA Targets Job Candidates Who Love the
Brand-The initiative also says a lot about how
much IKEA values its customers- job candidates
are already familiar with the products and
already buy into the company culture
○ IKEA Utilizes Resources It Already Has
○ The Recruiting Strategy Aligns With IKEAS’s
Brand Image-flat pack approach –flat-pack
furniture

SWEDISH ARMY USES
SOCIAL MEDIA TO RECRUIT
○ The title was “Who cares?”
and it aimed to see who would be keen on helping
others
The Swedish Armed Forces aren’t involved in any
proper wars, in fact the country hasn’t been at war
for about 200 years
they engage in peace keeping missions for the
United Nations – all about helping others.

RESULTS
○ The campaign generated huge online conversation
and the website attracted 100,000 visitors in less
than four days.
○ The objective was to find 4,300 applicants for 1,430
new positions, they achieved 9,930 applications –
more than double the target.

L’OREAL
○ They widely use social recruitment in various countries
worldwide (such as India and the Philippines), however it is
especially prominent in the United Kingdom and the United
States.
○ L’Oreal have a uniform branding on all the websites for the
countries in which they operate
○ https://www.work4labs.com/
○ Facebook
○ Twitter
○ Youtube
○ Linkedin

○ The campaign had an “immediate and high quality
turnaround” with applicants viewing the job and
submitting resumes minutes after it went live.
○ L’Oreal received 17 qualified resumes within the
first 12 hours of the campaign – a huge difference to
the limited success from traditional methods.
○ L’Oreal used LinkedIn to solve 3 new challenges in
their social recruiting process.
○ sourcing difficult-to-hire candidates
○ reaching passive candidates
○ online reputation

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○ When Hard Rock Café opened a restaurant in Florence, Italy in
the spring of 2011, the company needed to hire 120 people in
four weeks. They did it all through Facebook
○ Using the services of a company called Work4 Labs, Hard
Rock first created a unique Facebook page for the restaurant.
After running ads to target locals who ‘liked’ Rock and Roll, the
company allowed potential hires to submit their applications
directly through the social network.
○ The result was a fully-staffed restaurant for $2000, less than a
tenth of what Hard Rock normally spends filling the ranks of a
new location. The recruitment campaign came with another
nice perk: Eight weeks later the Florence venue enjoyed
a Facebook page with 25,000 new fans.

EXAMPLES FROM INDIA
○ Uber Cabs
○ Twitter India
○ Aircel
○ TCS
○ CTS
○ INFOSYS
○ HCL
○ EXPEDIA

WHY SOCIAL MEDIA RECRUITMENT
○ Response time is faster
○ Access to candidates is better
○ There is more to go on than a resume
○ References are just a click away
○ Making the perfect match is easier
○ More data means better recruiting practices
○ The compliance process is improved
○ Is recruitment marketing a new trend ??

○ Chaos erupted at Suzuki's new Indian
manufacturing plant on Wednesday (18
January,2017) after fake job ads were posted on
social media.
○ About 1,500 youths, lured by false promises of walk-
in interviews, thronged the plant at Hansalpur, about
50 miles (80km) from Ahmedabad, Economic Times
of India reported.

GOOGLE’S SECRET STRATEGY
○ Google isn’t always relying on recruiters to find great
people
○ Google has a secret hiring process that draws
candidates through their search history, before they even
reach out to a recruiter
○ In the midst of a project, Rosett Googled a phrase that
first brought back the familiar page of results but then
brought up a conversation box that said, "You’re
speaking our language. Up for a challenge?“
○ Clicking through put Rosett into another website "foo.bar"
where he proceeded to follow prompts that led him
through a programming challenge he had 48 hours to
complete

○ he completed six over the course of two weeks
○ At this point, Rosett was asked to give his contact
information. A few days later, a Google recruiter
called
○ He was eventually asked to come out to
headquarters to solve yet more problems on a
whiteboard.
○ Rosett was offered a job.
○ The entire process from invitation to offer took a
total of three months.

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
● Nonrecruitment HR issues and policies
● Line and staff coordination and cooperation
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NO RESUME, NO INTERVIEW, NO PROBLEM AT GREYSTON BAKERY
○ 1982-Michael P Brady-Newyork
○ Open hiring policy-immigration status, whether they
have criminal or drug records, or even prior work
experience.
“It’s part of our heritage, which was to give everyone a
chance. We’re not concerned about people’s pasts.
We don’t want to judge what they’ve done in the past,
but only think about what they can
do in the future.”
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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
○ Recruitment yield pyramid.
○ High performance recruiting
● Applying best-practices management techniques to recruiting.
○ Using a benchmarks-oriented approach to analyzing and
measuring the effectiveness of recruiting efforts such as
employee referrals.
○ Time to fill
○ Cost per hire
○ Quality of hire
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OUTSIDE SOURCES OF CANDIDATES
○ Advertising
● The Media: selection of the best medium depends on the
positions for which the firm is recruiting.
○ Newspapers (local and specific labor markets)
○ Trade and professional journals
○ Internet job sites
○ Marketing programs
○ 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.
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INTERNAL SOURCES OF CANDIDATES: HIRING FROM WITHIN
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○ Advantages
● Foreknowledge of
candidates’ strengths
and weaknesses
● More accurate view of
candidate’s skills
● Candidates have a
stronger commitment to
the company
● Increases employee
morale
● Less training and
orientation required
○ Disadvantages
● Failed applicants
become discontented
● Time wasted interviewing
inside candidates who
will not be considered
● Inbreeding of the status
quo

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-than positive attitudes.
○ Rehiring may sent the wrong message to current employees
about how to get ahead.
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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.
● Creating and assessing candidates.
● Selecting those who will fill the key positions.
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