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Chapter 06 dessler 12-ce_ppt_ch06

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Chapter 06 dessler 12-ce_ppt_ch06

  1. 1. Chapter 6: Recruitment Recruitment | 6-1 Copyright © 2014 Pearson Canada Inc. All rights reserved. Dessler, Chhinzer, Cole Human Resources Management in Canada Canadian Twelfth Edition
  2. 2. Learning Outcomes • EXPLAIN the recruitment process. • ANALYZE the role of job posting, human resources records, and skills inventories in recruiting from within. Recruitment | 6-2 Copyright © 2014 Pearson Canada Inc. All rights reserved. • DEFINE recruitment and DISCUSS the increasing use of employer branding.
  3. 3. Learning Outcomes • IDENTIFY at least ten methods used for external recruiting. • DISCUSS strategies for recruiting a more diverse workforce. • EXPLAIN the importance of application forms. Recruitment | 6-3 Copyright © 2014 Pearson Canada Inc. All rights reserved. • EXPLAIN two strategies used to recruit nonpermanent staff.
  4. 4. “The process of searching out and attracting qualified job applicants, which begins with the identification of a position that requires staffing and is completed when résumés and/or completed application forms are received from an adequate number of applicants” Recruiter • A specialist in recruitment, whose job it is to find and attract capable candidates Recruitment | 6-4 Copyright © 2014 Pearson Canada Inc. All rights reserved. Recruitment
  5. 5. • the image of an organization based on the benefits of being employed by that organization • includes experiences a candidate goes through during the recruitment process, including: • experience when they go to the company’s website • acknowledgement thanking candidate who sends in a résumé • initial greeting by the receptionist • ability of the interviewer to articulate organization’s values and culture Recruitment | 6-5 Copyright © 2014 Pearson Canada Inc. All rights reserved. Employer Branding
  6. 6. • define the target audience, where to find them, and what they want from an employer. • develop the employee value proposition, and the reasons why the organization is a more attractive employer. • communicate the brand by incorporating the value proposition into all recruitment efforts. Recruitment | 6-6 Copyright © 2014 Pearson Canada Inc. All rights reserved. Employer Branding: Three Steps
  7. 7. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved The Recruitment Process Recruitment | 6-7
  8. 8. Developing and Using Application Forms • most firms use a standard application form: • facilitates comparison of candidates • may be used as a sample of the candidate’s own work • includes a written authorization for reference checking • includes acknowledge that the information provided is true and accurate • many application forms include an optional section regarding designated group member status Recruitment | 6-8 Copyright © 2014 Pearson Canada Inc. All rights reserved. • information that the company requires is specifically requested
  9. 9. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Optional Section Designated Group Recruitment | 6-9 continued
  10. 10. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Optional Section Designated Group continued Recruitment | 6-10
  11. 11. continued Recruitment | 6-11 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Optional Section Designated Group
  12. 12. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Optional Section Designated Group Recruitment | 6-12
  13. 13. Application Types • biographical data predictive of job success is scored • includes background, experiences, preferences Online Applications • reduce risk of lost applications • increase exposure level of job ad • may reduce biases based on face-to face meetings Recruitment | 6-13 Copyright © 2014 Pearson Canada Inc. All rights reserved. Biographical Information Blank (BIB)
  14. 14. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Online Application Form Recruitment | 6-14
  15. 15. • rewarding competence enhances commitment, morale and performance • insiders may be more committed to goals and less likely to leave • managers have longer-term perspective when making business decisions • more accurate assessment of candidate’s skills and performance level • require less orientation Recruitment | 6-15 Copyright © 2014 Pearson Canada Inc. All rights reserved. Recruiting From Within: Advantages
  16. 16. • discontent of unsuccessful candidates • time consuming to post and interview all candidates if one is already preferred • employee dissatisfaction with insider as new boss • possibility of “inbreeding” Recruitment | 6-16 Copyright © 2014 Pearson Canada Inc. All rights reserved. Recruiting From Within: Disadvantages
  17. 17. Internal Recruitment Methods Human Resources Records • review of information on existing employees to identify candidates for openings Skills Inventories • review of qualification, interest skills of existing employees Recruitment | 6-17 Copyright © 2014 Pearson Canada Inc. All rights reserved. Job Posting • notifying current employees about vacant positions
  18. 18. continued Recruitment | 6-18 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Internal Job Posting
  19. 19. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Internal Job Posting Recruitment | 6-19
  20. 20. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Internal Job Posting Advantages and Disadvantages Recruitment | 6-20
  21. 21. Recruiting from Outside: Advantages • a larger pool of qualified candidates • acquisition of new skills, knowledge, and ideas • elimination of employee rivalry and competition for transfers and promotions • hiring individuals who already have necessary skills reduces training costs Recruitment | 6-21 Copyright © 2014 Pearson Canada Inc. All rights reserved. • availability of a more diverse applicant pool
  22. 22. Planning External Recruitment Considerations: • yield ratios - percentage of applicants that proceed to next stage of selection • time lapse data - time from start of recruitment to new employee starting work Recruitment | 6-22 Copyright © 2014 Pearson Canada Inc. All rights reserved. • type of job affects recruitment method chosen
  23. 23. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Yield Ratio Recruitment | 6-23
  24. 24. External Recruitment Methods • former employees • Human Resources and Skills Development Canada (HRSDC) • educational institutions • executive search firms • open houses, job fairs • private employment agencies • professional and trade associations • walk-ins and write-ins • labour organizations • online networking sites • military personnel • print advertising • online recruiting Recruitment | 6-24 Copyright © 2014 Pearson Canada Inc. All rights reserved. • employee referrals
  25. 25. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Successful External Recruitment Recruitment | 6-25
  26. 26. Guide for External Recruitment Ads (AIDA) The ad should: • attract attention • create desire for the job • instigate action Recruitment | 6-26 Copyright © 2014 Pearson Canada Inc. All rights reserved. • develop interest
  27. 27. Recruiting Non-Permanent Staff Temporary Help Agencies • benefits: • cost less than permanent employees • immediate replacement of an unsuitable temporary worker • workers are often highly motivated Recruitment | 6-27 Copyright © 2014 Pearson Canada Inc. All rights reserved. • provide relief for employees who are ill, on vacation, taking a leave of absence, etc.
  28. 28. Recruiting Non-Permanent Staff Contract Workers • work directly for the employer • benefits: • coverage for seasonal or unplanned peaks in business • specialized work or projects • reduced layoffs during downturns Recruitment | 6-28 Copyright © 2014 Pearson Canada Inc. All rights reserved. • specific type of work or period of time
  29. 29. Recruiting a More Diverse Workforce Attracting Older Workers • Typically have high job satisfaction, strong sense of loyalty and work ethic, good people skills • Considerations: • remove stereotypical attitudes • develop flexible work arrangements Recruitment | 6-29 Copyright © 2014 Pearson Canada Inc. All rights reserved. • Workers at or beyond retirement age
  30. 30. Recruiting a More Diverse Workforce Attracting Younger Employees • High energy, enthusiasm, physical strength • provide independence and work-life balance • give variety of experiences Recruitment | 6-30 Copyright © 2014 Pearson Canada Inc. All rights reserved. • Consider:
  31. 31. Recruiting a More Diverse Workforce Recruiting Designated Group Members • Assists in goal of employment equity • alternative publications for recruitment • liaise with agencies assisting designated groups Recruitment | 6-31 Copyright © 2014 Pearson Canada Inc. All rights reserved. • Consider:

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