2. 5-2
Recruiting Human Resources
• The role of human resource recruitment is to
build a supply of potential new hires that the
organization can draw on if the need arises.
• Recruiting: any activity carried on by the
organization with the primary purpose of
identifying and attracting potential
employees.
5. 5-5
• Image advertising, such
as in this campaign to
recruit nurses, promotes
a whole profession or
organization as opposed
to a specific job opening.
• This ad is designed to
create a positive
impression of the
profession, which is now
facing a shortage of
workers.
6. 5-6
Recruitment Sources: Internal Sources
• Job Posting: the process of communicating
information about a job vacancy:
– On company bulletin boards
– In employee publications
– On corporate intranets
– Anywhere else the organization communicates
with employees
7. 5-7
Advantages of Internal Sources
1. It generates applicants who are well known to
the organization.
2. These applicants are relatively knowledgeable
about the organization’s vacancies, which
minimizes the possibility of unrealistic job
expectations.
3. Filling vacancies through internal recruiting is
generally cheaper and faster than looking
outside the organization.
11. 5-11
Evaluating the Quality of a Source
Yield Ratios
• A ratio that expresses the
percentage of applicants who
successfully move from one
stage of the recruitment and
selection process to the next.
• By comparing the yield ratios of
different recruitment sources,
we can determine which source
is the best or most efficient for
the type of vacancy.
Cost Per Hire
• Find the cost of using a
particular recruitment source
for a particular type of vacancy.
• Divide that cost by the number
of people hired to fill that type
of vacancy.
• A low cost per hire means that
the recruitment source is
efficient.
13. 5-13
Your Experience
• In your last job search, what was your
experience with a recruiter or other point of
contact before you were offered the job?
A. Lousy, I didn’t take the job
B. Lousy, but I took the job anyway
C. Great, but I didn’t take the job
D. Great, I took the job
E. The experience wasn’t memorable.
15. 5-15
Enhancing the Recruiter’s Impact
• Recruiters should provide timely feedback.
• Recruiters should avoid offensive behavior.
• They should avoid behaving in ways that
might convey the wrong impression about the
organization.
• The organization can recruit with teams rather
than individual recruiters.
16. 5-16
Summary
• The first step in human resource planning is
personnel forecasting. Through trend analysis and
good judgment, the planner tries to determine the
supply and demand for various human resources.
• The next step is to determine the labor demand for
workers in various job categories. Analysis of a
transitional matrix can help the planner identify
which job categories can be filled internally and
where high turnover is likely.
17. 5-17
Summary (continued)
• To reduce a surplus, downsizing, pay reductions, and
demotions deliver fast results but at a high cost in
human suffering that may hurt surviving employees’
motivation and future recruiting.
• To avoid a labor shortage, requiring overtime is the
easiest and fastest strategy.
• Internal recruiting generally makes job vacancies
more attractive because candidates see
opportunities for growth and advancement.
18. 5-18
Summary (continued)
• Lead-the-market pay strategies make jobs
economically desirable.
• Internal sources are usually not sufficient for all of an
organization’s labor needs.
• Through their behavior and other characteristics,
recruiters influence the nature of the job vacancy
and the kinds of applicants generated.
20. 5-20
Benefits of Orientation
• Welcome new employee
• Provides essential information
• Helps you get to know the employee and
assess training needs
• Create a Positive 1st
Impression
• Reduce turnover
21. 5-21
Your Leadership Role
• Have an orientation plan
• Coordinate with Human
Resources
• Oversee orientation
process
• Evaluate progress of new
employee
22. 5-22
Before First Day
• Make staff aware of new
employee
• Designate a workstation
• Plan and schedule
orientation activities
• Gather necessary
information and
paperwork
• Select an assistant
23. 5-23
The First Day
• Welcome the new employee
• Introduce employee to co-workers and
workplace
• Complete paperwork
• Have employee attend HR orientation session.
24. 5-24
Week 2 – Week 4
• Review first week
• Answer questions or concerns
• Make sure benefits have been set up
• Complete Department Orientation checklist
and send to HR
• Discuss goals for review period
25. 5-25
What does HR cover?
• Online training
requirements
• Safety and Security
• Review of Becoming a
Bear booklet
• Compensation system
• How to access pay stubs
• Ensure employee has
follow up Benefits appt.
26. 5-26
Overview of Supervisor checklist
• Attendance
• Equipment/Property use
• Professionalism
• Personal concerns
• Job expectations
• Department Functions
• Training
27. 5-27
Key Points to Remember
• Orientation provides information new
employees need to get off to a good start
• Orientation has a direct impact on future
productivity, performance, and job
satisfaction
• You play a key role in the success of the
orientation process
Editor's Notes
This chapter describes how organizations carry out human resource planning. In addition, it discusses the process of recruiting and role of recruiters.
The goals of recruiting (encouraging qualified people to apply for jobs) and selection (deciding which candidates would be the best fit) are different enough that they are most effective when performed separately, rather than combined as in a job interview that also involves selling candidates on the company.
All companies have to make decisions in three areas of recruiting:
Personnel policies
Recruitment sources
Characteristics and behavior of the recruiter
These aspects of recruiting have different effects on whom the organization ultimately hires.
This is shown in Figure 5.2.
An organization’s personnel policies are its decisions about how it will carry out human resource management, including how it will fill job vacancies.
Another critical element of an organization’s recruitment strategy is its decisions about where to look for applicants.
The total labor market is enormous and spread over the entire globe.
For the employer, relying on internal sources offers several advantages:
In a survey of large, well-known businesses, respondents said about one-third of positions are filled with people who already work for the company and accept a promotion or transfer.
Despite the advantages of internal recruitment, organizations often have good reasons to recruit externally. For entry-level positions and perhaps for specialized upper-level positions, the organization has no internal recruits from which to draw. Also, bringing in outsiders may expose the organization to new ideas or new ways of doing business.
Figure 5.3 shows which of the external sources of recruiting are used most among large companies surveyed.
According to the survey results shown in Figure 5.3, the largest share (about one-fourth) of new employees hired by large companies came from referrals, and the next largest share (almost 21 percent) came from direct applications made at the employer’s Web site.
There are few rules that say what recruitment source is best for a given job vacancy.
Therefore, it is wise for employers to monitor the quality of all their recruitment sources.
Table 5.3 shows how the yield ratio and cost per hire measures are used by HR professionals.
In your last job search, what was your experience with a recruiter or other point of contact before you were offered the job?
Lousy, I didn’t take the job
Lousy, but I took the job anyway
Great, but I didn’t take the job
Great, I took the job
The experience wasn’t memorable.
Use this question as a starting point to discuss the factors that contributed to taking the job or not and to what extent the recruiter or point of contact had on that decision.
Follow-up with a series of “why” questions for those who responded to each option.
The third influence on recruitment outcomes is the recruiter – including this person’s characteristics and the way he or she behaves.
The recruiter affects the nature of both the job vacancy and the applicants generated.
Researchers have tried to find the conditions in which recruiters do make a difference. Such research suggests that an organization can take several steps to increase the positive impact that recruiters have on job candidates.
Through such positive behavior, recruiters can give organizations a better chance of competing for talented human resources.
Slide Show Notes
What are the benefits of new hire orientation?
First of all, orientation welcomes the new employee and provides them with all the information and tools necessary to excel in their work.
Orientation helps you to get to know your new employee and be better able to understand the issues he or she may need more training on.
Orientation creates a positive first impression for the new employee of UNC.
A good orientation program can reduce turnover.
If we think back to the time we were new employees, it’s easier to understand why orientation is important. You may be able to improve the experience of your new employee based on past experiences of your own.
Slide Show Notes
You play a leadership role in making new employee orientation effective in a number of ways:
You plan and schedule orientation activities, making sure to organize the process in a logical, step-by-step manner.
Once new employees arrive for their first day at work, you coordinate their day by guiding them through all the phases of the orientation process.
You oversee training when you are not providing it yourself. You also monitor new employees’ progress throughout the orientation period to make sure that they are learning what they need to know and are advancing on schedule.
You are the person who evaluates the success of the orientation process and the readiness for new employees to proceed into the next stage of the probationary period.
Slide Show Notes
More steps you will need to take before employee’s first day:
Notify your staff of the new arrival. Send a memo to the other employees in the department informing them that a new employee will begin work on a certain date and asking for their help and cooperation in orienting the new worker to the job, the department, and the company.
You will also need to designate and prepare a workstation for the new employee. This involves making sure that all necessary tools, equipment, and supplies are assembled and that the workstation is clean and neat.
You can plan and schedule orientation activities.
At this point, you also need to collect information about the job, the department, other departments the new employee may be working with, and so on. Also, gather any paperwork that you will need the employee to fill out during the first few days.
Select your assistant that will be working closely with the new employee.
Slide Show Notes
The first day you should:
Welcoming new employees personally and introducing them to your orientation assistant. Later, you can turn them over to your assistant to continue with other parts of the first-day orientation.
You can also make introductions in the department and accompany the new employee on a tour of the workplace yourself, or you can leave this task to your orientation assistant. Either way, show the new employee around the facility, including the break rooms, cafeteria, vending machines, rest rooms, and locker rooms.
Have the new employee attend HR orientation session. Give the new employee time to complete any paperwork that must be turned in to HR that day or the next morning.
Page 5 of New Employee Orientation Guide.
Slide Show Notes
Review any questions, problems, or concerns from the first week.
After 2 weeks, meet formally with the employee again to discuss his or her progress and to answer questions. Check on how well the employee is doing with job training, and discuss any problems concerning training or other aspects of the job.
Make sure benefits have been set up.
Complete department orientation check list
Schedule a time to discuss goals for their review period.
Page 5 and 6 of New Employee Orientation Guide for Supervisors.
Slide Show Notes
This is a brief overview of what HR covers and can be found on page 3 of the
Refer to page 3 of the New Employee Orientation Guide for Supervisors.
Slide Show Notes
Refer to pages 11-19 (depending on type of new hire) for checklists.
Slide Show Notes
In conclusion, here are the key points you should remember from this training session on new employee orientation:
Orientation provides information new employees need to get off to a good start.
Orientation has a direct impact on future productivity, performance, and job satisfaction.
Finally, you play a key role in the success of the orientation process.
This concludes this training session.
