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Recruitment
- 1. RECRUITMENT “You’re not justrecruiting employees, but are sowing the seeds of your reputation.
- 2. Outline ◦ Identify thekey stages in the recruitment process. ◦ Discuss the importance of developing a job analysis and job descriptions. ◦ Outline the different types of recruitment strategies. ◦ List the advantages and disadvantages of different recruitment strategies.
- 3. The recruitment processis an important part of human resource management (HRM). Recruitment is defined as a process that provides the organisation with a pool of qualified job candidates from which to choose.
- 4. Before companies recruit,they must implement proper staffing plans and forecasting to determine how many people they will need. The basis of the forecast will be the annual budget of the organisation and the short to long-term plans of the organisation—for example, the possibility of expansion. Forecasting is based on both internal and external factors, which can include the following: Internal Factors Budget Constraint Expected or trend of employee turnover Production levels Sale increases or decreases Global expansion plans External Factors Changes in technology Changes in laws Shifts in population or location demographics Unemployme nt rates Competition
- 5. Staffing Plans Develop job Analysis WriteJob Description Job Specification Development Know law relating to recruitment Develop a Recruiting Plan Implement Recruiting Plan Accept Application Selection Process 1 2 3 6 5 4 9 8 7
- 6. Refer to thestaffing plan. Confirm the job analysis is correct through questionnaires. Write the job description and job specifications. Review internal candidate experience and qualifications for possible promotions. Determine the best recruitment strategies for the position. Implement a recruiting strategy. The key steps for developing a recruitment strategy include:
- 7. Select job to study Determine information needed Identify Sourcesof data Determine the methods of data collection Evaluate and verify data Use data to begin the process of writing the analysis, then job description
- 8. Methods of JobAnalysis A COMPETENCY-BASED ANALYSIS, WHICH FOCUSES ON THE SPECIFIC KNOWLEDGE AND ABILITIES AN EMPLOYEE MUST HAVE TO PERFORM THE JOB A TASK- BASED ANALYSIS FOCUSES ON THE DUTIE S OF THE JOB
- 9. JOBANALYSIS- HOWTOIDENTIFYSOURCESOFDATA: A majorpart of the job analysis includes research, which may mean reviewing job responsibilities of current employees, researching job descriptions for similar jobs with competitors, and analyzing any new responsibilities that need to be accomplished by the person with the position. Some sources of data that can be helpful include: 1. Direct observation may be helpful if you are analyzing repetitive manual jobs, for example. 2. Discussion with the current job holder and supervisor or line manager is also a useful source of information. Questionnaires or interviews are often used for this purpose. 3. The use of a checklist approach, ticking off the various aspects of the job as you consider them.
- 10. Job descriptions should always includethe following four basic components: Job functions (the tasks the employee performs) Education and experience required. Physical requirements of the job (ability to lift, see, or hear, for example). Knowledge, skills, and abilities (what an employee is expected to know and be able to do, as well as personal attributes) Job descriptions come in many forms, but accuracy is vital. An accurate job description is useful for a few reasons. For example, it can be used to assess performance during later check- ins and appraisals. It can also be a guide for potential training needs. Note A job description lists the components of the job, while job specifications list the requirements to perform the job. The job description, which usually includes a job specification, helps to specify the type of applicant you are looking to recruit. job description
- 11. 1 • Be sureto include the pertinent information such as the job title, department, duties and responsibilities, terms of employment, qualifications needed 2 • Think of the job description as a snapshot of the job. 3 • Communicate clearly and concisely. Avoid acronyms. 4 • Make sure the job description is interesting to the right candidate applying for the job 5 • Don’t try to fit all job aspects into the job description. 6 • Proofread the job description.
- 12. HR professionals musthave a recruiting plan before posting any job description. The plan should materials, such as résumés, will occur. Part of the plan should also include the expected cost of recruitment. The main recruitment methods are outlined below. Recruitment methods Campus recruiting Professional associations Websites Social Media Events Referrals Traditional advertisement recruiters Executive search firm Temporary recruitment or staffing firm Corporate recruiter
- 13. Advantages and Disadvantagesof Recruiting Methods Recruitment Method Advantages Disadvantages Outside recruiters, executive search firms, and temporary employment agencies • Can be time saving • Expensive • Less control over final candidates to be interviewed Campus recruiting/educational institutions • Can hire people to grow with the organization • Plentiful source of talent • Time consuming • Only appropriate for certain types of experience levels Professional organisations and associations • Industry specific • Networking • May be a fee to place an ad • May be time-consuming to network
- 14. Advantages and disadvantagesof hiring internal or external candidates Internal Candidates Advantages Rewards contributio ns of current staff Can be cost effective Knowing the past performan ce of the candidate can assist in knowing if they meet the criteria. Disadvantages Can produce “inbreedin g,” which may reduce diversity and difference perspective s. May cause political infighting between people to obtain the promotion s. Can create bad feelings if an internal candidate applies for a job and doesn’t get it. External Candidates Advantages Brings new talent into the company. Can help an organisatio n obtain diversity goals. New ideas and insight brought into the company. Disadvantages Implement ation of recruitmen t strategy can be expensive. Can cause morale problems for internal candidates. Can take longer for training and orientation .
- 15. The cost of recruitmentfor a particular candidate/campaign can be calculated by using the following formula: cost per hire = advertising costs + recruiter costs + referral costs + social media costs + event costs
Editor's Notes
- #6 Staffing Plans - Before companies recruit, they must implement proper staffing plans and forecasting to determine how many people they will need. This plan allows HRM to see how many people they should hire based on revenue expectations and can also include the development of policies to encourage multiculturalism at work. Once the HR manager has performed the needs assessment and knows exactly how many people, and in what positions and time frame they need to be hired, he or she can get to work on recruiting. Develop job Analysis - The job analysis is a formal system developed to determine what tasks people actually perform in their jobs. The data gathered from the job analysis is used to develop both the job description and the job descriptions. Write Job Description - The next stage of the recruitment process is to develop job description, which should outline a list of tasks, duties, and responsibilities of the job. Job Specification Development - A job description is a list of tasks, duties, and responsibilities of a job. Job specifications, on the other hand, discuss the skills and abilities the person must have to perform the job. The two are tied together, as job descriptions are usually written to include job specifications. Know law relating to recruitment - One of the most important parts of HRM is to know and apply the law in all activities the HR department handles. Specifically with hiring processes, the law is very clear on a fair hiring that is inclusive to all people applying for a job. Given this, it is the responsibility of the HR professional to research and apply the laws relating to recruitment in their respective industry and country. Develop a Recruiting Plan - A successful recruitment plan includes actionable steps and strategies that make the recruitment process efficient. Although it might seem easy, recruitment of the right talent, at the right place and at the right time, takes skill and practice, but more importantly, it takes strategic planning. HR professionals should develop a recruiting plan before posting any job description. Implement Recruiting Plan - This stage requires the implementation of the actions outlined in the recruitment plan. Accept Application - The first step in selection is to begin reviewing résumés. Even before you do this, though, it is important to develop criteria that each candidate will be measured against. This can come from the job description as well as the job qualifications. Selection Process - This stage will require the HR professional to determine which selection method will be used. The next step of the selection process is to determine and organise how to interview suitable candidates.
- #7 The Recruitment Process How to Develop Recruitment Strategy Although it might seem easy, recruitment of the right talent, at the right place and at the right time, takes skill and practice, but more importantly, it takes strategic planning. An understanding of the labour market is key for devising strategic recruiting processes. Based on this information, when a job opening occurs, the HRM professional should be ready to fill that position. The key steps for developing a recruitment strategy include: Refer to the staffing plan. Confirm the job analysis is correct through questionnaires. Write the job description and job specifications. Review internal candidate experience and qualifications for possible promotions. Determine the best recruitment strategies for the position. Implement a recruiting strategy. Once these tasks are complete, the hope is that you will have a diverse group of people to interview (called the selection process). Before this is done, though, it is important to have information to ensure the right people are recruited.
- #8 Job Analysis - Introduction The job analysis is a formal system developed to determine what tasks people actually perform in their jobs. The purpose of a job analysis is to ensure creation of the right fit between the job and the employee and to determine how employee performance will be assessed. As shown in the image below, the job analysis process usually consists of six steps:
- #9 Job Analysis and Job Descriptions Methods of Job Analysis Two types of job analyses can be performed: a task-based analysis and a competency-based analysis, which can be defined as follows: A task-based analysis focuses on the duties of the job. A competency-based analysis, which focuses on the specific knowledge and abilities an employee must have to perform the job. Consider the legal implications, however, of which job analysis is used. Because a competency-based job analysis is more subjective, it might be more difficult to tell whether someone has met the criteria. Once you have determined how you will conduct the analysis, a tool to conduct the analysis should be chosen. Most organisations use questionnaires (online or hard copy) to determine the duties of each job title. Some organisations will use face-to-face interviews to perform this task, depending on time constraints and the size of the organisation.
- #11 Job Analysis and Job Descriptions Job Description - Introduction Based on the job analysis, an accurate job description and job specifications can be written. A job description lists the components of the job, while job specifications list the requirements to perform the job. The job description, which usually includes a job specification, helps to specify the type of applicant you are looking to recruit. Job descriptions should always include the following four basic components: Job functions (the tasks the employee performs). Knowledge, skills, and abilities (what an employee is expected to know and be able to do, as well as personal attributes). Education and experience required. Physical requirements of the job (ability to lift, see, or hear, for example). Job descriptions come in many forms, but accuracy is vital. An accurate job description is useful for a few reasons. For example, it can be used to assess performance during later check-ins and appraisals. It can also be a guide for potential training needs.
- #13 HR professionals must have a recruiting plan before posting any job description. The plan should materials, such as résumés, will occur. Part of the plan should also include the expected cost of recruitment. The main recruitment methods are outlined below. Some organisations choose to have specific individuals working for them who focus solely on the recruiting function of HR. Recruiters use similar sources to recruit individuals, such as professional organisations, websites, and other methods discussed in this chapter. Recruiters are excellent at networking and usually attend many events where possible candidates will be present. Recruiters keep a constant pipeline of possible candidates in case a position should arise that would be a good match Recruiters - Some organisations choose to have specific individuals working for them who focus solely on the recruiting function of HR. Recruiters use similar sources to recruit individuals, such as professional organisations, websites, and other methods discussed in this chapter. Recruiters are excellent at networking and usually attend many events where possible candidates will be present. Recruiters keep a constant pipeline of possible candidates in case a position should arise that would be a good match. There are three key types of recruiters: Executive search firm - these companies are focused on high-level positions, such as management and CEO roles. They typically charge 10–20 percent of the first year salary, so they can be quite expensive. Temporary recruitment or staffing firm - help source qualified candidates who are willing to work shorter contracts. Usually, the company pays the salary of the employee and the company pays the recruitment firm, so you don’t have to add this person to your payroll. Corporate recruiter - corporate recruiter is an employee within a company who focuses entirely on recruiting for his or her company. Corporate recruiters are employed by the company for which they are recruiting. This type of recruiter may be focused on a specific area, such as technical recruiting. Campus recruiting - Colleges and universities can be excellent sources of new candidates, usually at entry-level positions. Universities can provide people that may lack experience but have formal training in a specific field. Many companies use their campus recruiting programs to develop new talent, who will eventually develop into managers. Professional associations - Professional associations are usually nonprofit organisations whose goal is to further a particular profession. Almost every profession has its own professional organisation. Usually, there is a fee involved, and membership in this association may be required to post jobs. For example, in the field of human resources, the Society for Human Resource Management in the U.S. allows companies to post jobs relating to HR. Websites - If you have ever had to look for a job, you know there are numerous websites to help you do that. From the HR perspective, there are many options to place an ad, most of which are inexpensive. The downside to this method is the immense number of résumés you may receive from these websites, all of which may or may not be qualified. Many organisations, to combat this, implement software that searches for keywords in résumés, which can help combat this problem. Social Media - Facebook, Twitter, LinkedIn and YouTube are excellent places to obtain a media presence to attract a variety of workers. The goal of using social media as a recruiting tool is to create a buzz about your organisation, share stories of successful employees, and tout an interesting culture. Even smaller companies can utilize this technology by posting job openings as their status updates. This technique is relatively inexpensive, but there are some things to consider. For example, tweeting about a job opening might spark interest in some candidates, but the trick is to show your personality as an employer early on. Events - Recruiting at special events such as job fairs is another option. Some organisations have specific job fairs for their company, depending on the size. Others may attend industry or job-specific fairs to recruit specific individuals. Referrals - Most recruiting plans include asking current employees, “Who do you know?” The quality of referred applicants is usually high, since most people would not recommend someone they thought incapable of doing the job. E-mailing a job opening to current employees and offering incentives to refer a friend can be a quick way of recruiting individuals. Due to the success of most formal referral programs, it is suggested that a program be part of the HRM strategic plan and recruitment strategy. However, be wary of using referrals as the only method, as this can lead to lack of diversity in workplace. Traditional advertisement - Traditional forms of job advertising include TV advert campaigns, newspaper and radio adverts. This method can allow you to target certain segments such as demographics (for e.g. local newspaper or radio station advert), however, it can be an expensive form of advertising. For example, a TV advert campaign may not be the most appropriate or cost-effective method if hiring for one job role.