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Recruitment
- 1. 5-1McGraw-Hill/Irwin Copyright ©2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. fundamentals of Human Resource Management 3rd edition by R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright CHAPTER 5 Planning For and Recruiting Human Resources
- 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.
- 3. 5-3 Figure 5.2: ThreeAspects of Recruiting
- 4. 5-4 Personnel Policies Several personnel policies are especiallyrelevant to recruitment:
- 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: InternalSources • 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 InternalSources 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.
- 8. 5-8 One in ThreePositions Are Filled with Insiders
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- 10. 5-10 Figure 5.3: ExternalRecruiting Sources – Percentage of Employees Hired
- 11. 5-11 Evaluating the Qualityof 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.
- 12. 5-12 Table 5.3: Results ofa Hypothetical Recruiting Effort
- 13. 5-13 Your Experience • Inyour 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.
- 14. 5-14 Recruiter Traits andBehaviors
- 15. 5-15 Enhancing the Recruiter’sImpact • 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 firststep 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) • Toreduce 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-marketpay 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.
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- 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 HRcover? • 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 Supervisorchecklist • Attendance • Equipment/Property use • Professionalism • Personal concerns • Job expectations • Department Functions • Training
- 27. 5-27 Key Points toRemember • 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
- #2 This chapter describes how organizations carry out human resource planning. In addition, it discusses the process of recruiting and role of recruiters.
- #3 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.
- #4 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.
- #5 An organization’s personnel policies are its decisions about how it will carry out human resource management, including how it will fill job vacancies.
- #7 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.
- #8 For the employer, relying on internal sources offers several advantages:
- #9 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.
- #10 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.
- #11 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.
- #12 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.
- #13 Table 5.3 shows how the yield ratio and cost per hire measures are used by HR professionals.
- #14 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.
- #15 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.
- #16 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.
- #21 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.
- #22 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.
- #23 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.
- #24 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.
- #25 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.
- #26 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.
- #27 Slide Show Notes Refer to pages 11-19 (depending on type of new hire) for checklists.
- #28 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.