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Ch5 - Recruitment

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Wilfrid Laurier University
Shawn Komar

Chapter 5 Recruitment Strategic Importance of Recruitment  The quality of an organization’s human resources begins with a strategic perspective in management of recruitment  Recruitment is 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 is a specialist in recruitment, whose job it is to find and attract capable candidates Employer Branding is the image or impression of an organization as an employer based on the benefits of being employed by the organization  Branding includes experiences a candidate goes through while interacting with a company throughout the recruitment process, including: o what candidates experience when they go to the company’s website o whether HR sends an acknowledgement letter or email thanking each candidate who sends in a résumé o how candidates are greeted by the receptionist when they make initial contact by phone or in person o whether the HR person who interviews candidates is a good spokesperson who can articulate organization’s values and culture  Employer Branding involves three steps: o Step 1 - define the target audience, where to find them, and what they want from an employer o Step 2 - develop the employee value proposition - the specific reasons why the organization is a unique place to work and a more attractive employer for the target audience compared to other organizations o Step 3 - communicate the brand by incorporating the value proposition into all recruitment efforts The Recruitment Process Select Generate Pool Identify Job Openings Specify Job Methods of of Qualified Requirements Recruitment Applicants 1. Job openings are identified through HR Planning or manager request. 2. This step includes reviewing the job description and the job specification and updating them. 3. Appropriate sources of recruitment and methods are chosen, as well as internal or external. 4. The requirements of equity legislation and the organization’s diversity goal should be reflected in the pool. Recruiting Within the Organization  Advantages o employees see that competence is rewarded thus enhancing commitment, morale and performance o insiders may be more committed to company goals and less likely to leave o mangers are provided with a longer-term perspective when making business decisions o firm is likely to have a more accurate assessment of person’s skills and performance level o inside candidates require less orientation  Disadvantages o discontent of unsuccessful candidates o time consuming to post and interview all candidates if one is already preferred o employee dissatisfaction with insider as new boss o possibility of “inbreeding” – making decisions by the book  Job Posting is the process of notifying current employees about vacant positions. Outlines: job title, duties, qualifications, hours of work, pay range, posting date, and closing date.  Human Resources Records – often consulted to ensure that qualified individuals are notified, in person, of vacant positions.  Skills Inventories – used as a supplement to job descriptions; ensures that qualified internal candidates are identified and considered for transfer or promotions when opportunities arise. Limitations of Recruiting from Within  Jobs may be vacated unexpectedly, without any replacements yet qualified.  Hiring from outside may be preferable to acquire the latest knowledge and expertise to revitalize the organization. Recruiting Outside the Organization  Advantages o generation of a larger pool of qualified candidates o availability of a more diverse applicant pool, which can assist in meeting employment equity goals and timetables o acquisition of skills or knowledge not currently available within the organization and/or new ideas and creative problem-solving techniques o elimination of employee rivalry and competition for transfers and promotions o potential cost savings resulting from hiring individuals who already have the skills, rather than providing extensive training o larger, more diverse pool of qualified candidates Planning External Recruitment  type of job affects recruitment method chosen  yield ratios - percentage of applicants that proceed to next stage of selection process  time lapse data - time from start of recruitment to new employee starting work External Recruitment Methods  online recruiting o internet job boards (pay firm to post, post to database) o corporate websites help the company create a pool of candidates who have already expressed interest in the company; career pages on the employer’s platform promote the employer brand, educates the applicant about the company, and captures data about the applicant. o Best Practices: include info about company culture; third party sources of info such as rankings; design separate sections for different job seekers; direct link from homepage to career page; have job search tool; standardized resume builder; and email to a friend option.  social networking sites – allows companies to create virtual recruitment booths or a company profile where they can post jobs or promote the employer brand while connecting with million at no cost.  print advertising – two issues: mediums used and construction of the ad needs to be addressed. o Two types of ads:  Want ad – a recruitment ad describing the job and its specifications, the compensation package, and the hiring employer. The address to which applications and resumes should be submitted is also provided  Blind ad – a recruitment ad in which the identity and address of the employer are omitted o Employers can use print ads to reach large geographical areas and target designated group members o To achieve optimum results from an advertisement, the following four-point guide, called AIDA, should be kept in mind as the ad is being constructed:  The ad should attract attention  The
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