Chapter Recruiting Applicants © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved Chapter Outline • 5-1 Gaining Competitive Advantage • 5-2 HRM Issues and Practices • 5-3 The Manager’s Guide © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-1a Opening Case: Gaining Competitive Advantage at the Los Angeles United School District • Problem: A poor recruiting system resulting in lowquality hires • Solution: Using an online system and rolling out the red carpet • How the new recruitment process enhanced competitive advantage   District attracts top candidates, with 95 percent of new hires in the past year being highly qualified Through use of automated services, the district saves about $10 million per year © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-1b Linking Recruitment to Competitive Advantage • A recruiting program has five goals: Achieve cost efficiency Attract highly qualified candidates Help ensure that individuals who are hired will stay with the company Assist a company’s efforts to comply with nondiscrimination laws Help a company create a more culturally diverse workforce © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-1b Linking Recruitment to Competitive Advantage (cont.) • Achieving cost efficiency: Reducing recruitment costs without lowering productivity can help enhance competitive advantage • Attracting highly qualified candidates   Sufficient number of qualified candidates must be notified of available opportunities Actions must be taken to enhance the likelihood that the best applicants will accept their job offers © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-1b Linking Recruitment to Competitive Advantage (cont.) • Improving job retention rates through the use of realistic job previews (RJPs)    RJPs can reduce turnover by giving applicants more realistic information about the job and the organization Applicants can make a more informed choice about whether or not to accept the job offer Reducing turnover rates can result in substantial savings © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-1b Linking Recruitment to Competitive Advantage (cont.) • Achieving legal compliance: Organizations can help prevent discrimination charges by targeting recruitment efforts toward underutilized groups • Extending recruitment practices to disadvantaged groups can create a more culturally diverse workforce • Many companies have begun reaching out to seniors, minorities, welfare-to-work candidates, and people leaving the armed forces • The manner in which a company treats these candidates during the recruitment process is vital © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-2a Recruitment Planning • Step 1: Identify the job opening   • Organizations should attempt to identify job openings well in advance of an announced resignation The HRM department should plan for future openings, thus providing organizations with the time needed to plan and implement recruitment strategies Step 2: Decide how to fill the job opening   Whether to use core or contingency personnel If core personnel are to be used, should the firm recruit them internally or externally © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-2c Methods of External Recruitment • Employee referrals  Strengths -  Is effective, quite popular, and cost efficient Employees accurately judge the ‘‘fit’’ between the job being filled and the individual, and refer only the highest quality applicants Applicants referred by employees tend to perform better and stay longer Weaknesses - May serve as a barrier to equal employment opportunity © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-2c Methods of External Recruitment (cont.) Recruitment Method Strengths Weaknesses Applicantinitiated recruitment • Efficient and low cost • There may be no jobs available when the applications come in or by the time a job becomes vacant, many of these individuals may have already found other jobs •Candidates are likely to be highly motivated Help-wanted • Large audience can be advertisements reached in a relatively short period of time • Aids in ensuring equal opportunity to apply for job openings • Often ineffective • May attract too many applicants, making the screening process cumbersome © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-2c Methods of External Recruitment (cont.) • Employment agencies – public     Most frequently provide personnel for clerical and blue-collar jobs Cost is low as the agency does not charge employers a fee The method is efficient as jobs can be filled fairly quickly Applicants may lack motivation © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-2c Methods of External Recruitment (cont.) • Employment agencies – private     Have the resources to fill a wide variety of jobs Candidates register with the agency voluntarily – thus they may be more committed Agency charges a fee for its service They are especially useful when many individuals are expected to apply for a job or when qualified candidates are hard to find © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-2c Methods of External Recruitment (cont.) • Executive search firms    Specialize in the recruitment of mid- and senior-level managers Charge the employer a large fee for their services Can be unsuccessful – only 50 to 60 percent of all executive searches result in the selection of the type of individual initially specified © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-2c Methods of External Recruitment (cont.) • Campus recruiting    • Used to fill specialized entry-level jobs Is costly and time consuming Recruitment process can be rather slow Online recruiting     Is becoming quite popular Is much faster and reaches a much larger audience compared to newspaper advertising Can be quite expensive Not the best approach for reaching external candidates © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-2c Methods of External Recruitment (cont.) • Choosing the right method: The following factors are the most relevant:      The type of job being filled How quickly the job needs to be filled The geographic region of recruitment The cost of implementing the recruitment method Whether the method will attract the right mix of candidates from an EEO perspective © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-3a HR Recruitment and the Manager’s Job • The line manager plays three key roles in the recruitment process    Identifying recruitment needs triggered by replacement, additional positions being added, and a newly created job being established Communicating recruitment needs to the HRM department including needed skills/qualifications for the job and attractive and unattractive features of the job Interacting with applicants to keep them informed of the status, schedule interviews at their convenience, and allow them to speak to their future coworkers © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-3b How the HR Department Can Help • Planning the recruitment process: Determine where to find the applicants and how to attract them • Implementing the recruitment process: Includes writing an ad, choosing the employment agency, conducting campus interviews, and coordinating candidates on-site visits © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-3b How the HR Department Can Help (cont.) • Evaluating the recruitment process involves:    Calculating the number of applicants generated from each recruitment method, the number hired, and the job success of each hire Determining the cost-effectiveness of each recruitment method Monitoring EEO statistics to ensure compliance © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-3c HRM Skill-Building for Managers • What Information to give candidates: • Describe what the company does • Describe the work setting • Discuss salary • Present relevant facts and figures • Describe the workweek and the payroll period • Describe the company’s history • Describe career opportunities • Describe the department • • Describe the job itself • Describe yourself as a manager Describe what employees like best about the company • Encourage the applicant to ask questions © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-3c HRM Skill-Building for Managers (cont.) • How to provide the information        Make a favorable impression on the candidate Avoid acting defensively and being self-conscious Be easy to get along with and avoid discussing irrelevant topics Answer the candidate’s questions satisfactorily To be viewed as personable, one should: Display warmth and be enthusiastic about the organization Show an interest in the applicant’s outside activities © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-3c HRM Skill-Building for Managers (cont.) • Providing realistic job previews: Would appear to be most suitable when the following conditions exist:    Turnover and associated separation costs are high There are negative facets of the job that applicants not know about, and these facets may strongly influence their subsequent intentions to quit Qualified applicants are plentiful © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved 5-3c HRM Skill-Building for Managers (cont.) • When providing an RJP:    Include descriptive information Avoid giving candidates all possible information The relative emphasis given to positive and negative information should reflect the actual balance of positive–negative factors found in the environment © 2010 Cengage Learning. Atomic Dog is a trademark used herein under license All rights reserved ... Dog is a trademark used herein under license All rights reserved 5-2b Methods of Internal Recruitment Recruitment Method Strengths Weaknesses Computerized career progression systems • Candidates... Helps identify a broad spectrum of candidates • Information of a more subjective nature is excluded Supervisor selection • Very popular with supervisors • Usually very subjective • Supervisor is... with the organization Such systems ensure that someone is always ready to fill a position when it becomes open Weaknesses - An employee not selected for grooming may become disenchanted with the