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Subtitle

Strategy Recruiting

 Recruiting
The process of generating a pool of qualified
applicants for organizational job
Finding qualified applicants
A set of administrative functions : coordinating
internal openings, handling the flow of
candidate data, dealing with the regulatory
reporting, and moving candidates through the
system

 Strategy is a general framework that provides

guidance for actions.
Increases in importance as labor markets shift
and become more competitive.
Sometimes need to go beyond just filling empty
positions. It can focus on discovering talent
before it is needed.

Strategic
Recruiting Stages

Labor Market
Labor markets are
external supply pool from
which employers attract
employees

Labor Market Components

 Labor Force Population

All individuals who are available for selection if all
possible recruitment strategies are used.

Applicant Population
A subset of the labor force that is available for
selection using a particular recruiting approach.

Applicant Pool
All persons who are actually evaluated for selection

Different Labor Markets and Recruiting

Labor
LaborMarket
Market
Characteristics
Characteristics

Geographic
Geographic
Markets
Markets
Local,
Local,Regional
Regional
National
National
International
International
Global
Global

Industry
Industry
and
and
Occupational
Occupational
Markets
Markets
KSAs
KSAs

Educational
Educational
and
and
Technical
Technical
Markets
Markets
Qualifications
Qualifications

Unemployment Rate and Labor

Markets
When the unemployment rate is high in a
given market, many people are looking
for jobs. When the unemployment rate is
low, there are few applicants.
Vary with the business cycle and present
very different challenges for recruiting.

Strategic Recruiting
Decisions

Strategic Recruiting Decisions

OrganizationalOrganizationalBased
Basedvs.
vs.
Outsourcing
Outsourcing

Recruiting
Recruiting
Source
SourceChoices:
Choices:
Internal
Internalvs.
vs.
External
External

Strategic
Strategic
Recruiting
Recruiting

Regular
Regularvs.
vs.
Flexible
FlexibleStaffing
Staffing

Recruiting
Recruitingand
and
EEO/Diversity
EEO/Diversity
Considerations
Considerations
712

2002
Southwestern
College
Publishing. All

Strategic Recruiting Decisions

Organization-Based vs. Outsourced Recruiting

Most organizations use both approaches
Outsourced Recruiting
Search firms
Employment agencies
Professional Employer Organizations
Supply employers with work using their
own employees
Also called employee leasing

Recruiting Presence and Image

Continuous Efforts
Intensive Recruiting
Employment Branding and Image
Generate more recruits
Increase employee self-selection
Training of Recruiters
Interview Techniques
Communications Skills
Job & Organizational Knowledge
Fair Employment Practices
Diversity Issues
Some employers survey job candidates to find out how their
recruiters perform in dealing with them

Strategic Recruiting Decisions

Regular Staffing - hiring traditional permanent employees to
perform the jobs in question.
Flexible Staffing use of nontraditional employees.
Temporary employees fulltime employees who work for less than 90
days. Hired for short term shortages.
Independent contractors

Strategic Recruiting Decisions

Regular (Long-Term) vs. Flexible Staffing
Temporary Workers
Hire temporary employees
Contract with agencies supplying temporary
workers on a rate-per-day/week basis
Independent Contractors
Contract for service (as opposed to contract of
service in the case of an employee)
Individuals who perform specific services on a
contract basis

Strategic Recruiting Decisions (Contd.)

Recruiting and Diversity Considerations

Recruiting and Diversity Considerations

Employment Advertising Content

Non-discriminatory
Targeted Recruiting of Diverse Applicants
Training of Recruiters on Fair Employment Practices/Diversity
Compliance with Fair Employment Practices

Recruiting Nontraditional Workers

Older Workers
Stay-at-Home Moms
Single Parents
Workfare Workers
Ex-Convict/Substance Abuse Workers
Workers with Disabilities

Strategic Recruiting Decisions (Contd.)

Recruiting Source Choices: Internal vs. External

Strategic Recruiting Decisions (Contd.)

Recruiting Source Choices: Internal vs. External
(Contd.)
Both sources have their advantages and
disadvantages
Promotion from within in a slowly changing
environment
External recruitment in a fast-changing
environment

Internal Recruiting Methods

External Recruiting
Sources

External Recruiting Sources

College
College and
and
University
University Recruiting
Recruiting

Media
Media Sources
Sources
and
and Job
Job Fairs
Fairs

Competitive
Competitive
Sources
Sources

High
High Schools
Schools and
and
Technical
Technical Schools
Schools

External
Recruiting
Sources

Labor
Labor
Unions
Unions

Employment
Employment Agencies
Agencies
and
and Headhunters
Headhunters

College and University Recruiting

College or university students are a
significant
source
for
entry-level
professional and technical employees
Considerations affect an employers
selection of college or university:
Job openings
Reputations of the colleges/universities
Experiences with placement offices and
previous graduates
Budget
Market competition for graduates
Cost of available talent and typical salaries

College and University Recruiting

There is a great deal of competition for
the top students in many college and
university programs and less competition
for students with less impressive records.
Recruiters use GPA ( grade point
average) decision rules in a variety of
ways to initially screen applicants, such
as setting minimum GPA requirements to
screen
large
applicant
pools,
not
considering GPA at all, or even screening
out students with high GPAs.

School Recruiting
High school or vocational/technical
schools may be valuable sources of
new employees for some organizations.
Promotional brochures that acquaint
students with starting jobs and career
opportunities can be distributed to
councilors, librarians, or other. They can
consider:
Internships
for
high/secondary-school
and
technical institute students
Partnerships
between
schools
and
employers/employer
groups
for
student
placement and related matters

Labor Unions
Labor unions may have good input on
recruitment/transfer/promotion matters that
may positively affect how recruitment of
employees should be handled.
Example: Request that employers supply them with
a list of jobs vacancies that have become available
because the labor laws only state that recruitment
is a managerial prerogative to the extent.
Labor unions are free to ask for justifications to
ensure that the conditions imposed on this
prerogative are met.

Employment Agencies and

Headhunters
In most cities, countries, or states across
the world, public funded employment
agencies are available to help employers
look for employees and job seekers look
for employees. These agencies usually do
not charge a fee to applicants or
employers.
Both public and private employment
services should be used to enhance the
effectiveness of recruitment

Competitive Sources
Recruiting from competing firms is the
most straightforward approach to enhance
a companys competitive position.
Example:
- Many professional societies and trade
associations publish newsletter or
magazines and have Websites containing
job ads.
- Some employers have extended
recruiting to customers.

Media Sources
Figure 7-6 shows the information a good recruiting
advertisement should include.

Media Sources
Different media sources can be used to
generate applicants
Newspapers
Magazines
Television
Radio
Billboards
Direct mail

Response rates (qualified applicants) of

all these sources should be recorded to
evaluate effectiveness

Job Fairs and Special Events

Employers in tight labor markets or needing to
fill a large number of jobs quickly have used job
fairs
and
special
recruiting
events.
To help bring employers and potential job
candidates together.
General Job Fairs
Many unemployed people may be attracted

More qualified candidates can be found

Virtual Job Fairs
Web-based links
Access is worldwide but only the tech-savvy types may be attracted

Creative recruiting methods

Using a plane towing an advertising banner over beach ares
Advertising jobs on local movie theater screens as pre-show
entertainment
Holding raffles for employees who refer candidates, with
cars and trips being used as prizes
Offering free rock concert tickets to the first 20 applicants
hired
Recruiting younger technicial employees at video game
parlors
Connecting with outplacement firms to find out about
individuals who have lost their jobs

Internet Recruiting
Methods

Internet Recruiting Methods

Job
JobBoards
Boards
Professional/
Professional/
Career
CareerWeb
WebSites
Sites
Employer
EmployerWeb
WebSites
Sites

Internet
Internet
Recruiting
Recruiting
Methods
Methods

Internet Recruiting
Advantages
Recruiting cost savings
Recruiting time savings
Expanded pool of
applicants
Morale building for current
employees

Disadvantages
More unqualified applicants
Additional work for HR staff
members
Many applicants are not
seriously seeking
employment
Access limited or
unavailable to some
applicants

Recruiting Evaluation
and Metrics

Recruiting Evaluation and Metrics

Evaluating Recruiting Quantity and Quality
Quantity: Number of qualified applicants
Quality: Applicants who meet job specifications, perform
well after being hired, or fail after being hired

Evaluating the Time Required to Fill Openings

Unfilled positions cost money because they mean loss of
business
Walk-in applicants may fill the positions faster

Recruiting Evaluation and Metrics

Evaluating the Cost of Recruiting
Recruiting expenses divided by number of recruits hired
in a year
Accurately costing a recruitment exercise may not be
straightforward

Evaluating Recruiting Satisfaction

Managers views
Applicants views

General Recruiting Process Metrics

Yield Ratios
Compare the number of applicants at one stage of the recruiting
process with the number at the next stage

Selection Rate
Percentage hired from a given group of applicants

Acceptance rate
Percentage of applicants hired divided by total number of
applicants offered jobs

Success Base Rate

Number of past applicants who have become successful
employees divided by number of applicants who competed for the
job

Recruiting Evaluation and Metrics

Increasing Recruiting Effectiveness
Resume mining
Applicant tracking
Employer career websites
Internal mobility (transfers, promotions, etc.)
Personable recruiters
Realistic job preview
Fair and considerate treatment of applicants
Enhance perceived person-organization fit

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