Part 3
Staffing Activities: Recruitment
Chapter 5: External Recruitment
Chapter 6: Internal Recruitment
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Part 3
Staffing Activities: Recruitment
Chapter 05:
External Recruitment
Staffing Organizations Model
Organization
Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Planning
Recruitment:
Selection:
External, internal
Measurement, external, internal
Job analysis
Employment:
Decision making, final match
Staffing System and Retention Management
5-3
Chapter Outline
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

Recruitment Planning
 Organizational Issues
 Administrative Issues
 Recruiters
Strategy Development
 Open Versus Targeted
Recruitment
 Recruitment Sources
 Recruiting Metrics
Searching
 Communication Message
 Communication Medium



Applicant Reactions
 Reactions to Recruiters
 Reactions to the
Recruitment Process
 Reactions to Diversity
Issues
Transition to Selection
Legal Issues
 Definition of a Job
Applicant
 Affirmative Action
Programs
 Electronic Recruitment
 Job Advertisements
 Fraud and
Misrepresentation
5-4
Learning Objectives for This
Chapter
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Be able to engage in effective recruitment
planning activities
Understand the difference between open and
targeted recruitment
Utilize a variety of recruitment sources
Evaluate recruiting based on established
metrics
Create a persuasive communication message
Learn about a variety of recruitment media
Recognize how applicant reactions influence
the effectiveness of a recruiting plan
5-5
Discussion Questions for This
Chapter
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List and briefly describe each of the administrative issues
that needs to be addressed in the planning stage of
external recruiting.
List 10 sources of applicants that organizations turn to
when recruiting. For each source, identify needs specific to
the source, as well as pros and cons of using the source for
recruitment.
In designing the communication message to be used in
external recruiting, what kinds of information should be
included?
What are the advantages of conveying a realistic
recruitment message as opposed to portraying the job in a
way that the organization thinks that job applicants want to
hear?
What strategies are organizations using to ensure that they
are able to attract women and underrepresented
racioethnic groups?
5-6
Recruitment Planning:
Administrative Issues

In-house vs. external recruitment agency

Many companies do recruiting in-house

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Smaller companies may rely
on external recruitment agencies
Individual vs. cooperative recruitment alliances

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Recommended approach for large companies
Cooperative alliances involve arrangements to
share recruitment resources
Centralized vs. decentralized recruitment
5-7
Recruitment Planning:
Administrative Issues

Requisitions

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Number of contacts
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
Exh. 5.1: Personnel Requisition
Yield ratio - Relationship of applicant inputs to
outputs at various decision points
Types of contacts


Qualifications to perform job must be clearly
established
Consideration must be given to job search and
choice process used by applicants
5-8
Exh. 5.2:
Example Recruitment Budget

Should recruitment
expenses be charged to
HR or to the business
unit using HR services?


Most organizations
charge the HR
department, possibly to
encourage each
business unit to use the
recruitment services of
the HR group
May result in the
business unit users not
being concerned about
minimizing costs.
5-9
Exhibit 5.3 Recruitment Guide for
Director of Claims
5-10
Recruitment Planning:
Administrative Issues (continued)
Process flow and record keeping
 Recruiters

Selecting recruiters
 Training recruiters

5-11
Discussion questions

List and briefly describe each of the
administrative issues that needs to be
addressed in the planning stage of
external recruiting.
5-12
Considerations Related to
Recruiters: Selection

Desirable characteristics of recruiters
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Strong interpersonal skills
Knowledge about company, jobs,
and career-related issues
Technology skills
Enthusiasm
Various sources of recruiters
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HR professionals
Line managers
Employees
5-13
Considerations Related to
Recruiters: Training

Training

Traditional areas of training


Interviewing skills, job analysis, interpersonal
skills, laws, forms and reports, company and job
characteristics, and recruitment targets
Nontraditional areas of training

Technology skills, marketing skills, working with
other departments, and ethics
5-14
Strategy Development

Open vs. targeted recruitment


Recruitment sources
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
Choosing an audience
Choosing ways to get the message out
Recruiting metrics

Assessing the effectiveness of recruiting
methods
5-15
Open vs. Targeted Recruitment

Open recruitment
 Targeted recruitment
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Key KSAO shortages
Workforce diversity gaps
Passive job seekers or noncandidates
Former military personnel
Employment discouraged
Reward seekers
Former employees
Reluctant applicants
5-16
Ex. 5.4 Making the Choice Between
Open and Targeted Recruiting
5-17
Recruitment Sources

Applicant initiated
 Employee referrals
 Employee networks
 Advertisements
 Employment websites
 Colleges and placement
offices
 Employment agencies
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Executive search firms
Professional
associations and
meetings
Social service agencies
Outplacement services
Job fairs
Co-ops and internships
5-18
Features of High-Impact
Organizational Websites
Easily navigated
 A “job cart” function
 Résumé builders
 Detailed information on career
opportunities
 Clear graphics
 Allow applicants to create profiles
 Self-assessment inventories

5-19
Employee Referrals
One of the most common recruiting
methods
 Finds candidates who are better
informed about organizational culture
and values
 Lower turnover rates
 Often boosted by providing cash
bonuses to employees who refer
successful candidates

5-20
Employment Websites

Functionality

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
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Ability to create and
approve job requisitions
online
Manage recruiting
tasks
Track the progress of
open positions and
candidates
Report on recruiting
metrics like time to hire,
cost per hire, or equal
employment
opportunity (EEO)

General websites



Attract a wider variety
of potential applicants
Reach includes millions
of users
Niche websites


Target individuals with
specific skill sets
Qualified and motivated
user base
5-21
Metrics for Evaluating Recruiting
Methods

Quantity
 Quality
 Cost
 Impact on HR Outcomes
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Employee satisfaction
Job performance
Diversity
Retention
Ex. 5.5 Potential Recruiting Metrics for
Different Sources
5-22
Discussion question

List 10 sources of applicants that
organizations turn to when recruiting. For
each source, identify needs specific to
the source, as well as pros and cons of
using the source for recruitment.
5-23
Ex. 5.7 Comparing Choice of Messages
5-24
Discussion questions



In designing the communication message to be used
in external recruiting, what kinds of information should
be included?
What are the advantages of conveying a realistic
recruitment message as opposed to portraying the job
in a way that the organization thinks that job applicants
want to hear?
What nontraditional inducements are some
organizations offering so that they are seen as familyfriendly organizations? What result does the
organization hope to realize as a result of providing
these inducements?
5-25
Searching: Communication Medium
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Word-of-mouth
Recruitment brochures
Videos and videoconferencing
Advertisements

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Classified advertisements
Online advertisements (banner ads)
Radio and television advertisements
Organizational websites
Direct contact (telephone or e-mail)
5-26
Exhibit 5.9 Factors for Designing
Organizational Websites
5-27
Applicant Reactions

Reactions to recruiters
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Influence of recruiter vs. job characteristics
Influence of recruiter on attitudes and behaviors
Demographics of recruiters
Influential recruiter behaviors
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Warmth and knowledge of the job
Reactions to recruitment process
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Relationship of screening devices to job
Delay times in recruitment process
Funding of recruitment process
Credibility of recruiter during recruitment process
5-28
Reactions to Diversity Issues
 Advertising
in publications targeted
at women and minorities
 Advertisements should depict
diversity, especially among those in
positions of authority
 Target older workers by flexible
schedules, health and pension
benefits, and part-time opportunities
5-29
Transition to Selection

Involves making applicants aware of
Next steps in hiring process
 Selection methods used and instructions
 Expectations and requirements

5-30
Legal Issues

Definition of job applicant

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Affirmative Action Programs

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Guidelines of OFCCP for recruitment actions
Electronic recruitment



Definition according to EEOC and OFCCP
Importance of establishing written application
policies
Usage may create artificial barriers to employment
opportunities
Job advertisements
Fraud and misrepresentation
5-31
Ethical Issues

Issue 1


Many organizations adopt a targeted recruitment strategy. For
example, Home Depot has targeted workers 50 and above in
its recruitment efforts, which include advertising specifically in
media outlets frequented by older individuals. Other
organizations target recruitment messages at women,
minorities, or those with desired skills. Do you think targeted
recruitment systems are fair? Why or why not?
Issue 2

Most organizations have in place job boards on their web
page where applicants can apply for jobs online. What ethical
obligations, if any, do you think organizations have to
individuals who apply for jobs online?
5-32