Recruiting
Employees
Chapter 6
Learning Objectives
1. Define recruitment.
2. Discuss job analysis, human resource
planning, and recruitment.
3. Explain the purpose of a personnel
requisition form.
4. Describe the advantages and disadvantages
of using internal methods of recruitment.
6-2
Learning Objectives (cont.)
5. Discuss job posting and bidding.
6. Describe the advantages and disadvantages
of using external methods of recruitment.
7. Define realistic job previews.
8. Explain organizational inducements.
9. Outline some specific EEOC
recommendations for job advertising
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Recruitment
Recruitment
└ Process of seeking and attracting a pool of people
from which qualified candidates for job vacancies
can be chosen.
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Recruitment
Other options
└ Temporary workers
└ Offering overtime to existing employees
└ Subcontracting the work to another organization
└ Leasing employees
└ Outsourcing work
6-5
Personnel Requisition Form
 Personnel requisition
form
└ Describes the reason
for the need to hire a
new person and the
requirements of the
job.
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Relationships among Job Analysis, Human
Resource Planning, Recruitment, and Selection
Figure 6.1
6-7
Questions in the Recruiting Process
What are the sources of qualified personnel?
How are these qualified personnel to be
recruited?
Who is to be involved in recruiting process?
What inducements does organization have to
attract qualified personnel?
6-8
Advantages – Internal Sources
 Organization has a good idea of strengths and
weaknesses of its employees
 Performance evaluations of employees are
available
 More accurate data are available concerning
current employees, thus reducing chance of
making a wrong decision
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Advantages – Internal Sources
 Employees know more about organization and
how it operates
 Recruitment from within can have a significant,
positive effect on employee motivation and
morale when it creates promotion opportunities
or prevents layoffs
 Most organizations have a sizable investment in
their workforce
6-10
Disadvantages - Internal Sources
Intense infighting for promotions can have a
negative effect on morale and performance of
employees not promoted
Inbreeding of
ideas
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Two Issues – Promoting from Within
1. Organization needs a
strong employee and
management
development
program to ensure
that its people can
handle larger
responsibilities
2. Desirability of using
seniority as the basis
for promotions
6-12
Job Posting and Bidding
Job posting and bidding
└ A method of informing employees of job
vacancies by posting a notice in central locations
and giving a specified period to apply for the job.
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Job Posting and Bidding
Procedure involves:
All applications are sent to HR department for
an initial review
An interview by prospective manager
Decision is based on qualifications,
performance, length of service, and other
pertinent criteria
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Job Posting and Bidding Implementation
Both promotions and transfers should be
posted
Openings should be posted for specified time
period before external recruitment begins
Eligibility rules for job posting system need to
be developed and communicated
Specific standards for selection should be
included in notice
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Job Posting and Bidding –
Implementation (cont.)
Job bidders should be required to list their
qualifications and reasons for requesting a
transfer or promotion
Unsuccessful bidders should be notified by
human resource department and advised as
to why they were not accepted
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External Sources
Advertising
Employment
agencies
Temporary
agencies
Employment
leasing
Employee
referrals
Walk-Ins
Campus
Recruiting
Internet
recruiting
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Advantages - External Sources
Pool of talent much larger in comparison to
internal sources
External hires may bring new insights and
perspectives
Often cheaper and easier to hire technical,
skilled, or managerial people from outside
than to train and develop internally
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Disadvantages - External Sources
Attracting, contacting, and evaluating
potential employees is more difficult
Employees hired from outside need a longer
adjustment or orientation period
Recruiting from outside may cause morale
problems among current employees
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External Sources
 Job advertising
 www.careers.org
└ The placement of help-  www.computerjobs.com
wanted
 www.ajb.org
advertisements in daily
newspapers, in trade
and professional
publications, or on
radio and television.
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External Sources
 Headhunter
└ A type of private
employment agency
that seeks candidates
for high-level, or
executive, positions.
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External Sources
 Temporary help
└ People working for
employment agencies
who are subcontracted
out to businesses at an
hourly rate for a
period of time
specified by the
businesses.
 Employee leasing
companies
└ Provide permanent
staffs at customer
companies.
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Advantages and Disadvantages of
Internal and External Recruiting
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Realistic Job Preview
Realistic job previews
└ A method of providing complete job information,
both positive and negative, to the job applicant.
 Enables job candidates to self-select out of jobs
that do not meet their expectations.
 If individuals are offered and accept a job, RJP can
cause them to be more committed to it.
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Typical Consequences of
Job Preview Procedures
Figure 6.3
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Who Does the Recruiting, and
How?
Most large and middle-size organizations
normally have an employment office within
human resource department
Consists of recruiters, interviewers, and
clerical personnel
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Who Does the Recruiting, and
How?
Role of personnel in the employment office is
crucial
└ Walk-ins/write-ins and respondents to advertising
develop an impression through their contacts
with employment office
└ Having employees trained in effective
communication and interpersonal skills is
essential
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Who Does the Recruiting, and
How?
In small organizations, the recruitment
function, and many other responsibilities, is
normally handled by one person, frequently
the office manager
Line managers in small organizations often
recruit and interview job applicants
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Organizational Inducements
Organizational inducements
└ Positive features and benefi ts offered by an
organization to attract job applicants
└ organizational compensation systems, career
opportunities, and organizational reputation
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Equal Employment Opportunity
And Recruitment
 All recruitment procedures for each job category
should be analyzed and reviewed to identify and
eliminate discriminatory barriers
 Employee referral and Walk-ins tend to perpetuate
the present composition of an organization’s
workforce
 If minorities and females are not well represented at
all levels of the organization, reliance on such
recruitment procedures is a discriminatory practice
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EEOC Suggestions
 Content of help-wanted ads should not indicate any
race, sex, or age preference for the job unless age or
sex is a bona fide occupational qualification (BFOQ)
 Advertise in media directed toward minorities and
women
 Campus recruiting visits should be scheduled at
colleges and universities with large minority and
female enrollment
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EEOC Suggestions
 Employers should develop and maintain contacts
with minority, female, and community organizations
as sources of recruits
 Contact nontraditional recruitment sources, such as
organizations that place physically and mentally
handicapped persons
 Pay more attention to spouse, male or female, of
person being recruited
6-32