MGTO 231
Human Resources
Management
Recruitment
Dr. Kin Fai Ellick WONG
Questions for you
• Sometimes, someone uses
“recruitment”, while others use
“selection”. Are the two concepts
identical? If not, What are their
differences?
• What are the major goals an HR
manager wants to achieve in
recruitment (not in selection)?
Outline
Recruitment
Recruitment processes
Sources of recruitment
Evaluation of different
sources
Recruitment processes
1.
2.
3.
4.
5.
Business strategies formation
Job analysis & Job opening
Recruitment
Selection
Socialization
Recruitment processes
1.
2.
3.
4.
5.
Business strategies formation
Job analysis & Job opening
Recruitment
Selection
Socialization
Example 1:
Internet business
• Broadway, CitiCall, SaSa, Angel…
– Business strategies
• Expanding, high investment, aggressive
– HR planning
• External recruitment, high compensation,
new opening, limited training and
development
Example 2:
Public sectors
• e.g., Housing Authority (房委會)
• Business strategies
– Defender, maintaining current status
• HR planning
– Internal recruitment, compensation at a
market level, less new opening, more
training and development
Recruitment processes
1.
2.
3.
4.
5.
Business strategies formation
Job analysis & Job opening
Recruitment
Selection
Socialization
From job analysis
• We know the tasks, duties, and
responsibilities of a “job”
– Java script, C++, team-work oriented, etc.
– Recruitment
• Select a pool of candidates, job opening
– Selection
• Ability test, interview, job offering or not
Recruitment processes
1.
2.
3.
4.
5.
Business strategies formation
Job analysis & Job opening
Recruitment
Selection
Socialization
Recruitment
• The process of generating a pool of
qualified candidates for a particular job
• Job analysis, description and recruitment
• Two dimensions are particularly important
– Ability (cognitive ability)
– Motivation (personality, or context dependent)
Recruitment ad
• Job title (general description of job)
– May have implications about the
organization culture or the job nature
Example 1
• In a boutique
• Sales vs. Customer-needs Manager
– “Sales” creates an impression of “selling”
– “Customer-needs Manager” creates a
better feeling
Example 2
• An insurance firm
• Insurance Agent vs. Financial Analyst
– “Insurance Agent” creates an impression
of …..
– “Financial Analyst” may be seen as more
professional
Example 3
• A sales department
• Sales vs. Marketing Executive vs.
Account Manager
– “Account Manager”
• For customers: creating a more professional
image
• For employees: creating a more superior title,
making the job more attractive
• Job description (job content)
– Remember the job description you have made
– The major contents are highly similar
– Tasks, duties, and responsibilities
• Job specification (requirements)
– Educational level and background
– Any professional qualification?
– Any specific skills, e.g., Mandarin, 100 wpm
• How to apply (prompt actions)
• Other requirements (e.g.
organizational culture)
– Christians?
• Salaries and benefits (may or may not
be included)
Examples
• Positions at CUHK
– http://perntc.per.cuhk.edu.hk/personn
el/jobvacancy.asp?category=2
• Positions at HKUST
– https://www.ab.ust.hk/po/vac.html
Outline
Recruitment
Recruitment processes
Sources of recruitment
Evaluation of different
sources
External vs. internal
• Both have benefits and drawbacks
• External recruitment
– Fresh perspectives and different
approaches, bring new processes or
technology
– May not be fully supported by the
subordinates (for senior positions), need
time to adapt new environment and
learning, problem of justice
Recruitment (external forces)
•
•
•
•
•
•
•
Print advertisements
Internet advertisements
Career sites
Employment agencies
Labour department
College recruiting
Customers
• Internal recruitment
– Promotion or transfer
– Less costly, a kind of reinforcement that
increases job motivation, promoted
persons are familiar with the culture and
duties
– Lack of innovation, undercut the authority
Recruitment (internal forces)
• Current employees
– Creating another job opening
• Referrals from current employees
• Former employees
• Internship
Outline
Recruitment
Recruitment processes
Sources of recruitment
Evaluation of different
sources
Different evaluation methods
• By assessing how long employees
recruited from different sources stay
with the company
– How well the applicants know about the
job
• Current employees, referrals, and former
employees
• A realistic job preview is important !!!
– 空中小姐 stewardess
• By assessing the costs and benefits of
different sources
– No. of applicants, offers given, and
acceptance of each source
– Total cost of each source
– Turnover rate of each source
– Performance of each source
Recruiting Yield Pyramid
New hires
Offers made (2 : 1)
Candidates Interviewed (3 : 2)
Candidates Invited (4 : 3)
Leads generated (6 : 1)
Source: Human Resource Management, 10th Edition, p.162
Yield ratio
•
•
•
•
•
Applied to screened 6:1
Screened to interviewed 4:3
Interviewed to offered 3:2
Offered to accepted 2:1
Overall yield ratio
– 144:6 or 24:1 or 1200:50
• How many will be hired in a pool of
300 applicants? Is this pool size
enough if there are three vacancies?
• Different sources may have different
yield ratios
Exercise
• According to the data sheet I gave you,
what recommendations will you give to
HR manager in order to improve the
quality of recruitment (i.e. recruit more
qualified candidates by lower costs)?