Module 6
Internal and External Recruiting
MANA 4328
Dennis C. Veit
dveit@uta.edu
RECRUITING PROCESS
Job analysis identifies the duties and human
requirements for each of the company’s jobs.
The next step was to decide how many of these
jobs you need to fill, and to recruit and select
employees for them
FIVE STEPS IN THE RECRUITING
PROCESS
1)
Decide what position to fill, through personnel planning and
forecasting
2)
Build a pool of candidates for these jobs, by recruiting internal
or external candidates
3)
Have candidates completed application forms (legal
consideration)
4)
Use selection tools to identify viable candidates
Decide who to make an offer to
5)
RECRUITMENT
Process of identifying and attracting potential
job applicants who are qualified for job
openings and interested in working for your
organization.
THE NEED FOR EFFECTIVE
RECRUITING
Step One:
Once your position is approved you will build up a
recruiting applicant pool.
Finding this pool is the trick so that you insure you
have “Qualified” candidates
WHY RECRUITING IS IMPORTANT
It is hard to over emphasize the importance of
effective recruiting:


If only two candidates apply for two openings, you
may have little choice but to hire one
If 10 or 20 applicants appear, you must use your
techniques in interviewing, or other means to screen
our all but the best
WHY RECRUITING IS IMPORTANT
Even high unemployment doesn’t necessarily
mean that it is easy to find good candidates.

A survey during an earlier slowdown found that


About half of respondents said they had “difficulty”
finding qualified applicants.
About 405 said it was “hard to find” good candidates
ORGANIZING YOUR RECRUITMENT
EFFORTS
More firms are centralizing the recruiting
function for four reasons:
1)
2)
3)
4)
Doing so makes it easier to apply the company’s strategic
priorities company wide
Centralized reduces duplication (having several offices for
recruitment)
Centralized recruiting makes it easier to ensure that
recruitment experts actually know the EEO Laws
Widening use of the trumps these. Easier to recruit centrally
**** Supervisor’s role
RECRUITING YIELD PYRAMID
50
100
150
(New Hires)
(offers Made)
(Candidates
Interviewed)
200
1200
(Candidates
Invited)
(Leads
generated)
Process Inputs and Outputs
HR Planning:
Number of jobs
to be filled
Recruitment:
Selection:
Pool of qualified and
interested applicants
Job Offers
Job Analysis:
Job Descriptions
and Minimum KSA’s
Internal Recruiting

Why recruit internally?

Recruiting typically brings to mind:




Monster .com
Employment agencies
classified ads
Using Internal Sources: Pros & Cons
Internal Recruiting

Advantages:

No substitute for knowing a candidate's strengths and
weaknesses

Current ee’s more committed to company

Morale rises when they see promotions and
movement
Internal Recruiting

Dis - Advantages:

EE’s who post for jobs and don’t get may become disengaged.

Can be a waste of time – (Mgr. has candidate in
mind)

Inbreeding
Succession Planning

The on-going process of systematically identifying,
assessing, and developing organizational leadership
to enhance performance

About 36% of employers have a formal succession
planning programs

Entails three steps:



Identifying key needs
Creating and assessing candidates
Selection those who will fill the key positions
External Sources of Candidates


Firms can’t (or don’t want) to get their all of their new
hires from within
Types of recruiting available:
Via the Internet



TOP TEN SITES:






Social networking
Job boards
Yahoo Hotjobs
College Recruiter
Monster.com
Career .com
Simply Hired
*** Problem??
JobCentral.com
CareerBuilder
Hound
Indeed.com
Net-Temps
Offshoring and Outsourcing

Outsourcing and offshoring are perhaps the most extreme
examples of alternative staffing.

Rather than bring applicants to your office these send the jobs
out!
OUTSOURCING – means having outside vendors supply services
OFFSHORING – means having outside vendors abroad supply
services that the company’s own employees did before
MOST EFFECTIVE SOURCES
FIRST TEIR:

National job boards

Employee referral programs

Niche/regional job boards

Professional/trade job boards

Professional associations

Contingency recruiters

Retained recruiters
(Source 55,433 Employer Participants)
SECOND TEIR:
Contingency recruiters
temp to perm
JMOs/military
Print media
College recruiting
Cooperative education
Radio/tv
Direct sourcing
FUTURE HIRING – DIVERSE
WORKFORCE


Companies need to hunt for talent continuously to capture people who
fit into diverse categories, such as:
Single parents – About 2/3rds of all single parents are in the
workforce today.





Flexible work schedules
Child care benefits
Train supervisors on positive attitude
Excused days off for sick children
Older Workers – The fasts growing work force segment will be
those in the 45 – 64 year olds.

- Those age 25 to 34 will decline by almost 3
million
FUTURE HIRING – DIVERSE
WORKFORCE

Companies will need to address this age differential. Suggestions
would include:





Train managers to address age bias in the workplace
Phased retirement that allows workers to ease out of the workforce
Portable jobs for “snowbirds”
Part-time projects for retirees
Full benefits for part-timers.
Opportunistic Hiring

Companies need to hunt for talent continuously to capture people
when they are ready to make a move.



Identify ideal candidates and court that person.
Hire them for a specific position even if the slot is not currently
open.
While they are waiting for that position they can be doing special
projects and getting to know the organization.

GE brings in 100 people a year

Within 18 months they are hired from the “bullpen” into line jobs within
the different divisions.
External Recruiting Sources










Walk-ins
Internet
Print advertisements
Colleges & Universities
Job Fairs
Employment agencies
Temporary agencies
Referrals from current employees
Former employees
Headhunters
Broad
Narrow
Internet Recruiting

General Sites

http://careers.yahoo.com
http://www.careerbuilder.com
http://www.monster.com
http://www.headhunter.net
http://www.brassring.com
http://www.hotjobs.com
http://www.flipdog.com

http://www.jobs.com

Government Affiliated
http://www.vetjobs.com
http://www.ajb.org

Georgraphic Location
http://www.dfwjobs.com
Industry Specific
http://jobs.aviationnow.com
http://www.ejobs.org
http://www.jobs4hr.com
http://www.lawenforcementjobs.com
http://www.streetjobs.com
http://www.ministryjobs.com
Applicant Specific
http://www.bilingual-jobs.com
http://www.jobsformoms.com
And many many more…..
Deciding on a Source

Quantity of applicants
Large headcount vs. single jobs

Quality of applicants
Specialized skills vs. general skills

Types of people that the media reaches
Print ads vs. internet ads




Location and Relocation
Budget
Lead times
Legal issues and diversity
Effectiveness of Recruitment Sources
Source: David E. Terpstra, “The Search for Effective Methods.” Reprinted from HRFocus, May 1996.
© 1996 American Management Association International. Reprinted by permission of American
Management Association International, New York, NY. All rights reserved. http://www.amanet.org/.
Choosing A Message
What is Most Important For You?







Interesting work
Wage / Salary
Incentive Pay
Benefits
Growth / Development Opportunities
Job Security
Location
Factors That Attract Top Talent
Source: E. G. Chambers, H. Hanafield-Jones, S. M. Hankin, and E. G. Michaels, III, “Win the War for Top
Talent,” Workforce 77, no. 12 (December 1998): 50–56. Used with permission of McKinsey & Co.
Choosing A Message
Messages can be tailored for individual groups:

Amount of contingent pay

Team vs. individual work and appraisals

Promotion opportunities

“Promotes from within” top consideration for MBA’s

Retailing jobs – Wal Mart, Home Depot, Target

Details about the company

“Fun place to work”

Environmentally friendly

“Affirmative Action Employer”
Choosing A Message
Messages should be both attractive and accurate:

Beware of the specificity and accuracy of information

“Unlimited growth potential”

Amount of travel required

Nature of the work

Salary included? Benefits described?

Selling the job vs. Realistic job preview

Self-selection

Higher commitment and less turnover
“An Army of One”
The new slogan drew sharp criticism from some veterans and
analysts who said it emphasized individualism over collective
action.
"I keep telling the old guys like me who are a little concerned about
the nontraditional message that we're not recruiting you. Go
ask your grandson or granddaughter what turns them on, and
that's where you're going to find the Army.” Army Recruiter
Teens surveyed said they didn't feel that the Army was "made up of
people." They thought joining the Army meant disappearing as
a small cog in a large machine.
Realistic Job Preview
Is the Army Stretched Too Thin? Time Aug. 24, 2003
“Peacekeeping is not what the U.S. troops were trained to do.
Soldiers whose combat edge has been honed inside an M-1
tank are not well equipped to provide a war's victims with food
and water.”
"The worst thing you can do, in terms of retention, is to have square
pegs stuck in round holes," says David Chu, the Pentagon's
personnel chief. "The guy or gal who doesn't get to do what he
or she signed up to do is the most dissatisfied soldier."