
The role of human resource
recruiting is to build a
supply of potential new
hires that the organization
can draw on if the need
arises.

Recruiting consists of any
practice or activity carried
on by the organization with
the primary purpose of
identifying and attracting
potential employees.
Several
personnel
policies are
especially
relevant to
recruitment:
Internal versus
external
recruiting
Lead-the-market
pay strategies
Image advertising

An organization’s
personnel policies are
its decisions about
how it will carry out
human resource
management,
including how it will
fill job vacancies.

There are several
personnel policies that
are especially relevant
to recruitment:
 Recruiting existing
employees or hiring
from outside
 Meeting or exceeding
the market rate of
pay
 Organizational image
conveyed in
advertising
1.
Internal Sources
2.
External Sources
INTERNAL SOURCES
Organizations that promote from within,
identifies current employees for job
openings :

By having employees bid for jobs

By using their HR management system
EXTERNAL SOURCES
1. Walk Ins/ Unsolicited Applicants
2. Referrals
3. Advertisement
4. Employment Agencies
5. Schools, Colleges and Universities
6. Cyberspace Recruiting
WALK INS/ UNSOLICITED APPLICANTS
 Includes
direct unsolicited applications
 Effective
positions
in filling entry level & unskilled
REFERRALS
Current employees can be asked to
recommend recruits
ADVERTISEMENT
Must decide type and location of ad,
depending on job; decide whether to focus
on job(job description) or on applicant(job
specification)
EMPLOYMENT AGENCIES
There are publicly funded agencies that
provide free placement services and private
agencies that charge either the employee or
the employer for a placement or referral
SCHOOLS, COLLEGES & UNIVERSITIES
 To
fill in professional and managerial
positions
 Turnover rates may be high
 High cost
CYBER SPACE RECRUITING
It is the integration and utilization of
internet technology in recruitment process.
It is an important tool linking recruiters and
employers with potential employees.
1.
Time Lapse Data – It provides the average
time that elapses between points of
decision making in recruiting.
2.
Yield Ratios – It reflects the number of
candidates available at a step compared to
a previous step.
Cost Per Hire
Yield Ratios
A ratio that expresses the
percentage of applicants who
successfully move from one
stage of the recruitment and
selection process to the next.
 By comparing the yield ratios
of different recruitment
sources, we can determine
which source is the best or
most efficient for the type of
vacancy.
Yield Ratios

Find the cost of using a
particular recruitment source
for a particular type of
vacancy.
 Divide that cost by the
number of people hired to fill
that type of vacancy.
 A low cost per hire means
that the recruitment source
is efficient.

Cost Per Hire
 The
recruiter affects the nature of both
the job vacancy and the applicants
generated.
 In
general, applicants respond more
positively to recruiters whom they
perceive as warm and informative.
 Realistic
job previews:
background
information about job’s positive and
negative qualities.
 For affecting whether people choose to
take a job, the recruiter seems less
important than an organization’s personnel
policies that directly affect the job’s
features.
Characteristics of the
Recruiter
Behavior of the
Recruiter
Enhancing the
Recruiter’s Impact
 Recruiters
should provide timely feedback.
 Recruiters should avoid offensive behavior.
 They should avoid behaving in ways that might
convey the wrong impression about the
organization.
 The organization can recruit with teams
rather than individual recruiters.
Lucy's Restaurant has just created a business plan
that projects a 300% growth potential for their
business. They have also learned that a large
office building is next door.

The business plan shows Lucy's growing to:
 20 Tables -- serving 120 meals per day
 Open for Breakfast, Lunch, and Dinner (6:30
AM to 9:00PM) – 2 Shifts
 There are nine employees (including Lucy)
Group Deliverables:







Identify the different positions you will use to staff the larger restaurant.
 Each position must include the tasks, duties, and responsibilities that
it entails.
There will be nine employees. Determine how many of each position you
will need and what the attrition for that position is anticipated to be.
Based on your business expectations, list how many people for each
position you will need for each shift (or timeframe)
Draw a chart / matrix showing the schedule
Fill in the Recruiting Flow Chart (next page) showing your recruiting
process.
Fill in above chart / matrix showing the recruiting activity and hiring
schedule
 List what recruiting sources / activities you will use
 Determine when (over 12 months) you will need to hire them
Pick a group spokesperson to share the position descriptions with the
class.
POSITION
Shift
1
Shift
2
Numbe
r
workin
g this
shift)
Numb
er
worki
ng
this
shift)
Attrition:
the number
of people
who will
leave / quit.
Total
Number
of People
employed
over the
entire year
Cooks
Wait Staff
Management
Bar?
Bussing
Other?
TOTAL
9 total
9+
attrition
Tasks, Duties,
Responsibilities
Hiring need
known /
planned
New Hire(s)
on-board working
POSITIO
N
Cooks
Wait Staff
Management
Bar?
Bussing
Other?
TOTALS:
Numbe
r
workin
g
Numbe
r
workin
g
Shift
1
Shift 2
Attrition #
(turnover –
number of people
that leave))
Total
Hires for
the year
Sources to use to find
people – where will
you find them
Frequency of
recruiting for
this position