Chapter 5 Recruiting Applicants LEARNING OBJECTIVES After reading this chapter, students should be able to: • Understand how a firm’s recruiting practices can lead to competitive advantage. • Explain the choices involved in planning a recruitment strategy. • Discuss the various recruitment methods. CHAPTER OUTLINE AND LECTURE 5-1 Gaining Competitive Advantage Competitive advantage can be gained through sound recruitment of applicants in the quest to match employees to jobs and the company. 5-1a Opening Case: Gaining Competitive Advantage at the Los Angeles United School District The Los Angeles United School District faced the problem of low-quality new hires due to the cumbersome and user-unfriendly application process. The new head of the HR Department, Deborah Hirsch, took immediate steps to upgrade this recruitment process, creating an online application system that allowed candidates to receive a response within 24 hours and also apply year round. The school district was able to immediately see the best candidates, which they promptly invited for interviews. They treated these recruits royally, making them feel highly coveted. The new recruitment process has allowed the school district to attract top candidates, and 95 percent of the new hires in the past year were highly qualified. Because of the implementation of automated procedures, the district also saves about $10 million a year. 5-1b Linking Recruitment to Competitive Advantage An effective approach to recruitment can help a company compete for limited human resources. To maximize competitive advantage, a company must choose the recruiting method that produces the best pool of candidates quickly and cost efficiently. Point out to students that a recruiting program has five goals: • Achieve cost efficiency. • Attract highly qualified candidates. • Maintain high retention of workers. • Comply with nondiscrimination laws. • Create a more culturally diverse workforce. Recruitment represents a major expense; typical costs equal one-third of a new hire’s annual salary. HR and management can gain and enhance competitive advantage by holding down costs, while keeping productivity levels constant. The Los Angeles United School District achieved this goal by automating the recruitment process, which saved the district $10 million dollars. Ask students to list and analyze the costs incurred during recruitment. In competing with other organizations for employees, the HRM department must reach a sufficient number of qualified applicants and take actions such that the best qualified applicants will accept their job offers. Qualified individuals must be aware of existing job openings. HR must locate these applicants and notify them, capture their attention, and stimulate their interest in applying for positions with its firm. Innovative recruitment, as well as traditional ones, may be needed to achieve the goals. Organizations must take steps to increase the likelihood that the best candidates will accept job offers. When the actual attributes of a job are neither clearly positive nor negative, the firm must select the most appropriate recruitment efforts. The firms must provide persuasive information about the job and itself, and pay close attention to how it is given and how the applicants are treated. Recruiters play a major role in attracting applicants through their behaviors and attitudes that are seen as an extension of the firm and potential job. Brainstorm a list of positive and negative experiences students have had with job recruiters. Ask them what they would have done differently. Have students record in their notes the best actions taken by recruiters from the list on the board. Ask them to reflect upon this experience in writing and assign a few of them to report during the next class meeting. Turnover usually occurs during the first six months on the job. Why? Much of it is caused by overzealous recruiters who create an unrealistic preview of the job. Oversold applicants quickly become disenchanted when their high expectations are not met. The result? They leave the organization to seek employment elsewhere. Providing applicants with realistic job previews (RJPs) can reduce turnover by giving realistic information about the positive and negative aspects of the job and company. This becomes a sort of screening process that gives applicants the opportunity to make a more informed decision about accepting the job in the first place. Those who determine they are not compatible with the job reject it. Those who accept the conditions are more likely to stay because they have a more realistic picture of the future and what is expected. Reducing turnover rates can result in substantial savings for the company. Invite a HRM professional or a line manager, who interviews job candidates, to the class. Ask him or her to share with the class the effects of a RJP versus not providing a RJP. Perhaps the guest speaker could bring some statistics to back up the success or failure. Organizations can help prevent discrimination and affirmative action charges by targeting recruitment efforts toward underutilized protected groups. Recruitment efforts can be directed towards sources that the protected groups use. Extending recruitment practices to disadvantaged groups can create compliance and a culturally diverse workforce. These groups are comprised of seniors, minorities, welfare-to-work candidates, and people leaving the armed forces. Many older workers are still productive, cost-effective, and bring a stabilizing effect and work ethic to the job. Those with disabilities make solid workers who may stay with the job longer than others. A company’s success at attracting members of underutilized groups is heavily dependent on the manner in which they treat these candidates during the recruitment process. Unfortunately, too many recruiters act in negative or discriminatory ways during the interview process that drives candidates away. Generate a list of advantages of having a culturally diverse workforce in a company. Praise students for compiling a “good” list of suggestions. Be sure to ask “why” each is an advantage. 5-2 HRM Issues and Practices Effective planning and recruitment are vital issues and practices in today’s work world. The following sections provide proven methods of carrying them out. 5-2a Recruitment Planning Effective recruitment requires careful planning. We will reproduce the steps in the planning process found in Figure 5-1 in your text. Issues will be discussed with each step. • Step 1: Identify the Job Opening: Organizations should attempt to identify job openings well in advance in both the short and long terms. This will allow time to plan and implement appropriate recruitment strategies. • Step 2: Decide How to Fill the Job Opening: When an opening occurs, the firm must decide whether to fill it or use existing employees to carry out the duties. If a firm chooses to fill the vacancy, it can hire a core or contingency personnel. If core personnel are to be used, the firm can recruit them internally or externally. Contingency personnel are provided by a supplier agency in the form of temps, outsourced employees, and independent contractors. The supplier pays the workers’ salaries and benefits. The use of contingency personnel is on the rise because fixed employee costs and increasing or decreasing the workforce can be flexible. Many HRM burdens can be lifted, cost saving can be realized, and the better workers can be offered “permanent” jobs. Contingency personnel may need more orientation and training. They may also be less loyal or committed. See sub section “Core versus Contingency Personnel” which highlights the situations in which contingency workers should be hired. Assign students to further research the reasons for the growth of contingency personnel. Tell them to bring their findings to class. Have them contemplate the need for filling jobs in this manner over the next decade. Internal recruiting has several advantages. It can often enhance motivation and morale. Internal candidates are already known to the employer and they are more familiar with policies and practices. This form is less expensive and jobs can be filled more quickly. However, resentment may occur on the part of those not promoted and new leaders may find it difficult managing former coworkers. In most firms, external recruitment is limited primarily to entry-level jobs. External recruitment for jobs above the entry level is usually restricted to certain situations. It is used when no qualified internal candidates apply, or new ideas are needed from an outsider, or the firm needs to increase its underutilized groups. • Step 3: Identify the Target Population: You may ask what type of individuals the firm is looking for. The target population needs to be defined, worker requirements must be specified, and then it must be decided whether to target a certain segment of the applicant population. A job analysis provides the specific requirements of the job. The recruiter uses this information during interviews and other recruitment efforts. The firm also needs to decide whether to target all qualified applicants or focus its efforts on certain segments of the qualified applicant population. This applies to both internal and external recruiting. Ethical implications must be considered. • Step 4: Notify the Target Population: Once an applicant population has been targeted, the company must determine how to notify these individuals of the vacant position so as to limit the pool to a manageable size. When conditions provide a surplus of applicants, the firm must encourage only the best applicants to apply. A good way to do this is to clearly state the job qualifications in the vacancy notification or ask online questions. • Step 5: Meet with the Candidates: Qualified candidates are brought in for interviews and assessment procedures. Candidates should be provided with information about the company and the job to allow them to make an informed decision. 5-2b Methods of Internal Recruitment The most common approaches to internal recruitment include: • Computerized Career Progression Systems: Allow management to access the job skills of each employee stored in an HRIS. Candidates, company wide, can be found quickly and easily. A weakness of this system is that the information is limited to objective data and contains little, if any, subjective data that may be crucial to the job. • Supervisor Recommendations: Supervisors will typically choose an individual whose work capabilities are well known to them. This method is very popular because it gives the supervisor total discretion in selecting the person. The courts have frowned on this method because it is susceptible to bias and possible discrimination. Some qualified employees may be overlooked. • Job Posting: Is the most commonly used approach to internal recruitment, at least at the managerial level. A job vacancy notice describing the job, salary, work schedule, and worker qualifications is posted for all employees to see. People then apply or bid for the job. Employees look at how they are treated during the interview and the amount of helpful career counseling they receive. Job posting addressed the courts’ concerns that all eligible candidates are notified of vacant positions. It also enhances the probability that the most qualified people will be considered for the job and enables employees to leave a “bad” work situation for a better one. It also gives employees an opportunity to become more responsible for their own career development. Problems occur when the position stays vacant for a long time, employees hop from job to job, supervisors cannot hire the people of their choice, and employees whose bids are rejected may become alienated from the organization. • Career Development Systems: Place some fast-track or high-potential employees on a career path where they are groomed or trained for certain targeted jobs. The most difficult part of administering this system is to identify the most suitable candidates and meet the professional and legal guidelines. The firm’s top performers are more likely to remain and someone is always ready to fill a position when it becomes open. Those not selected for grooming may become disenchanted and leave or become frustrated if the expected promotion does not materialize. Create a team game. Let each team select a different approach to internal recruiting. Give each team one point for every professional strength and weakness they can think of. Award the winning team with a prize or prizes—class or non-class related. 5-2c Methods of External Recruitment Common approaches to external recruitment include: • Employee Referrals: Are generated by employees soliciting applications from qualified friends and associates. Incentives are offered when management thinks it is appropriate. This popular method accounts for about 15 percent of the workforce. Applicants tend to perform better and remain with the company longer. Employees tend to understand the “fit” and know that their reputations are on the line. These referrals can generate sufficient candidates and can be very cost effective. On the negative side, this type of referral can be a barrier to EEO. • Applicant-Initiated Recruitment: Firms often receive unsolicited applications that can reduce active recruiting efforts. It occurs most often when firms have a reputation for being a good place to work. It is both efficient and cost effective and can produce highly motivated candidates. A timing problem may occur when the drop-ins don’t coincide with job vacancies. • Help-Wanted Advertisements: Are probably the best-known way to notify potential applicants of job openings. Local, regional, or national media may be the appropriate medium depending on the job and the company. This approach reaches a large audience in a relatively short period of time, helps ensure a large applicant pool, and exposes jobs to protected groups. These ads often are ineffective and can sometimes generate too many candidates. The ads must dissuade the unqualified and attract the qualified. See Taking a Closer Look 5-3 for tips on writing effective help-wanted ads. • Employment Agencies and Executive Search Firms: Receive job opening notices from firms and assume the tasks of soliciting and screening applicants, and then referring top candidates to the employer for further screening. Public agencies are run by the state and most frequently provide clerical and blue-collar candidates. This approach is efficient and quick. On the negative side, some employers are concerned about the motivational level of the applicants, who may be applying for work simply to keep their eligibility for unemployment compensation and may not actually be interested in a job offer. Private Agencies: Have the resources to fill a wider variety of jobs, often produce candidates that are more committed, and charge a fee for their services. They are especially helpful in screening out candidates and locating hard to find ones. Executive Search Firms: Known as headhunters, specialize in mid- and senior-level managerial candidates with salaries generally above $60,000. These firms can successfully locate candidates both looking for jobs and those not actively seeking new employment. Only 50 to 60 percent of all executive searches result in the selection of the type of individual initially specified. See Taking a Closer Look 5-4 for suggestions for maximizing the chances for an effective search. • Campus Recruiting: Means the firm’s recruiters solicit candidates at college and university campuses. This is a good approach for filling entry-level jobs in professional careers requiring a college degree. However, it is costly and time-consuming. It can also be a rather slow process because of the lead time in waiting for graduation. • Online Recruiting: Is the newest approach to external recruiting. This approach offers more than 2,500 websites that offer recruiting services. It is very fast and reaches a much larger audience. It can be an expensive approach in looking for regional/national candidates for $25,000 to $60,000 jobs. The number of both qualified and unqualified candidates can be overwhelming. The most popular site offering the online recruiting service is CareerBuilder. Legally, employers must ensure that their recruitment efforts extend to females and other minority and underutilized groups. The choice of method or methods depends largely on the circumstances surrounding the hiring situation. Considerations include the type of job, timing, geographic region, cost, and whether the method will attract the right mix of candidates from an EEO perspective. If possible, arrange to take the class for a field trip to a professional employment agency to discuss external recruiting. Beforehand, select a number of relevant questions to ask the professional. Ask students to take notes while there and prepare a 2–3 page report or summary of the major elements. 5-3 The Manager’s Guide The following three sections provide insight and practice into several sound recruiting practices. 5-3a HR Recruitment and the Manager’s Job Line managers play three critical roles in recruitment. First, they identify recruitment needs when an incumbent leaves, additional positions are added, or a new job is established. Next, they communicate recruitment needs to the HRM department including the needed skills/qualifications for the job, the attractive and unattractive features of the job, and how the recruiter should discuss these unattractive job features with the candidates. Third, line managers interact with applicants. They can send strong messages about what work will really be like for the job being applied for. To be positive, they should keep applicants informed on their recruiting process, schedule interviews at the candidate’s convenience, and allow candidates to speak to their future coworkers. 5-3b How the HR Department Can Help Although line managers play an important part in the recruitment process, most of the work is actually done by HR professionals in larger organizations. HR confers with managers and plans the recruitment process, implements it, and evaluates the process. HR professionals implement the process by scheduling candidate interviews, monitoring the status of candidates, and expediting the final disposition of candidates. They evaluate the process by calculating the number of applicants from each method, the number hired, and the job success of each hire. The cost-effectiveness of each method is determined and the EEO compliances are monitored. 5-3c HRM Skill-Building for Managers Managers need specific skills to successfully carry out their recruitment responsibilities. These include: • What Information to Give Candidates: In about 20 minutes, the manager should provide information about what the company does, including facts and figures and relevant history. Describe the department, the job, work settings, workweek, payroll period, salary, and yourself as the manager. Tell about career opportunities and what employees like best about the company. Encourage candidates to ask questions. • How to Provide the Information: During the interview, the manager should appear competent and personable. • Provide Realistic Job Previews: RJPs are generally appropriate, but not always. They should be given to applicants before they accept a job offer. They should present a balanced picture of the job, including satisfying and dissatisfying parts. KEY TERMS Applicant-initiated recruitment: A method of external recruitment in which a company accepts unsolicited applications or resumes from individuals interested in working for the company. Campus recruiting: A recruiting method in which the firm’s recruiters visit various college and university campuses to recruit individuals for positions requiring a college degree. Career development systems: A method of internal recruiting in which a firm places “fast-track” or high-potential employees on a career path where they are groomed for certain targeted jobs. Contingency personnel: Workers who are employed by a supplier agency and are “loaned” to the firm on a temporary basis for a fixed fee. Core personnel: Employees who are hired in the “traditional” manner; that is, they are placed on the organization’s payroll and are considered “permanent employees.” Employee referrals: A method of external recruitment in which firms ask their employees to solicit applications from qualified friends and associates. Executive search firms: Employment agencies used to recruit mid- and senior-level managers with salaries generally above $60,000. Help-wanted advertisements: A method of external recruitment in which a company places an advertisement of the position in the appropriate media (e.g., newspaper, magazine). Independent contractors: Contingent personnel are highly skilled workers, like engineers or computer specialists, who are supplied by an agency to work on long-term projects. Job posting: A method of internal recruitment in which a job vacancy notice is posted and all qualified employees may bid. Online recruiting: Advertising job openings on the Internet. Outsourcing: An approach to recruiting contingent personnel in which firms select individuals to perform an entire work function, such as security, maintenance, landscaping, or food services. Private employment agencies: Privately run agencies that, for a fee, provide companies with clerical, blue-collar, technical, and lower-level managerial personnel. Public employment agencies: Run by each state under the auspices of the U.S. Employment Services, these agencies place workers in jobs that are primarily clerical and blue-collar positions. Realistic job previews (RJPs): Conveying to applicants what organizational life will actually be like on the job, warts and all. Temps: Contingent personnel hired to work on a specific job for short period of time, usually two weeks or less. REVIEW QUESTIONS 1. The main difference between temps and independent contractors is that a. temps are considered to be “permanent employees”; independent contractors are considered to be temporary workers. b. temps are hired to work on a specific job for a short time period; independent contractors are selected to perform an entire function. c. temps are highly skilled workers; independent contractors are unskilled workers. d. temps are hired to work on a specific job for a short time period; independent contractors work on long-term projects. Answer: d Rationale: Contingency personnel fall into three major categories: temps, outsourcing, and independent contractors. Temps are hired to work on a specific job for short period of time, usually two weeks or less. Individuals secured through outsourcing are selected to perform an entire function, such as security, maintenance, landscaping, or food services. Independent contractors are highly skilled workers, like engineers or computer specialists, who are supplied by an agency to work on long-term projects 2. Which of the following is not an advantage of using contingency personnel? a. It provides management with the flexibility to control fixed employee costs. b. It relieves the organization of many of the administrative burdens of hiring a new employee (e.g., payroll, benefits). c. It saves companies overhead costs (e.g., insurance premiums). d. It promotes greater commitment to the employing organization. Answer: d Rationale: Four advantages result from the use of contingency personnel. One is that this practice provides management with the flexibility to control fixed employee costs. Another advantage is that the use of such personnel relieves a company of many of its HRM burdens. A third advantage is cost savings. The fourth advantage is that the contingency workers who excel at their jobs can be offered core positions. 3. Using an internal recruiting strategy can a. lead to feelings of resentment among current employees if an individual is promoted into a supervisory role over his or her former coworkers. b. lead to feelings of resentment among current employees because they are not considered for job vacancies. c. limit an organization’s ability to develop a cohesive team spirit. d. be much more expensive than external recruiting. Answer: a Rationale: A problem that may occur when a position becomes open is that many employees may be considered for that slot. Another potential problem associated with internal recruitment occurs when workers are promoted into supervisory positions in the units in which they were already working. 4. Deciding whether or not to use a job posting system as part of internal recruiting is mentioned in the text in connection with which step in the recruitment planning process? a. Step 1: Identify job opening. b. Step 2: Decide how to fill job opening. c. Step 4: Notify the target population. d. Step 5: Meet the candidates. Answer: c Rationale: Once an applicant population has been targeted, the company must determine how to notify these individuals of the vacant position. A variety of recruitment methods may be used for communicating vacancies, such as job postings, newspaper ads, campus interviews, and so forth. 5. Computerized career progression systems are an effective tool for internal recruitment because a. the firm can identify a broad spectrum of candidates. b. the system consists of the kind of subjective information that is often used to determine the best “fit” between applicant and job. c. the system is invariably easier to use than paper-based systems. d. employees can take control of their careers. Answer: a Rationale: Candidates can be found quickly by using this method. The firm can also identify a broad spectrum of candidates by using this approach and thus are not limited to candidates working in the department where the vacancy exists. 6. Which method of internal recruitment is most preferred by management? a. job posting b. employee referral c. supervisor recommendations d. computerized career progressions systems Answer: c Rationale: This method is very popular among supervisors. They like it because it gives them total discretion in selecting the individual who will report to them. 7. The major difference between a private and public employment agency is that a. candidates register with private agencies voluntarily and thus are more committed to accepting a job offer. b. public agencies have the resources to fill a wider array of jobs than do private agencies. c. public agencies charge a fee for their services directly to the job seeker; private agencies always bill companies for their services. d. public agencies are most useful for screening executive-level applicants; private agencies handle primarily clerical employees. Answer: a Rationale: Private employment agencies differ from public ones in three important ways: • Private agencies have the resources to fill a wider variety of jobs. • Candidates register with the agency voluntarily and thus may be more committed than public agency candidates to accepting a job offer. • The agency charges a fee for its services. 8. Choosing the most appropriate recruiting method should depend on all of the following except a. the type of job being filled. b. the cost of implementing the method. c. how quickly the job needs to be filled. d. the amount of experience that a firm has with using a particular recruiting method. Answer: d Rationale: The choice of an external recruitment method depends largely on the circumstances surrounding the hiring situation. The following factors are the most relevant: • The type of job being filled. • How quickly the job needs to be filled. • The geographic region of recruitment. • The cost of implementing the recruitment method. • Whether the method will attract the right mix of candidates from an EEO perspective. 9. Employee referral systems tend to be effective because a. they can often ward off potential EEO problems. b. managers are usually not able to assess an applicant’s qualifications adequately. c. employees refer only the highest quality applicants because their reputation is on the line. d. it gives employees an opportunity to be more responsible for their own career development. Answer: c Rationale: Employees tend to be good recruiters because they know a lot about both the job being filled and the individual, and can therefore accurately judge the “fit” between the two. Additionally, employees make good recruiters because, believing their reputation is on the line, they are encouraged to refer only the highest quality applicants. 10. According to the text, which of the following is among the most important considerations for employees when participating in the job posting system? a. the formatting of the job information b. the amount of helpful career counseling they receive c. the quantity of information provided about posted jobs d. the timeliness of feedback about jobs to which they have posted Answer: b Rationale: From the employees’ point of view, the most important features of the posting system concern how well they are treated during the job interview and the amount of helpful career counseling they receive. DISCUSSION QUESTIONS 1. Describe three ways in which effective recruitment activities can help an organization gain competitive advantage. • If a company can find a way to limit recruitment costs, without lowering productivity, competitive advantage is enhanced. • To attain (or maintain) competitive advantage, an organization must successfully compete with other organizations in its recruitment efforts. Specifically, the HRM department must ensure that its recruitment efforts reach a sufficient number of qualified applicants, and it must take action to enhance the likelihood that the best applicants will accept their job offers. • An organization’s recruitment practices also influence the company’s success in complying with the various antidiscrimination laws and affirmative action requirements. Extending recruitment practices to disadvantaged groups can create benefits beyond compliance; it can also create a more culturally diverse workforce. 2. What explanations have been presented to account for the fact that the use of RJPs improves retention rates? Providing applicants with realistic job previews can reduce turnover by giving applicants more realistic information (unfavorable, as well as favorable) about the job and the organization. When applicants are told about the unpleasant aspects of the job, they are able to make a more informed choice about whether or not to accept the job offer. 3. Explain the impact of a recruiter’s behavior on the success of the recruitment effort. The recruiter plays a major role in attracting applicants. A company’s success at attracting members of underutilized groups is heavily dependent on the manner in which they treat these candidates during the recruitment process. The recruiter’s behavior is often viewed as an extension of the organization’s “personality.” Consequently, applicants perceive the recruiter’s behavior as a model of such things as the quality of interpersonal relationships and the nature of supervision existing within the company. Unfortunately, many organizations lose these (and other) candidates because the recruiters act in a way that could be described as “rude, boring, obnoxious, full of themselves, incompetent, barely literate, and jerks.” 4. It is not always necessary to staff a position when it becomes vacant. List three alternatives to staffing. • Provide overtime opportunities to current workers to complete the needed work. • Eliminate unnecessary jobs. • Redesign jobs—incorporate tasks of the vacant position into currently existing positions. 5. Distinguish between core and contingency personnel. Discuss strengths and weaknesses associated with each. • Core Personnel—employees who are hired in the “traditional” manner; that is, they are placed on the organization’s payroll and are considered “permanent employees.” • Contingency Personnel—workers who are employed by a supplier agency and are “loaned” to the firm on a temporary basis for a fixed fee. • Advantages of using contingency personnel: ○ This practice provides management with the flexibility to control fixed employee costs. ○ The use of such personnel relieves a company of many of its HRM burdens. The supplier handles the administrative work associated with payroll, insurance administration, and benefits. The supplier also screens and hires the workers. ○ There is cost savings. Contingency workers cost less than core personnel because the supplier pays certain overhead costs such as payroll and insurance. ○ Contingency workers who excel at their jobs can be offered core positions. • Disadvantages of using contingency personnel: ○ Contingency employees may need a considerable amount of orientation and training regarding company procedures and policies. ○ Compared to core employees, contingency workers might be less loyal or committed to the “host organization.” 6. Why do most organizations usually fill positions higher than entry-level jobs by means of internal recruitment? Promotion possibilities often enhance morale and motivation because they give employees a chance to advance their careers within the company. Other advantages of internal recruitment over external are as follows: ○ The qualifications of internal candidates are already well known to the employer. ○ Internal recruitment is less expensive. ○ Job openings can be filled more quickly through internal recruitment. ○ Internal candidates are more familiar with organizational policies and practices, and thus require less orientation and training. 7. Under what set of conditions is external recruitment recommended? External recruitment for jobs above the entry level is usually restricted to situations such as these: ○ An outsider is needed to expose the organization to new ideas and innovations. ○ No qualified internal candidates apply. ○ The organization needs to increase its percentage of employees within a particular underutilized group. 8. When notifying the target applicant population of a job opening, what can an organization do to limit the number of unqualified applicants? A good way to discourage unqualified applicants is to clearly state the job qualifications in the vacancy notification. 9. The text recommends that organizations avoid the use of supervisor recommendations when recruiting internally. What are the potential problems with supervisor recommendations? The supervisor’s recommendation is usually very subjective and is thus susceptible to bias and possible discrimination. Moreover, some qualified employees may be overlooked. That is, supervisors may bypass good candidates in order to get their “favorites” promoted, or they may simply be unaware of the capabilities possessed by some individuals. 10. Compare and contract the three types of employment agencies. • Public employment agencies—run by each state under the auspices of the U.S. Employment Service; these agencies place workers in jobs that are primarily clerical and blue-collar positions. • Private employment agencies—privately run agencies that, for a fee, provide companies with clerical, blue-collar, technical, and lower-level managerial personnel. • Executive search firms—employment agencies used to recruit mid- and senior-level managers with salaries generally above $60,000. Student answers may vary as each might come up with varying benefits and demerits of the types of employment agencies. 11. Describe the manager’s role in the recruitment process. The line manager plays three key roles in the recruitment process: ○ Identifying recruitment needs. ○ Communicating recruitment needs to the HRM department. ○ Interacting with applicants. 12. How can a manager make a favorable impression on the candidate during an interview? The actions of managers can have a significant bearing on the perceptions of the applicants. The manager’s behavior sends applicants strong signals about what work would really be like if one were to accept a job offer. To ensure the signal is a positive one, a manager should do the following: ○ Keep applicants informed of their status during the recruiting process. If delays occur, let candidates know when they can expect further information or action. ○ Schedule interviews at the candidate’s convenience. ○ Allow candidates to speak to their future coworkers. This gives them a chance to ask questions they might not ask the manager and also gives them a feel for what it would be like to work for the company. 13. Under what circumstances is it best to use an RJP? Explain. • The use of RJPs would appear to be most suitable when the following conditions exist: ○ Turnover and associated separation costs are high. ○ There are negative factors of the job that applicants do not know about, and these facets may strongly influence their subsequent intentions to quit. ○ Qualified applicants are plentiful. • The RJP should be given to applicants before they accept a job offer. EXPERIENTIAL EXERCISES What Attributes Does a Campus Recruiter Seek? 1. Divide into groups of five. 2. Each group should construct a list of what applicant attributes or qualities a campus recruiter looks for when interviewing a student for an entry-level management position. 3. For each attribute on the list, state the recruiter’s basis for judgment. For example, if your list includes “leadership skills,” state how this attribute would be judged (e.g., offices held in campus organizations, students’ answers to certain interview questions, and so forth). 4. A spokesperson for each group should present the group’s responses. 5. The class as a whole should discuss how one can impress a campus recruiter during the campus interview. Conducting an RJP 1. Divide into groups of five. 2. Assume your group has been asked to provide an RJP to possible incoming freshmen interested in a management major. 3. Using the information in Section 5-3, “The Manager’s Guide,” construct an RJP that should be given to these students. 4. Each group should present its RJP in front of the class. 5. Class discussion should focus on the usefulness of these RJPs. That is, would the consequences of using RJPs be beneficial to the school? What type of student would be dissuaded from majoring in management? Would those still interested become more committed to the program because of the RJP? Do you think your school should implement this approach? CASE The Geographical Area of Recruitment Where to Draw the Line Objective: To point out one of the key legal issues that may arise during the recruiting process. What to do: Cover this case during your discussion of Step 3 in the recruitment planning process—Identify Target Population. 1. Do you agree with Jim’s recruitment strategy? Ask the class whether they agree with Jim’s strategy. Student answers may vary. On the surface, his reasons for restricting the recruitment area seem quite reasonable. 2. What possible legal problems may arise from the use of this strategy? One possible legal problem that may arise is that Jim’s strategy excludes all candidates who live in Atlanta—a city that has a large minority population. The courts often define a company’s recruitment area as an area that should incorporate all cities within commuting distance. Based on that assumption, the company’s minority representation should reflect the population of the area. By excluding Atlanta, minorities would be underrepresented at Bristle, Inc. 3. If you were in Jim’s place, what approach would you take? That is, would you extend the recruiting area to include Atlanta? (Remember, you want to keep group cohesiveness up and absenteeism, turnover, and tardiness down.) Student answers may vary. The best approach for Jim to take is to use selection devices that will predict the qualities that he is looking for. Two particularly useful devices for measuring these qualities are interviews and biodata inventories (to be covered in Chapter 6). CRITICAL THINKING EXERCISES 1. Ask students to list and analyze the costs incurred during recruitment. 2. Brainstorm a list of positive and negative experiences students have had with job recruiters. Ask them what they would have done differently. Have students record in their notes the best actions taken by recruiters from the list on the board. Ask them to reflect upon this experience in writing and assign a few of them to report during the next class meeting. 3. Invite an HRM professional or a line manager, who interviews job candidates, to class. Ask him or her to share with the class the effects of a RJP versus not providing an RJP. Perhaps the guest speaker could bring some statistics to back up the success or lack of success. 4. Generate a list of advantages of having a culturally diverse workforce in a company. Praise students for compiling a “good” list of suggestions. Be sure to ask “why” each is an advantage. 5. Assign students to further research the reasons for the growth of contingency personnel. Tell them to bring their findings to class. Have them contemplate the need for filling jobs in this manner over the next decade. 6. Create a team game. Let each team select a different approach to internal recruiting. Give each team one point for each professional strength and weakness they can think of. Award the winning team with a prize or prizes—class or non-class related. 7. If possible, arrange to take the class for a field trip to a professional employment agency to discuss external recruiting. Beforehand, select a number of relevant questions to ask the professional. Ask students to take notes while there and prepare a 2–3 page report or summary of the major elements. ESSAY QUESTIONS 1. Now that you have read the chapter, explain why the Los Angeles United School District was so successful in its recruiting efforts. Include information from the chapter on internal recruiting. The Los Angeles Unified School District (LAUSD) was successful in its recruiting efforts due to a strategic focus on internal recruiting and community engagement. By prioritizing internal candidates, the district leveraged existing employee talent, promoting from within and offering career advancement opportunities. This not only boosted morale but also ensured that promotions were filled by individuals familiar with the district's culture and needs. Additionally, LAUSD actively engaged with the local community, building partnerships with colleges and universities to attract new teachers. Their emphasis on diversity and inclusion also helped in appealing to a broader pool of candidates. By combining these strategies, the district effectively enhanced its recruitment process, ensuring a steady influx of qualified personnel committed to the district’s goals. 2. Look at the five goals of a recruiting program. Provide examples from the text that support all of them. The five goals of a recruiting program typically include: 1. Attracting Qualified Candidates: A recruiting program should focus on drawing in applicants who meet the necessary qualifications. For example, LAUSD's partnerships with local universities helped attract well-prepared teachers. 2. Fostering Diversity: Programs should aim to create a diverse workforce. The text highlights LAUSD's commitment to diversity, which broadened its candidate pool and better represented the community. 3. Reducing Time to Fill Positions: Efficient processes should minimize the time it takes to fill roles. The LAUSD implemented streamlined hiring practices that expedited candidate evaluations and selections. 4. Enhancing Candidate Experience: Positive experiences during the recruitment process can lead to better outcomes. The text mentions LAUSD's focus on clear communication and support for candidates, improving their overall experience. 5. Promoting Internal Mobility: Encouraging current employees to advance within the organization is vital. LAUSD's emphasis on internal recruiting allowed existing staff to apply for promotions, fostering career development and loyalty. These examples illustrate how a well-rounded recruiting program can effectively meet its goals. 3. Identify the five steps of the recruitment planning process. Explain each step in sufficient detail so that you would receive an “A” grade if this were a stand-alone essay test. The recruitment planning process typically involves five key steps: 1. Assessing Organizational Needs: This initial step involves evaluating the current and future workforce requirements based on the organization’s goals and objectives. It includes analyzing workforce demographics, turnover rates, and upcoming projects that may necessitate new hires. By understanding the gaps between current staffing levels and future needs, organizations can determine the specific roles to recruit for. 2. Developing a Recruitment Strategy: After assessing needs, organizations create a strategy that outlines how to attract the right candidates. This includes deciding on the sources for recruitment—such as internal promotions, employee referrals, job boards, or recruitment agencies—and defining the employer brand to attract talent. The strategy should align with the organization's values and culture. 3. Creating Job Descriptions and Specifications: Clear and detailed job descriptions are essential for effective recruitment. This step involves outlining the roles, responsibilities, required qualifications, and skills necessary for each position. Job specifications help ensure that candidates understand the expectations and can self-assess their fit for the role, which aids in attracting suitable applicants. 4. Implementing the Recruitment Process: In this step, the actual recruitment efforts are put into action. This includes advertising job openings, sourcing candidates, screening resumes, and conducting interviews. Effective communication and engagement with potential candidates are crucial, as is maintaining a positive candidate experience throughout the recruitment process. 5. Evaluating the Recruitment Efforts: The final step involves assessing the effectiveness of the recruitment process. This includes analyzing metrics such as time-to-fill positions, quality of hires, and candidate feedback. By evaluating these metrics, organizations can identify areas for improvement and refine their recruitment strategies for future hiring needs. Each of these steps is vital for creating a structured and efficient recruitment process that meets the organization’s staffing needs effectively. 4. Make two charts. Let one compare and contrast the strengths and weaknesses of the methods of internal recruitment. Let the other compare and contrast the strengths and weaknesses of the methods of external recruitment. These charts summarize the strengths and weaknesses of internal and external recruitment methods, highlighting key considerations for each approach. 5. Select any Taking a Closer Look of your choice from this chapter and write an essay on it. The Importance of Employee Referrals in Recruitment Employee referrals are a highly effective method for sourcing candidates in recruitment. They leverage current employees’ insights about the organization’s culture and job requirements, resulting in several key benefits: 1. Quality of Hires: Referred candidates often perform better and stay longer because employees recommend those they believe are capable and culturally fit. 2. Faster Hiring Process: The process is typically quicker since referred candidates are pre-vetted by current employees, leading to expedited interviews and onboarding. 3. Enhanced Employee Engagement: Involving employees in recruitment fosters a sense of ownership and community, boosting morale and collaboration. 4. Cost-Effectiveness: Referral programs can reduce recruitment costs compared to traditional methods, with lower advertising and agency fees. Best Practices for Implementing Referral Programs 1. Clearly Define Roles: Provide clear job descriptions to guide employee referrals. 2. Promote the Program: Actively communicate and highlight success stories to encourage participation. 3. Incentivize Participation: Offer rewards for successful referrals to motivate employees. 4. Streamline the Process: Make the referral process simple and accessible. 5. Provide Feedback: Keep employees informed about their referrals’ progress to maintain engagement. In summary, employee referrals are a valuable recruitment strategy that can enhance quality, speed, and cost-efficiency while fostering employee engagement. 6. What have you learned from the Manager’s Guide in this chapter? From the Manager’s Guide in this chapter, I've learned that effective recruitment requires managers to play an active role in the process. Key takeaways include: 1. Collaboration with HR: Managers should work closely with HR to define job requirements and ensure alignment with organizational goals. 2. Utilizing Internal Talent: Leveraging internal recruitment can boost morale and retain skilled employees while promoting a positive culture. 3. Understanding the Recruitment Process: Managers need to be familiar with the recruitment cycle, including sourcing, screening, and selecting candidates. 4. Providing Clear Job Descriptions: Clear and detailed job descriptions are essential for attracting suitable candidates. 5. Engaging in Candidate Evaluation: Managers should actively participate in interviews and evaluations to ensure a good fit for their teams. Overall, the guide emphasizes the importance of managerial involvement in creating a successful recruitment strategy that meets both organizational and employee needs. OTHER RESOURCES I. Websites www.interbiznet.com. The 1996 top 25 electronic recruiting websites. www.onrec.com/content2/news.asp?ID=592. Online Recruitment—The Magazine for Recruitment and HR. II. Articles “Gimme Attitude,” S. Greengard, Workforce Magazine, July 02, 2003. This article discusses the growing trend of hiring the right people with the right attitude. “Government Workers Can’t Find Jobs, K. Dobbs,” Workforce Magazine, July 02, 2003. Laid off government workers have to prove themselves all over again to find jobs in the private sector workplace. III. Organizations American Society for Training and Development provides a newsletter and advice. IV. Books How to Hire Handbook, M. Webring, Rice University, 2002. Solution Manual for Human Resource Management: A Managerial Tool for Competitive Advantage Lawrence S. Kleiman 9781426649189
Download
Close
Close
