13091 2 Pages 6 Hrs
CHAPTER 6 Recruiting
What kind of a thinker are you? What if a clever employer puts a fun personality quiz online and helped you link your results to the careers they have available? How effective would it be?
The clever employer in this case, is Kimberly Clark, Wisconsin‐based maker of mostly paper consumer products (think Pampers, Kleenex, Scott, Cottonelle…). The fun online personality quiz that you're probably going to try soon is called “Original Thinkers Quiz.” It involves asking your choices and thoughts on things such as attending music festivals, organizing community recycling drives, and managing a tight personal budget. The short, fun, visual quiz sorts your results into eight personality categories. Then they tease you with the opportunities at Kimberly Clark that match your style. They also show just how fun it is to live in Wisconsin.
Effective? Tens of thousands of people have taken the quiz and more than 30 percent go on to explore the suggested career options on the Kimberly Clark website.1
Looking Ahead
How does “gamification” in recruiting like the Original Thinkers Quiz impact employer branding? How does the Wisconsin location affect recruiting for a large organization such as Kimberly‐Clark? Who is most likely target to take the online quiz?
LEARNING OUTCOMES
After reading this chapter, you will be able to:
· Explain necessary elements for effective recruiting and the importance of employment branding.
· Outline challenges that affect the organization's ability to recruit qualified employees.
· Explain internal recruiting sources and their effectiveness.
· Explain external recruiting sources and their effectiveness.
· Describe the elements and effectiveness of online recruiting.
· Explain the alternatives to recruiting full‐time, permanent employees and the benefits to the organization of using these alternatives.
· Explain the elements of recruiting for overseas positions.
· Identify ways to conduct an effective job search.
Introduction
Human resource (HR) recruiting is evolving at the speed of technology and has become a hot HR topic. The popular websites and social media examples in this chapter will likely change by the time you read it for your class. As we look at recruiting, remember that “best practice” examples change almost daily and cutting‐edge technology evolves even faster. How can we study recruiting in the face of constant change? We'll focus on the basics and look at trending techniques. We'll tackle the purpose of recruiting, how to engage the talent that we need to fulfill our strategy, where will we find them, and what do they want to know. It's that simple … and that complicated. Let's get started.
Effective Recruiting
Once an organization has completed the HR planning process to determine human resource needs, it's time to recruit the people necessary to achieve the goals of the organization. Recruiting is the process of finding potential candidates for actual or potential open positions. It isn't as easy as it sounds. The search requires many of the same cutting‐edge marketing methods used to promote consumer products. Organizations that put little effort into recruiting are not likely to get the quality and quantity of candidate that they need. Successful recruiting delivers qualified applicants.
For recruiting to be effective, a thorough job analysis and accurate job description (Chapter 3) are necessary along with an understanding of the organizational strategy (Chapter 2) and the role of the job in achieving the organizational goals. Next, a strategy for finding qualified applicants inside or outside the organization with qualifications listed in the essential functions and job specifications is established. This may be the job of a recruiter, which is frequently an entry‐level HR position in organizations large enough to have HR departments. Recruiters are the face of the organization to prospective applicants outside the organization. An effective recruiting process requires a significant pool of diverse candidates to choose from. Achieving a satisfactory pool of candidates may not be easy, and recruiters need to know the best places to find them.
recruiting
The process of seeking sources for job candidates.
recruiter
Represents employer to prospective applicants at colleges and job fairs.
Employment Branding
Job seekers increasingly want to know if a position will allow them to make a positive impact on their community in some way. Employment branding communicates the culture and values of the organization to applicants and the community. Essentially, it's about marketing the company as an attractive employer in the same way that consumers have distinctive brand images. Growth, advancement opportunities, community involvement, and corporate responsibility are just a few of the factors considered. A recent Career-Builder survey found that over 90 percent of employees consider employment brand when deciding whether to apply for a job. Reputation for treating employees well, the company culture, and whether the company has a reputation for doing good things in the community are the top considerations.2
Employment branding creates an image of the organization for the community, employees, and potential employees. Strong employment brands can be developed by HR or they may grow organically from a strong organizational mission or culture. The goal is to increase employee job satisfaction, reduce turnover, increase productivity, and assist in recruiting. The employment brand can assist recruiting efforts by allowing recruiters to communicate not only what employment opportunities the company offers, but how it feels to work there. When the employment brand creates the impression that the employer is a good place to work, then the number and quality of applicants increase. Employees who are proud of the employer share their enthusiasm in the community and on sites such as Glassdoor, increasing the effectiveness of employee referrals.
Recruiting is frequently an entry‐level position in human resources. (Verhulst, 2018-10-08, pp. 150-152)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
Recruiting Challenges
From the perspective of an applicant, one might think “What challenges can the recruiter possibly have?” but there are some issues that must be considered.
Too Many or Too Few Applicants
An undersupply of applicants can be a challenge in times of economic growth that result in a tight labor market. During difficult economic times, high unemployment can result in overqualified candidates or an overabundance of applicants. This can stress the HR budget as well as the abilities of HR to acknowledge, screen, and interview applicants in the necessary time frame. Providing accurate information helps unqualified applicants see that the job isn't a good fit, reducing the chance that they will complete the application process.
Organization Image
Recruiting top scientists to work at the Food and Drug Administration (FDA) has been a challenge due to a perception in the scientific community at the FDA was a difficult place to work. News of tight budgets and a lawsuit by former employees claiming that their personal e‐mails were monitored and that they were fired for whistle‐blowing didn't help.3
The image of the organization can be a significant recruiting liability. Job seekers are hesitant to associate with organizations having a reputation for being in a declining industry; unethical behavior; producing poor quality products; having unsafe working conditions; lack of a flexible work environment; indifference to work–life balance; or not providing an affordable health plan. Organizations such as Airbnb are putting considerable effort into developing a strong culture with a positive image and employment brand. Creating a reputation that employees are proud to represent.
TIPS FOR SUCCESS
Best Practices for Hiring a Diverse Workforce
In order to make sure recruiting efforts support an organization's diversity goals, the EEOC has many suggestions. The list below is just a sample of the practices of large private employers that the EEOC finds exemplary.4
Establish a policy for recruitment and hiring, including criteria, procedures, responsibilities, and applicability of diversity and affirmative action.
Engage in short‐term and long‐term strategic planning.
Identify the applicable barriers to equal employment opportunity.
Ensure a communication network notifying interested persons of opportunities, including advertising within the organization and, where applicable, not only with the general media but also with media aimed at minority people, disabled people, older people, and women.
Communicate the competencies, skills, and abilities required for available positions.
Communicate about family‐friendly and work‐friendly programs.
Where transportation is an issue, consider arrangements with the local transit authority.
Work with professional associations, civic associations, and educational institutions with minorities, women, persons with disabilities, and/or older persons to recruit.
Use recruiter, referral, and search firms with instructions to present diverse candidate pools to expand search networks.
Partner with organizations that have missions to serve targeted groups.
Use internship, work/study, co‐op, and scholarship programs to attract interested and qualified persons and to develop potential candidates.
Develop and support educational programs and become more involved with educational institutions that can refer a more diverse talent pool.
Ensure that personnel involved in recruitment and hiring are well trained in their equal employment opportunity responsibilities.
Explore community involvement options so the company's higher profile may attract more interested persons.
Eliminate practices that exclude or present barriers to minorities, women, people with disabilities, older people, or any individual.
Include progress in equal employment opportunity recruitment and hiring as factors in management evaluation.
Job Attractiveness
If the position to be filled is difficult, distasteful, or unattractive, recruiting a large and qualified pool of applicants will be difficult. In recent years, for instance, many employers have been complaining about the difficulty of finding suitably qualified individuals for manual labor positions. Jobs that are perceived to be boring, hazardous, anxiety creating, low paying, or lacking in promotion potential seldom attract a qualified pool of applicants. Even during economic slumps, people have refused to take many of these jobs. An example would be the difficulty that Midwest meat‐packing plants encounter in recruiting workers even in times of relatively high unemployment.
Internal Organizational Policies Internal organizational policies such as “promote from within wherever possible” may give priority to individuals inside the organization. These policies typically ensure that all positions, other than the lowest‐level entry positions, will be filled from within the ranks. Applicants may be discouraged from applying for upper‐level positions if they perceive an internal candidate has an advantage. Promote from within policies may have the opposite effect on entry‐level applicants who see it as a career advantage in the future.
Disney feels that image is critical for the organization to continue to attract and hire the best talent they can, and nobody does it better.
Recruiting Costs
The recruiting process includes many expenses including advertising, in‐house recruiter salaries, cost of applicant tracking software, third‐party recruiter fees, travel expenses sign‐on bonuses, employee referral bonuses, advertising and marketing expense, consultant fees, and job fair expenses among others. According to a recent survey by Society for Human Resource Management (SHRM), the average cost‐per‐hire is approximately $4100.5
Cost‐per‐hire is an HR metric used to evaluate the effectiveness of recruiting efforts. Cost‐per‐hire is the average of the total hiring costs divided by the number of hires. Of course, the number will vary due to a variety of factors such as the type of position, level of the position, market demand for the position, and the geographic region. For example, the cost of recruiting a professional or manufacturing employee may be as high as $5000; yet, the cost to recruit an employee for a service related position may be as low as $1000.6 (Verhulst, 2018-10-08, pp. 152-154)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
Inadequate Technology
Job seekers expect to be able to access job openings and job information easily online and on their phones; in fact, recent surveys report that 90 percent of job seekers search for jobs on mobile devices and 40 percent have a lower perception of an employer if the company career site isn't optimized for mobile.7 A presence on social media is also becoming a basic requirement. Most younger applicants would rather communicate via text; yet, many employers do not have that capacity. Employers that do not utilize any applicant's preferred method of communication risk losing qualified applicants.
DIVERSITY TOPICS
Job Advertisements and EEO
Consider this actual ad found recently on Craigslist:
Looking to add one more helper. I am moving my motorcycle shop. I need a lady to help me clean and organize tools for the transition. There is a lot of ladder climbing, scrubbing walls and floors … It is not a long‐term job. Beer is OK. Must be friendly and not offended with cussing. Must get along with other helpers. Most are college age (the work is not for elderly or unfit people. You will be wasting my time and yours if you are not physically fit for the position).8
The shocking lack of knowledge of EEO laws in this ad is fortunately pretty rare, but employers do make mistakes. They may not know how to explain a need for the physical demands of the job, knowledge of the latest technology, or ability to be open minded so they assume that age, gender, or some other irrelevant factor may help. Here are a few that ended up in the hands of the Equal Employment Opportunity Commission.
An ad for a cashier in a grocery store: “Applicant must be young and energetic and be able to stand for long periods of time.”
A job posting for a graphic artist: “Young‐thinking, progressive advertising firm has openings for entry‐level graphic artist with no more than 3 years' experience.”
An advertisement for a part‐time laundromat employee: “Opening for a person seeking to supplement pension … retired persons preferred.”
Did you spot the problems? There are ways to explain job requirements in a way that doesn't intentionally discriminate. For example, in the grocery store ad, the wording indicated a definite preference for someone young, probably discouraging people over 40 from applying for the job. A better approach would be to explain the physical requirements of the job.
The graphic artist ad implies that older workers might not be “young thinking.” Also, “with no more than 3 years experience” also points to someone younger. Examining applicants' portfolios will be a better indicator of the ability to appeal to a young audience.
The laundromat ad is somewhat unique. Indicating a retirement preference might be viewed as acceptable, but retirement usually comes after age 55 and more likely closer to age 65. Although the ad focuses on older workers, individuals aged 40–45 (or 65) might be excluded from this recruiting pool, possibly creating an adverse impact. Remember from Chapter 4, adverse impact occurs when protected group members are treated differently from others. The employer should ask for the qualities she is looking for in a mature employee such as dependability, trustworthiness, and ability to work without supervision.
The motorcycle shop ad? He probably got the employees he deserved when he said that beer was OK.
Your reaction:
How would you phrase an ad if you need someone who is energetic, strong, innovative, or has mature judgment without creating the impression of adverse impact?
Internal Recruiting Sources
Internal searches of current employees provide candidates with known skills and abilities. If the internal talent pool is inadequate or specialized skills are necessary, employers turn to external sources of candidates. We'll look at a variety of external sources and their effectiveness for different hiring goals. For example, employers looking to fill an executive position are likely to work with an executive search firm such as Korn Ferry or Robert Half Executive Search. There are a few online job sites specializing in professional positions such as The Ladders. A more effective place for to find qualified applicants for a management‐training position would have better luck at college job fairs, social media, or job site such as CareerBuilder or Monster that has a broader focus.
Many large organizations attempt to develop their own entry‐level employees for higher positions. These promotions can occur through an internal search of current employees who have bid for the job, been identified through the organization's human resource management system, or even been referred by a fellow employee. Companies such as UPS and Enterprise Rent‐A‐Car use these policies to develop candidates for promotion. The promote‐from‐within‐wherever‐possible policy has these advantages:
internal search
A promotion‐from‐within concept.
promotes good public relations
builds morale
encourages individuals who are qualified and ambitious
improves the probability of a good selection because information on the individual's performance is readily available
is less costly than going outside to recruit
helps with recruiting entry‐level workers
reduces orientation and training costs
when carefully planned, can also act as a training device for developing middle‐ and top‐level managers
Promoting from within does have a few disadvantages. For example, the organization may promote less‐qualified internal candidates out of a sense of obligation, when better qualified outside candidates are available. On the other hand, outside candidates may appear more attractive because the recruiter is unaware of the outsider's faults. Internal searches may also generate infighting among rival candidates for promotion and decrease morale levels of those not selected.
The organization should also recognize that consistently using internal sources may not promote a diversity of people or ideas. New perspectives can broaden current ideas, knowledge, and enthusiasm, and productively question the “we've‐always‐done‐it‐that‐way” mentality. As noted in the discussion of human resource planning in Chapter 3, the organization's HR files should provide information about employees to be considered for positions opening within the organization. Most organizations can generate lists from HRIS systems of individuals who have the desirable characteristics to potentially fill the vacant position.
Many organizations inform current employees of new job openings and allow any current employee to apply for the position. The posting notification can be communicated via e‐mail, on the company career site, newsletter, or bulletin board. Even if current employees are not interested in the position, they may want to make a referral of a qualified outside candidate.
Employee referrals are an excellent means of locating potential employees for hard‐to‐fill positions. (Verhulst, 2018-10-08, pp. 154-156)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
Employee Referrals and Recommendations
Current employees are a great source of individuals who are likely to be good employees. Employees rarely recommend someone unless they believe the individual can perform adequately. Employee referrals also may receive more accurate information about their potential jobs. The recommender often gives the applicant more realistic information about the job than could be conveyed through employment agencies or newspaper advertisements. This information reduces unrealistic expectations and increases job survival.
employee referral
A recommendation from a current employee regarding a job applicant.
As a result, employee referrals tend to be better qualified applicants. They are more likely to accept an offer and are more likely to stay if they are hired. Employee referrals are also an excellent means of locating potential employees for hard‐to‐fill positions. Examples include IT professionals, computer programmers, engineers, or nurses with specific skills. Principal Financial Group, one of Fortune magazine's “100 Best Companies to Work For,” gets at least 40 percent of new hires through employee referral. Wegmans, a regional grocery chain that is also on the “Best” list, reports that one in five of their employees are related to another Wegmans' employee.9 Many of these organizations include a reward if an employee referral candidate is hired for these specifically identified hard‐to‐fill positions. Referral bonuses benefit both the organization and the employee. The employee receives a fatter paycheck, and the organization receives a qualified candidate without the major expense of an extensive recruiting search.
Occasionally even employee referrals fail. Employees may confuse friendship with job performance competence. Individuals often like to have their friends join them at their place of employment for social and even economic reasons; for example, they may be able to share rides to and from work. As a result, a current employee may recommend a friend for a position without giving unbiased consideration to the friend's job‐related competence. Employee referrals may also lead to nepotism; that is, hiring individuals related to persons already employed by the organization. Finally, employee referrals may also minimize an organization's ability to add diversity to the workplace.
TIPS FOR SUCCESS
Writing Job Postings that Get Results
Getting the attention of qualified candidates takes a bit of know‐how. These few simple tips may help you create job postings that get job seekers interested in your organization, help unqualified people move on to other ads, and make your recruiting job a little easier.10
Tell Enough About the Job. Job seekers barely spend 30 seconds reading a job posting. Keep it brief, but provide enough information so that potential applicants can determine whether they are interested or qualified. Use an engaging writing style and explain why they will love the job and company.
Include the Job title and Keywords. Include important essential functions and job specifications. If you're posting online, keywords will help job seekers find your opening using search engines.
Set Clear Expectations. Does the job require extensive travel? What will it take to succeed in the position? Is the compensation competitive? Are their requirements that need to be communicated to comply with ADA requirements? You better say so.
Make Sure It's Attractive and Correct. Candidates give more attention to attractive branded ads. Make sure the layout is pleasing and there are no grammatical or punctuation errors. Include logos, videos, or any other graphics that help tell your story.
External Recruiting Sources
Recruiters need to think like marketers when starting external searches for new employees. For example, think about how new vehicles are promoted. Buyers for SUVs, sports cars, luxury cars, electric cars, hybrids, trucks and mini vans are looking to satisfy different needs. Manufacturers and dealers promote their products on TV, radio, print media, social media, and billboards. They hold car shows, sponsor race cars, and pay for product placement in movies and TV shows. The types of promotion and combination of media used depend on the type of vehicle and the likely buyer. It's exactly the same for employers. A variety of sources are available and right combination depends on the job and the likely applicant. Next, we'll look at a variety of ways to reach potential applicants including advertising, online job boards, employment agencies, schools, colleges and universities, professional organizations, and unsolicited passive job seekers. (Verhulst, 2018-10-08, pp. 156-158)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
Advertisements
A wide variety of media provide opportunities to attract candidates. Broadcast media such as radio and television and print media such as magazines and newspapers reach a large number of potential candidates, although their audience is shrinking a bit. Digital media provides opportunities to reach job seekers through a variety of news, music, special interest, and social media sites. Of course, the classic “Help Wanted” sign still gets the job done for some employers.
Reaching qualified candidates requires selecting the most effective media choices. The search for a top executive might include advertisements in national publications such as the Wall Street Journal or New York Times and their accompanying websites, or be posted on executive‐search firm websites. On the other hand, advertisements of entry‐level jobs usually appear in local daily newspapers, or on broad‐based Internet job sites such as Indeed, CareerBuilder, Monster, ZipRecruiter, Simply Hired, and Craigslist.
The job analysis process is the basic source for posting an opening. Focus on descriptive elements of the job (job description) or on the applicant (job specification), a choice that often affects the number of replies received. Three important variables influence the response rate to advertisements: identification of the organization, labor market conditions, and how well the advertisement includes specific requirements of interest to the job seeker.
Some organizations place a blind‐box ad that includes no specific identification of the organization. Respondents are asked to reply to a post office box number or to an employment firm acting as an agent between the applicant and the organization. Large organizations with a national reputation seldom use blind advertisements to fill lower‐level positions; however, when the organization does not wish to publicize the fact that it is seeking to fill an internal position, or when it seeks to recruit for a position where there is a soon‐to‐be‐removed incumbent, a blind‐box advertisement may be appropriate.
blind‐box ad
An advertisement that does not identify the advertising organization. (Verhulst, 2018-10-08, p. 158)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
Employment Agencies
Employment agencies exist to help employers and workers find each other. Public or state agencies, private employment agencies, management consulting firms, and executive search firms all provide valuable employment matching services.
employment agencies
Assists in matching employees seeking work with employers seeking workers.
Public and State Agencies
All states provide a public employment service with a wide variety of job listings. One major function of these agencies is to assist workers receiving unemployment benefits in finding employment. Many states have excellent and extensive employment services. The U.S. Department of Labor sponsors a site called CareerOneStop and its partner site America's Career InfoNet that offer career resources to job seekers, students, businesses, and workforce professionals along with links to job service listings in every state. In addition to matching employers with qualified workers, many public and state agencies assist employers with testing, job analysis, evaluation programs, and community wage surveys. Workers seeking employment can receive assistance with career guidance, job seeking skills, and training.
Private Agencies
Private agencies serve as a liaison between employers and job seekers. Private agencies earn fees from employers, which can be totally absorbed by either the employer or the employee, or it can be split. The alternative chosen usually depends on demand and supply in the community involved. Private agencies provide a more complete line of services than public agencies. They may advertise the position, screen applicants against the criteria specified by the employer, and often provide a guarantee covering 6 months or a year as protection to the employer should the applicant not perform satisfactorily. Some of the largest private agencies are Manpower, Adecco, and Kelly Services.
Management Consulting Firms
Frequently called executive recruiters or “headhunters,” these private employment agencies specialize in middle‐ and top‐level executive placement, as well as hard‐to‐fill positions such as actuaries, IT specialists, or managers with international experience. They differ from most private employment agencies in their fees, their nationwide contacts, and the thoroughness of their investigations. In searching for an individual of vice‐president caliber, whose compensation package may far exceed $250,000 a year, the potential employer may be willing to pay a high fee to locate exactly the right individual to fill the vacancy: up to 35 percent of the executive's first‐year salary is not unusual as a charge for finding and recruiting the individual.
Executive Search Firms
Executive search firms seek out highly effective executives who have the right skills, are a good cultural fit, and, most importantly, are willing to consider new challenges and opportunities. These candidates may be frustrated by their inability to move up quickly in their current organization, or they may have been recently passed over for a major promotion. The executive search firm acts as a buffer for screening candidates and, at the same time, keeps the prospective employer anonymous. In the final stages, senior executives in the prospective firm can move into the negotiations and determine the degree of mutual interest.11
executive search firms
Private employment agency specializing in middle‐ and top‐management placements.
Schools, Colleges, and Universities
Educational institutions at all levels offer opportunities for recruiting recent graduates. Most educational institutions operate placement services where prospective employers can review credentials and interview graduates. Most also allow employers to see a prospective employee's performance through cooperative arrangements and internships. Whether the job requires a high school diploma; specific vocational training; or a bachelor's, master's, or doctoral degree, educational institutions are an excellent source of potential employees.
High schools or vocational‐technical schools can prove to be a good source of part‐time and entry‐level employees. Community colleges along with other 2‐ and 4‐year colleges and graduate schools can provide professional‐ and managerial‐level personnel. Although educational institutions are usually viewed as sources for inexperienced entrants to the workforce, it is not uncommon to find individuals with considerable work experience using an educational institution's placement service. They may be workers who have recently returned to school to upgrade their skills or former graduates interested in pursuing other opportunities. (Verhulst, 2018-10-08, pp. 158-160)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
Job Fairs
Once thought to be a little old‐fashioned and not very cost‐effective, job fairs are making a comeback as an effective recruiting tool. Often held on or near college campuses in the spring, they're a good opportunity to build a company's employment brand. They can also be staffed by employees, providing a great employee development tool. The primary purpose is to contact prospective employees and collect information and resumes, but it's not uncommon for online applications to double in the days following a job fair event. Most employers go out of their way to make sure that even unsuitable candidates leave the job fair with a favorable impression of the company. Many are counseled on the additional requirements and training they would need to be successful candidates. Employees staffing the events gain valuable leadership training and are often energized to promote the virtues of their employer long after the event.
job fairs
Events attended by employer representatives or recruiters with the goal of reaching qualified candidates.
A new twist on the concept is virtual job fairs. They have the same purpose and feel as traditional job fairs, but are held online. Some even include avatars—virtual online images of people—and virtual company recruiting booths. Candidates learn about the fairs from the “careers” section of company websites, Facebook, Twitter, or LinkedIn. Job seekers and recruiters meet online by logging into a specific website at a specified time. They can be very useful for companies like Procter and Gamble for recruiting for overseas subsidiaries and for military personnel and their spouses who are looking for jobs once their commitment to the military is complete. Other virtual job fairs target college students, technology careers, or the disabled. Job seekers may watch a short video and have an online chat with recruiters from several companies, upload resumes, access online applications, and possibly engage in a video chat. They are popular with tech‐savvy Millennials seeking jobs because they don't involve expensive travel.12
Professional Organizations and Veterans' Groups
Many professional organizations, including labor unions, operate placement services for the benefit of their members. Professional organizations serving such varied occupations as human resource management, industrial engineering, psychology, accounting, legal, and academia include job posting in websites. Professional conferences frequently include opportunities for individuals looking for employment and companies looking for employees can find each other—building a network of employment opportunities.
Approximately 200,000 service members leave the armed forces each year. Several veterans' support organizations and job boards target employers that value the training, organizational, and leadership skills that veterans possess. Approximately 20 percent of employers have veterans recruiting programs including Hilton, Ryder Trucking, and AT&T. Using military terminology in job descriptions helps veterans and recruiters alike understand how their skills can transfer to private employment. (Verhulst, 2018-10-08, pp. 160-161)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
The nearly 200,000 people that leave military service each year are a source of skilled employees.
Unsolicited Applicants
Unsolicited applications arrive for nearly every type of position, although they may be more common for hourly, entry‐level, and part‐time employment. Although the number of unsolicited applicants depends on economic conditions, the organization's image, and the job seeker's perception of the types of jobs that might be available, walk‐ins may be a good source of applicants who show initiative. Even if the company has no current openings, the application can be kept on file for later needs.
Even if the organization has no current openings, it's important to treat unsolicited applicants with respect so they leave with a positive impression of the organization that represents the culture and employment brand. A recent CareerBuilder survey found that 38 percent of applicants who have a bad experience in the application process and 63 percent of applicants who have a good experience are likely to tell friends and family members13 or post something about their experience on social media.
Passive Candidates
It may be that the best candidate isn't looking for a job at all. Perhaps, your opening requires a specialized technical or people skill and your recruiting methods aren't turning up candidates with the right stuff. In that case, you may need to look for people who already have jobs and are not actively seeking employment. These candidates are called passive candidates. There are several ways to find and reach passive candidates, including searching past applicants in your database and contacting them directly or through social media, asking employees to do the searching for you, invite them to participate in a conference, social event, or a blog. Specialized search firms may be of help too. In the not‐too‐distant future, artificial intelligence technology will allow employers to follow potential candidates with specific skills on social media to track changes in their satisfaction with their current position. Allowing potential employers to approach the candidate when he or she may be contemplating a move.
passive candidates
People who are not actively looking for a new job.
Online Recruiting
Nearly all recruiting involves an online presence. Employers know that applicants seek information from online sources, so they provide “Careers” sections on their website in addition to using job boards and social media. A recent CareerBuilder survey found that 64 percent of job seekers will spend time online researching a company after reading a job listing, so it's important to provide online information that answers their questions and represents the employment brand.14 As discussed earlier, the examples and best practices change quickly and new online sources are added daily.
Employer Websites
When Domino's Pizza Australia launched “Pizza Mogul,” consumers saw it as a good way to create and name specialized pizzas and enter them into competition, possibly winning cash for each of their creations sold. The promotion sold a lot of pizzas, spread brand awareness, and a lot of people had a good time playing the game. Domino's got something else out of it. The game promoted Domino's as an innovative, creative, and fun place to work to potential employees. The process of using a game to engage customers and recruit workers is called gamification. Gamification activities can be as simple as having a progress bar to let candidates know where they are in the application process.15 They can be as complex as testing potential applicants' coding skills, decision‐making skills, teamwork skills, and competitiveness by organizations such as Google, Booking.com, Wells Fargo, and Walmart.16
gamification
Using a game to engage customers and potential employees.
Most organizations have a “Careers” section of their website specifically designed for recruitment. In addition to building the employment brand of the organization, they include the typical information you might find in an employment advertisement, such as qualifications sought, experience required, and benefits provided. They also showcase the organization's products, services, corporate philosophy, mission statement, testimonials from current employees, and some information about the benefits offered. This information should increase the quality of applicants, as those whose values don't mesh with the organization would not bother to apply.
Job Boards
Job boards provide employers the opportunity to recruit for a wide variety of positions with worldwide exposure. Job seekers search jobs by location, keywords, industry, level of education, salary, and any combination of these and many other criteria. These sites allow job seekers to upload resumes for employers to view. They also provide helpful services such as career testing and advice on conducting an effective job hunt. Indeed, LinkedIn, CareerBuilder, and Monster are currently the largest job board sites, but this will change as Google enters the job search engine landscape with Google for Jobs. Clearly the industry will continue to evolve.
CareerBuilder and the other job boards also do quite a bit of research on the best way to reach job seekers with specific skills or characteristics and make that information available to employers using their services. Other popular job boards include Simply Hired, Dice, and The Ladders. Employers pay these services per job post, which average about $400 per post. Craigslist is the most cost‐effective because it's free.
Social Media
Social media ranks second only to employee referrals for recruiting effectiveness. In a 2017 survey, recruiting software provider Jobvite found that Facebook, LinkedIn, and Instagram are the social media sites used most often by job seekers to research jobs. Employers also use Twitter, YouTube, Pinterest, and others to reach job seekers.17 Snapchat has a filter that allows users to wear a McDonald's uniform. LinkedIn allows users to establish profiles with information similar to a resume, with the added benefit of allowing others in the social network to recommend the user's expertise in several different skill areas. Twitter allows job seekers to subscribe to automated job feeds.
Employers find that social recruiting or using social media for recruiting shows significant benefits such as faster hiring and increases in the quality and quantity of candidates. It's also one of the more cost‐efficient ways to reach applicants. Social media also provides a way for applicants to investigate the employer. Job seekers are interested in the culture of the organization and whether the information provided to them is true. Sites such as Glassdoor, Facebook, and company blogs are common sources for job seekers to use to compare employee comments with recruiter claims.
social recruiting
Using social media to recruit job seekers.
Specialized Job Boards
Job boards narrow the focus of their postings to a specific career or a set of job skills such as sales, medical, technology, or accounting. Others focus on characteristics of the job seeker such as interns, contractors, or part‐timers. Some are even centered on ethnicity or age. Some specific examples of specialized job boards include the following:
Dice.com
Technology
Dribble.com
Designers
HigherEdJobs.com
College faculty and administrators
Internships.com
Interns
Military.com
Veterans
Miracleworkers.com
Health care
Poachedjobs.com
Food and drink industry
Retirementjobs.com
Older workers
Sologig.com
IT and engineering
Job candidates may also use the Internet to their advantage by setting up their own web pages with online resumes to “sell” their job candidacy. When they learn of a possible job opening, they encourage potential employers to “check out my website.”
online resumes
Resumes created and formatted to be posted on online resume or job sites. (Verhulst, 2018-10-08, pp. 161-163)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
Temporary workers today can include nurses, computer programmers, accountants, librarians, and even chief executives.
Which Source to Use?
Determining the best method to target prospective employees is similar to the way marketers target prospective customers. Employee referrals and social media may be very effective overall, but the right combination of recruiting sources depends on the characteristics of the organization, the job, and the applicants. Employee referrals are extremely effective for The Container Store, but their employees have contact with customers and are able to build relationships. It may be that job boards such as Career‐Builder and Monster are the best suppliers of external recruits for another company that requires a large number of employees spread over a large geographic area, or social media sites such as LinkedIn, Facebook, Twitter would be best for an employer that depends on communicating the employment brand to recent college graduates. It's also fair to say that many recruits are exposed to more than one source of recruiting information, so tracking the effectiveness of any one recruiting source is becoming even more difficult.18
Recruitment Alternatives
Much of the previous discussion on recruiting sources implies that these efforts are designed to locate and hire full‐time, permanent employees. It may be more appropriate to tap into the contingent workforce for a variety of reasons including an uncertain economic environment, seasonal employment needs, or problems with high employee turnover. Remember that temporary or contingent workers may raise some legal issues for employers if it is not clear whether the worker is an employee or a contractor. For example, Uber claims that all drivers are independent contractors, but courts have ruled that the amount of control that Uber has over drivers may be more typical of an employer–employee relationship.
Temporary Help Services
Temporary employees are particularly valuable in meeting short‐term fluctuations in HRM needs. Although traditionally developed in office administration, temporary staffing services have expanded to a broad range of skills. Organizations such as Kelly Services, Manpower, and Adecco supply temporary employees. Temporary workers may include nurses, computer programmers, accountants, librarians, drafting technicians, administrative assistants—even CEOs.
In addition to specific temporary help services, another quality source of temporary workers is older workers, those who have already retired or have been displaced by rightsizing in many companies. An aging workforce and early retirements have created skill deficiencies in some disciplines, particularly in many skilled trade professions. The reasons older workers continue to work vary, but they bring several advantages: flexibility in scheduling, low absenteeism, high motivation, and mentoring abilities for younger workers.19
Employee Leasing
Leased employees typically remain with an organization for longer periods than temporary employees. Under a leasing arrangement, individuals work for the leasing firm. Organizations can use employee leasing companies to provide employees for specialized areas such as human resources or accounting, or it can lease its entire staff. Employee leasing companies, called Professional Employee Organizations or PEOs, can provide substantial cost savings to organizations that lease employees rather than hire them, particularly for smaller employers. The PEO manages employees for many employers, so they can negotiate large group discounts for benefits such as health, life, vision, and dental insurance. They might also be able to offer a wider variety of benefits than a smaller employer.
leased employees
Individuals hired by one firm and sent to work in another for a specific time.
Independent Contractors
Another means of recruiting is the use of independent contractors or consultants. Contractors are hired to do specific work at a location on or off the company's premises. For instance, claims processing or medical and legal transcription activities can easily be done at home and routinely forwarded to the employer. Online technology gives independent contractors the same access that telecommuters have.
Independent contractor arrangements benefit both the organization and the individual. Because the worker is not an employee, the company saves costs associated with full‐ or part‐time personnel, such as insurance benefits, social security taxes, and workers' compensation premiums. Offering contracted work may also be a way to keep talented and dependable individuals when their life circumstances change. Suppose an employee wants to work but also be available to his or her school‐age children, take care of elderly parents, or just wants a more flexible situation. Allowing the individual to work at home, on his or her time, can be a win–win solution to the problem.
Employers need to be aware that just because an employee is called an independent contractor, it isn't necessarily true. The Internal Revenue Service published guidelines for determining whether a worker is an employee or an independent contractor. The guidelines are based on control over work, how the worker is paid, and details of the employment contract. These are outlined in Chapter 1.
TIPS FOR SUCCESS
Are You Recruiting Material?
Many HR professionals start out in recruiting. Recruiters for staffing companies build networks of contacts and learn about how their client companies operate. Recruiters for an employer get to know how the organizational strategy depends on many interrelated divisions and positions for success. Is it a good place for you to start? Here are some qualities that are important for success in recruiting according to the experts:
Confidence and Enthusiasm: Job seekers need to feel that the recruiter knows what she is talking about and has enthusiasm about the position and the organization.
Tech Savvy: Knowing the value and use of applicant‐tracking systems and social media is basic. Understanding effective and innovative ways to use technology to reach applicants is even better.
Marketing Skills: Recruiters need to understand that the organization and the job are products that must be promoted to the candidate. Understanding the product and its brand image, the motives of the candidate, how to sell the product to the candidate, and close the sale are valuable skills.
People Skills: Recruiters work with people all day long. Strong interpersonal, networking, and relationship‐building skills are important to make the necessary contacts to find the right talent for the organization. The extensive networks built also enhance the recruiter's own career prospects.
Organization Skills: Handling correspondence from many people with different priorities and short time frames is a daily occurrence. The ability to multitask, stay organized, and manage time keeps recruiters from getting overwhelmed.
Business Savvy: Understanding the business purpose, core competencies, culture, budgeting constraints, and external environmental challenges helps recruiters lead the business and candidates to better employment solutions.
Do you see a common theme here? Recruiters are problem solvers that work with people. It isn't a job for everyone, but can be a rewarding career with advancement potential for the right person.
Things to think about
How well does the list describe you? How can you develop skills you're currently missing? Are there other attributes you would add from your observation of recruiters? (Verhulst, 2018-10-08, pp. 163-165)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
Recruiting: A Global Perspective
It's necessary to do some homework prior to staffing overseas positions. Different countries have their own requirements for recruiting and hiring. For example, there may be legal requirements for advertising for applicants that include using specific languages, nondiscrimination statements, quota requirements, and compliance disclosures.20 Recruiting practices also vary by country and culture. The Dutch are accustomed to being hired through staffing companies but in the Czech Republic, hiring is based on relationships, so networking and referrals are more effective.21
When staffing overseas, organizations must decide if they want to send a home country employee overseas, recruit in the host country, or overlook nationality and do a global search for the best person available. It's important to make an appropriate choice. Mistakes are expensive.
If the organization is searching for someone with extensive company experience to launch a technical product in a new target country, it will probably want a home‐country national. This is effective when a new foreign subsidiary is being established and headquarters wants to control all strategic decisions, but the plan requires technical expertise and experience. It is also appropriate where there is a lack of qualified host‐country nationals (HCNs) in the workforce.
Other situations might benefit more from hiring a host‐country national (HCN). For consumer products, corporate strategy may allow each foreign subsidiary to acquire its own distinct national identity.22 Clothing, for example, has different styles of merchandising, and a company may feel that an HCN will better understand the best way to market the sweaters or jeans of an international manufacturer. Many companies are taking the initiative to partner with governments and universities to build relationships that create a pipeline of qualified candidates in emerging countries. For example, Infosys consults with colleges in India on curriculum that best prepares students for future employment and even helps with teacher training.23
host‐country national (HCN)
A citizen of the host country hired by an organization based in another country.
Hiring choices may not be entirely left to the corporation. A few countries, including Saudi Arabia, place limits on expatriate workers. Using HCNs eliminates potential language problems, avoids problems of expatriate adjustment, and the high cost of training and relocating an expatriate with a family. It also minimizes one of the chief reasons international assignments fail—the family's inability to adjust to their new surroundings. Even if companies pay a premium salary to lure the best local applicants away from other companies, employee‐related costs are significantly lower than those incurred by sending an American overseas. In countries with tense political environments, an HCN may somewhat insulate the U.S. corporation from hostilities and possible terrorism.
expatriate
An individual who lives and works in a country of which he or she is not a citizen.
The third option, recruiting regardless of nationality, develops a group of international executives with a truly global perspective. On a large scale, this type of recruiting may reduce managers' national identification with particular organizational units, creating a truly international organization that makes decisions for the good of the organization, regardless of location.
Companies, such as Enterprise Rent‐A‐Car, have extensive overseas recruiting campaigns, establishing relationships with colleges all across Europe. Recruiters work with faculty, athletic departments, and campus clubs, promoting the company as a great place to work.
Your Own Job Search
You may have been reading this chapter from the perspective of a job seeker wondering how to make all this information work to your advantage in starting your career. The job‐seeking process is possibly one of the most stressful situations you will face. Do not expect the search to be quick and easy, particularly in times of high unemployment. In our society, we're conditioned to expect immediate results, and it's easy to get discouraged when rejection letters start roll in. The job search process has been compared to a marathon rather than a sprint. Crossing the finish line takes training, commitment, endurance, and support.
Competition for most good jobs is fierce—even in times of low unemployment. You can't afford to wait until the last minute; your job hunt must start well in advance of when you plan to start work. For college seniors who plan to graduate in May, starting in the fall has two advantages. First, it shows that you are taking an interest in your career and that you are planning ahead. Not waiting until the last minute to begin reflects favorably on you. Second, starting in the fall coincides with many companies' recruiting cycles. If you wait until March to begin the process, some job openings are likely to already have been filled. For specific information regarding the company recruiting cycles in your area, visit your college's career development center.
Cover Letters
Cover letters have not gone out of style. In spite of some reports, they're still a very important way to convince an employer to read your resume. In fact, many choose to screen out applicants based on an unconvincing or missing cover letter.
Use the cover letter to present your own personal “employee brand.” Rather than repeating the information in the resume, explain the unique personal qualities that create your own competitive advantage over other job seekers. Most employers are looking for highly motivated employees who show initiative. Make the cover letter your opportunity to explain how you can help the employer. Here are a few other helpful tips from employers:
Customize your letter to your own strengths and personality. Make it memorable. Don't use a template. Recruiters have seen them all.
Keep it short. Hold the employer's interest by keeping your cover letter around 200 words.
Avoid overly formal phrases and clichés such as “goal oriented,” “team player,” and “good communication skills,” or “I'm available for an interview at your earliest convenience.” Use relevant examples instead.
Show you know about the company you're applying to and what it does with specific examples.
Proofread, proofread, and proofread again.
TIPS FOR SUCCESS
Breaking into HR
Many of the same principles for successful recruiting will help job seekers who wish to land that first job in HR. Approach your search from a marketing perspective and create a plan utilizing these tips:
Network, network, network. Print up some business cards and get out there. Join professional organizations such as SHRM, local young professional organizations, or service clubs. Attend meetings, networking events, meet people, and exchange cards. Don't forget to tell them you're looking for a job.
Use LinkedIn to connect with professionals in your area. Join HR and alumni groups, participate in discussions, and post articles to stay visible. Ask connections about employment opportunities they may know about.
Follow‐up on applications. Call employers to show you're interested, but don't call too often.
Research organizations that are growing or have a reputation for giving young people a chance, then work on finding contacts within the organization.
Talk to your professors and college career center. They probably have industry contacts they will share and often hear about job opportunities. Ask if they have former students who are employed in HR that you might contact.
Develop an “elevator pitch.” Create a 30‐second personal message explaining your goals and qualifications when you have a brief opportunity to make an impression on someone who can help you. For example, you're on your way to an interview and the company president steps into an elevator with you. It beats fumbling around for something to say or staring at the floor and missing an opportunity.
Preparing Your Resume
No matter who you are or where you are in your career, you should have a current resume, sometimes referred to as a CV or curriculum vitae (not necessarily just for education—it's Latin for “course of life”). Your resume is typically a recruiter's primary information source in determining whether to grant you an interview. Therefore, your resume must be a sales tool; it must give key information that supports your candidacy, highlights your strengths, and differentiates you from other job applicants. Exhibit 6‐1 contains a brief example. Note that volunteer or community service, for example, shows that you are well rounded, committed to your community, and willing to help others. (Verhulst, 2018-10-08, pp. 166-168)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
· SHANE REYNOLDS
· 1820 North Avenue
· Bentonville, AR 72712
· sreynolds2019@arxyz.edu
CAREER OBJECTIVE: Seeking employment in an investment firm that provides a challenging opportunity to combine exceptional interpersonal skills and computer expertise.
EDUCATION:
· University of Arkansas B.S., Business Economics, and Computer Science (May 2019)
EXPERIENCE:
University of Arkansas
· 9/2018 to present
· Campus Bookstore, Assistant Bookkeeper Primary Duties: Responsible for coordinating book purchases with academic departments; placing orders with publishers; invoicing, receiving inventory, pricing, and stocking shelves. Supervised four student employees. Managed annual budget of $125,000.
· 5/2018 to 9/2018
· Student Intern Walmart Corporation Primary Duties: Worked on team responsible for developing and maintaining a product tracking system for Southwest region. Presented concept to regional management and began process of implementation. Cited for outstanding work on the internship.
SPECIAL SKILLS:
· Experienced in Microsoft Excel, Word, Access, and PowerPoint presentation software.
· Fluent in speaking and writing Chinese.
· Certified in CPR.
SERVICE ACTIVITIES:
· Secretary/Treasurer, Student Government Association
· President, Computer Science Club
· Volunteer, Meals‐on‐Wheels
REFERENCES:
· Available on request.
*(Verhulst, 2018-10-08, p. 168)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
EXHIBIT 6‐1 A Sample Resume. There is no standard resume format. The best format is the one that represents your strengths, skill, and qualifications most effectively. How would you evaluate this sample resume?
It's valuable to pinpoint a few key themes regarding resumes that may seem like common sense but are frequently ignored. First, if you are making a paper copy of your resume, it must be printed on a quality printer. The font style should be easy to read (e.g., Arial or Times New Roman). Avoid any style that may be hard on the eyes, such as script fonts.
Make your resume an original. Don't use a template. Employers who screen resumes have seen every template under the sun and recognize them instantly. It is also important to note that many companies today rely on applicant‐tracking software to scan your application and resume for keywords related to skill, training, degrees, job titles, and experience. Software matches key words with the job description, so use terminology similar to the job description.
Finally, regardless of whether your resume is on paper or online, make sure it is carefully proofread. The resume is your only representation to the recruiter, and a sloppy one can be deadly. If it contains misspelled words or is grammatically incorrect, your chances for an interview will be significantly reduced. Proofread your resume several times, and if possible, let others proofread it. (Verhulst, 2018-10-08, p. 168)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
Making Social Media Work for You
Most of us have been warned to be careful about the information posted on social media sites such as Instagram, Snapchat, and Facebook, and we'll take another look at some guidelines for using those sites in Chapter 7, but social networking sites can be used to your advantage in your job search. Providing employers with links to your profile on sites such as LinkedIn or other professional networking sites is an opportunity to go beyond your resume and share professional information. On these sites, you can list accomplishments and links to your resume along with recommendations from people in your network. You can also ask people in your network to help you in your job search. Be sure to check your profile often to make sure the information is accurate and up to date. Use every advantage available to you. Remember, it's a marathon, not a sprint.
Summary
(This summary relates to the Learning Outcomes identified on page 150.)
After reading this chapter, you should be able to
Explain the necessary elements for effective recruiting and the importance of employment branding. Necessary elements include a thorough job analysis and accurate job description, understanding of the organizational strategy and the role of the job in achieving the organizational goals, and a strategy for finding qualified applicants inside or outside the organization that are qualified for the job. Employment branding communicates employment opportunities the company offers, and how it feels to work there. Benefits include increased quantity and quality of applicant, more effective employee referrals, increased employee job satisfaction, and reduced turnover.
Outline challenges that affect the organization's ability to recruit qualified employees. The number of applicants, image of the organization, attractiveness and nature of the job, internal policies, inadequate technology, and recruiting costs.
Explain internal recruiting sources and their effectiveness. Internal sources include employee referrals/recommendations and the organization's HR management system. Applicant skills are already known. Promoting from within is good for motivation and morale; reduces recruiting and training costs; has good public relations; and helps to recruit entry‐level employees. Problems arise when unqualified employees are promoted or it creates a lack of diversity in management.
Explain external recruiting sources and their effectiveness. Sources include advertisements, online job boards, employment agencies, schools, colleges and universities, job fairs, professional organizations, and unsolicited passive job seekers. Employee leasing, temporary employees, and independent contractors are also sources. All are effective, but it's important to know which source is appropriate for the job and qualified candidates.
Describe the elements and effectiveness of online recruiting. These include employer websites, job boards, social media, and specialized job boards. Social media is an effective source due to its popularity with job seekers. Online recruiting is also cost‐effective and provides higher quality and quantity of candidates. It also helps employers to communicate the employment brand.
Explain the alternatives to recruiting full‐time, permanent employees and the benefits to the organization of using these alternatives. Temporary employees are provided by agencies in many professions to fulfill short‐term staffing needs. Employee leasing refers to when individuals employed in an organization actually work for the leasing firm. One reason for the popularity of leasing is cost. The acquiring organization pays a flat fee for the employees and is not responsible for benefits or other costs for a full‐time employee, such as social security payments. Independent contractors are contracted to handle specific tasks and have independent control of how they work. The benefits to the employer are similar to those of employee leasing.
Explain the elements of recruiting for overseas positions. Define the relevant labor market. Decide whether to send a home‐country employee overseas, recruit in the host country, or search globally, considering language issues, adjustment to culture, cost of training, and relocation.
Identify ways to conduct and effective job search. Start early. Build an effective resume and cover letter. Network with industry professionals. Establish a profile on networking sites such as LinkedIn. (Verhulst, 2018-10-08, pp. 169-171)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
Key Terms
blind-box ad
employee referral
employment agencies
executive search firms
expatriate
gamification
host-country national (HCN)
internal search
job fairs
leased employees
online resumes
passive candidates
recruiter
recruiting
social recruiting
HRM Workshop
Reviewing Important Concepts
Explain how social media and other online sources are used to recruit candidates. (LO 4, 5)
What are some challenges to effective recruiting? (LO 1, 2)
Present the advantages and disadvantages of promote from within policies. (LO 3)
Explain the advantages and disadvantages of the external recruitment alternatives. (LO 4)
Describe the differences one may encounter when recruiting globally. (LO 7)
What services does your college career center offer to help you land a job when your education is complete? (LO 8)
Evaluating Alternatives
When you suggest that your employer use Facebook, LinkedIn, and Instagram to advertise job openings for a new clinic because the medical staff necessary is in short supply, the clinic director refuses, declaring “That's just not the image we want to present. Patients want to trust their health‐care providers. Besides, nurses and medical technicians aren't going to be looking on Facebook for a job.” How much truth is there to his statement? Do you agree? Explain your choice of the best combination of methods to recruit medical staff. (LO 1, 2, 4, 5, 6)
“The only employer brand that matters is salary. If an employer pays a competitive or slightly higher salary with competitive benefits, they'll get the same applicants everyone else does.” Evaluate the statement from an opposing and agreement point of view. (LO 1, 2)
Research and Communication Skills
What is the next “big thing” on the horizon for recruiting? Research trends in recruiting, evaluate developments in technology and recruiting practices, and report your predictions. Present your findings to the class, with examples of the latest recruiting practices and your predictions about the future of recruiting. (LO 2, 4, 5, 6)
Visit three different online job‐recruiting sites or virtual career fairs. Explain the sites you visited. Describe the similarities and differences you noticed among the three. Which site did you prefer? Which seems most effective? Which has the most features for employers or employees? Explain your selections with an interactive demonstration and presentation to your class. (LO 4, 5)
Compare the employment site of the state in which you live to two other state employment sites. What types of jobs do they seem to specialize in? Are there additional services offered to job seekers or the unemployed? How do they compare to CareerBuilder and Monster? Summarize your findings in a two‐to three‐page paper or a personal blog. (LO 4, 5) (Verhulst, 2018-10-08, pp. 171-172)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
*****Always check citation for accuracy before use.
Making a Difference
SERVICE LEARNING PROJECTS
Organizations of all types need to recruit members and volunteers, including nonprofits and your college. This important staffing function allows many opportunities for service activities.
Ask your college placement office or local chapter of the SHRM if they need student volunteers to assist with career fairs on campus or off campus. This is a great opportunity to learn more about recruiting and make contacts with HR recruiting representatives.
Contact your college recruiters about assisting with college recruitment efforts such as calling prospective students and giving campus tours.
Community organizations often need help with events. Volunteer your services to recruit volunteers for parades, festivals, JDRF Walk to Cure Diabetes, Susan G. Komen Race for the Cure, or other community events. Participating in the walk itself is nice, but doesn't do much to boost your resume.
Create, organize, and recruit volunteer staff for a campus blood drive with the cooperation of your local blood bank or Red Cross Chapter.
As you put your service learning experience together, keep a journal of your activities, the time you spend, contact information for people you work with, and your thoughts about the process. When you're finished, make a presentation to your class about the experience and what you learned. What concepts in Chapter 6 were you able to apply?
Case Application 6-A
GROWING PROBLEMS AT OUTDOOR SOLUTIONS
Outdoor Solutions is a provider of lawn care, snow removal, and exterior home services with a history of steady growth and an excellent reputation for reliable service. A recent upturn in home construction has increased demand for services, but Rob Dow, the owner, is having trouble meeting the demand.
Dow expressed his frustration to his Friday morning networking group over coffee and asked other business owners how they managed to keep fully staffed with qualified workers. “Getting and keeping good employees is so hard. Out of ten applicants, I'm lucky to get two that have adequate math skills and can pass a background check. Chances are one of them will quit in six months. I was hoping to expand, but at this rate I'll be lucky to maintain our current customers.” Several commiserated, sharing their hiring and turnover problems.
Dow turned to Metinka Bower, owner of a local office staffing company and asked if she had the same problem, or if she had a magic pill that turned applicants into awesome workers. She replied, “No, no magic pill, but there are a few things you can do to increase the odds.” When pressed for a solution, she explained that it depends on the situation and volunteered to stop by Outdoor Solutions later in the day after visiting a nearby client.
Her discussion with Dow revealed that until last year, he had relied on employee referrals and newspaper ads for recruiting. He told her “I try to have a friendly, casual atmosphere. We treat workers fairly and try to promote from within, that's why employee referrals have always worked.” Dow went on to explain that when those sources weren't adequate, he put ads on Craigslist. He also explained that pay and benefits are competitive with other providers of similar services in the area. He was reluctant to raise the starting wage due to the extensive training necessary for new hires, including handing of chemicals, safety, defensive driving, and customer service. “They get a great education here, but after six months, it seems like half of them leave because they think they can start their own service and make more money.”
Bower asked if she could speak to a few employees. Dow introduced her to Bette Jordan, who was responsible for safety and training. After introductions, Rob Dow left to take a phone call. Jordan agreed that the math and communication skills of applicants have steadily declined. “Rob's inability to stay fully staffed is causing all sorts of other problems. Some of our experienced workers are starting to leave because they're getting tired of waiting for the promotions Rob promised would occur when we expand. They're also tired of all the overtime they're putting in. Rob says that it's a ‘family friendly’ workplace, but it really isn't because they're working so late.” She went on to confide “I probably shouldn't tell you this. Rob doesn't even know, but one of the guys put a photo of himself chained to his mower on Instagram and all the employees saw it. I hear there are other things posted that don't make the company look very good either. For example, when the local paper included us in an article on how to start a great lawn, there were a couple of anonymous comments on their website about the long hours and boring work at Outdoor Solutions.”
Questions
Evaluate factors that likely complicate the recruiting process at Outdoor Solutions. (LO 1, 2)
Suggest the best choices of internal and external recruiting methods that should be utilized to improve the number and quality of applicants for Outdoor Solutions. Explain your choices. (LO 3, 4)
Which alternatives to hiring full‐time employees would be appropriate for Outdoor Solutions? Explain your choices. (LO 6)
Research: Search several online sites for staffing issues for small businesses and suggestions for better recruiting and retention. Explain the common concerns and suggestions. Be sure to include your sources. (LO 1, 2, 3, 4, 5, 6)
Case Application 6-B
HONOLULU POLICE DEPARTMENT REPORTS MISSING COPS
Several years ago, the HPD promoted their employment brand of “ohana,” meaning family. Now they're having trouble keeping the family together.
Police departments all over the United States are experiencing a reduction in applications, requiring increased emphasis on recruitment. The Hawaiian Islands and their near‐perfect weather may be inviting, but Honolulu has some recruiting challenges that the rest of the country doesn't encounter, including the limited population and relative isolation of the Hawaiian Islands, competition for applicants from other law enforcement agencies, and the relatively high expense of living in Hawaii.
The number of vacancies is climbing with just over 200 in January of 2017. There are 106 recruits in various stages of training, processing applicants through testing and background checks takes up to 7 months.24 Typically, only 3 percent of the applicants are then accepted into the 6‐month training class, and several of those do not complete training.
Adding to the challenge, the cities of Sunnyvale and San Jose California have shown up in Honolulu, recruiting for their own police departments. They've had some success too. Since 2001, Sunnyvale has hired 38 officers from Hawaii. Annual salary for beginning public service officers in Sunnyvale is approximately $96,000. In Honolulu, new officers earn about $63,000.25 California's expensive living expenses don't scare Hawaiians who are used to an even higher cost of living. Sunnyvale calls their officers “public service officers” because they train recruits to be both a police officer and firefighter, adding challenge and career flexibility.
The city of San Jose California also sent 11 police officers to Honolulu to attend job fairs and recruit candidates for their police force in their first recruitment effort in Hawaii. Although the starting salary of $95,00026 is comparable to Sunnyvale and they contacted nearly 900 prospects in advance, they weren't as successful as Sunnyvale. Out of 89 scheduled interviews, 39 either didn't show up or were disqualified. Of the 50 interviewed, only one candidate completed the background check process. The $42,692 cost of the trip led the mayor of San Jose to observe “it was not a good use of the public dollars.”27
Questions
What elements of branding would be important for a police department? (LO 1)
What factors may explain the difference in results between Sunnyvale and San Jose? (LO 1, 2, 3, 4, 5)
If salary can't be changed, how can the Honolulu Police Department use internal and external recruitment methods to make recruiting more effective? (LO 2, 3, 4)
Design a social media strategy to reach potential applicants for HPD. How will it differ from the social media recruiting strategy of mainland law enforcement agencies? (LO 5)
Research: Take a look at the Honolulu Police Department Career Center at www.honolul upd.org and the Sunnyvale Public Safety Recruitment and Careers site at www.sunnyvlaw.ca.gov. Investigate their recruiting pages. In what ways does the content support the employment brand? What suggestions can you make to improve their recruiting efforts? Which seems more effective? (LO 1, 2, 4, 5) (Verhulst, 2018-10-08, pp. 172-173)
Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239
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