Written Assignment #3: Recruitment

Rain Ashbell

Chapter5_RecruitingHigh-QualityTalent.pptx

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Recruiting High-Quality Talent

Learning Outcomes

Describe what is recruiting, outline the elements that are part of a strategic recruiting strategy

Explain why diverse recruitment are important to companies

Describe the methods firms use to recruit externally and internally

List some of the ways firms can use to improve their recruiting and the metrics they use to do so

What is recruiting?

Recruiting is the process by which organizations locate and attract individuals to fill job vacancies.

Recruiting connects companies to sources of employees; selection involves picking the best supplier of talent

Do You Know?

Recruitment: True or False

1.____ It is estimated that replacing a full-time private-sector employee costs at least 25 percent of that employee’s total annual compensation.

Turnover Cost Calculation

2.____ When the economy in your area is down and there is significant unemployment, you may have to offer increased compensation or benefits incentives to attract quality applicants as you will be in stiff competition with other employers to attract qualified applicants.

3.____ The ADA requires accommodation by employers so that a disabled applicant has equal opportunity to apply for job openings, regardless of the nature of the accommodation.

The correct answers are: 1. T. 2. F. 3. F

The strength of the economy and labor market conditions will significantly affect your organization’s ability to attract and retain top-level employees. When the economy is strong with little unemployment, you may have to compete with other employers for a limited number of skilled employees. This may require increased compensation or benefit incentives to attract quality applicants. The reverse may be true in a soft economy with high levels of unemployment. The problem then is not a shortage of qualified applicants; instead, the problem is managing a huge number of applications that must be pared down to find a few potential good hires.

Do You Know? (continued)

4.____ Even though Internet recruiting may speed up the application process, it still requires trained HR staff to screen all applications and administer selection tests.

5.____ Many organizations use promotion from within as a motivation tool and a reward for good work or longevity with the organization.

6.____ Generally, the more technically specific the job, the broader the geographic area of recruitment.

The correct answers are: 4. T. 5. T. 6. T

Elements of a Recruiting Strategy

• What type of individuals should be targeted?

• Where can these people be found?

• When should the recruitment campaign begin?

• How can the targeted individuals best be reached?

• What recruitment message should be communicated?

• What type of recruiters should be used?

• What should be the nature of a site visit?

• What should a job offer entail?

* Assigning Responsibility for Recruiting

Recruiting by employer

Recruitment process outsourcing (RPO)

RPO firms can offer a menu of recruiting services from placing advertisements to initial screening of applicants.

Professional employer organizations (PEOs) and employee leasing

Employee leasing: Employer signs an agreement with the PEO, staff is hired by PEO and leased back to employer for a fee. Leasing firm writes paychecks, pays taxes, keep the required HR records for the employer.

One advantage of leasing employees is that they may receive better benefits than they otherwise would get in many small businesses.

Employment Branding

Employment brand: Distinct image of the organization that captures the essence of the company to engage employees and outsiders

Attracting Top Talent with a Strong Employer Brand

Employer of choice

Receive more applicants

Employer of choice

: Desirable places to work because of employee engagement, satisfaction, pay, benefits, schedules, social responsibility, etc.

* Understanding Labor Markets

Labor force population: All individuals who are available for selection if all possible recruitment strategies are used

Applicant population: Subset of the labor force population that is available for selection using a particular recruiting approach

Applicant pool: The total number of people who have applied for an open position

Labor markets: Supply pool from which employers attract employees

Elements of the labor market:

The applicant population can also be understood as the number of people who have applied for any job opportunity.

Combination of Core and Flexible Workers

Core workers: Employees that are foundational to the business

They work year-round

Flexible Workers: Employees that are hired on an “as needed” basis

Independent Contractors

Independent contractors: Workers who perform specific services on a contract basis

Independent contractors vs regular employees:

Behavioral: Does the company control or have the right to control how the worker does his or her job?

Financial: Are the business aspects of the worker’s job controlled by the payer?

Type of Relationship: Are there written contracts or employee type benefits?

Behavioral: Does the company control or have the right to control what the worker does and how the worker does his or her job?

Financial: Are the business aspects of the worker’s job controlled by the payer? (these include things like how worker is paid, whether expenses are reimbursed, who provides tools/supplies, etc.)

Type of Relationship: Are there written contracts or employee type benefits (i.e. pension plan, insurance, vacation pay, etc.)? Will the relationship continue and is the work performed a key aspect of the business?

Advantages and Disadvantages of Using Flexible Staffing Alternatives

Recruiting and Equal Employment Opportunity

Equal employment opportunity (EEO) considerations:

Employer must reduce underrepresentation of protected-class members

Interviews, ads, and company materials should show diversity

Equal employment opportunity (EEO) considerations:

EEO laws and regulations

EEOC guidelines

Employer must reduce underrepresentation of protected-class members

Interviews, ads, and company materials should show diversity

Diversity in employment brand increases applicants

advertisements should contain wording about being an equal opportunity employer, or even more specific designations such as EEO/M-F/AA/ADA.

Bilingual Job Requirement Not DiscriminatoryAndy, who is only fluent in English, applies for a custodial supervisor position with a school district in Texas. The job description states that a preferred qualification is that candidates speak fluently in Spanish and English in order to communicate effectively with the custodial staff, many of whom speak only English or only Spanish. During Andy's job interview with a school district representative, Andy acknowledges that he does not speak Spanish. The school district does not hire Andy because he is not fluent in Spanish and English. Instead, the school district promotes Anne, a Hispanic woman who was employed as a custodial foreman for the school district, to the custodial supervisor position. Anne is fluent in both English and Spanish. The school district representative suggests to Andy that he should apply for a different custodial position that does not require fluency in Spanish. Under these circumstances, the school district's preference for a bilingual supervisory employee would not support a Title VII discrimination claim based on race or national origin by the non-bilingual applicant.[

Recordkeeping of Applications

Employers are required to track and report affirmative action plans

Applicant tracking system makes the recruiting process more effective

Recruiting Diversity

Nontraditional labor pools:

Persons with different racial/ethnic backgrounds

Workers over 40 years of age, retirees

Workers with disabilities

Gender-Neutral Recruiting

Are they Biased Phrasing?	Neutral Wording
Who thrive in a competitive atmosphere...	Who are motivated by high goals
Nurture and connect with customers	Provide great customer service
We’re looking for strong…	We are looking for exceptional…
Have a polite and pleasant style…	Are professional and courteous…

Nontraditional labor pools:

Persons with different racial/ethnic backgrounds

Workers over 40 years of age, retirees

Single parents

Workers with disabilities

Welfare-to-work workers

Long-term unemployed

Gender-Neutral Recruiting

Gender-balanced adjectives in recruiting ads are encouraged

Generational Differences in Recruiting

Baby boomers prefer traditional postings

Generation X prefers work-life balance programs

Generation Y prefers technology, meaningful work, and opportunity to contribute to policies and arrangements

Recruiting should consider reaching all generations

Recruiting Source Choices: Internal versus External

Internal recruitment: Promoting from within the organization

External recruitment: Hiring from outside the organization

Possible strategy for organizations that face rapidly changing competitive environments and conditions:

Promote from within if a qualified applicant exists

Go to external sources if not

Internal Recruiting Sources

Organizational Databases

Information on existing employees like knowledge, skills, and abilities (KSA) are entered into a database

Employee data sorted by occupational fields, education, areas of career interests, previous work histories, and other variables

These databases can be linked to HR activities

Job posting is the process of announcing job openings to all employees. Some organizations have developed computerized versions of job announcements that are sent out as e-mails to all employees and some publish employment newsletters or flyers. The announcement should contain information about the position, the required qualifications and instructions for applying.

The important issue in job posting is that the job announcement is made available to all employees. Adequate job posting can ensure that minority workers and other disadvantaged groups are aware of opportunities within the organization. HR must ensure that all employees have an equitable opportunity to apply for the jobs that are available. Employee cynicism can occur when jobs are posted but the organization has already selected a strong internal candidate for the position. Such practices create resentment and mistrust among employees when they believe the job posting is just a formality with little real opportunity for advancement.

Employee Referrals: Current employees can play an important role in recruiting new employees and some organizations pay a bonus to employees for successful referrals. There is a downside to extensive use of employee referrals. The EEOC compliance manual issued in 2006 updated guidance on the prohibition of discrimination under Title VII of the Civil Rights Act of 1964. The manual clearly warns that relying on word-of-mouth recruiting may generate applicant pools that do not reflect the diversity of the labor market. Therefore, it would seem prudent to use employee referral sparingly.

Organizational Databases

Internal job posting

Company intranet

Employee referrals

Rerecruiting former employees and applicants

Pros and Cons of Internal Recruiting

External Recruiting Methods

Media Sources

Newspapers, magazines, television, radio

Internet media sources such as postings, ads, videos, and webinars are also used

External Recruiting Methods (continued)

Employment Agencies

State-sponsored: Operate branch offices in cities and do not charge fees to applicants or employers

Private: Operate in most cities

Charge a fee collected from employee or employer

Headhunters: Employment agencies that focus their efforts on executive, managerial, and professional positions

Contingency firms charge a fee after a candidate is hired

Retainer firms charge a set fee whether or not the contracted search is successful

External Recruiting Methods (continued)

Labor Unions

Job Fairs

Bring employers and potential job candidates together

Educational Institutions

Competitive Recruiting Sources

Professional and trade associations, trade publications, and competitors

Educational Institutions and Recruiting

Colleges and universities are significant sources of employees

Desirable attributes of college recruits: Desirable GPA, real-world experience

Internships: Provide real-world experience that is important to employers

School recruiting: High school and vocational/technical schools are valuable sources

Advantages and Disadvantages of External Recruiting

Technology in Recruiting

Social Media and Networking

Particularly helpful for finding passive job candidates

Passive job candidates: Qualified individuals who aren’t actively looking for work but might be interested if the right job comes along

LinkedIn—a professional social networking site

Twitter—social networking site

Technology in Recruiting (continued 1)

Web-Based Recruiting

Internet job boards

Professional/career websites

Employer websites

E-Video: Recruitment videos, video interviewing

Gamification: Using game thinking and software to engage people in solving problems

Example: Behind The Code

Web-Based Recruiting

Internet job boards

Professional/Career websites

Employer websites

Technology in Recruiting (continued 2)

Advantage

Cost-effective recruiting

Lesser recruiting time

Broader exposure and diverse pool of applicants

Recruiters can reach passive job seekers

Reduced response time

Disadvantage

Additional work for HR staff

Need for expensive specialized software

Access limited or unavailable to some applicants

Difficulty faced by individuals with disabilities

Evaluating Recruiting Efforts

Evaluating recruiting quality and quantity

Evaluating recruiting satisfaction

Evaluating the time required to fill openings

Evaluating the cost of recruiting

Recruiting metrics

Helps understand which recruiting sources work best for different employees

Can be used to see whether sufficient numbers of targeted population groups are being attracted

For example, one area of concern in recruiting might be protected category

persons. In Chicago, a network-based recruiting firm received only 16 black

and 4 Hispanic applicants out of 276 persons for a customer service job.

Yet Chicago has 37% blacks and 26% Hispanics in its population. Clearly,

the efforts to increase recruiting in these racial/ethnic groups needed major

attention.63

Recruitment Metrics

Time-to-fill

Metric that refers to the number of days from when a job opening is approved to the date a person is chosen for the job

Quality-of-fill

Metric that measures how well new hires are performing, and their retention levels

Time-to-fill

Lower time-to-fill statistics are better

Trade-off has to be made between the time to fill a position and the quality of the candidates needed for the position

**Recruitment Metrics (continued 1)

Used to determine how many total applicants a firm needs to attract and advance to different stages in the hiring process to fill different jobs

Sample Recruiting Evaluation Pyramid

Recruitment Metrics (continued 2)

Acceptance rate: Percentage of applicants who accept a firm's jobs after being offered them

Lower acceptance rates will require a firm and its HR personnel to determine why employees are declining offers

Applicant tracking system (ATS): Software application recruiters use to post job openings, screen résumés and up-loaded profiles, contact via e-mail potential candidates for interviews, and track the time, costs, and other metrics related to hiring people

How to Make Recruiting More Effective?

Increasing Recruiting Effectiveness

Effective recruiting activities:

Résumé mining

Applicant tracking

Employer career website

Internal mobility system

Realistic job previews

Timely responses

Increasing Recruiting Effectiveness (continued)

Recruiting effectiveness can be improved by using evaluation data to:

Tap broader labor markets

Change recruiting methods

Improve internal handling and interviewing of applicants

Train recruiters and managers

Target different applicant pools

What to Include in an Effective Recruiting Ad

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