HRM634 Week 4 Discussion

Chapter 6 Sourcing:

Identifying Recruits

Sourcing

· Definition: identifying and locating high potential

· recruits

· Involves the analysis of different possible sources

· of recruits to identify those best able to meet the

· firm’s staffing goals

· Internal recruiting source: locates current

· employees who would be good fits with another

· position

· External recruiting source: targets people

· outside the organization

Types of Job Seekers

· Active job seekers: people who need a job and are

· actively looking for information about job

· openings

· Semi-passive job seekers: people who are

· interested in a new position but only occasionally

· look actively for one

· Passive job seekers: currently employed and are

· not actively seeking another job, but could be

· tempted by the right opportunity

· Many high-quality candidates are usually in this

· group, although it may be difficult to find them

· and interest them in your job opportunity

Some Recruiting Sources Are:

· Faster or cheaper

· Better at acquiring good fits with the culture and

· work processes

· Better at acquiring high-quality people

· Better at acquiring people less likely to leave

· Better at acquiring people with previous work

· experience

· Better at generating large numbers of hires

· Better at generating professional hires

· Better for hiring in noncore competency areas of

· the company

· Better for finding diverse applicants

· Better for finding people not actively looking for a

· job

Recruiting Sources

Finding Undervalued Talent

“The Gold Mine Effect – How to Find

Undervalued Talent” (11:36)

Internal Recruiting Sources

· Succession management: ongoing process of

· recruiting, evaluating, developing, and preparing

· employees to assume other positions in the firm

· in the future

· Talent inventories: manual or computerized

· records of employees’ past performance,

· education, experience, promotability, etc.

· Employee development: training employees to

· prepare them to assume other roles in the firm

· Leadership development programs

Internal Sourcing

· Job posting systems: publicize open jobs to

· employees

· Fast and cheap but not all qualified employees

· may look at the postings

· Often combined with qualifications inventories

· to reduce the chance of missing a qualified

· employee

· Job slotting: a manager identifies a preferred

· candidate and “slots” them into an open job

· without opening the position to other interested

· employees

· Increases the risk of discrimination

External Recruiting Sources

· Employee referrals: usually a source of high

· quality leads

· Nepotism: allowing multiple family members to

· work at the company

· In-house sourcers: employees whose job it is to

· find talent to recruit

· Written advertisements: not as common as online

· but still exist

· Job fairs: sourcing and recruiting events at which

· multiple employers and recruits meet

· Trade fairs: events at which people from a

· particular industry gather to learn about current

· topics and products in their field

· Observation: watching people working in similar

· jobs

· Résumé databases: searchable collections of

· prescreened résumés and applications submitted

· to the employer

· Career sites: pages on an employer’s website

· dedicated to jobs and careers within the company

· Social media is often used to research companies

· and look for jobs

· Networking leverages personal connections

· LinkedIn has become one of the most popular

· ways to source and recruit both active and passive

· candidates

· Boolean searching is used to run advanced

· searches using specific search syntax

· Internet job boards

· Search firms

· Professional associations

· State employment agencies

· Military transition services

· Acquisitions and mergers

· Lateral hiring or “poaching” hires talent away

· from competitors

· Web crawlers

· Schools

· Previous employees (“boomerang” hires)

· People returning to the workforce

· Non-U.S. citizens

· H-1B visa program requires that an employer

· attempt to fill a job with an American citizen

· before being granted a visa for a non-U.S.

· worker

· Offshore labor: employees living and working in

· other, usually lower-cost, countries

· Walk-ins

· Creative sourcing

· Outsourcing the tasks to other firms or individuals

Creating a Sourcing Plan

1. Profile desirable employees to identify promising

2. sources

· Identify what desirable talent and successful

· current employees in targeted jobs like to do

· and how you might reach them if you were to

· try to recruit them now

· Using surveys or focus groups, ask where do

· they like to go, what media do they use, what

· organizations do they belong to, and what

· events do they attend? What web sites and

· other sources would they use if they were to

· look for another job? How did they first learn of

· their first job in your firm?

1. Perform ongoing recruiting source effectiveness

2. analyses by tracking

· Where applicants discovered the vacancy

· Where top candidates discovered the vacancy

· How many recruits each source generated

· What quality of recruits each source generated,

· and what was the range of recruit quality from

· each source

· What were the demographics of the recruits

· from each source

· Yield ratios for each source

· Conversion rates from applicant to hire for

· each source

· Absence and turnover rates by source

· Job performance by source

· Promotion rates by source

· Data relevant to other staffing goals

Recruiting Source Analysis

Applicant flows: how many and what type of

applicants come from each recruiting source

Selection ratios: what proportion of applicants from

each source are hired

Recruiting yield analysis: tracks the recruiting

source(s) that produced each applicant and

evaluates each on the number and proportion of

qualified applicants generated

Recruiting Source

Effectiveness Analysis

Metrics

Assume you hire two new people for the same job

and position. Which hiring process was more

effective?

Person A Person B

Time to fill 3 months 5 months

Cost to recruit $6,500 $12,600

Annual salary $97,000 $103,000

Cost Versus Investment

Is your answer the same with this additional

information?

Person A Person B

Time to fill 3 months 6 months

Cost to recruit $6,500 $12,600

Annual salary $97,000 $103,000

1st Year Revenue $330,000 $442,000

2nd Year Revenue $352,000 $632,000

Turnover 26 months None

High Potential No Yes

Creating a Sourcing Plan

1. Prioritize recruiting sources based on staffing

2. goals and employee profiles

· Prioritize recruiting sources based on staffing

· goals and the results of the recruiting source

· effectiveness analysis

· Referring to the last slide:

· If quality is the most important goal, college

· hiring would be the preferred source

· If hiring speed is more important than

· quality, employee referrals would be given

· priority to source the needed engineers

Sourcing Nontraditional Applicants

· Workers with disabilities

· Neurodiversity

· Veterans

· Older workers

· Welfare recipients

Global Sourcing

· Integration: the coordination of a single global

· staffing strategy with the organization retaining

· adequate controls over local operations

· Differentiation: the need to acknowledge and

· respect the diversity of local country cultures and

· expectations and thus giving some latitude to

· local managers to tailor the strategy to meet the

· needs of their location

· Local employment agencies can be a useful

· source of guidance in terms of information on the

· characteristics of the local labor force

· Cultural awareness is an understanding of how

· our own culture can influence our behaviors,

· assumptions, and values that is important when

· staffing globally

Geographic Targeting

· Definition: sourcing recruits based on where they

· live

· Can focus on the local labor market

· Can focus on labor markets in locations similar

· to the organization’s location in terms of city

· size, cost of living, climate, recreational

· opportunities, etc.

· Can target individuals likely to find the firm’s

· location attractive

· Lower-level positions in an organization are

· typically filled from the local labor market, and the

· geographic boundaries tend to widen as the

· position moves up the organization’s hierarchy

· Geofencing: uses GPS and radio frequency

· identification to set up a virtual, wireless perimeter

· that only allows people in that area to receive

· messages or job ads

Ethics

· Technological advances have increased the

· importance of ethical considerations in sourcing

· The pressure to find the right candidate at all

· costs can compete with the goal of sourcing

· ethically

· Moral identity: a self-regulatory mechanism that

· involves committing oneself to promoting or

· protecting the welfare of others

Technology

· Digital, video, and artificial intelligence have

· transformed how sourcers find job seekers

· Strategic sourcing is facilitated by the use of

· artificial intelligence and algorithms that analyze

· existing talent data, help clarify the characteristics

· of a good hire, and inform automated tools that

· can identify signals suggesting that talent might

· be open to recruiting based on social media posts

· or online profile changes

· Technology can also automate some routine

· sourcing functions

Strategic Staffing 4th edition © 2020 Chicago

Business Press. All Rights Reserved. May not be

scanned, copied or duplicated, or posted to a

publicly accessible website, in whole or in part