Human Resource Management Assignment 2. See Instructions and Build off of assignment 1

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Staffing Organizations

Chapter 5:

External Recruitment

External Recruitment 1

Strategic Recruitment Planning

Planning, Communicating, and Implementing Strategic Recruiting

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Defining Strategic Recruiting Goals 1

Goal 1: The Right Types of Applicants

Identify needs via organizational compentency and job requirements analysis

What types of applicants are most likely to have the required KSAOs?

Match recruitment messaging to culture, values, and job-spanning competencies

Defining Strategic Recruiting Goals 2

Goal 2: The Right Number of Applicants

Based on planning process

Expanding versus contracting demand

Selectivity of the system

Most applicants to be rejected requires extensive recruiting

Most applicants able to be hired requires less extensive recruiting

Labor market and competition for workers

Defining Strategic Recruiting Goals 3

Goal 3: Applicants at the Right Time

Immediate needs versus long-term needs

Time-to-hire

Degree of focus on a few specific applicants versus sorting through a large number of applicants

Open Versus Targeted Recruiting

Table divided into three columns summarizes choosing between open and targeted recruitment. Column 1 notes open and targeted. The column headers from 2 to 4 are marked as: Technique, advantages, and best when.

	Technique	Advantages	Best When
Open	Advertising position with a message appealing to a wide variety of job seekers in a variety of media outlets that will reach the highest possible audience	Ensures that a diverse set of applicants are contacted and considered	Large numbers of applicants are required Pre-entry qualifications are not as important
Targeted	Focusing advertising and recruiting efforts by tailoring message content to attract segments of the labor market with specific KSAOs or demographic characteristics	Narrows the pool of potential applicants, allowing the organization to concentrate efforts on the most qualified Facilitates a more personal approach to each applicant	The organization needs specific skill sets that are in short supply Hiring for high-leverage positions

Recruitment Planning: Administrative Issues

Incorporating external recruitment agency

Facilitate use of software platforms for applicant tracking

Advertising expertise

Allows organization to focus on core competency in messaging and developing relationships

Specifying timing (applicants at the right time)

Firm deadlines or “always taking applications”

Evaluating selection process timing

Recruitment budge and return on investment

Example Recruitment Budget

Should recruitment expenses be charged to HR or to the business unit using HR services?

Most organizations charge the HR department, possibly to encourage each business unit to use the recruitment services of the HR group

May result in the business unit users not being concerned about minimizing costs.

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External Recruitment 2

Applicant Reactions

Applicant Reactions 1

Job and organization characteristics

The most important attraction features

Job characteristics

Wages

Opportunity for growth and development

Interesting characteristics

Organization characteristics

Prestige

Reputation for treating employees well

Applicant Reactions 2

Reactions to recruiters

Influence of recruiter vs. job characteristics

Influence of recruiter on attitudes and behaviors

Demographics of recruiters

Influential recruiter behaviors

Warmth and knowledge of the job

Reactions to recruitment process

Relationship of screening devices to job

Delay times in recruitment process

Funding of recruitment process

Credibility of recruiter during recruitment process

Consideration Related to Recruiters: Selection

Desirable characteristics of recruiters

Strong interpersonal skills

Knowledge about company, jobs, and career-related issues

Technology skills

Enthusiasm

Various sources of recruiters

HR professionals

Line managers

Employees

Diversity and Inclusion

Advertisements should depict diversity, especially among those in positions of authority

Advertising in publications targeted at women and minorities

Target older workers by flexible schedules, health and pension benefits, and part-time opportunities

Discussion Questions 2

List 10 sources of applicants that organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment.

External Recruitment 3

Communication

Comparing Choice of Messages

Table divided into four columns summarizes comparing choice of messages. Column 1 notes branded, targeted, and realistic. The column headers from 2 to 4 are marked as: Information conveyed, applicant reactions, potential drawback, and best for.

	Information Conveyed	Applicant Reactions	Potential Drawback	Best For
Branded	An appealing description is developed based on marketing principles, emphasizing unique features of the organization	Positive view of the organization, increased intention to apply for jobs, and better prehire information about benefits of the job	Overly positive message may result in employee dissatisfaction after hire	Tight labor markets or higher-value jobs
Targeted	Advertising themes are designed to a attract a specific set of employees	Better fit between application message and specific applicant groups	May dissuade applicants who aren’t interested in work attributes featured in the message from applying	Specific KSAOs, or seeking a specific type of applicant
Realistic	Both positive and negative aspects of a job and organization are described	Some applicants self-select out; those who remain will have a better understanding of the job and will be less likely to leave	The best potential applicants may be more likely to leave	Loose labor markets or when turnover is costly

Example Messages

Table divided into two columns summarizes example communication messages. The column headers are marked as: Type of message and example message.

Branded	Example focus: Tech savvy financial services company Example message: Our organization lives on the cutting edge. We have been developing new methods for meeting client needs, including the most fully featured app-based portfolio management tools on the market. Employees will be part of a culture known for rewarding creativity, initiative, and innovation.
Targeted	Example focus: Recruiting new college graduates Example message: We provide the perfect place to start your career. Our training and development programs offer a world of opportunities to try out a variety of roles and functions, building out your skill set with each new assignment.
Realistic	Example job requirement: Frequent travel Example message: While working in this organization provides opportunities to do a variety of tasks, it does require extensive travel. New hires can expect to be on the road for at least one week per month, and sometimes more.

Comparing Communication Media

Table divided into five columns summarizes comparing communication media. The column headers are marked from left to right as: Media type, reach, richness, interactivity, and credibility.

Media Type	Reach	Richness	Interactivity	Credibility
Advertisements	High	Medium	Low	Low
Recruitment Brochures	Medium	High	Low	Low
Organizational Websites	Medium	High	Medium	Low
Videoconferencing	Low	High	High	Medium
Direct Contact	Low	High	High	Medium
Word of Mouth and Social Media	Medium	High	High	High

Communication Media

Reach describes how many individuals can learn about a job through the method of delivery.

High: A source that can be seen by nearly anyone across many platforms

Low: A source that needs to be sought out and can be accessed by only a few individuals

Richness describes how media allow for a variety of methods for conveying messages

Interactive media sources can be customized to each respondent’s specific needs

Crediblity describes how messages are seen as honest, accurate, and thorough

High: Messages from employees and friends

Low: Messages just from corporate offices

External Recruitment 4

Applicant Sourcing

Individual recruiting sources

Target individual job seekers, direct from the organization and its representatives

Applicant initiated, general employment websites, niche employment websites

Social recruiting sources

Rely on relationships that employees have with current employees or those who would endorse the company

Employee referrals, social networking sites, professional associations

Organizational recruiting sources

Access to a large number of similar applicants

Colleges and placement offices, employment agencies, executive search firms, social service agencies

Metrics for Evaluating Recruiting Methods

Quantity

Quality

Cost

Impact on HR Outcomes

Employee satisfaction

Job performance

Diversity

Retention

External Recruitment 5

Legal Issues

Definition of job applicant

Definition according to EEOC and OFCCP

Importance of establishing written application policies

Affirmative Action Programs

Guidelines of OFCCP for recruitment actions

Electronic recruitment

Usage may create artificial barriers to employment opportunities

Job advertisements

Fraud and misrepresentation

Ethical Issues in Staffing

Issue 1

Many organizations have adopted a targeted recruitment strategy. For example, some organizations target workers 50 years of age and older in their recruitment efforts, which includes advertising specifically in media outlets frequented by older individuals. Other organizations target recruitment messages at women, minorities, or those with the desired skills. Do you think targeted recruitment systems are fair? Why or why not?

Issue 2

Most organizations have in place job boards on their web page where applicants can apply for jobs online. What ethical obligations, if any, do you think organizations have to individuals who apply for jobs online?

Human Resource Management Assignment 2. See Instructions and Build off of assignment 1

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