Ch 6BH by mudoc123

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									    Internal vs. External
        Recruitment
                                               Former employees / applicants
Job posting                                    Employee referrals
Job bidding                                    Unions and trade associations

Talent                                         Walk-ins
inventories                                    Internet
(skill tracking
                                               Media
systems)
                                               Employment agencies
                                               Educational recruiting
Promotions
                                               Acquisitions and mergers
Transfers
                                                          New hires
                  HRM 313. Ch 6B - Recruitment Methods                    1
        Internal Recruitment I
   Advantages
    –   Rewards good work of current employees
    –   Is cost effective
    –   Improves morale
    –   Can assess known past performance
    –   Can result in succession of promotions
   Disadvantages
    –   Can produce organizational inbreeding
    –   Places heavy burden
    –   on training and development
    –   May cause political infighting for promotions
                       HRM 313. Ch 6B - Recruitment Methods   2
      Internal Recruitment II
   Job posting
    – Giving current employees the chance to respond to
      announcements (bulletin board, newsletters, memos, electronic
      bulletins, tape audio systems)
    – Allows all qualified employees to compete for positions
    – Helps manage individual career development
    – Helps discover talent within the organization
    – Is a communication device
    – Can accommodate seniority
   Job bidding
    – Allowing employees to indicate an interest in a position that they
      feel qualified for before one becomes available
    – Encourages employees to be proactive in improving their KSAs
   Talent inventories (Skill tracking systems)
    – Computerized talent or skill inventories with a list of people who
      have the needed KSAs
    – Can be time-consuming and costly to Methods
                           HRM 313. Ch 6B - Recruitment
                                                        maintain        3
External Recruitment I
   Advantages
    –   Brings new ideas into the organization
    –   Helps organization get needed competencies
    –   Provides cross-industry insights
    –   May reduce training costs
    –   Helps organization meet EEO goals
   Disadvantages
    – May result in misplacements
    – Increases recruitment costs
    – May cause morale problems for internal
      candidates
    – Requires longer orientation or adjustment time
                    HRM 313. Ch 6B - Recruitment Methods   4
      External Recruitment II
   Former employees
    – Their job performance is known
    – Could cause morale problem among remaining employees
   Previous applicants
    – Is award of their qualifications
    – Is easier and more efficient
   Employee referrals
    – Can help identify people who fit well into the organization
    – Is cost-effective
    – Generally results in the highest one-year survival rates (realistic
      job preview)
    – Can perpetuate existing patterns of discrimination
   Labor unions
    – Particularly in construction industries

                              HRM 313. Ch 6B - Recruitment Methods          5
     External Recruitment III
   Trade and professional associations
    – Specially for skilled or professional jobs
    – Can talk to potential applicants at meetings
   Walk-ins
    – Open house
    – Is informal and relatively inexpensive
   Internet
    –   Offers several avenues for recruiting across occupations
    –   Saves costs and time
    –   Reaching an appropriately broad cross section of applicants?
    –   Has potential for violating antidiscrimination laws
    –   Issues
            Attracting job applicants – Capitalize on the organization’s
             reputation or product image.
            Sorting applicants – Screen out unqualified applicants.
            Making quick contact
            Establishing personal contact - Recruitment Methods
                                  HRM 313. Ch 6B                            6
    External Recruitment IV
   Media advertising
    – Reaches a large audience of applicants
   Employment agencies
    – Public / private employment agencies, and executive search
      firms
    – Provides pre-screening services
    – Can be expensive
   Educational recruiting
    – Career or college fairs, school-to-work programs
    – Reaches broader potential candidates
    – Can establish long-term relationships
   Mergers and acquisitions
    – Needs to integrate a large number of workers quickly
    – Other companies’ M&A can provide an opportunity for
      recruitment.
                         HRM 313. Ch 6B - Recruitment Methods      7
     Glass Ceiling Reviews
   Bad practices                     Areas for reviews
    – Word of mouth                      – How management positions are
    – Employee referrals                   filled
    – Executive search                   – Succession planning for internal
                                           candidates
      firms unaware of EEO
      objectives                         – Promotion and transfer
                                           processes at senior levels
    – Job postings that rely
                                         – Executive performance
      on                                   appraisals
      informal networks
                                         – Training offered to executive
    – Recruiting venues                    candidates
      that create discomfort             – Mentoring and networking
      (e.g., hotel rooms)                  programs
                                         – Termination policies and
                                           procedures for executives
                           HRM 313. Ch 6B - Recruitment Methods           8
Recruitment Effectiveness I
    Short-term considerations
     –   Average time required to recruit applicants
     –   Selection and acceptance rates of applicants
     –   Cost per applicant hired
     –   Quantity of applicants
     –   Quality of applicants
     –   EEO implications
    Long-term considerations
     –   Performance of hires
     –   Tenure/turnover of hires
     –   Absenteeism per hire
     –   Training costs
                      HRM 313. Ch 6B - Recruitment Methods   9
Recruitment Effectiveness II
    Evaluating recruiters
     –   Number of applications processed
     –   Hires produced
     –   Applicant reactions
     –   Eventual success on the job by those recommended for hire
         by a recruiter
    Evaluating recruitment sources
     –   Total cost
     –   Cost per hire
     –   Number of applicants generated
     –   Yield ratios
     –   Eventual job tenure
     –   Performance of hire on the job
     –   Time-lapse data
                           HRM 313. Ch 6B - Recruitment Methods      10
Relations
with other HR Practices
    Pay
     – Reservation wage
              The minimum pay to make an offer acceptable,
               frequently based on
    Benefits and work arrangements
     – Most employers take the compensatory
       approach
     – Most applicants prefer
              Flexibility in benefits
              Opportunities to learn
                              HRM 313. Ch 6B - Recruitment Methods   11

								
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