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HRM 471

CHAPTER 7.
RECRUITING

Group 3
LECTURER: MS. AN NGUYEN
Learning Objectives
01 Describe the purpose of recruiting
Explain what recruitment
02 “spillover effects” are.

03 Understand what makes a recruiter


more or less effective

04 used to attract applicants


Describe the various strategies

Describe how recruiting guides and the


05 EEOC’s best recruiting practices
promote recruiting consistency and
quality
PA R T 1
DESCRIBE THE
PURPOSE OF
RECRUITING
W H AT I S R E C R U I T I N G ?

• Definition:

ü Convert into job applicants

ü Persuade candidates
• Purpose:
Help the organization employ a
talented group of employee who
contribute to the company’s business
strategy so the firm can achieve a
competitive advantage.
PART 2.
EXPLAIN WHAT
RECRUITMENT
“SPILLOVER
EFFECTS” ARE.
HOW APPLICANTS REACT IN
RECRUITING PROCESS?

• Fairness Perceptions

ØDistributive fairness

ØProcedural fairness

ØInteractional fairness

• Spillover Effects
PART 3.
UNDERSTAND
WHAT MAKES A
RECRUITER
MORE OR LESS
EFFECTIVE
WHAT MAKES THE RECRUITER EFFECTIVE?
• The recruiter’s Characteristics
Ø Signaling

Ø A Recruiter’s Demographics And Attitudes Ä é

Ø Developing Recruiter Profiles


ò
à ­
Ø Matching The Recruiter To The Targeted
ô
Applicant
¡
W H AT M A K E S T H E R E C R U I T E R E F F E C T I V E ?
• The Different Types Of Recruiters
Types Advantages Disadvantages

Recruiters From Out - Creditability - Out of regular jobs


- Easier to train - Require some more knowledge
Side Of The Staffing
- Better job opportunities and skills
Function
- Increase organization’s attractiveness

External Recruiter - Extensive network of potential candidates - Costly


- High qualified applicant pools - Lack of depth in knowledge
The organization’s
characteristics
Hiring managers

T h e c h a ra c t e r i s t i c s
of the job
L a b o r m a r ke t C o w o r ke rs

Other Factors Influencing A Recruiter ’s


Effectiveness
TRAINING AND DEVELOPMENT RECRUITERS 11

Recruiting Knowledge
Multiple Assessment
Interpersonal Skill

Applicant Metrics
Presentation Skill

Legal issue The organization’s goal


and recruiting
objectives
RECRUITING METRIC
• Strategic Metrics One HR Expert Recommends Measuring
ü New hire job performance
ü New hire failure rate
ü Turnover of new hires
ü Manager satisfaction
ü New hire satisfaction
ü New hire time to productivity
ü Training success
• Setting Recruiters’ Goals
• Giving Recruiters the incentive to meet their goal
PA R T 4 .
DESCRIBE THE
VA R I O U S S T R AT E G I E S
U S E D T O AT T R A C T
APPLICANTS
DEVELOPING APPLICANT
AT T R A C T I O N S T R AT E G I E S
Developing the Organization’s Image and Brand
vImage
A general impression based on both feelings
and facts

vBrand
A symbolic picture of all the information
connected to a company or its products
DEVELOPING APPLICANT
AT T R A C T I O N S T R AT E G I E S
• Developing The Organization’s Employer Brand

To reflect what a company offers as an employer and helps


manage internal and external perception of what it is lie to
work there.

The goal of employer brand is not to fool potential position


but to effectively communicate the firm’s message of what it
intends to provide as an employer.
DEVELOPING APPLICANT
AT T R A C T I O N S T R AT E G I E S
• Developing the Recruiting Message
The recruiting message communicated to potential
applicants will affect the number and types of
them that will apply
DEVELOPING YOUR SKILLS
• How to Develop an Employer Brand?
1. ANALYSE
Analyze the current perceptions of your target audience
2. ALIGN
Align your employer brand with your firm’s policies, practices, culture,
and values.
3. COMMUNICATE
Communicate your story clearly and consistently
4. MEASURE
Measure and improve your branding effort to see whether people’s
perception have changed
DEVELOPING REALISTIC JOB PREVIEW
• Developing Realistic Job Preview
- Slanting recruiting information can be detrimental to an organization.
- If the job is not what they expected, “conned” employees are likely to
perform poorly and leave the organization.
- Realistic Job Previews (RJPs) provide both positive and potentially
negative information to job candidates.
- Firm that experience such a situation can often use an RJP to try to
reduce their turnover rates.
DEVELOPING REALISTIC JOB PREVIEW

• Developing Realistic Job Preview

Three functions that are served by an RJP ( Professor John Wanous)


ü Self-selection
ü Vaccination
ü A commitment to the choice
DEVELOPING SELF-ASSESSMENT TOOLS

- It is easier for applicants to self-assess their fit with the job


and organization.
- Self-evaluation should be anonymous.
- The company should not use this information to screen
applicants
TIMING THE DISCLOSURE OF INFORMATION

Job offer
Later in the details
and company benefits
recruiting process

More detailed information about


the job’s requirement, responsibilities, authority level,
Earlier in the advancement potential, job and company stability, and the
firm’s values and culture
recruiting process

Information about the candidate’s potential fit with the job duties and
company

Broad information about the job and company


PA R T 5 .
RECRUITING
GUIDES AND THE
EEOC’S BEST
RECRUITING
PRACTICES
ACHIEVING RECRUIMETN CONSISTENCY

• Developing a Recruiting Guide


Recruiting guide: a formal document that details the process to be
followed when a firm recruits for an open position.

• Following the EEOC’s Best Recruiting Practices


Table 7 -5: EEOC Best Recruiting Practices on page 190.

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