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External Recruitment

External vs Internal Recruitment

and Outsourcing

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Lecture Outline
 Staffing Organisations  Transition to Selection
Model  Legal Issues
 Revisit  Definition of Job
 Recruitment Planning Applicant
 Organisational Issues  Targeted Recruitment
 Administrative Issues  Electronic Recruitment
 Job Advertisements
 Strategy Development
 Fraud and
 Open vs. Targeted
Recruitment
Misrepresentations
 Recruitment Sources
 Choice of Sources
 When to Look

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Staffing Organisations Model

Organisation
Vision and Mission
Goals and Objectives

Organisation
OrganisationStrategy
Strategy HR
HRand
andStaffing
StaffingStrategy
Strategy

Staffing Policies and Programs

Support Activities Core Staffing Activities
Legal compliance Recruitment: External, internal

Planning Selection:
Measurement, external, internal

Job analysis Employment:

Decision making, final match
Staffing System and Retention Management
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Recruitment Planning
 Organisational
Issues

 Administrative
Issues

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Recruitment Planning: Organisational Issues

 In-house vs. external recruitment agency
 Many companies do recruiting in-house
 Recommended approach for large companies
 Smaller companies may rely
on external recruitment agencies(many specialised firms)

 Individual vs. cooperative recruitment alliances

 Cooperative alliances involve arrangements to share
recruitment resources
 Centralised vs. decentralised recruitment (Defence
force, Police )
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Internal and External Recruitment

 See table Compton p.50
 Internal methods e.g.Appointment,
Transfer,Internal advertising(Govt.)
 Use of HRIS and Audits

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Considerations 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

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Strategy Development

 Open vs. targeted recruitment

 Recruitment sources

 Choice of sources

 When to Look

 Labour markets(see Compton p.54-55)

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Open vs. Targeted Recruitment

 Open recruitment
 Targeted recruitment
 Job requirements  Former employees
matrix  Passive job seekers
 Demographics  The military
 Geographic area  Special availabilities
 Recruitment  Key shortages
sources
 Tradition
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Recruitment Sources( External)
 Unsolicited
 Employee referrals and
networks
 Advertisements(multi
media)
 Recruiting online
 Colleges and
placement offices
 Employment agencies
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 Executive search firms
 Professional
associations and
meetings
 State Employment
services
 Outplacement services
 Community agencies
 Job fairs
 Co-ops and internships
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Approaches to Recruiting Online

 Job postings on Internet job boards
 Searching Web-based databases

 Job postings on organisation’s Web site

 Mining databases
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Innovative Recruitment Sources

 Alumni Associations
 Unemployed or Welfare (Big Issue )
 Interest groups
 Senior networks
 Direct mail solicitations
 Professional Associations
 Volunteers (Olympics…)

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Successful Advertising
 AIDA

 Knowing your target demographic (see Compton

p61-67)

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Strategy Development:
Criteria Affecting Choice of Sources

 Quantity of labour
 Quality of labour
 Availability of sources
 Past or promised experiences
 Budget constraints
 Contractual obligations
 “Headhunters”

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Transition to Selection
 Involves making applicants aware of
 Next steps in hiring process
 Selection methods used and instructions
 Expectations and requirements

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Outsourcing
 Responsibility for recruitment and some aspects
of selection to Skilled Agencies (but quality an
issue… essentially self regulated )
 Using established networks (Job Network etc.)

 Cost and Time considerations

 Essential to select and brief the Agency carefully

and comprehensively(organisation’s needs,job
requirements…

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Executive Search (Headhunting)

 Specific,targeted search
 Expensive & time-consuming

 Includes detailed Intelligence

(background,family,rivals,peers etc.
 Will involve ‘headhunter’ being very proactive

 Target usually working & often reluctant,

Job/Organisation needs to be “sold”
 See Compton p.74-76 for details of Phases )

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Conclusion
 “…One size…does not fit all…”
 Choice of method involves a range of dynamic
factors e.g. labour markets, population
demographics,accurateknowledge of
industry/profession, key player contacts…

 As a current example
 See campaign for Defence Forces

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