Chapter 06 dessler 12-ce_ppt_ch06

Chapter 6: Recruitment

Recruitment | 6-1

Copyright © 2014 Pearson Canada Inc. All rights reserved.

Dessler, Chhinzer, Cole
Human Resources
Management in Canada
Canadian Twelfth Edition

Learning Outcomes

• EXPLAIN the recruitment process.
• ANALYZE the role of job posting, human
resources records, and skills inventories in
recruiting from within.
Recruitment | 6-2


• DEFINE recruitment and DISCUSS the
increasing use of employer branding.

Learning Outcomes
• IDENTIFY at least ten methods used for external
recruiting.

• DISCUSS strategies for recruiting a more diverse
workforce.

• EXPLAIN the importance of application forms.
Recruitment | 6-3


• EXPLAIN two strategies used to recruit nonpermanent staff.

“The process of searching out and attracting
qualified job applicants, which begins with the
identification of a position that requires
staffing and is completed when résumés
and/or completed application forms are
received from an adequate number of
applicants”
Recruiter
• A specialist in recruitment, whose job it is to
find and attract capable candidates
Recruitment | 6-4


Recruitment

• the image of an organization based on the
benefits of being employed by that
organization
• includes experiences a candidate goes
through during the recruitment process,
including:
• experience when they go to the company’s website
• acknowledgement thanking candidate who sends in
a résumé
• initial greeting by the receptionist
• ability of the interviewer to articulate organization’s
values and culture
Recruitment | 6-5


Employer Branding

• define the target audience, where to find
them, and what they want from an
employer.
• develop the employee value proposition,
and the reasons why the organization is a
more attractive employer.
• communicate the brand by incorporating
the value proposition into all recruitment
efforts.
Recruitment | 6-6


Employer Branding: Three Steps

reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

The Recruitment Process

Recruitment | 6-7

Developing and Using
Application Forms
• most firms use a standard application form:
• facilitates comparison of candidates

• may be used as a sample of the candidate’s own
work
• includes a written authorization for reference
checking
• includes acknowledge that the information provided
is true and accurate
• many application forms include an optional section
regarding designated group member status
Recruitment | 6-8


• information that the company requires is specifically
requested

reserved.

Optional Section
Designated Group

Recruitment | 6-9

continued

reserved.

Optional Section
Designated Group

continued

Recruitment | 6-10

continued

Recruitment | 6-11
reserved.

Optional Section
Designated Group

reserved.

Optional Section
Designated Group

Recruitment | 6-12

Application Types
• biographical data predictive of job success is
scored
• includes background, experiences,
preferences
Online Applications

• reduce risk of lost applications
• increase exposure level of job ad
• may reduce biases based on face-to face
meetings
Recruitment | 6-13


Biographical Information Blank (BIB)

reserved.

Online Application Form

Recruitment | 6-14

• rewarding competence enhances
commitment, morale and performance
• insiders may be more committed to goals
and less likely to leave
• managers have longer-term perspective
when making business decisions
• more accurate assessment of candidate’s
skills and performance level
• require less orientation
Recruitment | 6-15


Recruiting From Within: Advantages

• discontent of unsuccessful candidates
• time consuming to post and interview all
candidates if one is already preferred
• employee dissatisfaction with insider as
new boss
• possibility of “inbreeding”

Recruitment | 6-16


Recruiting From Within:
Disadvantages

Internal Recruitment Methods

Human Resources Records
• review of information on existing employees to
identify candidates for openings
Skills Inventories
• review of qualification, interest skills of existing
employees
Recruitment | 6-17


Job Posting
• notifying current employees about vacant
positions

continued

Recruitment | 6-18
reserved.

Internal Job Posting

reserved.


Recruitment | 6-19

reserved.

Advantages and Disadvantages

Recruitment | 6-20

Recruiting from Outside:
Advantages
• a larger pool of qualified candidates
• acquisition of new skills, knowledge, and
ideas

• elimination of employee rivalry and
competition for transfers and promotions
• hiring individuals who already have
necessary skills reduces training costs
Recruitment | 6-21


• availability of a more diverse applicant pool

Planning External Recruitment
Considerations:

• yield ratios - percentage of applicants that
proceed to next stage of selection
• time lapse data - time from start of
recruitment to new employee starting work

Recruitment | 6-22


• type of job affects recruitment method
chosen

reserved.

Yield Ratio

Recruitment | 6-23

External Recruitment Methods
• former employees

• Human Resources and
Skills Development
Canada (HRSDC)

• educational institutions

• executive search firms

• open houses, job fairs

• private employment
agencies

• professional and trade
associations

• walk-ins and write-ins

• labour organizations

• online networking sites

• military personnel

• print advertising

• online recruiting
Recruitment | 6-24


• employee referrals

reserved.

Successful External
Recruitment

Recruitment | 6-25

Guide for External Recruitment
Ads (AIDA)
The ad should:
• attract attention

• create desire for the job
• instigate action

Recruitment | 6-26


• develop interest

Recruiting Non-Permanent Staff
Temporary Help Agencies

• benefits:
• cost less than permanent employees
• immediate replacement of an unsuitable temporary
worker
• workers are often highly motivated

Recruitment | 6-27


• provide relief for employees who are ill, on
vacation, taking a leave of absence, etc.

Recruiting Non-Permanent Staff
Contract Workers

• work directly for the employer
• benefits:
• coverage for seasonal or unplanned peaks in
business
• specialized work or projects

• reduced layoffs during downturns

Recruitment | 6-28


• specific type of work or period of time

Recruiting a More
Diverse Workforce
Attracting Older Workers

• Typically have high job satisfaction,
strong sense of loyalty and work ethic,
good people skills
• Considerations:
• remove stereotypical attitudes

• develop flexible work arrangements

Recruitment | 6-29


• Workers at or beyond retirement age

Recruiting a More
Diverse Workforce
Attracting Younger Employees

• High energy, enthusiasm, physical strength
• provide independence and work-life balance

• give variety of experiences

Recruitment | 6-30


• Consider:

Recruiting a More
Diverse Workforce
Recruiting Designated Group Members

• Assists in goal of employment equity
•

alternative publications for recruitment

• liaise with agencies assisting designated groups

Recruitment | 6-31


• Consider:

Chapter 06 dessler 12-ce_ppt_ch06

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