R&S Chapter 6 Recruitment The First Step In The Selection Process PDF

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R&S CHAPTER 6 RECRUITMENT: THE FIRST STEP IN THE SELECTION PROCESS Learning Outcomes • After reading this chapter, you should be able to: – discuss recruitment as part of an organization’s strategic planning; – recognize the link between recruitment and selection; – describe how the characteristics of the job and organization are influential in attracting job applicants; – explain the role that accurate expectations play in developing a fit between a person and an organization; – identify the internal and external factors that influence an organization’s recruitment strategy; – design and implement a recruitment action plan; – identify the different methods used to recruit internal and external job applicants; – recognize the increasingly important role played by the Internet and social media in recruiting; – discuss why a realistic job preview may benefit both the job seeker and the organization; and – discuss the need to evaluate the effectiveness of different recruitment methods. The Role of Recruitment • Recruitment – the generation of an applicant pool for a position or job in order to provide the required number of qualified candidates for a subsequent selection or promotion process • Applicant pool – the set of potential candidates who may be interested in, and who are likely to apply for, a specific job Strategic Recruitment

Figure 6.1 presents a simplified view of the HRM system, which serves as the framework for the discussion of recruitment issues. In this model, recruitment is an outcome of HR planning.

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Decision to recruit is based on – internal and external factors affecting the organization – an organization analysis based on those factors – job analysis that identifies worker behaviours and characteristics to aid in selecting candidates who are qualified for the position – forecasts about the supply of labour with the requirements to fill vacant positions

External Factors •

External factors – global competition – technological advances – changing work force demographics – economic environment • the labour market – laws and regulations

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Labour markets and recruiting – Part-time labour markets – Outsourcing • contracting with an outside agent to take over specified HR functions

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Legal environment

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Systemic discrimination – refers to the intentional or unintentional exclusion, through recruiting, selection, or other personnel practices or policies, of members of groups that are protected under human rights legislation

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Diversity recruitment – Employment equity legislation seeks to eliminate discrimination in the workplace for women, visible minorities, Aboriginal peoples, and people with disabilities.

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Legal environment: Any organizational recruitment program must comply with the legal and regulatory requirements that apply to its operation.

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Systemic discrimination: In employment, this refers to the intentional or unintentional exclusion of members of groups that are protected under human rights legislation through recruiting, selection, or other personnel practices or policies.

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Diversity recruitment: Many organizations are dealing with employment equity issues to eliminate discrimination in the workplace for women, visible minorities, Aboriginal peoples, and people with disabilities. Diversity makes good business sense.

Internal Factors •

Internal factors – business strategy • major impact on recruitment strategy • must be linked to business plan – job level and type

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Business strategy/plan: An organization’s business plan addresses those aspects of the external environment that affect how the organization does business. An organization’s business plan also influences the degree to which the organization fills vacancies with internal or external applicants. It is common to bring someone in from the outside to fill an entry level position.

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Job level and type: Both the type of occupation and the nature of the industry in which it is involved may influence an organization’s recruiting strategy.

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Recruiting strategy and organizational goals: Different organizational goals lead to different recruitment strategies. One must decide whether to concentrate recruiting efforts on internal or on external candidates.

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Describing the job: This refers to the duties and responsibilities and skills required for the job.

Organizational Analysis • •

Organizational analysis is an important step in the recruitment and selection process. HR specialists consider the design and structure, functions and processes, and strategies and missions of organizations to highlight areas of strength and weakness useful to human resources planning.

Job Analysis and Human Resources Planning •

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Job analysis – description of the job and worker requirements – an important piece of information that both recruiters and job candidates rely on throughout the recruiting process Human resources planning – the process of anticipating and providing for the movement of employees into, within, and out of an organization

Recruitment Action Plan •

An action plan is formed based on the answers to certain questions, for example: – Based on our business plan, how many positions will we need to staff? – Based on the job analysis, what is the nature of the position that must be filled? – Based on the job analysis, what qualifications must job candidates possess? – Based on the labour market, is there an available supply of qualified external candidates?

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Timing of recruitment initiatives: Recruiting occurs in response to need; an employee

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leaves for one reason or another and, if the position is retained, must be replaced through either internal or external hiring. A pattern occurs in large organizations that recruit from college/university graduates. The timing of the recruiting process can extend over a considerable period of time.

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Locating and targeting the applicant pool: This refers to targeting recruiting efforts on a specific pool of job applicants who have the appropriate knowledge, skills, abilities, and competencies in order to perform the job. This applicant pool may be concentrated in one geographic area or spread throughout the country.

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Attracting the target applicant pool’s attention

Recruitment and Selection Notebook 6.2 illustrates that in order to remain competitive, the organization must synchronize its recruiting to when the best candidates are likely to be available. This means that the HR team must have a good working knowledge of the labour market and an effective recruitment and staffing plan.

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Elements of a recruitment and staffing action plan 1. Develop a recruitment strategy. 2. Develop the applicant pool. 3. Screen the applicant pool. 4. Conduct a review of job applicants. 5. Evaluate the recruiting effort.

Recruitment Sources: Internal Candidates

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Traditional recruitment sources – internal candidates – internal job postings – succession plans/replacement charts – Human Resources Information Systems (HRIS) – nominations

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Internal candidates: These provide the organization with a known source of labour.

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Internal job postings: Internal candidates provide the organization with a known source of labour. Internal applicants are likely to have more realistic expectations about the job or organization and to have more job satisfaction and organizational commitment.

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Succession plans/replacement charts: Organizations expect that vacancies will occur through death, illness, retirement, resignation, or termination. As part of the HR planning function, organizations develop a succession plan for filling vacancies with existing employees. Replacement charts list each job with respect to its position in the organizational structure. The replacement chart lists the incumbent for the position and the likely internal replacements for the incumbent. The chart includes information on the present job performance of each potential successor.

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Human Resources Information Systems (HRIS): These systems involve the creation of a comprehensive, computerized database that contains the job analysis information on each position, including information on the required KSAOs.

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Nominations: Nominations occur when someone who knows about a vacancy nominates another employee to fill it. In most cases, supervisors nominate one or more of their employees for a vacant position.

Recruitment Sources: External Candidates •

Job advertisements – newspapers – professional periodicals journals – radio and television – public displays

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trade

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direct mail open houses job fairs employee referral networking

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Walk-ins

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Employment agencies – Service Canada centres – private employment agencies – executive search firms – in-house recruiters – temporary help agencies

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Educational institutions – sources of entry-level technical, professional, and managerial employees – placement services provided in the educational institutions – well-established campus recruiting programs created by organizations

E-Recruiting: Use of the Internet and Social Networks •

Internet recruiting

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the use of the Internet to match candidates to jobs through electronic databases that store information on jobs and job candidates Social network recruiting – the use of Internet sites that allow users to post a profile with a certain amount of information that is visible to the public Advantages of Internet recruiting: The company can reach a potentially limitless talent pool at minimal cost and beyond its normal geographical location; the company can provide more information about the position to job seekers than does a typical print ad; companies can provide up-to-date information on their corporate image; new jobs can be posted as the need arises; it speeds up the recruiting process; and it provides more opportunities for smaller firms. Disadvantages to Internet recruiting: It can result in large volume of applications/résumés; time consuming to screen; not all companies want applicants to complete a standardized online résumé.

Social Network Recruiting

Comparison of Recruitment Methods

Table 6.1 summarizes the advantages and disadvantages of different recruitment methods. Internal recruitment has the advantage of dealing with known quantities. Furthermore, internal job applicants already have realistic expectations of life in the organization.

Attracting Job Applicants

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Self-selecting out – occurs during the recruitment and selection process when candidates form the opinion that they do not want to work in the organization for which they are being recruited

The Organizational Context •

Interests and values – an individual’s likes and dislikes and the importance or priorities attached to those likes and dislikes

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Job search – the strategies, techniques, and practices an individual uses in looking for a job

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Individuals become job applicants after forming an opinion on the desirability of working in a particular job within a specific organization. Organizational characteristics such as location, size of the enterprise, and type of industry may steer individuals away from applying for jobs no matter how attractive the job or how qualified they are to do it. Jobs providing autonomy, decision-making authority, and opportunities for self-development win out over those that lack these attributes. Organizations that offer special accommodations and flexible work arrangements gain competitive advantages in recruiting.

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Corporate Image and Applicant Attraction • • • •

The reputation of an organization is an important concern to job applicants. The corporate image predicts the likelihood of interest on the part of a job seeker. familiarity with the company competitive compensation package

Image Advertising •

advertising designed to raise an organization’s profile in a positive manner in order to attract job seekers’ interest

Guidelines for Effective Recruiting

Recruitment and Selection Notebook 6.4 provides a few guidelines for organizational recruiting.

The Person–Organization Fit •

Person–job fit – when a job candidate has the knowledge, skills, abilities, or other attributes and competencies required for the job in question

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Person–organization fit – when a job candidate fits the organization’s values and culture and has the contextual attributes desired by the organization

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An applicant’s résumé plays an important role in determining whether the applicant will proceed to the next stage of the hiring process. Organizational recruiters use the content of job applicants’ résumés to make inferences about the suitability of applicants. Both the perception of person–job fit and of person–organization fit predict whether the company will make a job offer.

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Communication and Perception • • •

If the perceptions are positive, a job offer is made and accepted. If the perceptions of one do not match those of the other, a job offer is either not made or, if made, not accepted. Perceptions are based on communication.

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Inaccurate, incomplete, or distorted information leads to misperceptions and inaccurate decisions.

Figure 6.4 presents the possible outcomes from this process. In all cases, there is a possibility that the perceptions formed by the candidates and/or the organization are wrong. Candidates, particularly, may develop overly positive perceptions of the organization.

Realistic Job Previews •

Realistic job previews (RJPs) – a procedure designed to reduce turnover and increase satisfaction among newcomers to an organization by providing job candidates with accurate information about the job and the organization

Evaluating Recruiting Efforts

Recruitment and Selection Today 6.7 illustrates that there are many different criterion measures that can be used to evaluate recruiting efforts. These criteria can be grouped into three broad categories: behavioural measures, performance measures, and attitudinal measures.

Chapter Summary • • • • • • •

Recruitment is the first step in the hiring or staffing process. Recruitment needs to attract qualified job applicants and must take into account the strategies that job seekers use. HR planners must consider both the internal and external constraints. HR professionals must know the effectiveness of different recruitment methods and build them in to their recruitment strategy plans in order to evaluate the recruiting outcomes. HR professionals must obtain appropriate methods for contacting the target applicant pool. Recruitment strategies must contain an action plan. Recruitment campaigns are based on the principle of improving the fit

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improve HR dept.

Human resource analytics – the rise of big data  

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Several terms - Human resource analytics, human capital analytics, people analytics, workforce analytics HR or human capital analytics is primarily a communication device. It brings together data from disparate sources such as surveys, records, operations to paint a cohesive actionable picture of current conditions & likely futures. It is an evidenced based approach to making better decisions. It is a data-driven approach to delivering information & insights about the workforce & its impact on business results. Starts with a talent management business question or goal & then integrates disparate data sources together to create prediction for the future which can then be used to outline businesses’ actions with measurable results (People Analytics)

What will you do with the data?    

Describe Explain Predict Optimize

HR Competency Model

(Yeung, Brockbank, Ulrich, 1994 HRP, V 17, #3)

HR: management - Proactive not reactive/Building Partnerships/Working with the org to build competitive advantage through optimizing our “human resources”...