Recruitment
Learning Goals
• 11-1: Describe the recruitment process as
a talent supply chain.
• 11-2: Explain the three sequential stages
of recruitment and key activities that affect
each one.
• 11-3: Identify fundamental questions to
address when planning for recruitment.
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Learning Goals
• 11-4: Discuss the pros and cons of hiring
internally versus externally
• 11-5: Explain why a positive organizational
image and employer brand help attract
candidates.
• 11-6: Know the fundamental questions
about internal recruitment that all
organizations need to address.
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Learning Goals
• 11-7: Craft a strategy for increasing the
diversity of an organization’s workforce.
• 11-8: Identify situations in which realistic
job previews will and will not work well.
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Recruitment
• Attraction
– Generating and inducing interest among
suitable applicants for potential employment
opportunities
• Sourcing
– Generating a pool of applicants
5
Recruitment
• Assess
– Evaluation of knowledge, skills, and abilities,
and other characteristics to perform a job
• Employ
– Moving desired candidate into employment
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Recruitment
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Recruitment
• Three sequential stages of recruitment:
– Generating pool of viable candidates
– Maintaining status (or interest) of viable
candidates
– “Getting to yes” after making a job offer
(postoffer closure)
8
Recruitment Planning
• HR needs
• Time frame
• Whom to recruit
• When to begin recruiting
• What message to communicate to
potential job applicants
• Whom to use as recruiters
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Recruitment Planning
• Internal recruitment
– Less transition time moving into new jobs
– Greater likelihood of filling position
successfully
– Generally cheaper than filling from outside
– Positive impact on motivation levels of other
employees
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Recruitment Planning
• External recruitment
– Yield ratios
• Ratios of leads to invites, invites to interviews,
interviews to offers, and offers to hires obtained
over specified time period
– Time-lapse data
• Provide average intervals between events
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Recruitment Planning
• External recruitment
– New ideas
– Facilitates expansion
– Fills jobs where internal talent is not available
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Recruitment Planning
• Positive organizational image or reputation
– People seek to associate themselves with
organizations that enhance their self-esteem
– May signal an organization likely to provide
other desirable attributes
– May make applicants more receptive to
whatever information an organization provides
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Recruitment Planning
• Staffing requirements and cost analyses
– International Organization for Standardization
cost-per-hire (CPH) international standard
• Ratio of total dollars expended (external and
internal costs) to total number of hires in specified
time period
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Operations
• How does the organization create a talent
pool?
• How does the organization attract
candidates for promotion?
• How does the system choose candidates?
15
Operations
• How does the organization make offers to
land candidates?
• How does the organization bring new
employees on board?
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Operations
• External sources for recruiting applicants
– Advertising
– Employment agencies
– Educational institutions
– Professional organizations
– Military
– Labor unions
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Operations
• External sources for recruiting applicants
– Career fairs
– Outplacement firms
– Direct application
– Intracompany transfers and company retirees
– Employee referrals
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Operations
• Recruiting for diversity
– Determine needs, goals, target populations
– Emphasize availability of training and career-
development programs
– Emphasize presence of diverse upper
management and diverse workforce
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Operations
• Recruiting for diversity
– Train managers to value diversity in the
workplace
– Develop procedures for monitoring and follow-
up
– Create a consistent corporate image that will
support recruiting efforts across the board
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Operations
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Job Search From the Applicant’s
Perspective
• The Internet has:
– Increased richness of information
– Increased customization of information
– Changed from pushing information to job
seekers to candidates pulling information
– Decentralized recruitment function
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Job Search From the Applicant’s
Perspective
• Networking crucially important
• Organizations with positive image able to
attract more and better applicants
• Employer branding targeted at current and
prospective employee
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Job Search From the Applicant’s
Perspective
• Realistic job previews work best when:
– Few applicants actually hired
– Used with entry-level positions
– Unemployment is low
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Evidence-Based Implications for
Practice (4 of 4)
• Finally, provide a realistic job preview to
candidates. Ensure that it enhances overly
pessimistic expectations and reduces
overly optimistic expectations about the
work. Convey realistic information about
an organization’s culture.
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