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McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All Rights Reserved.

STUDY BLOCKInstructor: Edmond Grady

HRM and Recruiting

5-2

What Do I Need to Know? (continued)

1. Describe recruitment policies organizations

use to make job vacancies more attractive.

2. List and compare sources of job applicants.

3. Describe the recruiter’s role in the

recruitment process, including limits and

opportunities.

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Recruiting Human Resources

• The role of human resource recruitment is to

build a supply of potential new hires that the

organization can draw on if the need arises.

• Recruiting: any activity carried on by the

organization with the primary purpose of

identifying and attracting potential

employees.

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Figure 5.2: Three Aspects of Recruiting

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Personnel

Policies

Internal versus

external recruiting

Lead-the-market pay

strategies

Employment-at-will

policies

Image advertising

Several personnel

policies are

especially relevant

to recruitment:

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• Image advertising, such

as in this campaign to

recruit nurses, promotes

a whole profession or

organization as opposed

to a specific job opening.

• This ad is designed to

create a positive

impression of the

profession, which is now

facing a shortage of

workers.

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Recruitment Sources: Internal Sources

• Job Posting: the process of communicating

information about a job vacancy:

– On company bulletin boards

– In employee publications

– On corporate intranets

– Anywhere else the organization communicates

with employees

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Advantages of Internal Sources

1. It generates applicants who are well known to

the organization.

2. These applicants are relatively knowledgeable

about the organization’s vacancies, which

minimizes the possibility of unrealistic job

expectations.

3. Filling vacancies through internal recruiting is

generally cheaper and faster than looking

outside the organization.

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One in Three Positions Are

Filled with Insiders

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Recruitment Sources: External Sources

Direct applicants

Referrals

Advertisements in

newspapers and

magazines

Electronic recruiting

Public employment

agencies

Private employment

agencies

Colleges and

universities

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Figure 5.3: External Recruiting Sources –Percentage of Employees Hired

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Evaluating the Quality of a Source

Yield Ratios

• A ratio that expresses the

percentage of applicants who

successfully move from one

stage of the recruitment and

selection process to the next.

• By comparing the yield ratios of

different recruitment sources,

we can determine which source

is the best or most efficient for

the type of vacancy.

Cost Per Hire

• Find the cost of using a

particular recruitment source

for a particular type of vacancy.

• Divide that cost by the number

of people hired to fill that type

of vacancy.

• A low cost per hire means that

the recruitment source is

efficient.

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Table 5.3:Results of a Hypothetical Recruiting Effort

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Your Experience

• In your last job search, what was your

experience with a recruiter or other point of

contact before you were offered the job?

A. Lousy, I didn’t take the job

B. Lousy, but I took the job anyway

C. Great, but I didn’t take the job

D. Great, I took the job

E. The experience wasn’t memorable.

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Recruiter Traits and Behaviors

Characteristics of the Recruiter

Behavior of the Recruiter

Enhancing the Recruiter’s Impact

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Recruiter Characteristics and Behavior

True = A False = B

• Applicants respond more positively when the recruiter

is an HR specialist than line managers or incumbents.

• Applicants respond positively to recruiters whom are

warm and informative

• Personnel policies are more important than the

recruiter when deciding whether or not to take a job.

• Realistic job previews should highlight the positive

characteristics of the job rather than the negative.

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Figure 5.4:Recruits Who Were Offended by Recruiters

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Enhancing the Recruiter’s Impact

• Recruiters should provide timely feedback.

• Recruiters should avoid offensive behavior.

• They should avoid behaving in ways that might

convey the wrong impression about the

organization.

• The organization can recruit with teams rather

than individual recruiters.

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Recruiting Exercise (1 of 2)

• You are the regional HR director of the

restaurant chain (e.g., Ruby Tuesday’s or TGI

Fridays) and responsible for recruiting all staff

for the restaurants in your region.

• One of the stores in your region needs to hire

servers.

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Recruiting Exercise (2 of 2)

1. What knowledge, skills, and abilities are

required for the positions you are recruiting?

2. Will your sources of applicants be internal,

external, or both? Explain.

3. What recruiting strategies will you use?

4. What metrics will you use to measure your

success?

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Summary

• Internal recruiting generally makes job vacancies

more attractive because candidates see

opportunities for growth and advancement.

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Summary (continued)

• Lead-the-market pay strategies make jobs

economically desirable.

• Internal sources are usually not sufficient for all of an

organization’s labor needs.

• Through their behavior and other characteristics,

recruiters influence the nature of the job vacancy

and the kinds of applicants generated.

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Reference

• fundamentals of

Human Resource

Management 4th edition

by R.A. Noe, J.R. Hollenbeck, B. Gerhart,

and P.M. Wright