5-1McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.

fundamentals of

Human Resource Management 3rd editionby R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright

CHAPTER 5Planning For and Recruiting

Human Resources

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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 PoliciesSeveral 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 AreFilled with Insiders

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Recruitment Sources: External Sources

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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 jobB. Lousy, but I took the job anywayC. Great, but I didn’t take the jobD. Great, I took the jobE. The experience wasn’t memorable.

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Recruiter Traits and Behaviors

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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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Summary

• The first step in human resource planning is personnel forecasting. Through trend analysis and good judgment, the planner tries to determine the supply and demand for various human resources.

• The next step is to determine the labor demand for workers in various job categories. Analysis of a transitional matrix can help the planner identify which job categories can be filled internally and where high turnover is likely.

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Summary (continued)

• To reduce a surplus, downsizing, pay reductions, and demotions deliver fast results but at a high cost in human suffering that may hurt surviving employees’ motivation and future recruiting.

• To avoid a labor shortage, requiring overtime is the easiest and fastest strategy.

• 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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Orientation

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Benefits of Orientation

• Welcome new employee• Provides essential information • Helps you get to know the employee and

assess training needs• Create a Positive 1st Impression• Reduce turnover

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Your Leadership Role

• Have an orientation plan

• Coordinate with Human Resources

• Oversee orientation process

• Evaluate progress of new employee

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Before First Day

• Make staff aware of new employee

• Designate a workstation• Plan and schedule

orientation activities • Gather necessary

information and paperwork

• Select an assistant

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The First Day

• Welcome the new employee• Introduce employee to co-workers and

workplace• Complete paperwork• Have employee attend HR orientation session.

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Week 2 – Week 4

• Review first week• Answer questions or concerns• Make sure benefits have been set up• Complete Department Orientation checklist

and send to HR• Discuss goals for review period

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What does HR cover?

• Online training requirements

• Safety and Security• Review of Becoming a

Bear booklet• Compensation system• How to access pay stubs• Ensure employee has

follow up Benefits appt.

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Overview of Supervisor checklist

• Attendance• Equipment/Property use• Professionalism• Personal concerns• Job expectations• Department Functions• Training

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Key Points to Remember

• Orientation provides information new employees need to get off to a good start

• Orientation has a direct impact on future productivity, performance, and job satisfaction

• You play a key role in the success of the orientation process