Management 4320 HR: Recruitment

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Management 4320HR Recruitment Selection

• C2. Recruiting Sources
• C3. Electronic Recruiting
• Week 6
• Dr. B. Wayne Rockmore

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Key Recruiting Issues

• Attracting a pool of qualified applicants in a
  stated timeframe
• Recruitment Source
• Internal
• External
• Recruitment Method

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Factors Affecting Recruitment Strategy Issues

• Organizations Business Strategy
• General Economic Conditions (Ability to Pay)
• Specific Labor Market (Supply) Conditions
• Competition for (Critical Skills) Labor (Demand)
• Government Regulations Employment Law
• Organizational Culture
• Career Development Opportunity
• Compensation (Pay and Benefits)
• Job Design KSA Requirements
• Time/Cost Constraints

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Fair Labor Standards Act 1938 (FLSA)
Key Issue for Recruiting

• Minimum wage
• Federal minimum wage is 5.85 as of July 24,
  2007.
• Will increase to 6.55/hour on July 24, 2008 and
  7.25 on July 24, 2009.
• State of Floridas minimum wage is 6.79 (as
  1/1/2008)
• Hours of work
• Overtime pay (bonuses, premiums, commissions)
• Employee status
• Exempt
• Nonexempt
• Child labor (Recruiting Youth,
• Equal Pay Provision

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Non-Exempt and ExemptStatus Under FLSA

• Non-exempt employees are included in FLSA
  regulations and have full protection of law
• Exempt employees are excluded from FLSA minimum
  wage and overtime provisions
• Four classifications of Exempt employees
• Executives
• Professionals
• Administrative employees
• Outside Sales

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Key Recruiting Policy Issues

• Attracting a Qualified Applicant Pool
• Internal Recruitment
• Internal Sources
• Promotion
• Transfers
• Job Reassignment (may be a demotion)
• Re-employment (former employees)
• Internal Methods
• Job Postings
• Data Banks/Skill Inventories/Replacement Charts
• Supervisor Recommendations

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Advantages Disadvantagesof Internal Recruitment

• ADVANTAGES
• Motivational, morale, and performance enhancement
• Less expensive recruitment cost
• More information to make selection decisions
  more accurate, safer
• Know policies and organization
• Take advantage of past training
• DISADVANTAGES
• Lack of qualified personnel
• Inbreeding
• Political favors
• Ones not selected may be resentful
• Time consuming Crown Prince
• Lack of acceptance by former peers/co-workers

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External Recruitment Sources

• Educational Institutions
• Referrals Employee (be aware of systemic
  discriminatory impact), Clients, Customers
• Competitors (Pirating)
• e-Recruiting
• Job Fairs (Open House)
• Private Employment Agencies
• Professional Trade Journals
• Walk-Ins (and Unsolicited Resumes)
• Public/Non-Profit Employment Agencies
• Newspaper, Radio, Television
• Bumper stickers, Banners, Movie Ads

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e-RecruitingWho is an Applicant?

• When is one considered a valid applicant?
• The company is actively attempting to fill a job
  opening,
• Individual met the employers application
  procedures, and
• The individual has expressed an interest in that
  companys job opening
• When an individual would not be considered a
  valid applicant?
• Posting on open website job boards,
• Mass mailing of e-resume to companies w/o
  indicating a specific job interest,
• general sharing of resumes by applicants by
  companies

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e-Recruiting Key Issues

• Cover Letters (Extremely Valuable by e or paper
  resume)
• Research (send to a specific person concerning a
  specific job)
• It is ones Executive Summary Sell your
  qualifications and value benefit to the
  company)
• Designing an Effective Career Website (Know who
  is your market?)
• Attractive, Appealing, Easy to Use/Navigate
  (Resume Tool Builder)
• Solicit job related information (KSAs and
  attributes)
• Provide company, geographic, community, cultural
  information
• International e-Recruiting (be culturally aware
  and sensitive language/word selection, customs,
  jargon, color)
• e-Recruiting Liabilities (Screening issues
  Employment-at-Will)
• Screening Discrimination (language), ADA,
  varying State laws
• Tracking Applicant flow concern (shear numbers)
• EAW Employers providing too much information

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Advantages Disadvantages of External Recruitment

• ADVANTAGES
• Acquire new skills
• Innovative ideas (new blood)
• Less susceptible to politics
• Less expensive than training your own
• DISADVANTAGES
• Not Accepted by Present Employees
• Time Required for Socialization and Orientation

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The Recruiting Process Stages

• Recruiting Needs Analysis
• Recruiting Program Development
• Implementation of the Recruiting Program
• Recruiting Program Evaluation
• Hawks Criteria (Quantitative )
• Wanous (Qualitative) Framework

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Recruiting Program Evaluation

• Two Approaches
• Hawks Criteria or Yield Ratio (Quantitative )
• Cost Benefit Framework
• Cost Per Recruiting Source, Selection Ratios
• Cost Per Candidate
• Cost Per New Employee Acceptance
• Wanous (Qualitative) Framework
• Evaluates the Fit between selected recruits
  expectations
• (satisfaction) and organizational needs
  (Retention
• Assessment)

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A Contingent Workforce

• Types include a person who works
• Through a temporary help agency
• On an on-call basis
• As independent contractor
• Typical salary arrangements
• Workers in first two categories often earn less
  than workers in traditional arrangements
• Independent contractors often earn more

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Key Issues in ContingentWorkforce Compensation

• Identify ways to deal with equity issues
• View workers as pool of candidatesfor more
  permanent hiringstatus
• Champion idea of boundaryless careers
  (transferable Knowledge/skills)