MGTO 231 Human Resources Management

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MGTO 231Human Resources Management

• Recruitment
• Dr. Kin Fai Ellick WONG

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Questions for you

• Sometimes, someone uses recruitment, while
  others use selection. Are the two concepts
  identical? If not, What are their differences?
• What are the major goals an HR manager wants to
  achieve in recruitment (not in selection)?

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Outline
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Recruitment processes

1. Business strategies formation
2. Job analysis Job opening
3. Recruitment
4. Selection
5. Socialization

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Recruitment processes

1. Business strategies formation
2. Job analysis Job opening
3. Recruitment
4. Selection
5. Socialization

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Example 1Internet business

• Broadway, CitiCall, SaSa, Angel
• Business strategies
• Expanding, high investment, aggressive
• HR planning
• External recruitment, high compensation, new
  opening, limited training and development

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Example 2Public sectors

• e.g., Housing Authority (???)
• Business strategies
• Defender, maintaining current status
• HR planning
• Internal recruitment, compensation at a market
  level, less new opening, more training and
  development

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Recruitment processes

1. Business strategies formation
2. Job analysis Job opening
3. Recruitment
4. Selection
5. Socialization

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From job analysis

• We know the tasks, duties, and responsibilities
  of a job
• Java script, C, team-work oriented, etc.
• Recruitment
• Select a pool of candidates, job opening
• Selection
• Ability test, interview, job offering or not

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Recruitment processes

1. Business strategies formation
2. Job analysis Job opening
3. Recruitment
4. Selection
5. Socialization

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Recruitment

• The process of generating a pool of qualified
  candidates for a particular job
• Job analysis, description and recruitment
• Two dimensions are particularly important
• Ability (cognitive ability)
• Motivation (personality, or context dependent)

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Recruitment ad

• Job title (general description of job)
• May have implications about the organization
  culture or the job nature

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Example 1

• In a boutique
• Sales vs. Customer-needs Manager
• Sales creates an impression of selling
• Customer-needs Manager creates a better feeling

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Example 2

• An insurance firm
• Insurance Agent vs. Financial Analyst
• Insurance Agent creates an impression of ..
• Financial Analyst may be seen as more
  professional

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Example 3

• A sales department
• Sales vs. Marketing Executive vs. Account Manager
• Account Manager
• For customers creating a more professional image
  
• For employees creating a more superior title,
  making the job more attractive

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• Job description (job content)
• Remember the job description you have made
• The major contents are highly similar
• Tasks, duties, and responsibilities
• Job specification (requirements)
• Educational level and background
• Any professional qualification?
• Any specific skills, e.g., Mandarin, 100 wpm

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• How to apply (prompt actions)
• Other requirements (e.g. organizational culture)
• Christians?
• Salaries and benefits (may or may not be included)

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Examples

• Positions at CUHK
• http//perntc.per.cuhk.edu.hk/personnel/jobvacancy
  .asp?category2
• Positions at HKUST
• https//www.ab.ust.hk/po/vac.html

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Outline
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External vs. internal

• Both have benefits and drawbacks
• External recruitment
• Fresh perspectives and different approaches,
  bring new processes or technology
• May not be fully supported by the subordinates
  (for senior positions), need time to adapt new
  environment and learning, problem of justice

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Recruitment (external forces)

• Print advertisements
• Internet advertisements
• Career sites
• Employment agencies
• Labour department
• College recruiting
• Customers

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• Internal recruitment
• Promotion or transfer
• Less costly, a kind of reinforcement that
  increases job motivation, promoted persons are
  familiar with the culture and duties
• Lack of innovation, undercut the authority

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Recruitment (internal forces)

• Current employees
• Creating another job opening
• Referrals from current employees
• Former employees
• Internship

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Outline
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Different evaluation methods

• By assessing how long employees recruited from
  different sources stay with the company
• How well the applicants know about the job
• Current employees, referrals, and former
  employees
• A realistic job preview is important !!!
• ???? stewardess

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• By assessing the costs and benefits of different
  sources
• No. of applicants, offers given, and acceptance
  of each source
• Total cost of each source
• Turnover rate of each source
• Performance of each source

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Recruiting Yield Pyramid
New hires

• Offers made (2 1)

Candidates Interviewed (3 2)
Candidates Invited (4 3)
Leads generated (6 1)
Source Human Resource Management, 10th Edition,
p.162
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Yield ratio

• Applied to screened 61
• Screened to interviewed 43
• Interviewed to offered 32
• Offered to accepted 21
• Overall yield ratio
• 1446 or 241 or 120050

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• How many will be hired in a pool of 300
  applicants? Is this pool size enough if there are
  three vacancies?
• Different sources may have different yield ratios

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Exercise

• According to the data sheet I gave you, what
  recommendations will you give to HR manager in
  order to improve the quality of recruitment (i.e.
  recruit more qualified candidates by lower
  costs)?