Chapter 3 RECRUITING EMPLOYEES 1 Prepared by Ly

Chapter 3 RECRUITING EMPLOYEES 1 Prepared by : Ly Sokcheu Updated : 1 st September, 2012

Chapter Objectives After studying this chapter, you should be able to: Define recruiting employees Explain the influencing factors of recruiting Explain how recruiting responsibilities Describe recruitment process Identify sources of recruiting Discuss the advantages and disadvantages of internal and external recruiting 2

I. Definitions of Recruitment • The Process for seeking and attracting job applicants who have KAS (Knowledge, Ability, Skills) and work experienced to fill job vacancies within an Organization. • The process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, and encouraging them to apply for jobs with an organization. • Refers to organizational activities that influence the number and types of applicants who apply for a job and whether the applicants accept jobs that are offered. (John M. Ivancevich, 2001) 3

II. External Environment of Recruiting a) Labor market conditions Domestic labor market: A firm’s recruitment process may be simplified when the unemployment rate in an organization’s labor market is high. Conversely, as unemployment rate drops, recruitment efforts must be increased and new sources explored. 4 Global labor market: The labor market for many professional and technical positions is much broader and truly global.

b) Legal considerations The candidate and employer first make contract during the recruitment process. One survey found that about one-fourth of all discrimination claims resulted from employer’s recruitment and selection actions. EEOC guidelines suggest that companies keep staffing records for a minimum of two years. This information enables a compilation of demographic data –including age, race, and gender and to determine if a company’s hiring practices are discriminatory. 5

c) Corporate image If employees believe that their employers deals with them fairly, the positive word-ofmouth support they provide is of great value to the firm Good reputations earned in this manner may help attract more and better-qualified applicants 6

III. Internal Environment of Recruiting a) Human resource planning 7 • Examining alternative sources of recruits and determining the most productive sources & methods for obtaining them often requires planning time. • After identifying the best alternatives, the managers can make better recruitment decisions.

b) Promotion policies A firm can stress a policy of promotion from within its own ranks are generally filled from outside the organization. Depending on specific circumstances, either approach may have merit. When an organization emphasizes promotion from within, its workers have an incentive to strive for advancement. c) The firm’s knowledge of employees 8 The organization is usually well aware of its employees’ capacities that may be a reliable criterion for promotion.

d) Nepotism It is common for firms to have anti-nepotism policies that discourage the employment of close relatives, especially when related employees would work in the same department, under the same supervisor, or in supervisor-subordinate roles. Still, when the labor market is right, a firm may decide that it makes more sense to keep relatives on board than to lose them to a competitor. 9

IV. Organizational Recruiting Responsibilities In small organization the recruiting process is simplified. • The owner / manager often places the ads, determine the recruiting criteria, and makes the decision. 10

For large organization, the typical recruiting responsibilities: q Manager • • 11 Anticipate need for employees to fill vacancies Determine KSA needed from applicants Assist in recruiting effort with information about the job requirements Review recruit efforts

For large organization, the typical recruiting responsibilities (Cont. ) q Human Resource Unit • • 12 Forecast recruiting need Prepare copy for recruiting ads and campaigns Plans and conducts recruiting efforts Evaluates recruiting activities

RECRUITMENT PROCESS External Environment Internal Environment Human Resource Planning Alternatives to Recruitment Employee Requisition Internal Sources External Sources Internal Methods External Methods Recruited Individuals 13

V. Recruiting process Ø Ø Developing recruiting plans Formulating recruiting strategy Searching job applicants Screening those who are obviously unfit Ø Maintaining job applicant‘s pool Ø Evaluation & control of recruiting process 14

1. Developing Recruiting Plans ! These activities are developed by HR department a) Top managers • Formulate general policies such as spend money to advertise , where to recruit. b) Middle managers (HR managers) 15 • Collect information related to job applicants, formulate strategies to recruit, evaluate recruitment planning.

! These activities are developed by HR department (Cont. ) c) First-Line managers • Submit employee requisitions to HR department. 16 Employee requisitions are formal authorization of line managers to recruit new employees to fill job vacancies in an organization.

2. Formulating recruiting strategies ! Are the ways/methods developed by a company especially HRD to achieve recruitment planning. • Where, When, and How to recruit new employees. ! 17 Entry level positions: • Managerial positions: Top managers, Middle managers, First line managers (Line & Staff departments) • Non managerial positions: Skilled workers, Semi skilled workers, Unskilled workers.

2. Formulating recruiting strategies (Cont. ) ! Attracting job applicants: � An organization must consider what enticements should be used in recruitment planning: • • • 18 Starting high salaries or wages Chance for promotion Overseas training Overseas position Securing people & ensuring that they will remain (Long term employment).

3. Searching Job Applicants ! Internal: ! External: • • 19 Promotion from within Job posting and bidding Recall from lay-off Advertising Universities, faculties Private or government employment agencies Employees referrals

4. Screening those who are obviously unfit q There are many reasons for eliminating job applicants who are obviously unfit because they: • Inadequate educational preparation, degree • Lack of necessary professional certificates • No previous work experience and training… 5. Maintaining job applicant’s pool q Maintaining job applicant’s pool consists of maintaining the potential job applicants who are already evaluated for selection. 20

6. Evaluation and Control of Recruiting Process ! Most organization need to evaluate its recruiting process because they want to know that recruiting process can be improved & reduced the cost. ! Managers must consider the following question: § Are the yield ratios acceptable? if not, can they be improved? 21

6. Evaluation and Control of Recruiting Process (Cont. ) § Are the job advertisements for recruiting effective? § How is the organization's image, & can it entice people to accept employment? § Are the recruiting efforts consistent with the Equal Employment Opportunities and affirmative action goals of the Company? § Are the criteria used for screening job applicants appropriate? 22

VI. Sources of Recruiting 1. Internal Recruiting Sources Ø Most vacant positions in organizations are filled through internal recruitment. Ø It is the process of finding potential internal candidates and encouraging them to apply for and/or be willing to accept organizational jobs that are open. Ø A company can recruit employees within an organization through : 23

1. Internal Recruiting Sources (Cont. ) a) Promotion from within ¬karde. LIgzan³BIkñúgsßab½n¦ Ø Is the internal recruit method used to advertise to the current employees about job openings in management positions by promoting lower level to upper level of management, and non-managerial positions to managerial position. 24

1. Internal Recruiting Sources (Cont. ) b) Job posting and bidding ¬karbi. TRbkasnigkaredjéføkargar¦ Ø Is the internal recruit method that an organization used to inform the current employees about job openings by posting a notice in central locations with a specific period for applying those jobs. 25

1. Internal Recruiting Sources (Cont. ) n Effective Job posting and bidding, managers have to consider the following factors: • Job vacancies should be posted in prominent places. • Job vacancies should be posted at least one week before beginning external recruiting. • Job openings should be included a job specifications. • HR department should notify unsuccessful job bidders. 26

2. External Recruiting Sources Private employment agencies Job advertisement Internship Internet 27 External Recruiting Sources Employee's referrals Public Employment Agencies Direct applications; Walk ins & Write ins

2. External Recruiting Sources (Cont. ) For the most part, organizations recruit from outside only when there no suitable internal candidates for a particular position. External recruit is the process of finding potential external candidates and encouraging them to apply for and/or be willing to accept organizational jobs that are open. 28

2. External Recruiting Sources (Cont. ) An organization can recruit employees from outside through: a. Job advertisement ¬karp. Say. Ba. Ni. C¢kmµkargar¦ Job advertisement method is used to advertise job opening of the organization in order to recruit job applicants to work in the organization through: TV, ratio, newspapers, magazine…. 29

b. Private employment agencies ¬TIPñak; garkargarÉk. Cn¦ Is the places where the organization can contact with & recruit job applicants to fill job vacancies in their organizations through private employment agencies like: PW, Cooper. c. Public Employment Agencies ¬TIPñak; garkargarsa. Far. N³¦ 30 Where the company can contact and recruit job candidate through public employment agencies such as: Ministry of Social Affair, Public Function, …

d. Direct applications; Walk ins & Write ins ¬kardak; Baküs. Mue. FVIkargaredaypÞal; ¦ Human resource department reviews all resumes sent by job applicants to the HR department, when the organization needs more employees, and then invite them to interview & test. e. Employee's referrals ¬Bwgnieya. Cit]e. TsÞnam¦ Organization can recruit new employees through their current employee's referrals / relatives / friends to fill job openings in organization. 31

f. Internship ¬karcu. He. FVIkmµsik. Sa¦ Placement center director of university contact with other organizations to sent students to work over there in a specific period. g. Internet Organization can recruit new employees through internet for filling job openings in organization. 32

VII. Advantages and Disadvantage of Recruitment Sources 1. Advantages of internal recruiting q Recruiting costs are lower q Candidates are already oriented to the organization q Giving opportunities for advancement to candidates or good performance is rewarded q Reliable information is available about candidates 33

2. Disadvantages of internal recruiting § Candidates may have fewer new ideas. § Unsuccessful contenders may become upset. § Candidates' current work may be disrupted. § Expensive training may be necessary. 34

3. Advantages of external recruiting ü Candidates may be a potential source of new ideas. ü Candidates may receive information from competitors. ü Candidates may have broader experience. ü Candidates may have specialties. 35

4. Disadvantages of external recruiting Ø Recruitment process is expensive. Ø Potential internal candidates may be resentful. Ø The new candidates may have a slower start because of the need for orientation to the organization. Ø Probability of mistake is higher, because less reliable information. 36