Recruitment Management

RECRUITMENT MANAGEMENT Recruitment is the process whereby a firm attracts or finds capable individuals to apply for employment. Of course, the objective is to find these applicants at the lowest possible cost. Recruitment involves seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen. Most organizations have recruitment function managed by the human resource department. The magnitude of an organization’s recruitment effort and the methods to be used in that recruiting effort are determined from human resource planning process. And the requirements for the specific jobs to be filled, If the forecasted human resource requirements exceed the net human resource requirements, the organization usually actively recruits new employees. However organizations do have options other than recruiting new employees to accomplish the work. Some of these options include using temporary workers, offering overtime to existing employees, subcontracting the work to another organization, and leasing of employees. In addition recruitment should include seeking and attracting qualified job candidates. Successful recruiting is difficult if the jobs to be filled are vaguely defined. Regardless of whether the job to be filled has been in existence or is newly created, its requirements must be defined as precisely as possible for recruiting to be effective. Job analysis provides information about the nature and requirements of specific job. This process begins when new recruits are sought, and ends when applicants have submitted application forms or resumes. . The result is a pool of job-seekers from which the firms can then the select the most qualified. Smart companies recruit employees they can retain, and retention depends on getting the right people in the right job in the first place. So, while getting large pool applicants is important, getting the right type of applicant is even more important.

CONSTRAINTS ON RECRUITMENT Logically, firms would seek to recruit in a manner that guarantees the greatest number of qualified applicants. However, there are often constraints on the recruitment process which prohibit some methods. Some of these constraints are: 1 Organizational Policies 2 Affirmative-action Programs 3 Recruiter Habits 4 Environmental Conditions 5 Job Requirements 1. Organizational Policies An example of an organizational policy might be a “promote-from-within” policy. Frequently, such policies are encountered in unionized firms where the collective agreement stipulates that job openings must be posted internally prior to seeking applicants from outside the organization. Further, in many unionized environments, policies may restrict the number of part-time employees working for the firm. This is clearly a recruitment constraint insofar as it places limitations on the firm. However, it may well also limit the number of applicants because some very highly qualified applicants may simply prefer part-time employment. Another organizational policy which could, potentially, constrain recruitment efforts is a firm’s compensation policy. For example, a Crown Corporation (in British Columbia) which competes with private sector firms for employees might feel constrained because of public sector, government-imposed, wage controls. In such a case, the wage controls serve to limit the number applicants, who could earn higher wages in the private sector. 2. Affirmative-action Plans Occasionally, firms may adopt affirmative-action policies in an effort to attain a workforce that is more representative of the general. Populace. In efforts to increase workforce diversity, firms may choose to voluntarily hire persons with specific characteristics. More often, such affirmative action policies are mandated by law. 3. Recruiter Habits Recruiter habits may also constitute a recruitment constraint. For example, past successes may lead to habits or preferred tendencies in recruitment. One recruiter, who had played rugby, had had considerable success recruiting other rugby enthusiasts. Whereas he had luckily had this initial success, he went so far as to overtly seek out rugby players in his recruitment (justifying his choices by statements such as: “Rugby players play and work by the spirit of the rules, not the letter of the rules.”). Obviously, rugby skills are not necessarily indicators of job-related success. Such recruiter habits do not constitute good recruitment practices. In the end, such habits may actually perpetuate past mistakes. 4. Environmental Conditions Few organizations function in a vacuum, or a closed system. Organizations are generally subject to changes in their environment. This includes changes in the labor market. The rate of unemployment in an area can have a profound influence on recruitment. High unemployment, or a surplus of labor supply, may result in a larger number of skilled applicants for a particular job than would be the case in times of full employment. Firms can, for example, take advantage of layoffs in related industries, as skilled workers become available. On the other hand, the recruiting activities of competitors can limit the supply of qualified applicants. Spot shortages in certain skills also influence recruitment insofar as such shortages may require the firm to look for less-skilled individuals, and then to compensate for mandated by law. Changes in legislation governing the employment of certain classes of employees can also constrain recruitment activities. If, for example, the degree of qualification necessary to do a particular job is changed by way of legislation, then the firm’s recruitment activities may also need to change. 5. Job Requirements Generally, skilled workers are more difficult to find than unskilled workers. A limited pool of potential applicants causes firms to use different recruiting techniques. Whereas an advertisement placed in a newspaper’s classified section may serve to attract unskilled workers, recruitment of skilled workers may require more sophisticated techniques. JOB ANALYSIS, HUMAN RESOURCE PLANNING AND RECRUITMENT Job analysis gives the nature and recruitments of specific jobs. Human resource planning determines the specific number of jobs to be filled. Recruitment concerns providing a pool of people qualified to fill these vacancies. Questions that are addressed in the recruitment process include: What are the sources of qualified personnel? How are these qualified personnel to be recruited? Who is to be involved in the recruiting process? What inducements does the organization have to attract qualified personnel? The selection process concerns choosing from the pool of qualified candidates the individual or group of individuals most likely to succeed in a given job. EFFECTIVENESS OF RECRUITMENT METHODS Organizational recruitment programs are designed to bring a pool of talent to the organization. From this pool, the organization hopes to select the persons or persons most qualified for the job. An obvious and very important question faced by human resource department is which method of recruitment supplies the best talent pool. Many studies have explored this issue. One study concluded that employee referrals were the most effective recruitment source when compare to newspaper advertisements, private employment agencies and walk in applicants. This study found that turn over rates from employees hired from employee referrals were lower than for employees hired through the other methods. Another study examined the relationship among employee performance, absenteeism, work attitudes and methods of recruitment. This study showed that individuals recruited through a college placement office and to a lesser extent, those recruited through newspaper advertisements were lower in performance (i.e. quality and dependability) than individuals who made contact with the company on their own initiative or through a professional journal or convention advertisement. This study concluded that campus recruiting and newspaper advertising were poorer sources of employees than were journal /convention advertisement and self-initiated contacts. Generally, it seems safe to say that research has not identified a single best source of recruitment. Thus, each organization should take steps to identify its most effective recruitment sources. FOR EXAMPLE: A human resource department could monitor the effectiveness of recent hires in terms of turnover, absenteeism and job performance. It might then contrast the different recruitment sources with respect to employee’s effectiveness and identify which of the specific recruitment sources produces the best employees. WHO DOES THE RECRUITING AND HOW? In most large and middle size organizations, the human resource department is responsible for recruiting. These organizations normally have an employment office within the human resource department. The employment office has recruiters, interviewers and clerical personnel who handle the recruitment activities both at the organization’s offices and elsewhere. The role of personnel in the employment office is crucial. walk-ins/write-ins and respondents to advertising develop an impression of the organization through their contacts with the employment office. If the applicant is treated indifferently or rudely, he or she may develop a lasting negative impression. On the other hand, if the applicant is pleasantly greeted provided with pertinent information about job openings and treated with dignity and respect, he or she may develop a lasting positive impression. Having employees trained in effective communication and inter-personnel skills is essential in the employment office. When recruiting is done away from the organization’s offices, the role of the recruiters is equally critical. Job applicant’s impression about the organizations is significantly influenced by the knowledge and expertise of the recruiter. In small organizations, the recruitment function, in addition to many other responsibilities, is normally handled by one person, frequently the office manager. Also, it is not unusual for line managers in small organizations to recruit and interview job applicants. SOURCES OF QUALIFIED PERSONNEL 1. Internal Recruitment One question firms must address early in the recruitment process is whether or not to recruit internally or externally. As was mention earlier, company policies may mandate internal recruitment. There is nothing inherently better about either internal or external recruitment. However, there are some advantages to internal recruitment. First, internal recruitment may lead to increased morale for employees; the organization is perceived to reward good performance or loyalty. Often, one promotion leads to another vacant position and this chain effect contributes further to increased morale. Another advantage to the firm is that Human Resource data is immediately available for any employee recruited internally. Further, the employee’s work habits are known and previous performance appraisals are on record. Similarly, an internal recruit will be familiar with the firm. This employee will be familiar with the firm’s products, clients, organizational policies, and corporate culture. Therefore, the firm might be able to save money insofar as orientation sessions for such an employee may not be necessary. Whereas the firm saves money by eliminating orientation sessions for employees recruited internally, other training costs may go up. If company policies mandate internal recruitment, then employees promoted from within may not have all the requisite skills required for the job. In such cases, employees will have to be trained for their new jobs. This can be a costly process. It becomes even more costly if the chain-effect of successive internal promotions requires a series of training sessions to be implemented. A succession of internal recruitments may, in fact, result in the Peter Principle (“In a hierarchy every employee tends to rise to his level of incompetence.” — The Peter Principle by Laurence Peter and Raymond Hull, 1969). This can be avoided by initially promoting internal recruits on a temporary basis. Demotions for incompetence can have a demoralizing effect on the organization. To avoid such disappointments, the temporary appointment (“acting manager”) serves to give the internal employee an opportunity to show their worth. However, it also provides the employer with an opportunity to replace that employee with a more qualified individual if necessary. Another unintended negative consequence of internal recruitment might be organizational politics. This may occur when more than one employee aspires to the job vacancy. Those not getting the promotion will be disappointed and may be unwilling to grant the new job-holder the authority required to do the job. Further, the unsuccessful applicants’ coworkers may also resent the successful candidate and demonstrate that resentment through less than satisfactory work output. 2. External Recruitment The opposite of internal recruitment is external recruitment. The most obvious advantage of external recruitment is the availability of a greater pool of applicants. Thus, only those applicants who have the exact qualifications will apply and be selected. This has consequences for the organization’s training budget. Whereas external recruits will require orientation upon being hired, they will not require any extra training (assuming they were selected for their capabilities). External recruits also bring new ideas and external contacts to the firm hiring them. Also, if political infighting over a promotion might be a possibility, then external recruitment is one way of eliminating that occurrence. Finally, with external recruitment, a firm does not have to worry about the Peter Principle. 3. Job Posting One of the most common means of filling open positions within a firm is by using internal job postings. Job postings have all of the advantages of internal recruitment, discussed above. Further, job postings help employees feel they have some control over their future in the organization, insofar as they can decide when to apply for job openings (and which ones). By permitting employees to choose which jobs to apply for, the employer avoids being put into the awkward position of promoting an employee into a job they never wanted. Here are some guidelines for job postings: 1. Procedure should be clearly explained to all employees · Procedure must be consistent to avoid employee suspicion 2. Job specifications must be clear · results in fewer and better applicants 3. Must be specific with respect to the length of time the positions will be open 4. Application procedure must be made clear · ensure that applicants get adequate feedback once a selection is made o reasons for nonacceptance o suggested remedial measures o information concerning possible future openings o assistance in the posting process 4. Employee Referrals Another common recruitment methodology is the employee referral. To fill job vacancies, present employees refer jobseekers to the HR department as potential employees. There are some clear advantages to using employee referrals. First, there is a good chance that a firm’s current employees know others in the same line of work. Further, if the recruits are acquainted with the referring employee, there is also a good chance that the recruits already know something about the firm. In many cases, the present employee also takes an active interest in helping the new employee become successful. Finally, this method of recruitment is quick and inexpensive. Conversely, the disadvantages of employee referrals include inbreeding, nepotism, and maintaining the “old boys network”. Also, firms using this methodology may tend to maintain the racial, religious, or sex features of the current group of employees. 5. Internet Recruiting Finding well-qualified applicants quickly at the lowest possible cost is a primary goal for recruiters. Recent trends indicate that, if you’re looking for a job in the technical field or to fill a technical job, you need consider using the Internet. The same may well be true for nontechnical jobs in the near future. Advantages A majority of firms that have actually used the Internet for recruiting consider the Internet more cost-effective than most recruitment methods. Other advantages include: 1 access to more people and a broader selection of applicants 2 the ability to target the type of people needed 3 access to people with a technical background who know computers 4 convenience 5 quicker response and turnaround 6 ease of use 7 disadvantages Disadvantages 1 Using the Internet to recruit poses a dilemma with respect to attracting the ‘passive job seeker’ — the person who is not actively searching on the Internet, but may nonetheless be interested in openings in your organization.. 2 To find these passive job seekers, companies might consider setting up their own Web sites which welcome applicants. 3 An increased volume of applicants may also become a problem if Internet recruiting is used. An organization must ensure that it uses an adequate tracking mechanism to deal with this increased volume. 4 A further disadvantage is that not everyone has access to or uses the Internet. Webpage generated resumes Another approach to Internet recruitment is to permit people to generate a resume while online Using the appropriate textboxes on the firm’s Webpage, an applicant would be able to complete and application form and resume and then submit that data directly to the firm from the Webpage. It is clear that, as the Web becomes more of a mainstream activity, more people will look there for jobs. 6. Advertising One of the most widely used methods of recruitment is Job advertising. Help-wanted staffs are commonly placed in daily newspapers and in trade and professional publications. other less frequently used media for advertising include radio, television and billboards. 7. Temporary Help Agencies and Employee leasing companies One of the fastest growing areas of recruitment is temporary help hired through employment agencies. The agency pays the salary and benefits of the temporary help; the organization pays the employment agency an agreed upon-figure for the services of the temporary help. The use of temporary help is not dependent on economic conditions. When an organization is expanding , temporary employees are used to augment the current staff. When an organization is downsizing, temporary employees create a flexible staff that can be laid off easily and recalled when necessary. One obvious disadvantage of using temporary employee is their lack of commitment to the organization. Unlike temporary agencies, which normally place people inn short term jobs at various companies, Employee leasing companies and PEO’s(professional employer organizations) provide permanent staff at customers companies, issue the worker’s paychecks, take care of personnel matters, ensure compliance workplace regulations and provide various employee benefits. 8. Campus Recruiting Recruiting on the college and university campuses is common practice of both private and public organizations. Campus recruiting activities are usually coordinated by the university or college placement centre. Generally, send one or more recruiters to the campus for initial interviews. The promising recruits are then invited to visit the office or plant before a final decision is made. JOB ANALYSIS, HUMAN RESOURCE PLANNING AND RECRUITMENT Job analysis gives the nature and recruitments of specific jobs. Human resource planning determines the specific number of jobs to be filled. Recruitment concerns providing a pool of people qualified to fill these vacancies. Questions that are addressed in the recruitment process include: What are the sources of qualified personnel? How are these qualified personnel to be recruited? Who is to be involved in the recruiting process? What inducements does the organization have to attract qualified personnel? The selection process concerns choosing from the pool of qualified candidates the individual or group of individuals most likely to succeed in a given job. EFFECTIVENESS OF RECRUITMENT METHODS Organizational recruitment programs are designed to bring a pool of talent to the organization. From this pool, the organization hopes to select the persons or persons most qualified for the job. An obvious and very important question faced by human resource department is which method of recruitment supplies the best talent pool. Many studies have explored this issue. One study concluded that employee referrals were the most effective recruitment source when compare to newspaper advertisements, private employment agencies and walk in applicants. This study found that turn over rates from employees hired from employee referrals were lower than for employees hired through the other methods. Another study examined the relationship among employee performance, absenteeism, work attitudes and methods of recruitment. This study showed that individuals recruited through a college placement office and to a lesser extent, those recruited through newspaper advertisements were lower in performance (i.e. quality and dependability) than individuals who made contact with the company on their own initiative or through a professional journal or convention advertisement. This study concluded that campus recruiting and newspaper advertising were poorer sources of employees than were journal /convention advertisement and self-initiated contacts. Generally, it seems safe to say that research has not identified a single best source of recruitment. Thus, each organization should take steps to identify its most effective recruitment sources. FOR EXAMPLE: A human resource department could monitor the effectiveness of recent hires in terms of turnover, absenteeism and job performance. It might then contrast the different recruitment sources with respect to employee’s effectiveness and identify which of the specific recruitment sources produces the best employees. WHO DOES THE RECRUITING AND HOW? In most large and middle size organizations, the human resource department is responsible for recruiting. These organizations normally have an employment office within the human resource department. The employment office has recruiters, interviewers and clerical personnel who handle the recruitment activities both at the organization’s offices and elsewhere. The role of personnel in the employment office is crucial. walk-ins/write-ins and respondents to advertising develop an impression of the organization through their contacts with the employment office. If the applicant is treated indifferently or rudely, he or she may develop a lasting negative impression. On the other hand, if the applicant is pleasantly greeted provided with pertinent information about job openings and treated with dignity and respect, he or she may develop a lasting positive impression. Having employees trained in effective communication and inter-personnel skills is essential in the employment office. When recruiting is done away from the organization’s offices, the role of the recruiters is equally critical. Job applicant’s impression about the organizations is significantly influenced by the knowledge and expertise of the recruiter. In small organizations, the recruitment function, in addition to many other responsibilities, is normally handled by one person, frequently the office manager. Also, it is not unusual for line managers in small organizations to recruit and interview job applicants.

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