Hrm410 chapter 7 human resourcesssssssss

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Chapter7– Recruiting

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LearningObjectives
Afterstudyingthischapter,you should beableto:
ĐDescribethepurposeofrecruiting.
ĐExplainwhatrecruitmentspillovereffectsare.
ĐUnderstandwhatmakesarecruitermoreorlesseffective.
ĐDescribethevariousstrategiesusedtoattractapplicants.
ĐDescribehowrecruitingguidesandtheEEOCsbest
recruitingpracticespromoterecruitingconsistencyand
quality.

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Recruiting
Definition:activitiesthatconverttheleads
generatedduringsourcingintojobapplicants,
generateinterestinacompanyanditsjobs, and
persuadecandidatestoacceptextendedjoboffers

Đ Canbedone byrecruiters,hiringmanagers,oremployees

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ApplicantReactions
Animportantgoalofrecruitmentistogiveevery
applicantapositive feelingabouttheorganization
Organizationalandindividual perspectivesareboth
relevant
Đ Effectiverecruitmentrequiresconsideringtheapplicants
perspectiveandneeds
Đ Bothpartiesarepursuingabusinessrelationship

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ThreeTypesofFairness
Distributive:perceivedfairnessoftheoutcome
§ Didyou getthejoborpromotion?

Procedural:beliefsthatthepolicies andproceduresthat
resultedinthehiringorpromotion decision werefair
§ Respectapplicantsprivacy, avoiddelays,usejob-related
assessments,givefairopportunity toperform

Interactional:fairnessoftheinterpersonaltreatment
andamountofinformationreceivedduringthehiring
process
Đ Honesty, respect,recruiterwarmth,andeffectivenessof
information
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SpilloverEffects
Definition:indirectorunintended consequences ofan
action
Mostjobcandidatesdonotgetthejob orpromotion
– sowhathappens next?
§ Ifthey wereforcedtowaitextendedperiodsforprescheduledinterviews,metunprepared anddistracted
interviewers,foundtheselectionprocessunfair,andwere

notmadetofeelimportantorwelcome,willtheystillbuy
your products?Applyforanother jobwithyou inthefuture?
Telltheirfriendshowimpressedthey werewithyour firm
andinfluencethemtobecomecustomersorapplicants?

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SpilloverEffects,cont.
ĐWhatiftheyweregreetedbyname,givenaquicktour
ofthefacility,treatedfairlyandrespectfully,
interviewedontimebypreparedandenthusiastic
employees,andheardfromthecompanywhenitsaid
itwouldfollowup?
ĐManyfirmstreatjobcandidatesasiftheyshouldfeel
privilegedthatthefirmisevenconsideringthemfora
position,andtreatrejected candidatesasifthatwas
theendoftheirrelationship.Thisissimplynotthe
case.

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RecruitmentContinues
ĐUntileithertheorganization(orthecandidate)removesthe
personfromfurtherconsideration,ortheindividualishired
andreportsforwork,itisthejobofrecruitingtokeephim
orherinterestedinpursuingtheopportunity withthe
organization.
ĐRecruitersshouldhelpcandidatescontinuallyfeelexcited
abouttheopportunity andultimatelybewillingtoaccepta
reasonablejoboffer.
ĐTheeffectsofanorganizationsactionsandreputationon
applicantattractionbeginbeforeanorganizationever
advertisesanopen positionandcontinue aftertheposition
isfilled.

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DesirableRecruiterCharacteristics
ĐFamiliaritywiththejobandorganization
ĐGoodlisteningskills
ĐGoodcommunicationskills
ĐGoodsocialskills
ĐIntelligenceandself-confidence
ĐExtroversion
ĐEnthusiasmaboutthejobandcompany
ĐTrustworthiness
ĐCredibility
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Signaling
ĐBecausepeopleoftenhavelimitedinformationabout
organizationsandjobs,intheabsence ofobjective
informationtheymayrelyontherecruiter straitsand
behaviorsassignals ofaspects ofboththecompany
andthejobopportunity.

Đ ACEOinvolved inrecruitingmaysignalajobsimportance
Đ Ademographicminorityrecruitermaysignalthefirms
demographicdiversity

ĐRecruiterbehaviorsaffectapplicantattraction
indirectlythroughinfluencingapplicantperceptionsof
jobandorganizationalattributes.

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WhoShouldRecruit?
§Internalrecruiters
§Externalrecruiters
§Employees

§Hiringmanagers
§Recruiterprofiles
§Therecruitershould beabletorelatetoatargeted
recruitandpersuadehimorhertoapply and/or
acceptajoboffer

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FactorsInfluencing
RecruiterEffectiveness

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RecruiterTraining

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RecruiterGoals&Feedback
Anorganizationusually hasspecificgoalsfor
recruiteractivitiesincluding:
§ Employerbranding
§ Candidatescreening
§ Generatingcandidates’interest

Forarecruitertopursue theorganization’sgoals:

§ Theorganization’sgoalsmustbeknownby therecruiter
andbeconsistentwiththerecruiter’spersonalgoals
§ Therecruitermustreceivefeedbackinrelationtothese
goals

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RecruiterIncentives
§Thebehaviors andoutcomes thatarerewardedare
theones mostlikelytobepursued byrecruiters
ĐAlignrewardswithstaffinggoals
ĐBalancelong-termandshort-termgoals
ĐBalanceteamandindividual goals

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Image
OrganizationalImage:ageneralimpressionbasedonboth
feelingsandfacts.
§ Whatcomestomindwhenyou thinkofNieman-Marcus,
GoldmanSachs,andTiffany’s?
§ Themorefavorableacompany’simage,themorepeople are
likelytoconsider theorganizationattractiveasanemployer
andstateawillingnesstorespond toitsrecruitment
advertisements.
§ Organizationalimagesdifferacrosssubgroupsofindividuals.

EmployerImage:attitudestowardandperceptionsofthe
organizationasanemployer
§ Employerbrandsreinforcetheemployer image
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EmployerImage

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EmployerImage,cont.
ĐHowanorganizationisreputedtotreatapplicantsand
employeesislikelytohaveaparticularlystrongeffect
onapplicantattraction.
ĐNewerorlesser-knownorganizationswithweakor
nonexistentimagesamongjobseekersmayhave
greaterdifficultyattractingrecruitsusingpassive
recruitmentsourcessuchasnewspaper
advertisements, thanorganizationsthataremore
widelyknownandfavorablythoughtof.

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NatureoftheRecruitingMessage
ĐDifferenttypesofrecruitingmaterialsattractthe
attentionofdifferentjobseekersandinducethemto
apply
ĐMessagecontentshouldappealtothegoalsandvalues
ofthetargetedrecruits
ĐNon-compensatoryscreeningfactorsshouldbe
communicated tofacilitateself-selection
Đ Thejobslocation,thetypeofjob,pay,etc.

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RealisticJobPreviews
ĐDefinition:providebothpositiveandpotentiallynegative
informationtojobcandidates.
ĐRatherthantryingtosellthejobandcompanyby
presentingthejobopportunityinthemostpositivelight,
realisticjobpreviewsstrivetopresentanhonestand
accuratepicture.
ĐThegoalisnottodetercandidatesbyfocusingonfactors
thatmightbeperceivednegatively,buttoprovideobjective
informationthatjobcandidatescanusetoself-assesstheir
fitwiththejobandorganization.

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Self-AssessmentTools
ĐPerceivingagoodfitwithacompanys cultureand
jobopportunities improvesajob seekersattraction
totheorganization

ĐBadfitsself-selectout
ĐSelf-assessments should beanonymous andnot
usedforselection
ĐOnline self-assessments

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TimingofInformation

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RecruitmentConsistency
Recruitingguide
§ Aformaldocument thatdetailstheprocesstobefollowed in
recruiting foranopenposition.
§ Addressesbothinternal andexternalrecruiting processes.
§ Clarifies companypolicies andprocedures relatingtoappropriate
budgets,activities, timelines, responsible staff,legalissues,andthe
specific stepstobetakeninrecruiting fortheposition.
§ Helpstostandardizetherecruiting procedures usedbythe
organization, clarifywhichemployeesareexpected toperform what

rolesduring therecruitment process, andhelpstoensurethatallof
therelevantrecruiting policies andprocedures arefollowed during
therecruitment process.

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EEOCBestPracticesinRecruiting
ĐEstablishapolicyforrecruitingandhiring,includingcriteria,
procedures, responsibleindividuals,andapplicabilityofdiversity
andaffirmativeactioninitiatives.
ĐEngageinshort-termand long-termstrategicplanning.
ĐIdentifytheapplicablebarrierstoequalemployment
opportunity.
ĐSpecifythefirmsrecruitinggoals.
ĐMakearoadmapforimplementingtheplan.

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EEOCBestPracticesinRecruiting,
cont.
ĐEnsurethatthereisacommunicationnetworknotifyinginterested

personsofopportunities,includingadvertisingwithintheorganization,
withthegeneralmedia,andmediathatfocusesonminorities,people
withdisabilities,olderpersons,andwomen.
ĐCommunicatethecompetencies,skills&abilitiesrequiredforavailable
positions.
ĐCommunicateaboutfamily-friendlyandwork-friendlyprograms.
ĐWheretransportationisanissue,considerarrangementswiththelocal
transitauthority.
ĐParticipateincareerandjobfairsandopenhouses.
ĐWorkwithprofessionalassociations,civicassociations,andeducational
institutionstoattractpeoplewithprotectedcharacteristics.

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EEOCBestPracticesinRecruiting,
cont.
Provide recruiters,employees,andsearchfirmswith
instructionstorecruitdiversecandidatepoolsandexpand
thecompany’ssearchnetworks.
Partnerwithorganizationsdedicatedtoservingdiverse
groups.
Useinternships,work-study,co-op,andscholarship
programstoattractandpursueinterestedandqualified

candidates.
Develop andsupport educationalprograms,becomemore
involved witheducationalinstitutionsthatcanreferamore
diversetalentpool.

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EEOCBestPracticesinRecruiting,
cont.
ĐEnsurethatpersonnelinvolved intherecruitingandhiring
processarewelltrainedintermsoftheirequalemployment
opportunity responsibilities.
ĐBecomemoreinvolvedinthecommunitytoimprovethe
companysimageandattractdiversecandidates.
ĐEliminatepracticeswhichexcludediversecandidatesor
createbarriersforthem.
ĐEvaluatethefirmsmanagersontheprogresstheymake
towardthecompanys equalemploymentopportunity
goals.

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DiscussionQuestions
ĐWhyisitimportantthatorganizationscontinueto
activelyrecruitjob candidatesevenaftertheyhave
applied?
ĐIfyouwantedtorequestfundingfromyourCEOto
evaluateandimprovethequalityofyourcompanys
recruiters,howwould youpersuadehimthatdoingso
wouldbeagoodinvestment?

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DiscussionQuestions
ĐWhatrecruitercharacteristicsmattertoyouwhenyouare
applyingforajob?Why? Whichdonotmattermuchorat
all?Whynot?
ĐDoesanorganizationsimageoritsbrandasanemployer
affectitsattractivenesstoyouasanemployeeora
potentialemployee? Whatelementsofitsbrandmatter
themosttoyou? Why?
ĐWhatcould arecruiterdotointerestyouinapplyingfora
companyyouhaveneverheardofbefore?Whattacticsor
informationmightpersuadeyoutoapply?

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DevelopYourSkillsExercise
Thischapter’s“DevelopYourSkills” feature
presentedfourstepsfordevelopingapositive
employerbrand.

§ Workinginagroupof3-5students,usethisprocess
todesignanemployerbrandingstrategyforajob
heldbyone ofyour group members.
§ Describethebrandyou wouldliketocreate,and
outlinetheactivitiesyou wouldundertake to
establishthatimageamongtargetedapplicantsfor
your chosenjob.Bepreparedtoshareyour ideas
withtheclass.

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OpeningVignetteExercise
Thischapter ’sopeningvignettedescribedUnitedParcel
Service’ssocialmediarecruitingstrategies.Workingaloneor
ingroupsofthreetofivestudents,answerthefollowing
questions.Bepreparedtoshareyouranswerswiththeclass:
§ Whatmetricsdo yousuggestUPStracktooptimizeitsuseof
socialmediainsourcingtalent?

§ WhataresomeadvantagesanddisadvantagesofUPSusing
socialmediaalmostexclusivelytosourcedriversandpackage
handlers?
§ Whatother sourcingstrategiesfordriversandpackage
handlersdoyou thinkwouldbeeffectiveforUPS?

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Chern’s CaseAssignment
a) Develop anoutline forarecruitingguide.
b) Determinehowtoincreasefairnessperceptionsofthe
recruitingprocessand reduceanynegativespillover
effects.
c) Determinewhattheemployerbrandshould be.
d) Makerecommendationsforhowthebrandcanbe
marketedandreinforcedthroughout thestaffing
process.
e) Explainwhyyour approach wouldbeeffective.

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