31/07/2021 1 CHAPTER 2 HR RECRUITMENT ThS Nguyễn Đức Nhân Bộ môn Quản trị nhân lực Khoa Kinh tế và Quản lý nguồn nhân lực 31 Jul 21 Learning Objectives • Be able to engage in strategic recruitment pla[.]
31/07/2021 CHAPTER 2: HR RECRUITMENT ThS Nguyễn Đức Nhân - Bộ môn Quản trị nhân lực Khoa Kinh tế Quản lý nguồn nhân lực 31-Jul-21 Learning Objectives • Be able to engage in strategic recruitment planning activities • Understand the difference between internal and external recruitment • Recognize which recruitment sources are available for internal and external candidates • Create a persuasive communication message • Learn about a variety of recruitment media • Recognize how applicant reactions influence the effectiveness of a recruitment plan • Utilize a variety of recruitment sources • Evaluate recruitment based on established metrics 31-Jul-21 31/07/2021 Contents • 2.1 The role of recruitment • 2.2 The sources and methods of recruitment • 2.3 The recruitment processes • 2.4 Recruitment process evaluation 31-Jul-21 2.1 The Role of Recruitment • 2.1.1 Concepts • 2.1.2 The importance of recruitment • 2.1.3 Factors influence recruitment process 31-Jul-21 31/07/2021 2.1.1 Concepts • Recruitment is a process that attracts potential future employees who have KSAOs (knowledge, skill, ability, and other characteristics) that will help the organization achieve its strategic goals • Internal / External Recruitment 31-Jul-21 External Recruiment • In external recruitment, the organization is trying to sell itself to potential applicants, so many marketing principles are applied to improve recruitment yields • How recruiters choose from three types of messages — employment brand, targeted, or realistic — to attract the right types of candidates • Advantages and disadvantages of recruitment methods such as social media, corporate websites, employee referrals, college job fairs, and many others 31-Jul-21 31/07/2021 Internal Recruitment • Internal recruitment is the process of identifying and attracting current employees for open jobs • Unlike external recruitment, the management of an internal recruitment process is directed toward channeling and enhancing existing capabilities rather than bringing in new capabilities from the external market • Internal recruitment must be integrated with employee training and development programs 31-Jul-21 2.1.2 The Importance of Recruitment • Any recruitment drive must begin from a careful consideration of the organization’s strategic goals • Defining specific desired outcomes for the process can ensure that the organization can concentrate its efforts on applicants who will contribute most to overall organizational success • If the recruitment system works, high-quality applicants will be attracted to the organization, the best candidates will be available for selection and eventual hiring, and the organization will have a much easier time reaching its strategic staffing goals • Conversely, if recruitment fails to attract enough qualified applicants, none of the other components of the staffing system can function properly — after all, you can’t hire people who don’t apply 31-Jul-21 31/07/2021 Recruitment Goals • Knowing how to recruit effectively and strategically begins by knowing the organization’s current needs and future needs • Goals for Attraction: what types of job seekers the organization needs to attract • Goals for Speed: how fast the organization needs to attract applicants • A Time Frame: how long the position will be advertised prior to consideration of applications, and at what point a final offer for selection tests and interviews will be sent to applicants 31-Jul-21 10 Goals for Attraction • In terms of person/job fit: • determine what types of applicants are most likely to have the required KSAOs, identified through the process of job analysis • think about which of the recruitment sources are most likely to attract interested individuals with the right competencies • In terms of person/organization fit: • the techniques for recruitment should closely match the organiza • the types of media will send a message to potential applicants about what the organization’s culture is liketion’s culture and values 31-Jul-21 10 31/07/2021 11 Goals for Speed • When an organization needs to fill a position quickly, • techniques that identify a large pool of interested individuals who want to start right away should be implemented • contact highly qualified and experienced individuals who are probably doing similar work already • The organization’s long-term hiring strategy • should include establishing personal relationships with a broad pool of talented individuals, regardless of their immediate availability, through ongoing networking 31-Jul-21 11 12 Time Frame • When seeking applicants for a very specific, in-demand position, the time frame should be similarly specific, with applications accepted only until a firm deadline is reached, after which no other applications will be accepted or considered • When seeking a larger number of applicants for an entry-level managerial or professional job category, recruiters might attend job fairs and encourage applications from attendees • If an organization has the goal of filling a large number of positions that traditionally have relatively high turnover, such as sales or customer service jobs, then recruitment may not have a termination point 31-Jul-21 12 31/07/2021 13 2.1.3 Factors Affecting Recruitment Internal Factors • • • • • • Size & Prestige of the Organization Human Resource Planning Recruitment Policy Cost involved in recruitment Growth and Expansion Recruiters External Factors • • • • • • Supply and Demand Labour Market Goodwill / Image of the organization Political-Social- Legal Environment Unemployment Rate Competitors 31-Jul-21 13 14 Size & Prestige of the Organization: SMEs • cannot afford sophisticated recruitment • Is unlikely to have rigid JD • might be more concerned with retention • might be less concerned with succession planning • has fewer options how to deal with bad hire • the owner is more likely to directly approve all new hires • less likely to broad canvassing (booths at univ.) 31-Jul-21 14 31/07/2021 15 HR/Recruitment policies Personnel policies of the organization / Organzational culture Salary, Bonus Workplace Environment Training Opportunities Promotion Dayoff 31-JUL-21 15 16 Labor Market / Unemployment Rate Accounting Finance Banking HR Medical Agriculture Teaching Real Estate Insurance 31-Jul-21 16 31/07/2021 17 31-JUL-21 17 18 Trends Industry 4.0 Star-tup 31-Jul-21 18 31/07/2021 19 Goodwill / Image of the organization Community Publics Partners College/ University Headhunters 31-Jul-21 19 20 Recruiters • should be knowledgeable about applicant tracking systems, organization and job characteristics, recruitment targets, policies and procedures, and the legal environment around recruitment • trained to utilize analysis tools effectively, along with a thorough understanding of how applicant tracking systems can benefit the organization • trained in marketing and the interpersonal aspects of recruitment (how to market research, how to find job candidates in the market, and how to identify what candidates want) • trained on ethical issues in recruitment 31-Jul-21 20 10 31/07/2021 61 Creating an Employer Brand • Analyze what ideal candidates need and want and take this into account in deciding what should be offered and how it should be offered • Establish how far the core values of the organization support the creation of an attractive brand and ensure that these are incorporated in the presentation of the brand as long as they are ‘values in use’ (lived by members of the organization) rather than simply espoused • Define the features of the brand on the basis of an examination and review of each of the areas that affect the perceptions of people about the organization as ‘a great place to work’ – the way people are treated, the provision of a fair deal, opportunities for growth, work–life balance, leadership, the quality of management, involvement with colleagues and how and why the organization is successful • Benchmark the approaches of other organizations (the Anphabe list of the 100 best companies to work) to obtain ideas about what can be done to enhance the brand • Be honest and realistic 31-Jul-21 61 62 Analyse the Requirement • determine the required education, qualifications and experience (what jobs have to be filled and by when) • consider where suitable candidates are likely to come from • define the terms and conditions of the job (pay and benefits) • refer to the analysis of strengths and weaknesses to assess what it is about the job or the organization that is likely to attract good candidates • Analyse previous successes or failures to establish what does or does not work 31-Jul-21 62 31 31/07/2021 63 Essential Desirable Contra-Indicated Physical Good looking, healthy Able to stand for >4 hour per day > 55 years old Health problems Education Bachelor MBA No mgt experience Intelligence Analytical Intelligence Emotional intelligence Interests Social: team activities Leading / coaching teams Time-consuming hobby Personality Conscientious Curious Neurotic Japanese, Chinese language skills Special abilities 31-Jul-21 63 64 Worker Functions Basic Activities Data People Things Synthesizing Mentoring Setting up Coordinating Negotiating Precision working Analyzing Instructing Operating/controlling Compiling Diverting Manipulating Copying Persuading Tending Comparing Speaking/signaling Feeding/offbearing Serving Handling Taking instructions/helping 31-Jul-21 64 32 31/07/2021 65 Identify Sources of Candidates Advantages Disadvantages Internal • Positive employee reactions to promotion • No new KSAOs into the organization from within • Small labor market to recruit from • Quick method to identify job applicants • Inexperienced employees may require more • Less expensive training time • Less time required to reach full productivity External • Brings in employees with new KSAOs • Large labor market to draw from • Experienced employees may require less training time • • • • Negative reaction by internal applicants Time-consuming to identify applicants Expensive to search external labor market More time required to reach full productivity 31-Jul-21 65 66 Online Job Posts Free Website (Commercial job boards) Fee Website (Agency sites) Social Media (Facebook, Tiktok…) Social Media (LinkedIn) Company Website 31-Jul-21 66 33 31/07/2021 67 C Evaluating Effectiveness of Recruiters Sources of Recruits 31-Jul-21 67 68 D Alternatives to Recruitment • Overtime • Employee Leasing • Temporary Employment 31-Jul-21 68 34 31/07/2021 69 2.4 Recruitment Process Evaluation • 2.4.1 The costs of recruitment • 2.4.2 The quantity / quality of recruitment 31-Jul-21 69 70 2.4.1 The Costs of Recruitment Recruiting source Cost Employee Referrals Signing bonuses provided to increase quanlity Employment websites Subscription fees or users fees from database services Social Media Time spent searching through networks and soliciting applications Employment Agencies Fees charged by employment agencies Universities Time costs of establishing relationships, traveling to uni location Job Fairs Advertising and hosting costs are considerable Internal Job Posting Staff time to develop the recruiting message Talen management Maintenance of databases can be time and resource intensive Nominations Keep routine records of employee performance 31-Jul-21 70 35 31/07/2021 71 2.4.2 The Quantity/Quality of Recruitment Recruiting source Quantiy/Quality Employee Referrals Small number of applicants, better fit because current employees inform applicants about the culture Employment websites Large pool, can find specific KSAOs through specific keywords Social Media Large number of individuals, depends on whether networks are made up of others Employment Agencies Applicants will be prescreened, firms are able to try out candidates as temps prior to hiring Universities Usually screened on the basis of cognitive ability, little work experience Internal Job Posting All employees will be able to apply, quality is variable Talen management High quality, preselection of applicants based on identified skill sets (KSA) Nominations Limited to those who receive positive appraisals by supervisor or coworkers 31-Jul-21 71 72 Homework Prepare your CV to apply a position in an HR department Send the CV via email to a specific firm 31-Jul-21 72 36 31/07/2021 Q&A 31-Jul-21 73 73 37 Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt ... tâm lý phân tích tâm lý ứng viên 31-Jul -21 22 11 31/07 /20 21 23 2. 2 The Sources and Methods of Recruitment Internal Source External Source 31-Jul -21 23 24 2. 2.1 External Recruitment • the organization... 31-Jul -21 40 20 31/07 /20 21 41 2. 3 The Recruitment Processes Planning – Defining requirements Evaluating Attracting candidates Alternatives to Recruitment 31-Jul -21 41 31-Jul -21 42 a Human Resource. .. 31-Jul -21 43 44 The Basic Elements of Human Resource Planning 31-Jul -21 44 22 31/07 /20 21 45 Forecast Labor Availabilities 71 14 31-Jul -21 45 Determine Gaps (Shortages and Surpluses) 31-Jul -21 46