Human resrouce management 12th mathis jacson chapter 007

CHAPTER Recruiting in Labor Markets Section Staffing the Organization © 2008 Thomson/South-Western All rights reserved PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter Chapter Objectives Objectives After you have read this chapter, you should be able to: ■ Identify different ways that labor markets can be identified and approached ■ Discuss the advantages and disadvantages of internal and external recruiting ■ Specify three internal sources for recruiting and issues associated with their use ■ List and briefly discuss five external recruiting sources ■ Explain why Internet recruiting has grown and how employers are conducting it ■ Discuss three factors to consider when evaluating recruiting efforts © 2008 Thomson/South- 7–2 Strategic Approach to Recruiting • Benefits of a Strategic Approach  Matches recruiting activity with organizational and human resource plans • Acquiring the Right Human Capital Entails:  Knowing the business and industry  Identifying keys to success in the labor market  Cultivating networks and relationships  Promoting the company brand  Creating recruiting metrics © 2008 Thomson/South- 7–3 FIGURE 7-1 Strategic Recruiting Stages © 2008 Thomson/South- 7–4 Recruiting and Labor Markets • Recruiting  The process of generating a pool of qualified applicants for organizational jobs • Labor Markets  The external supply pool from which organizations attract their employees • Tight versus Loose Labor Markets  Low unemployment creates competition for employees, raising labor costs  High unemployment results the availability of more applicants and more qualified applicants © 2008 Thomson/South- 7–5 FIGURE 7-2 Labor Market Components © 2008 Thomson/South- 7–6 Reaching the Applicant Population Recruiting Decisions Recruiting Method Recruiting Message © 2008 Thomson/South- Applicant Qualifications Administrative Procedures 7–7 Different Labor Markets and Recruiting Geographic Labor Markets Global Labor Markets Labor Markets Industry and Occupational Labor Markets © 2008 Thomson/South- Educational and Technical Labor Markets 7–8 Strategic Recruiting Decisions Organization-Based vs Sample Outsourced Recruiting Recruiting Source Choices: Internal vs External Recruiting Presence Sample and Image Strategic Sample Recruiting Decisions Recruiting Nontraditional Sample Workers Recruiting and Diversity Sample Considerations © 2008 Thomson/South- Training of Sample Recruiters Regular vs Sample Flexible Staffing 7–9 FIGURE 7-3 Typical Division of HR Responsibilities: Recruiting © 2008 Thomson/South- 7–10 FIGURE 7-4 Recruiting and Diversity Considerations © 2008 Thomson/South- 7–11 FIGURE 7-5 Advantages and Disadvantages of Internal and External Recruiting Sources © 2008 Thomson/South- 7–12 Internal Recruiting Employee Databases Job Postings Internal Recruiting Sources Former Employees and Applicants Promotions and Transfers CurrentEmployee Referrals © 2008 Thomson/South- 7–13 External Recruiting High Schools, Vocational/ Technical Schools Colleges and Universities External Recruiting Sources Competitors, Media Sources, and Job Fairs Labor and Trade Unions Employment Agencies and Headhunters © 2008 Thomson/South- 7–14 FIGURE 7-6 What to Include in an Effective Recruiting Ad © 2008 Thomson/South- 7–15 Internet Recruiting E-Recruiting Places Internet Job Boards Professional/ Career Websites © 2008 Thomson/South- Employer Web Sites 7–16 Internet Recruiting (cont’d) Advantages Disadvantages • Recruiting cost savings • Recruiting time savings • Expanded (global) pool of applicants • Better targeting of specific audiences • More unqualified applicants • Additional work for HR staff • Many applicants are not seriously seeking employment • Access limited or unavailable to some applicants • Privacy of information and discrimination issues © 2008 Thomson/South- 7–17 Internet Recruiting (cont’d) The use (or misuse) of screening software Exclusion of protected classes from the process Collection of federally required applicant information Legal Issues in Internet Recruiting Proper identification of “real” applicants Informality leads to improper discussions or information © 2008 Thomson/South- 7–18 FIGURE 7-7 Recruiting Source Value Index for Employers Source: “Recruiting Source Value Index,” Workforce Recruiting, workforcerecruiting@email.workforceonline.com, November 9, 2006, © 2008 Thomson/South- 7–19 Recruiting Evaluation and Metrics Evaluating the Time Required to Fill Openings Evaluating Recruiting Quality and Quantity Evaluating Recruiting Efforts Evaluating Recruiting Costs and Benefits © 2008 Thomson/South- Evaluating Recruiting Satisfaction 7–20 Operationalizing HR Strategy General Recruiting Process Metrics Yield Ratios Selection Rate © 2008 Thomson/South- Acceptance Rate Success Base Rate 7–21 FIGURE 7-8 Sample Recruiting Evaluation Pyramid © 2008 Thomson/South- 7–22 Increasing Recruiting Effectiveness Technical Approaches Non-Technical Approaches • Resume mining software • Personable recruiters • Applicant tracking • Emphasizing positives about the job and employer within a realistic job preview • Employer career websites • Internal mobility tracking system • Fair and considerate treatment in the recruiting process • Enhancing applicants’ perceived fit with the organization © 2008 Thomson/South- 7–23