Recruitment Strategies

Recruitment

• Generates an applicant pool for a position, enabling subsequent selection or promotion.
• Applicant pool is the collection of potential candidates interested in and likely to apply for a job.

Strategic Recruitment

• Strategic recruitment is an important element of the HR planning process.
• The decision to recruit relies on internal, and external factors influencing the organization.
• The decision to recruit relies on organization analysis based on these factors.
• The decision to recruit relies on job analysis which identifies worker behaviours and characteristics.
• The decision to recruit relies on forecasts about the supply of labour needed to fill empty positions.
• The decision to recruit replies on external factors like Labour Markets (function of econ environment).
• Part-time labour markets involve the increase of temporary/ contingent jobs.
• Outsourcing is when contracting occurs w/ an outside agent to take over HR functions.
• Technology can be a solution to labour shortage by creating efficiencies gained by automation.
• The decision to recruit relies on the Legal environment.
• This involves equity legislation seeks to eliminate discrimination for women, minorities, etc.
• This does NOT set quotas, but removes barriers in recruiting practices.
• Must comply with the legal and regulatory requirements
• Systemic discrimination is intentional or unintentional exclusion.
• The decision to recruit relies on internal factors like:
• Business strategy has a major impact.
• Job level and job type are key factors.

Importance of organizational analysis in Recruitment and Selection (R+S) Process

• HR specialists consider design, structure, functions, processes, missions to highlight strengths/weaknesses.
• It's important to examine the organization from a prospective candidate's viewpoint.
• Attractiveness factors include pay, location, and growth opportunities.
• Impeding factors can also limit attraction

Job Analysis

• Job analysis includes description of the job and worker requirements.
• Vital information for recruiters and candidates.
• HR planning anticipates and provides for employee movement within/out of an organization.

Recruitment Action Plan

• The recruitment action plan includes timing of initiatives.
• Locating and targeting the suitable applicant pool
• Attracting the target applicant pool's attention
• Key questions should be answered which include:
• How many positions must be staffed?
• What type of position must be filled?
• What qualifications should candidates possess?
• Is there a viable supply of qualified candidates in the labour market?
• Elements of a recruitment strategy include a recruitment strategy, developing and screening, etc

Recruitment Sources

• Traditional sources include Internal candidates.
• Traditional sources include Succession plans/replacement charts.
• Traditional sources include Internal job postings.
• Traditional sources include HR Information Systems (HRIS).
• Traditional sources include Nominations.
• Examples include the succession/ replacement plan for a CFO.
• External candidates can be found with Job advertisements.
• External candidates can be found with Walk-ins.
• External candidates can be found with Employment agencies.
• Service Canada, private agencies, executive search firms, online websites, in-house recruiters.
• External candidates can be found with Educational institutions.
• Recruiting sources for entry-level technical, professional, and managerial employees.
• Campus recruiting is popular for graduates.
• Can be expensive.
• External candidates can be found with Internet recruiting.
• Use internet databases to match candidates to jobs.
• External candidates can be found with Social network recruiting.
• Internet sites allow profiles to be posted with visible info.
• Pro: Hired people perform better and stay, low costs, passive applicants.
• Con: Adverse impacts on diverse candidates, limited to network, use of media raises concerns.

Comparison of Recruitment Methods

• Job postings are Inexpensive, rewards performance, finds talent.
• Job postings can be time consuming, and produce instability.
• Succession charts are based on known HR but limited by org structure.
• HRIS systems have knowledge of KSAO but are expensive.
• Nominations have HR knowledge but lead to discrimination
• Newspaper ads are quick and flexible but are expensive.
• Periodicals target certain groups, long lead to ads.
• Radio has a mass audience, very expensive
• Public displays are targeted towards certain image groups, also very expensive
• Direct mail is targeted, provides info to candidates, expensive and innefficient
• Employee referrals inexpensive, shares a job pool with competition.
• Networking targets skills, is inexpensive, information overload.
• Walk-ins are inexpensive, may lead to discrimination
• Canada Employment Centres are inexpensive, success is limited.
• Private employment is personable and has person-job fit, but is expensive.
• Agencies knows the company and has few recruitment demands, exposure to discrimination
• Temp agency can show access to labor pool, untrained talent.
• Recruiting and internet access can deliver large amounts of pretrained applicants.
• Social offers target passive candidates, potential for discrimination

Effective Job Advertisement

• Use emotional appeals (instead of facts and rationales) to improve application rates.
• Focus on applicant needs over job requirements.
• Design effective ads or persuasive messages
• Insert humour, surprise, novelty to catch attention

Recruitment as a Two-Way Street

• Self-selection occurs when candidates opt out during recruitment/selection.
• Organizational context matters: interest, values, and alignment with job searching.

Image and Attraction

• An organizations reputation is a concern to job applicants.
• Its image predicts applicant interest and familiarity with the company can help.
• Offer a competitive compensation
• Use image advertising to enhance the organization's profile to attract talent.
• Check for person-job fit where candidates have the knowledge, skills, abilities, and other qualities.
• Check for person-organization fit where candidates align with values and culture.
• Positive perceptions result in job offers accepted
• Negative perceptions lead to non-acceptance.
• This is based on communication.

Evaluating Recruiting Efforts

• Efforts should be made to be diverse, have a low selection ratio, and be transparent.
• Focus on combining tools, checking all aspects, determining yield, and specific information.
• Applicants should be processed quickly and with respect.
• Is feedback provided with details, and in timely manner.

Applicant Screening Process

• Screening is the initial step of the selection process to identify candidates meeeting target qualifications.

Selection Criteria

• Minimum qualifications (MQs) include knowledge, skills, abilities, and other relevant attributes.
• MQs cut applicants in screening, can be scrutinized for diverse impact.

Recruitment, Screening, and Selection Ratio

• Selection ratio is the portion of applicants hired for a position.
• Hiring 10 people out of 200 gives a selection ratio of .05.

Terms

False Positives:

• Individuals predicted to do well, but perform poorly on the job.

False Negatives

• Individuals predicted to perform unsuccessfully, but perform satisfactorily if hired.

Application Blank

• A form job candidates provide to the potential employer.
• Information about their knowledge, skills, education, or job-related information.

Human Rights Considerations

• An employer cannot ask for information where prohibited on discriminatory grounds.
• Unless this is a bona fide occupational requirement (BFOR)

Types of Application Blanks:

• A weighted application blank is when you quantitatively combine information from applicant applying.
  • Assign scores/ weights that reflect each item's value used in predicting job success
    • Good predictor of work
      • Fails to capture job performance
      • Predicts an often narrow outcome
      • Requires data from many applying
      • Predicts specific outcomes, good for rapid screening by combining predictors.

Information Blanks

Biographical information bank:

• A preselection questionnaire where applicants provide with job-related information.

Biodata:

• Data that's gathered and requested on family borders that could violate rights.
  • Best to when hiring a large number of employees, and positions.

Wab & Bib

Benefits:

• psychometric properties must isolate employees for acceptable groups.

Criterion:

• Measures of what is important such as absenteeism, ratings, and performance to assess with validity.

Resume screening:

A summary of skills, work and address.

• Intends to introduce yourself, it's volunary, unique, and not standardized
• Creates a positive impression.

Examination of the Resume

Consists of qualifications, claims, details

• Difficult as ATS is now in use.

Letters and Writing

Used to build a good first impression.

• May include References, checks, and negligent hiring, that causes injury's.

Negligent Hiring

Where an emplyer places an employee for harm to others.

• Determined on the basis if the employer knew.

Predictive Validity

• Lower relative to other tests, good for employers to conduct themselves to protect against claims.

Social Media Networks

Employers check to find the social, political, skills, screening processes.

Skills and Screening

• Professional sites such as LinkedIn are used by the employer.

Virtual Job Auditions

• Growing in popularity, and match openings to candiates.

Hiring situations

• Select the one with the best skillset
• Use Notebook 8.3 for psychological assessments.

Testing and Assessment

Ability, Aptitude, Abilities

• Skills in a degree of something is used to perform Aptitude for narrowness

Test Abilities

Consist verbal, numerical, memory

• Used for muscle movements such as dexterity Vision and audition use application of gross body

Physical and Medical Examinations

Testing or monitoring for an illness from chemicals from places.