Recruitment and Selection in Canada PowerPoint PDF

PowerPoint Presentation for Recruitment and Selection in Canada Eighth Edition  Chapter 6 Recruitment: The First Step in the Selection Process  Learning Outcomes Slide 1 of 3 After reading this chapter, you should be able to: – di...

PowerPoint Presentation for Recruitment and Selection in Canada Eighth Edition  Chapter 6 Recruitment: The First Step in the Selection Process  Learning Outcomes Slide 1 of 3 After reading this chapter, you should be able to: – discuss recruitment as part of an organization’s strategic planning. – recognize the link between recruitment and selection. – describe how the characteristics of the job and organization are influential in attracting job applicants. 6-3  Learning Outcomes Slide 2 of 3 After reading this chapter, you should be able to: – explain the role that accurate expectations play in developing a fit between a person and an organization. – identify the internal and external factors that influence an organization’s recruitment strategy. 6-4  Learning Outcomes Slide 3 of 3 After reading this chapter, you should be able to: – design and implement a recruitment action plan. – identify the different methods used to recruit internal and external job applicants. – recognize the increasingly important role played by the Internet and social media in recruiting. discuss the need to evaluate the effectiveness of different recruitment methods. Copyright © 2021 by Top Hat 6-5  Introduction Recruitment – the generation of an applicant pool for a position or job to provide the required number of qualified candidates for a subsequent selection or promotion process Applicant pool – the set of potential candidates who may be interested in, and who are likely to apply for, a specific job 6-6  Discussion Question 6.1 How does recruitment fit in to human resources planning? How does succession planning relate to recruitment? Copyright © 2021 by Top Hat 6-7 PART I Strategic Recruitment Copyright © 2021 by Top Hat 6-8  Figure 1.1 Recruitment as Part of the HR Planning Process 6-9  Recruitment Strategy Decision to recruit is based on: 1. internal and external factors affecting the organization 2. an organization analysis based on those factors 3. job analysis that identifies worker behaviours and characteristics to aid in selecting candidates who are qualified for the position 4. forecasts about the supply of labour with the requirements Copyright © 2021 by Top Hat to fill vacant 6-10  Recruitment and External Factors Recruitment is also influenced by two external factors over which the organization has little control: 1.the labour market, which is a function of the economic environment, and 2. the laws and regulations that pertain to recruitment and selection 6-11  External Factors Labour markets – Part-time labour markets – Outsourcing The Legal Environment – Diversity recruitment Copyright © 2021 by Top Hat 6-12  External Factors: Labour Markets Labour markets and recruiting – Part-time labour markets Growth of temporary jobs – Outsourcing contracting with an outside agent to take over specified HR functions – Technology may be another solution to a labour problem (e.g., efficiencies gained through automation can provide an alternative to hiring new employees) Copyright © 2021 by Top Hat 6-13  External Factors: Legal Environment Legal environment – recruitment program must comply with the legal and regulatory requirements – systemic discrimination refers to the intentional or unintentional exclusion, through recruiting, selection, or other personnel practices or policies, of members of groups that are protected under human rights legislation Copyright © 2021 by Top Hat 6-14  Group Discussion 6.1 With your group discuss: – the impact of the growing diversity of employees in the Canadian labour market on recruitment; and – whether people who were born elsewhere and who have moved to Canada are more or less likely to take part-time or contracted work than people who were born in Canada. Copyright © 2021 by Top Hat 6-15  Legal Environment Legal environment – Diversity recruitment employment equity legislation seeks to eliminate discrimination in the workplace for women, visible minorities, Aboriginal people, and people with disabilities diversity recruitment is not about setting quotas, but rather, removing any barriers that exist in recruiting practices Copyright © 2021 by Top Hat 6-16  Internal Factors Business strategy – major impact on recruitment strategy – must be linked to business plan Copyright © 2021 by Top Hat 6-17  Importance of Organizational Analysis Organizational analysis is an important step in the recruitment and selection process – HR specialists consider the design and structure, functions and processes, and strategies and missions of organizations to highlight areas of strength and weakness useful to human resources planning Copyright © 2021 by Top Hat 6-18  Organizational Analysis It is important to look at the organization from the perspective of a potential job candidate – What are the factors that make the company attractive? Pay? Location? Opportunities for growth? – What are the factors that can impede or limit attraction? Copyright © 2021 by Top Hat 6-19  Job Analysis Job analysis – description of the job and worker requirements – an important piece of information that both recruiters and job candidates rely on throughout the recruiting process 6-20 Human Resources Planning Human resources planning – the process of anticipating and providing for the movement of employees into, within, and out of an organization Copyright © 2021 by Top Hat 6-21  Creating a Recruitment Action Plan An action plan is formed based on the answers to certain questions, for example: – Based on our business plan, how many positions will we need to staff? – Based on the job analysis, what is the nature of the position that must be filled? – Based on the job analysis, what qualifications must job candidates possess? – Based on the labour market, is there an available supply of qualified external candidates? Copyright © 2021 by Top Hat 6-22  Recruitment Action Plan Timing of recruitment initiatives Locating and targeting the applicant pool Attracting the target applicant pool’s attention Copyright © 2021 by Top Hat 6-23 PART II Recruitment Sources Copyright © 2021 by Top Hat 6-24  Traditional Recruitment Sources Internal candidates Succession plans/replacement charts Internal job postings Human Resources Information Systems (HRIS) Nominations Copyright © 2021 by Top Hat 6-25  FIGURE 6.2 Example of a Succession/ Replacement Plan for a CFO 6-26 External Candidates Public Displays Copyright © 2021 by Top Hat 6-27  External Candidates Slide 1 of 3 Job advertisements – Examples include, newspapers, professional periodicals and trade journals, radio and television, public displays, open houses, job fairs, employee referral, networking 6-28  External Candidates Slide 2 of 3 Walk-ins Employment agencies – Service Canada centres – private employment agencies – executive search firms online recruiting websites (for example, LinkedIn) 6-29  External Candidates Slide 3 of 3 Educational institutions – sources of recruits for organizations seeking entry-level technical, professional, and managerial employees – campus recruiting is one of the most popular ways in which graduates find their first job – it is also an expensive proposition in terms of both time and money Copyright © 2021 by Top Hat 6-30  E-Recruiting: Use of the Internet and Social Networks Internet recruiting – the use of the Internet to match candidates to jobs through electronic databases that store information on jobs and job candidates Recruitment and Selection Today 6.1 presents the experience of NAV CANADA with Internet recruitment 6-31  Assessment Question 6.1 Social network recruiting may have adverse impacts on members of protected groups. a. True b. False Copyright © 2021 by Top Hat 6-32  Social Network Recruiting Social network recruiting – the use of Internet sites that allow users to post a profile with a certain amount of information that is visible to the public – Social networks Internet sites that allow users to post a profile with a certain amount of information that is visible to the public. 6-33  Benefits of Social Network Recruiting Belief that those hired perform better on the job and stay with the company longer Can identify “passive” applicants, those not actively seeking a new job but who can be targeted by the recruiter because of their apparent skills and abilities 6-34  Disadvantages of Social Network Recruiting The most significant disadvantage is that it may have adverse impacts on members of protected groups Recruiting only from social networks may leave a company open to claims of systemic discrimination The use of social media in recruitment and hiring efforts also results in privacy concerns 6-35  Table 6.1 Comparison of Recruitment Methods Slide 1 of 2 6-36  Table 6.1 Comparison of Recruitment Methods Slide 2 of 2 6-37  In-Class Activity 6.1 Identify the interests and values influencing your current or future employment search. What are some of your priorities that are affecting what you want to do and where you want to work? What job search methods and techniques have you used/will you use? What has worked and what hasn’t worked for you in the past during job searches? Copyright © 2021 by Top Hat 6-38  How to Craft an Effective Job Advertisement Use emotional appeals rather than relying solely on facts and rational arguments are more effective Focus on the needs of applicants rather than on the requirements of the job can improve application rates Treat like designing any effective advertisement or persuasive message Copyright © 2021 by Top Hat 6-39 Get Job Ads to Stand out Copyright © 2021 by Top Hat 6-40  Putting It All Together Recruiting is a two-way street Self-selecting out – occurs during the recruitment and selection process when candidates form the opinion that they do not want to work in the organization for which they are being recruited 6-41 The Organizational Context Interests and values – an individual’s likes and dislikes and the importance or priorities attached to those likes and dislikes Copyright © 2021 by Top Hat 6-42  Corporate Image and Applicant Attraction Organization’s reputation is an important concern to job applicants Corporate image predicts the likelihood of interest on the part of a job seeker Familiarity with the company Competitive compensation package 6-43  Attracting Job Applicants Corporate Image and Applicant Attraction – Image advertising advertising designed to raise an organization’s profile in a positive manner in order to attract job seekers’ interest Example: sponsorship of summer jazz festivals 6-44  Assessment Question 6.2 Person–job fit refers to when a job candidate fits the organization’s values and culture and has the contextual attributes desired by the organization. a. True b. False Copyright © 2021 by Top Hat 6-45  Person–Job and Person–Organization Fit Person–job fit – when a job candidate has the knowledge, skills, abilities, or other attributes and competencies required for the job in question Person–organization fit – when a job candidate fits the organization’s values and culture and has the contextual attributes desired by the organization Copyright © 2021 by Top Hat 6-46 The Person–Organization Fit Communication and Perception – If the perceptions are positive, a job offer is made and accepted – If the perceptions of one do not match those of the other, a job offer is either not made or, if made, not accepted – Perceptions are based on communication 6-47  Figure 6.6 Matching the Candidate’s and Organization’s Perceptions Copyright © 2021 by Top Hat 6-48  Assessment Question 6.3 Which of the following is a behavioural measure that can be used to evaluate recruitment efforts? a. Commitment to the organization b. Job satisfaction c. Sales quotas d. Turnover rates Copyright © 2021 by Top Hat 6-49 Evaluating Recruiting Efforts 6-50  Chapter Summary Slide 1 of 3 Recruitment is the first step in the hiring or staffing process. Recruitment needs to attract qualified job applicants and must take into account the strategies that job seekers use. 6-51  Chapter Summary Slide 2 of 3 HR planners must consider both the internal and external constraints. HR professionals must know the effectiveness of different recruitment methods and build them in to their recruitment strategy plans in order to evaluate the recruiting outcomes. HR professionals must obtain appropriate methods for contacting the target applicant pool. 6-52