Lesson 6: Recruitment (PDF)

LESSON 6. RECRUITMENT LEARNING OUTCOMES: At the end of this lesson, the students can: 1. Describe correctly the different recruitment sources and the effectiveness of each using an organigram; 2. Cite accurately the advantages and disadvantages of filling job openings from i...

LESSON 6. RECRUITMENT LEARNING OUTCOMES: At the end of this lesson, the students can: 1. Describe correctly the different recruitment sources and the effectiveness of each using an organigram; 2. Cite accurately the advantages and disadvantages of filling job openings from internal and external sources using a T-Chart; 3. Describe correctly the steps in recruitment using a flow chart. BTI: (None) INTRODUCTION: In this session, you will understand the importance of recruitment and its processes. The lesson also covers the advantages and disadvantages of employing insiders and outsiders. ACTIVITY: In a family of 4 members: your mother, your father, your ate, and you being the youngest. List down each role that members of your family are doing every day. Prepare to share your output after 5 minutes. ACQUISITION OF THE NEW KNOWLEDGE: What is Recruitment Now that human resource planning and job analysis have been performed, the company’s next move is to find applicants for possible employment. This is referred to as recruitment. It is an HRM practice of tracing and enticing probable hires from a pool of job seekers. The company starts by notifying job seekers about the qualifications needed to match the particular job and the personal and professional advancement they can offer. Whether to recruit from within or externally depends on the company’s culture and recruitment objectives. If managers wish to cut the workforce size, any job opening is an indication that a replacement from outside must be found to replace a departing employee. Source of Locating and Attracting Candidates I. Outside Sources 1. Advertising. The usual manner of locating potential hires is through advertising. Although television, radio, direct mail, and print ads effectively reach job seekers, the World Wide Web should be considered an advertising option. It is becoming a trend. Preparing for recruitment activities requires a lot of effort and time. The firm should be careful about the contents and design of the advertisement, if it aims to attract people to join the company. No singular type of advertisement can be effective because it completely depends on a company’s circumstances. 2. Walk-ins. Walk-ins are people who do not apply in response to any type of advertisement but rather come into a company, submit an application and a curriculum vitae, and then aspire to get the job. Some employers admit that applicants who take the initiative to apply as walk-ins tend to be more effective and dedicated employees. Most companies welcome walk-ins and think such an act shows strong interest. You can get lucky and be offered an interview right away. Good public relations dictate that any person contacting an organization for a job be treated with courtesy and respect. If there is no present or future possibility of employment in the organization, the applicant should be tactfully and frankly informed as such. Telling an applicant to “fill out an application, and we will keep it on file” when there is no hope for his or her employment is not fair to the applicant. 3. Internet Recruiting. The internet is one of the most popular ways of locating and attracting job applicants. Companies find this recruitment format less costly because it reduces expenses incurred for filed records. Applicants will also benefit from this strategy in the sense that there will be fewer expenditures on printing, mailing,  and re-copying resumes because everything is done online. 4. Employee Referral Program. This is a recruitment approach used by organizations to find applicants through the help of their existing employees. This method assures the company that its current employees will only refer suitable candidates for the vacancy. The referrals may come from their respective social connections. Most employers reward the referring employee with incentives and bonuses as a form of motivation. There are several ways to increase the effectiveness of employee referral programs, which can be conducted online or through word-of-mouth.  “Up the Ante”. Companies pay high commissions to employment agencies and search firms. So, why not do the same thing with employees when they provide a good referral? Other recruitment incentives organizations may include complimentary dinners, discounts on merchandise, all-expense-paid trips, and free insurance. When employers pay higher bonuses for the right skills, employees are more likely to focus on people they know in the area.  Pay for Performance. Some firms save part of the referral bonus until the new hire has stayed for six months. This encourages referring employees to help the new hires succeed.  Tailor the Program. Companies typically need more of certain types of skills than others, but referral programs do not always reflect this. Part of a good referral program is guiding the workforce regarding the types of people organizations need to take in. This includes communicating the skills required and reaffirming the values and ethics sought in applicants.  Increase Visibility. One of the best ways to promote a referral program is to publicly recognize employees who referred the right candidate. Some companies use new and unique strategies such as a “dinner with the CEO” or “pick your prize from the list.” The trick is ensuring employees see the benefits they will get from the referral program.   Keep the Data. Even if a referral does not get the job, storing the application letter and curriculum vitae might be a good idea in case another opening arises.  Widen the Boundary of your Strategy. Just as it may make sense to consider hiring former employees, it may also make sense to ask them for referrals even if they are not candidates for the job themselves. Several companies have mailing lists of “corporate friends” that can be used to seek out potential candidates.  Measure Outcomes. There are no surprises here. After the program is implemented, managers need to carefully examine the volume of referrals, qualifications of candidates, and success of new hires on the job to fine-tune the program. Employee referral is now becoming common in most companies. However, there are some potential tradeoffs, such as resentment and employee inbreeding, especially when an organization may choose not to employ relatives of current employees. Hiring relatives, referred to as nepotism, can invite charges of favoritism, especially in appointments to desirable positions. 5. Head Hunters. These are search firms that help companies fill executive positions. 6. Campus Recruiting. This form of external recruitment is becoming widespread, especially in highly developed firms. This method strongly links colleges and universities to search for and eventually hire students with the right competencies. This method is advantageous for some firms and establishments because they will get the chance to bring on board sought-after qualities such as determination, enthusiasm, and focus from young people with bundles of dreams and willingness to face challenges head-on. 7. Employment Agencies. Employment agencies are either public or private businesses. However, when it comes to providing employment, both have the same aim—to assist companies with their staffing needs. Most developed countries have a publicly funded employment agency and multiple private employment agencies.  II. Recruitment from within While employers typically think recruiting focuses on attracting potential employees from outside the organization, several middle-level managers try to abide by the policy of filling job openings via job promotions and transfer. Some indicators of a Poor Internal Filling of Position: a. Key jobs are filled after a period of time b. Key roles can only be quickly filled by an external candidate c. Only some current employees are the right ones for the job d. Preferential treatment is the basis of advancement Advantages and Limitations of Recruitment from Within Promoting from within could make perfect sense because the potential candidate is already a member of the work team, and managers already know their performance level and their good and bad qualities. Above all, internal recruiting lessens recruitment; they need to contemplate some constraints, such as limiting the number of skilled workers to choose from and those not chosen to become frustrated and undermining the one that was picked. Methods of Identifying Qualified Internal Candidates The proper use of internal recruitment demands an effective internal process for tracing the most qualified job seekers and motivating those who see themselves qualified to apply for the job opening. These internal sources can be traced using a number of methods:  Inventory Management Talent. More firms are electronically capturing the qualifications of each of their employees using some information to properly spot the skills and capabilities of their existing employees. This information system allows the organization to quickly review the workforce pool to find the most qualified internal candidate to fill the vacant positions.   Job Posting and Job Bidding. Organizations communicate information about job openings through a process referred to as job posting and job bidding. The jobs are normally published n a firm’s database or on company bulleting boards easily visible to the employees. It can also be made known through the company’s newsletter, interval vacancy notification memo, electronic mail, or via public address system. As the position becomes known the records of employees interested in applying for the position are meticulously studied and the potential candidate is eventually selected for screening. Job bidding is seen to be more effective if it is for career growth and advancement. Steps in Recruitment Before hiring an applicant for a position, a company goes through the following step-by-step recruitment process: 1. Determine Job Vacancy. A job vacancy within a company may exist for a variety of reasons. It could be due to retirement, resignation, job abandonment, and termination. Furthermore, it could also be attributed to transfer and promotion, or there is just an entirely new position to fill. 2. Plan How to Fill an Open Position. Once it has been established that a job vacancy exists, managers should decide whether to advertise internally or externally, and whether to take in core personnel or temporary workers. In both cases, managers are expected to prepare a list of worker requirements that job candidates must possess. Core employees are those who were recruited and hired, and ultimately became permanent employees. Contingent workers assume temporary work status whose jobs are dependent on some job circumstances such as seasonal employment contract, or through the services of an employment agency. 3. Identify the Target Segment. At this point, firms should be able pinpoint who they want to hire. A comprehensive plan is essential to help companies and managers form perceptions about their target segment. Print, radio, television, and online advertising are recruitment methods that will help the company identify their target segment. 4. Reaching Out to Target Segment. After identifying the segment, companies must set a preferred way to reach out to  their target talents. Some common recruitment techniques include posting jobs online, job fairs, campus recruitment, etc. 5. Meet-up with Hob Candidate. A cardinal role of the recruitment and hiring team is to make sure that job candidates have sufficient knowledge of hwy they are meeting up with them. During this step, recruiters conduct an initial screening to ensure that job seekers meet the job specifications. This would help them in judging the over all background of job seekers before they render a hiring decision. APPLICATION 1. Search online and look for the best recruitment practices of top local and international companies. Post your findings in our forum. 2. Identify the advantages and disadvantages of filling job opening using internal and external. Use T-chart for this task. 3. Prepare a flow chart of the hiring process. Synapse Strengthener: Interview the Human Resource Director on university’s recruitment practices. Give your comments. ASSESSMENT: Online Quiz: Please open Quiz number 5. Answer the items in the given time to be counted in. REFERENCES: Corpuz, C. (2013).Human resource management. Manila: Rex Book Store Youtube links: https://www.youtube.com/watch?v=J7kUgmz65xU Textbook: Lauron, D. ( 2019). Human resource management. Manila: Rex Book Store