Recruiting Techniques: HRIS, Peer Nomination, Transfers, Referrals, and Ads - Prof. Willia, Study notes of Human Resource Management

Download Recruiting Techniques: HRIS, Peer Nomination, Transfers, Referrals, and Ads - Prof. Willia and more Study notes Human Resource Management in PDF only on Docsity! Chapter 5 (Recruitment) Here we are trying to “build up” our applicant pool, whereas, in selection, we try to narrow it down to the best possible person for the job opening. Internal Recruiting In internal recruiting, we are looking at present employees to possibly fill a position opening. Ways of identifying internal candidates for a position opening: 1. Management nomination 1 a. Helpful tools : 1. Human resource information systems (HRIS) ---already discussed this in human resource planning. 2. Assessment center ---the textbook author discusses it in the Selection and Performance Appraisal chapters, so we will cover this topic later. 2. Peer nomination ---where a person’s co-workers nominate him/her to be considered for a position opening. 3. Self-nomination ---Here the employee nominates him/herself. Advantages: a. Employees assume responsibility for helping to manage their careers. 2 2. Transfer (horizontal movement)—Does not involve a change in job level; may receive a minor increase in pay. a. Oftentimes used for: 1. training ---give an employee more of a “generalist” background 2. matching of job and person ---to better match the abilities and interests of an employee to a more appropriate job. 3. Demotion ---may or may not involve a salary decrease. a. Used to teach that a demotion was so demoralizing to an employee that you might as well go ahead and terminate him/her. However, with all of the layoffs and organizational restructurings that have occurred, this view is no longer widely held. 5 >>>The HR function has to monitor managers’ recommendations for promotions, transfers, and demotions to be sure that they being made for valid reasons. a. Sometimes, for example, a manager might recommend a promotion for a “buddy” who is not especially well qualified for the position. b. Also, if an employee is having a problem, the manager should attempt to help the employee solve the problem rather than simply passing the employee’s problem on to someone else. External Recruiting Different Types: 1. Self-initiated (“walk-in” applicants)—Works well for companies that are well- 6 known. 2. Employee referrals---companies may even give cash bonuses for referrals that eventually result in employment. a. The textbook author places “employee referrals” under internal recruiting, but it really belongs under external recruiting. 3. Employment agencies---public and private---no fee charged for public; for private, either the applicant, company, or both must pay a fee. a. Questionable practices (of private agencies): 1. Deceptive advertising--Advertising a job that is "too good to be true" in order to get applicants into the employment agency to sign a contract. 7 4. Executive Search Firms ("Headhunters")--typically specialize by industry or function. a. Generally, former executives run them. b. Charge high fees (for example, 1/3 of first year’s total compensation). c. They initiate contact with potential candidates for job openings (rather than vice-versa, as is the case with employment agencies). 5. Employment Advertising---major outlets are newspapers, the Web, and professional journals (for ex, HRMagazine) Criteria for choosing among the three outlets: 10 a. Speed : (1) Web, (2) newspaper, and (3) professional journal b.Audience specificity : (1) professional journal, (2) Web, and (3) newspaper c. Legitimacy : (1) professional journal, (2) newspaper, and (3) Web >>>We will focus on newspaper advertising, since it is much more widely used than professional journals and has more legitimacy than the Web (especially as one moves upward in job position) The same principles we will discuss in regard to newspaper advertising generally also apply to the Web and professional journals. 11 Newspaper Advertising 1. Classified vs. Display Ads ---Show examples of classified and display ads. a. classified ---usually used for lower level positions b. display ---usually used for professional and managerial positions 1. Use a dark border. 2. Make use of white space in ad; don’t jam things together 3. Make use of different sizes of print 12 1. A “qualified” applicant is one whom you would invite for further in-person screening based on his/her resume/application form and phone calls. b. Examples : a. Birmingham News ----$600 / 2 qualified applicants = $300 per applicant. b. Atlanta Constitution ----$1000 / 5 qualified applicants = $200 per applicant c. Must make ads slightly different so that you know to which newspaper ad an applicant was responding. For example, suppose you got a resume from an applicant in Auburn after advertising in the Birmingham and Atlanta newspapers. 15 6. Use of “blind ads”----An ad where the identity of the company is not disclosed, and applicants send their resumes to the newspaper which then forwards them to the company. a. advantages of blind ads: 1. Hides opening from present employees---Used when an employee is going to be terminated and you want him/her to remain in the job until a replacement is found. b. disadvantage of blind ads: 1. Don’t generate as many good-quality responses as ads that identify and describe the organization. 16 a. Blind ads must be written in a very general manner so as not to divulge the identity of the company. 1. Violates the rule that “specific ads get specific results” 7. Areas to Be Covered in Ad a. Job 1. Title 2. Duties 3. Geographical location 4. Travel requirements--# of days per week? Overnight travel? 17 1. Company sets up recruiting dates at college placement office 2. Company sends recruiting material to placement office. It should be oriented toward answering the types of questions that college students typically ask: a. types of training offered b.career paths c. tuition refund programs d.likely geographical placements 3. Students register for interviews 4. Actual interviews take place---typically 30 minutes long 20 a. Allocation of time : 20 minutes—recruiter presents information and asks questions: 5 minutes—student asks questions; 5 minutes—recruiter writes up his/her evaluation of student. 5. At a later date, the student may receive an invitation to visit the job site for further interviewing. a. If the student is invited to visit the company for further screening, the student will typically interview with his/her potential supervisor, potential co-workers, upper-level manager(s), and someone from the HR department. 1. It’s a good idea to have the applicant interview with coworkers when upper-level managers are not present. 21 >>>Techniques to Improve College Recruiting Effectiveness 1. Maintain continuing contact with fewer number of colleges rather than infrequent contact with many. a. The placement office officials will become aware of the needs of the company and will be willing to refer qualified candidates. 2. Schedule recruiting dates on a Tuesday, Wednesday, or Thursday, and not at the very beginning or ending of the academic term. 3. Make direct contact with professors to ask them to refer well-qualified students to the company. 4. Train recruiters in how to effectively interview students in a short period of time (really only about 20-25 minutes). 22 b. Have the student visit the company for a “pre-job orientation.” Also invite spouse or “significant other” and arrange a schedule of relevant experiences for him/her (ex---job for spouse and housing possibilities). 7. Co-ops and Internships a. Difference between co-op and internship b. Difference between full-time and part-time internships c. Both co-ops and internships are highly valued by companies. One study showed that they have more impact than grade-point average on job search success. d. Benefits to company of using co-op and internship students 25 1. Means of getting specific projects done 2. Good public relations for the company on campus, since the student “comes back” to campus and says positive things about company. 3. A company can “trial-run” a student before deciding whether to make an offer of permanent employment. a. Likewise, from the student’s perspective, it gives him/her a chance to “trial-run” the company. 26