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Similaire à Chapter 06 dessler 12-ce_ppt_ch06 (20)
Chapter 06 dessler 12-ce_ppt_ch06
- 1. Chapter 6: Recruitment
Recruitment | 6-1
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Dessler, Chhinzer, Cole
Human Resources
Management in Canada
Canadian Twelfth Edition
- 2. Learning Outcomes
• EXPLAIN the recruitment process.
• ANALYZE the role of job posting, human
resources records, and skills inventories in
recruiting from within.
Recruitment | 6-2
Copyright © 2014 Pearson Canada Inc. All rights reserved.
• DEFINE recruitment and DISCUSS the
increasing use of employer branding.
- 3. Learning Outcomes
• IDENTIFY at least ten methods used for external
recruiting.
• DISCUSS strategies for recruiting a more diverse
workforce.
• EXPLAIN the importance of application forms.
Recruitment | 6-3
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• EXPLAIN two strategies used to recruit nonpermanent staff.
- 4. “The process of searching out and attracting
qualified job applicants, which begins with the
identification of a position that requires
staffing and is completed when résumés
and/or completed application forms are
received from an adequate number of
applicants”
Recruiter
• A specialist in recruitment, whose job it is to
find and attract capable candidates
Recruitment | 6-4
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Recruitment
- 5. • the image of an organization based on the
benefits of being employed by that
organization
• includes experiences a candidate goes
through during the recruitment process,
including:
• experience when they go to the company’s website
• acknowledgement thanking candidate who sends in
a résumé
• initial greeting by the receptionist
• ability of the interviewer to articulate organization’s
values and culture
Recruitment | 6-5
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Employer Branding
- 6. • define the target audience, where to find
them, and what they want from an
employer.
• develop the employee value proposition,
and the reasons why the organization is a
more attractive employer.
• communicate the brand by incorporating
the value proposition into all recruitment
efforts.
Recruitment | 6-6
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Employer Branding: Three Steps
- 8. Developing and Using
Application Forms
• most firms use a standard application form:
• facilitates comparison of candidates
• may be used as a sample of the candidate’s own
work
• includes a written authorization for reference
checking
• includes acknowledge that the information provided
is true and accurate
• many application forms include an optional section
regarding designated group member status
Recruitment | 6-8
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• information that the company requires is specifically
requested
- 9. reserved.
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Optional Section
Designated Group
Recruitment | 6-9
continued
- 10. reserved.
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Optional Section
Designated Group
continued
Recruitment | 6-10
- 13. Application Types
• biographical data predictive of job success is
scored
• includes background, experiences,
preferences
Online Applications
• reduce risk of lost applications
• increase exposure level of job ad
• may reduce biases based on face-to face
meetings
Recruitment | 6-13
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Biographical Information Blank (BIB)
- 15. • rewarding competence enhances
commitment, morale and performance
• insiders may be more committed to goals
and less likely to leave
• managers have longer-term perspective
when making business decisions
• more accurate assessment of candidate’s
skills and performance level
• require less orientation
Recruitment | 6-15
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Recruiting From Within: Advantages
- 16. • discontent of unsuccessful candidates
• time consuming to post and interview all
candidates if one is already preferred
• employee dissatisfaction with insider as
new boss
• possibility of “inbreeding”
Recruitment | 6-16
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Recruiting From Within:
Disadvantages
- 17. Internal Recruitment Methods
Human Resources Records
• review of information on existing employees to
identify candidates for openings
Skills Inventories
• review of qualification, interest skills of existing
employees
Recruitment | 6-17
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Job Posting
• notifying current employees about vacant
positions
- 20. reserved.
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Internal Job Posting
Advantages and Disadvantages
Recruitment | 6-20
- 21. Recruiting from Outside:
Advantages
• a larger pool of qualified candidates
• acquisition of new skills, knowledge, and
ideas
• elimination of employee rivalry and
competition for transfers and promotions
• hiring individuals who already have
necessary skills reduces training costs
Recruitment | 6-21
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• availability of a more diverse applicant pool
- 22. Planning External Recruitment
Considerations:
• yield ratios - percentage of applicants that
proceed to next stage of selection
• time lapse data - time from start of
recruitment to new employee starting work
Recruitment | 6-22
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• type of job affects recruitment method
chosen
- 24. External Recruitment Methods
• former employees
• Human Resources and
Skills Development
Canada (HRSDC)
• educational institutions
• executive search firms
• open houses, job fairs
• private employment
agencies
• professional and trade
associations
• walk-ins and write-ins
• labour organizations
• online networking sites
• military personnel
• print advertising
• online recruiting
Recruitment | 6-24
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• employee referrals
- 26. Guide for External Recruitment
Ads (AIDA)
The ad should:
• attract attention
• create desire for the job
• instigate action
Recruitment | 6-26
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• develop interest
- 27. Recruiting Non-Permanent Staff
Temporary Help Agencies
• benefits:
• cost less than permanent employees
• immediate replacement of an unsuitable temporary
worker
• workers are often highly motivated
Recruitment | 6-27
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• provide relief for employees who are ill, on
vacation, taking a leave of absence, etc.
- 28. Recruiting Non-Permanent Staff
Contract Workers
• work directly for the employer
• benefits:
• coverage for seasonal or unplanned peaks in
business
• specialized work or projects
• reduced layoffs during downturns
Recruitment | 6-28
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• specific type of work or period of time
- 29. Recruiting a More
Diverse Workforce
Attracting Older Workers
• Typically have high job satisfaction,
strong sense of loyalty and work ethic,
good people skills
• Considerations:
• remove stereotypical attitudes
• develop flexible work arrangements
Recruitment | 6-29
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• Workers at or beyond retirement age
- 30. Recruiting a More
Diverse Workforce
Attracting Younger Employees
• High energy, enthusiasm, physical strength
• provide independence and work-life balance
• give variety of experiences
Recruitment | 6-30
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• Consider:
- 31. Recruiting a More
Diverse Workforce
Recruiting Designated Group Members
• Assists in goal of employment equity
•
alternative publications for recruitment
• liaise with agencies assisting designated groups
Recruitment | 6-31
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• Consider: