Internal Sources of Candidates: Hiring from Within the Company

• Advantages
  • Foresight strengths and weaknesses of the candidate
  • A more accurate view of the skills of the candidate
  • A stronger commitment to the company by candidates
  • Increases morale of the employee
  • Less requirement of training and orientation
• Disadvantages
  • Unsuccessful applicants become dissatisfied
  • Time wasted interviewing inside candidates who will not be considered
  • Inbreeding of the status quo

Finding Internal Candidates

• Job posting
  • Publicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes.
• Rehiring Former Employees
  • Advantages:
    • They are known quantities.
    • They know the firm and its culture.
  • Disadvantages:
    • They may have less-than-positive attitudes.
    • Rehiring may be sent the wrong message to current employees about how to get ahead.
  • Succession Planning
    • The process of ensuring a suitable supply of successors for current and future senior or key jobs.
  • Succession Planning Steps:
    • Identifying and analyzing key jobs.
    • Creating and assessing candidates.
    • Selecting those who will fill the key positions.

Outside Sources of Candidates

• Advertising
  • The Media: the selection of the best medium depends on the positions for which the firm is recruiting.
    • Newspapers (local and specific labor markets)
    • Trade and Professional Journals
    • Internet Job Sites
    • Marketing Programs
• Constructing an Effective Advertisement
  • Expressing related to job notice factors should evoke the applicant’s attention, interest, desire, and action (AIDA) and create a positive brand of the firm.
• Reasons for using a Private Employment Agency:
  • When a firm does not have an HR department and is not geared to doing recruiting and screening.
  • The firm has found it difficult in the past to generate a pool of qualified applicants.
  • The firm must fill a particular opening quickly.
  • There is a perceived necessity to attract a larger number of minority or female applicants.
  • The firm desires to reach currently employed individuals, who might feel more at ease dealing with agencies than with competing companies.
  • The firm wishes to cut down on the time it’s dedicating to recruiting.

Temporary Agencies and Alternative Staffing

• Benefits of Temporary Agencies
  • Paid only when works
  • More productive
  • No extra costs of recruitment, screening, and payroll administration
• Costs of Temporary Agencies
  • Fees paid to temporary agencies
  • Lack of commitment to the firm

Offshoring/Outsourcing White-Collar and Other Jobs

• Specific Issues in Outsourcing Jobs Abroad
  • Political and military instability
  • Likelihood of cultural misunderstandings
  • Customers’ security and privacy concerns
  • Foreign contracts, liability, and legal concerns
  • Special training of foreign employees
  • Costs associated with companies supplying foreign workers
• Executive Recruiters (Head-Hunters)
  • Special employment agencies retained by employers to seek out top-management talent for their clients.
    • Contingent-based recruiters collect a fee for their services when a successful hire is completed.
    • Retained executive searchers are paid regardless of the outcome of the recruitment process.
  • Internet technology and specialization trends are changing how candidates are attracted and how searches are conducted.
• College Recruiting
  • Recruiting Goals
    • To determine if the candidate is worthy of further consideration
    • To attract good candidates
  • On-Site Visits
    • Invitation letters
    • Assigned hosts
    • Information package
    • Planned interviews
    • Timely employment offer
    • Follow-up
  • Internships
• Employee Referrals
  • Applicants who are referred to the organization by current employees
    • Referring employees become stakeholders.
    • Referral is a cost-effective recruitment program.
    • A referral can speed up diversifying the workforce
• Walk-ins Interviews
  • Direct applicants who seek employment with or without encouragement from other sources.
  • Courteous treatment of any applicant is a good business practice.
• Recruiting via the Internet
  • More firms and applicants are utilizing the Internet in the job search process.
• Advantages of Internet Recruiting
  • A cost-effective way to publicize job openings
  • More applicants attracted over a longer period
  • Immediate applicant responses
  • Online prescreening of applicants
  • Links to other job search sites
  • Automation of applicant tracking and evaluation

Guidelines for Choosing a Recruiter

• Make sure the firm is capable of conducting a thorough search.
• Meet the individual who will actually handle your assignment.
• Ask how much the search firm charges.

Issues in Recruiting a More Diverse Workforce

• Single Parents
  • Providing work schedule flexibility.
• Older Workers
  • Revising policies that make it difficult or unattractive for older workers to remain employed.
• Recruiting Minorities and Women
  • Understanding recruitment barriers.
  • Formulating recruitment plans.
  • Instituting specific day-to-day programs.
• The Disabled
  • Developing resources and policies to recruit and integrate disabled persons into the workforce.

Developing and Using Application Forms

• Application Form
  • The form that provides information on education, prior work record, and skills.
• Uses of Information From Applications
  • Judgments about the applicant’s educational and experience qualifications
  • Conclusions about the applicant’s previous progress and growth
  • Indications of the applicant’s employment stability
  • Predictions about which candidate is likely to succeed on the job

Also, Read Human Resource Management – Part 1

Also, Read Human Resource Management – Part 2

Also, Read Human Resource Management – Part 3

Also, Read Human Resource Management – Part 4

Also, Read Human Resource Management – Part 5