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Recruiting in Labor Markets

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Recruiting in Labor Markets
Recruiting in Labor
Markets
AHMAD AZMY, S.E, M.M
TANRI ABENG UNIVERSITY

OBJECTIVES
■
■
■
■
■

■

Identify different ways that labor markets can be identified and approached. Discuss the advantages and disadvantages of internal and external recruiting. Specify three internal sources for recruiting and issues associated with their use.
List and briefly discuss five external recruiting sources.
Explain why Internet recruiting has grown and how employers are conducting it.
Discuss three factors to consider when evaluating recruiting efforts.

Strategic Approach to Recruiting
•

Benefits of a Strategic Approach
•

•

7–3

Matches recruiting activity with organizational and human resource plans. Acquiring the Right Human Capital Entails:
•

Knowing the business and industry

•

Identifying keys to success in the labor market

•

Cultivating networks and relationships

•

Promoting the company brand

•

Creating recruiting metrics

FIGURE 7-1

7–4

Strategic Recruiting Stages

Recruiting and Labor Markets
•

Recruiting
•

•

Labor Markets
•

•

The process of generating a pool of qualified applicants for organizational jobs The external supply pool from which organizations attract their employees

Tight versus Loose Labor Markets
Low unemployment creates competition for employees, raising labor costs.
• High unemployment results the availability of more applicants and more qualified applicants.
•

7–5

FIGURE 7-2

7–6

Labor Market Components

Reaching the Applicant Population
Recruiting
Decisions

Recruiting
Method

7–7

Recruiting
Message

Applicant
Qualifications

Administrative
Procedures

Different Labor Markets and Recruiting
Geographic Labor
Markets

Global Labor
Markets

Labor
Markets

Industry and
Occupational Labor
Markets
7–8

Educational and
Technical Labor
Markets

Strategic Recruiting Decisions
Organization-Based
vs.
Sample
Outsourced Recruiting

Recruiting Source
Choices:
Internal vs. External

Strategic
Sample
Recruiting
Decisions

Recruiting
Nontraditional
Sample
Workers

Recruiting and
Diversity
Sample
Considerations

7–9

Recruiting Presence
Sample
and
Image

Training of
Sample
Recruiters

Regular vs.
Sample
Flexible Staffing

FIGURE 7-3

7–10

Typical Division of HR Responsibilities: Recruiting

FIGURE 7-4

7–11

Recruiting and Diversity Considerations

© 2008
Thomson/SouthWestern. All rights reserved. FIGURE 7-5

7–12

Advantages and Disadvantages of Internal and External Recruiting Sources

Internal Recruiting
Employee
Databases

Job
Postings

Internal
Recruiting
Sources
Former
Employees and
Applicants

Promotions and Transfers

CurrentEmployee
Referrals
7–13

External Recruiting
High Schools,
Vocational/
Technical Schools

Colleges and
Universities

External
Recruiting
Sources
Competitors,
Media Sources, and
Job Fairs

Labor and Trade
Unions

Employment
Agencies and
Headhunters
7–14

© 2008
Thomson/SouthWestern. All rights reserved. FIGURE 7-6

7–15

What to Include in an Effective Recruiting Ad

Internet Recruiting
E-Recruiting Places

Internet Job
Boards

7–16

Professional/
Career Websites

Employer Web
Sites

Internet Recruiting (cont’d)

7–17

Advantages

Disadvantages

• Recruiting cost savings
• Recruiting time savings
• Expanded (global) pool of applicants • Better targeting of specific audiences • More unqualified applicants
• Additional work for HR staff
• Many applicants are not seriously seeking employment
• Access limited or unavailable to some applicants
• Privacy of information and discrimination issues

© 2008
Thomson/SouthWestern. All rights reserved. Internet Recruiting (cont’d)
The use (or misuse) of screening software Exclusion of protected classes from the process

Collection of federally required applicant information

Legal Issues in
Internet
Recruiting

Proper identification of
“real” applicants

Informality leads to improper discussions or information
7–18

© 2008
Thomson/SouthWestern. All rights reserved. Recruiting Evaluation and Metrics
Evaluating Recruiting
Quality and Quantity

Evaluating the Time
Required to Fill
Openings

Evaluating
Recruiting
Efforts

Evaluating Recruiting
Costs and Benefits

7–19

Evaluating Recruiting
Satisfaction
© 2008
Thomson/SouthWestern. All rights reserved. Operationalizing HR Strategy
General
Recruiting
Process Metrics

Yield
Ratios

7–20

Selection
Rate

Acceptance
Rate

Success Base
Rate

Selection Methods
•

Yield ratios
•

•

Selection rate
•

•

Percentage of rejected job offers

Success Base Rate
•

7–21

Percentage hired from a given group of candidates

Acceptance Rate
•

•

A comparison of the number of applicants at one stage of the recruiting process to the number at the next stage

Comparing percentage rate of past applicants who were good employees to that of current employees.

FIGURE 7-8
Sample Recruiting
Evaluation
Pyramid

7–22

Increasing Recruiting Effectiveness
Technical Approaches

Non-Technical Approaches

• Resume mining software

• Personable recruiters

• Applicant tracking

• Emphasizing positives about the job and employer within a realistic job preview

• Employer career websites

• Internal mobility tracking system • Fair and considerate treatment in the recruiting process
• Enhancing applicants’ perceived fit with the organization

7–23

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