Identify the key stages in the recruitment process.
Discuss the importance of developing a job analysis and job descriptions.
Outline the different types of recruitment strategies.
List the advantages and disadvantages of different recruitment strategies.
2. Outline
◦ Identify the key stages in the recruitment process.
◦ Discuss the importance of developing a job analysis and job descriptions.
◦ Outline the different types of recruitment strategies.
◦ List the advantages and disadvantages of different recruitment strategies.
3. The recruitment process is
an important part of human
resource management
(HRM). Recruitment is
defined as a process that
provides the organisation
with a pool of qualified job
candidates from which to
choose.
4. Before companies recruit, they must implement proper staffing plans and forecasting to determine how many people they will need.
The basis of the forecast will be the annual budget of the organisation and the short to long-term plans of the organisation—for
example, the possibility of expansion.
Forecasting is based on both internal and external factors, which can include the following:
Internal
Factors
Budget
Constraint
Expected
or trend of
employee
turnover
Production
levels
Sale
increases
or
decreases
Global
expansion
plans
External
Factors
Changes in
technology
Changes in
laws
Shifts in
population or
location
demographics
Unemployme
nt rates
Competition
5. Staffing Plans
Develop job
Analysis
Write Job
Description
Job
Specification
Development
Know law
relating to
recruitment
Develop a
Recruiting Plan
Implement
Recruiting Plan
Accept
Application
Selection
Process
1
2
3
6
5
4 9
8
7
6. Refer to the staffing plan.
Confirm the job analysis is correct through
questionnaires.
Write the job description and job
specifications.
Review internal candidate experience and
qualifications for possible promotions.
Determine the best recruitment strategies
for the position.
Implement a recruiting strategy.
The key steps for developing a
recruitment strategy include:
8. Methods of Job Analysis
A COMPETENCY-BASED ANALYSIS, WHICH FOCUSES ON THE
SPECIFIC KNOWLEDGE AND ABILITIES AN EMPLOYEE MUST
HAVE TO PERFORM THE JOB
A TASK-
BASED ANALYSIS FOCUSES ON THE DUTIE
S OF THE JOB
9. JOBANALYSIS- HOWTOIDENTIFYSOURCESOFDATA:
A major part of the job analysis includes research, which may mean reviewing job responsibilities of current
employees, researching job descriptions for similar jobs with competitors, and analyzing any new
responsibilities that need to be accomplished by the person with the position. Some sources of data that
can be helpful include:
1. Direct observation may be helpful if you are analyzing repetitive manual jobs, for example.
2. Discussion with the current job holder and supervisor or line manager is also a useful source of
information. Questionnaires or interviews are often used for this purpose.
3. The use of a checklist approach, ticking off the various aspects of the job as you consider them.
10. Job descriptions
should always
include the
following four basic
components:
Job functions (the
tasks the employee
performs)
Education and
experience
required.
Physical
requirements of
the job (ability to
lift, see, or hear,
for example).
Knowledge, skills,
and abilities (what
an employee is
expected to know
and be able to do,
as well as personal
attributes)
Job descriptions come in many forms, but
accuracy is vital. An accurate job description is
useful for a few reasons. For example, it can be
used to assess performance during later check-
ins and appraisals. It can also be a guide for
potential training needs.
Note
A job description lists the
components of the job, while job
specifications list the requirements
to perform the job. The job
description, which usually includes
a job specification, helps to specify
the type of applicant you are
looking to recruit.
job description
11. 1
• Be sure to include the pertinent information
such as the job title, department, duties and
responsibilities, terms of employment,
qualifications needed
2
• Think of the job description as a snapshot of
the job.
3
• Communicate clearly and concisely. Avoid
acronyms.
4
• Make sure the job description is interesting
to the right candidate applying for the job
5
• Don’t try to fit all job aspects into the job
description.
6 • Proofread the job description.
12. HR professionals must have a recruiting plan before posting any job description. The plan
should materials, such as résumés, will occur. Part of the plan should also include the expected cost
of recruitment. The main recruitment methods are outlined below.
Recruitment
methods
Campus
recruiting
Professional
associations
Websites Social Media Events Referrals
Traditional
advertisement
recruiters
Executive
search firm
Temporary
recruitment or
staffing firm
Corporate
recruiter
13. Advantages and Disadvantages of Recruiting Methods
Recruitment Method Advantages Disadvantages
Outside recruiters, executive search
firms, and temporary employment
agencies
• Can be time saving
• Expensive
• Less control over final candidates to
be interviewed
Campus recruiting/educational
institutions
• Can hire people to grow with the
organization
• Plentiful source of talent
• Time consuming
• Only appropriate for certain types
of experience levels
Professional organisations and
associations
• Industry specific
• Networking
• May be a fee to place an ad
• May be time-consuming
to network
14. Advantages and disadvantages of hiring internal or
external candidates
Internal Candidates
Advantages
Rewards
contributio
ns of
current
staff
Can be cost
effective
Knowing
the past
performan
ce of the
candidate
can assist
in knowing
if they
meet the
criteria.
Disadvantages
Can
produce
“inbreedin
g,” which
may
reduce
diversity
and
difference
perspective
s.
May cause
political
infighting
between
people to
obtain the
promotion
s.
Can create
bad
feelings if
an internal
candidate
applies for
a job and
doesn’t get
it.
External Candidates
Advantages
Brings new
talent into
the
company.
Can help
an
organisatio
n obtain
diversity
goals.
New ideas
and insight
brought
into the
company.
Disadvantages
Implement
ation of
recruitmen
t strategy
can be
expensive.
Can cause
morale
problems
for internal
candidates.
Can take
longer for
training
and
orientation
.
15. The cost of
recruitment for a
particular
candidate/campaign
can be calculated by
using the following
formula:
cost per hire = advertising costs
+ recruiter costs + referral costs
+ social media costs + event
costs
Editor's Notes
Staffing Plans - Before companies recruit, they must implement proper staffing plans and forecasting to determine how many people they will need. This plan allows HRM to see how many people they should hire based on revenue expectations and can also include the development of policies to encourage multiculturalism at work. Once the HR manager has performed the needs assessment and knows exactly how many people, and in what positions and time frame they need to be hired, he or she can get to work on recruiting.
Develop job Analysis - The job analysis is a formal system developed to determine what tasks people actually perform in their jobs. The data gathered from the job analysis is used to develop both the job description and the job descriptions.
Write Job Description - The next stage of the recruitment process is to develop job description, which should outline a list of tasks, duties, and responsibilities of the job.
Job Specification Development - A job description is a list of tasks, duties, and responsibilities of a job. Job specifications, on the other hand, discuss the skills and abilities the person must have to perform the job. The two are tied together, as job descriptions are usually written to include job specifications.
Know law relating to recruitment - One of the most important parts of HRM is to know and apply the law in all activities the HR department handles. Specifically with hiring processes, the law is very clear on a fair hiring that is inclusive to all people applying for a job. Given this, it is the responsibility of the HR professional to research and apply the laws relating to recruitment in their respective industry and country.
Develop a Recruiting Plan - A successful recruitment plan includes actionable steps and strategies that make the recruitment process efficient. Although it might seem easy, recruitment of the right talent, at the right place and at the right time, takes skill and practice, but more importantly, it takes strategic planning. HR professionals should develop a recruiting plan before posting any job description.
Implement Recruiting Plan - This stage requires the implementation of the actions outlined in the recruitment plan.
Accept Application - The first step in selection is to begin reviewing résumés. Even before you do this, though, it is important to develop criteria that each candidate will be measured against. This can come from the job description as well as the job qualifications.
Selection Process - This stage will require the HR professional to determine which selection method will be used. The next step of the selection process is to determine and organise how to interview suitable candidates.
The Recruitment Process
How to Develop Recruitment Strategy
Although it might seem easy, recruitment of the right talent, at the right place and at the right time, takes skill and practice, but more importantly, it takes strategic planning. An understanding of the labour market is key for devising strategic recruiting processes. Based on this information, when a job opening occurs, the HRM professional should be ready to fill that position.
The key steps for developing a recruitment strategy include:
Refer to the staffing plan.
Confirm the job analysis is correct through questionnaires.
Write the job description and job specifications.
Review internal candidate experience and qualifications for possible promotions.
Determine the best recruitment strategies for the position.
Implement a recruiting strategy.
Once these tasks are complete, the hope is that you will have a diverse group of people to interview (called the selection process). Before this is done, though, it is important to have information to ensure the right people are recruited.
Job Analysis - Introduction
The job analysis is a formal system developed to determine what tasks people actually perform in their jobs. The purpose of a job analysis is to ensure creation of the right fit between the job and the employee and to determine how employee performance will be assessed.
As shown in the image below, the job analysis process usually consists of six steps:
Job Analysis and Job Descriptions
Methods of Job Analysis
Two types of job analyses can be performed: a task-based analysis and a competency-based analysis, which can be defined as follows:
A task-based analysis focuses on the duties of the job.
A competency-based analysis, which focuses on the specific knowledge and abilities an employee must have to perform the job.
Consider the legal implications, however, of which job analysis is used. Because a competency-based job analysis is more subjective, it might be more difficult to tell whether someone has met the criteria.
Once you have determined how you will conduct the analysis, a tool to conduct the analysis should be chosen. Most organisations use questionnaires (online or hard copy) to determine the duties of each job title.
Some organisations will use face-to-face interviews to perform this task, depending on time constraints and the size of the organisation.
Job Analysis and Job Descriptions
Job Description - Introduction
Based on the job analysis, an accurate job description and job specifications can be written. A job description lists the components of the job, while job specifications list the requirements to perform the job. The job description, which usually includes a job specification, helps to specify the type of applicant you are looking to recruit.
Job descriptions should always include the following four basic components:
Job functions (the tasks the employee performs).
Knowledge, skills, and abilities (what an employee is expected to know and be able to do, as well as personal attributes).
Education and experience required.
Physical requirements of the job (ability to lift, see, or hear, for example).
Job descriptions come in many forms, but accuracy is vital. An accurate job description is useful for a few reasons. For example, it can be used to assess performance during later check-ins and appraisals. It can also be a guide for potential training needs.
HR professionals must have a recruiting plan before posting any job description. The plan should materials, such as résumés, will occur. Part of the plan should also include the expected cost of recruitment. The main recruitment methods are outlined below.
Some organisations choose to have specific individuals working for them who focus solely on the recruiting function of HR. Recruiters use similar sources to recruit individuals, such as professional organisations, websites, and other methods discussed in this chapter. Recruiters are excellent at networking and usually attend many events where possible candidates will be present. Recruiters keep a constant pipeline of possible candidates in case a position should arise that would be a good match
Recruiters - Some organisations choose to have specific individuals working for them who focus solely on the recruiting function of HR. Recruiters use similar sources to recruit individuals, such as professional organisations, websites, and other methods discussed in this chapter. Recruiters are excellent at networking and usually attend many events where possible candidates will be present. Recruiters keep a constant pipeline of possible candidates in case a position should arise that would be a good match. There are three key types of recruiters:
Executive search firm - these companies are focused on high-level positions, such as management and CEO roles. They typically charge 10–20 percent of the first year salary, so they can be quite expensive.
Temporary recruitment or staffing firm - help source qualified candidates who are willing to work shorter contracts. Usually, the company pays the salary of the employee and the company pays the recruitment firm, so you don’t have to add this person to your payroll.
Corporate recruiter - corporate recruiter is an employee within a company who focuses entirely on
recruiting for his or her company. Corporate recruiters are employed by the company for which they are recruiting. This type of recruiter may be focused on a specific area, such as technical recruiting.
Campus recruiting - Colleges and universities can be excellent sources of new candidates, usually at entry-level positions. Universities can provide people that may lack experience but have formal training in a specific field. Many companies use their campus recruiting programs to develop new talent, who will eventually develop into managers.
Professional associations - Professional associations are usually nonprofit organisations whose goal is to further a particular profession. Almost every profession has its own professional organisation. Usually, there is a fee involved, and membership in this association may be required to post jobs. For example, in the field of human resources, the Society for Human Resource Management in the U.S. allows companies to post jobs relating to HR.
Websites - If you have ever had to look for a job, you know there are numerous websites to help you do that. From the HR perspective, there are many options to place an ad, most of which are inexpensive. The downside to this method is the immense number of résumés you may receive from these websites, all of which may or may not be qualified. Many organisations, to combat this, implement software that searches for keywords in résumés, which can help combat this problem.
Social Media - Facebook, Twitter, LinkedIn and YouTube are excellent places to obtain a media presence to attract a variety of workers. The goal of using social media as a recruiting tool is to create a buzz about your organisation, share stories of successful employees, and tout an interesting culture. Even smaller companies can utilize this technology by posting job openings as their status updates. This technique is relatively inexpensive, but there are some things to consider. For example, tweeting about a job opening might spark interest in some candidates, but the trick is to show your personality as an employer early on.
Events - Recruiting at special events such as job fairs is another option. Some organisations have specific job fairs for their company, depending on the size. Others may attend industry or job-specific fairs to recruit specific individuals.
Referrals - Most recruiting plans include asking current employees, “Who do you know?” The quality of referred applicants is usually high, since most people would not recommend someone they thought incapable of doing the job. E-mailing a job opening to current employees and offering incentives to refer a friend can be a quick way of recruiting individuals. Due to the success of most formal referral programs, it is suggested that a program be part of the HRM strategic plan and recruitment strategy. However, be wary of using referrals as the only method, as this can lead to lack of diversity in workplace.
Traditional advertisement - Traditional forms of job advertising include TV advert campaigns, newspaper and radio adverts. This method can allow you to target certain segments such as demographics (for e.g. local newspaper or radio station advert), however, it can be an expensive form of advertising. For example, a TV advert campaign may not be the most appropriate or cost-effective method if hiring for one job role.