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Expanding the Talent Pool: Recruitment and Careers. The Challenges of Human Resources Management. Chapter Objectives After studying this chapter, you should be able to. Describe how a firm’s strategy affects its recruiting efforts. Outline the methods by which firms recruit internally.

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expanding the talent pool recruitment and careers
Expanding the Talent Pool:Recruitment and Careers

The Challenges of Human Resources Management

chapter objectives after studying this chapter you should be able to
Chapter ObjectivesAfter studying this chapter, you should be able to

Describe how a firm’s strategy affects its recruiting efforts.

Outline the methods by which firms recruit internally.

Outline the methods by which firms recruit externally.

Explain the techniques organizations can use to improve their recruiting efforts.

Explain how career management programs integrate the needs of

individual employees and their organizations.

Explain why diverse recruitment and career development activities are important to companies.







strategic aspects of recruiting
Strategic Aspects of Recruiting
  • Decisions about talent — regardless of whether they pertain to recruiting, transferring, promoting, developing, or deploying people—need to be considered within the context of a business’s strategies and priorities.
  • The broad factors that can affect a firm’s recruiting strategy include a firm’s
    • Recruiting abilities,
    • whether to recruit externally versus internally,
    • the labor market for the types of positions it is recruiting for, including global labor markets, and
    • the strength of a firm’s employment “brand.”
who should do the recruiting
Who Should Do the Recruiting?
  • HR recruiters or generalist (large firms)
  • Managers and/or Supervisors (smaller firms)
  • Work Teams, or
  • Recruiting Process Outsourcing (RPO)
    • The practice of outsourcing an organization’s recruiting function to an outside firm.
global labor markets
Global Labor Markets
  • Why Recruit Globally?
    • To develop better products via a global workforce
    • To attract the best talent wherever it may be
  • International Recruiting Issues
    • Local, national, and international laws
    • Different labor costs
    • Different pre-employment and compensation practices
    • Cultural differences
    • Security
    • Visas and work permits
should a firm recruit internally or externally
Should a Firm Recruit Internally or Externally?
  • Most managers try to follow a policy of filling job vacancies above the entry-level position through promotions and transfers. By filling vacancies in this way, an organization can capitalize on the investment it has made in recruiting, selecting, training, and developing its current employees, who might look for jobs elsewhere if they lack promotion opportunities.
  • There are Advantages and Disadvantages to both.
labor markets
Labor Markets
  • Labor Market
    • Area from which applicants are to be recruited.
      • Tight market: high employment, few available workers
      • Loose market: low employment, many available workers
  • Factors determining the relevant labor market:
    • Skills and knowledge required for a job
    • Level of compensation offered for a job
    • Reluctance of job seekers to relocate
    • Ease of commuting to workplace
    • Location of job (urban or nonurban)
recruiting internally
Recruiting Internally
  • Internal Job Postings
  • Identifying Talent through Performance Appraisals
  • Skills Inventories and Replacement Charts
recruiting externally
Recruiting Externally
  • Advertisements
  • Walk-Ins and Unsolicited Applications and Résumés
  • The Internet, Social Networking, and Mobile Recruiting
  • Job Fairs
  • Employee Referrals
  • Re-recruiting
  • Executive Search Firms
  • Educational Institutions
recruiting externally cont
Recruiting Externally (cont.)
  • Professional Associations
  • Labor Unions
  • Public Employment Agencies
  • Private Employment and Temporary Agencies
  • Employee Leasing
improving the effectiveness of recruiting
Improving the Effectiveness of Recruiting
  • Using Realistic Job Previews
  • Surveys
  • Recruiting Metrics


Recruiting Metrics

Effectiveness ofRecruitment

Realistic Job Previews

recruiting metrics
Recruiting Metrics
  • Quality of Fill Statistics
  • Quality of Hire = (PR + HP + HR) / N
    • PR = Average job performance rating of new hires
    • HP = % of new hires reaching acceptable productivity with acceptable time frame
    • HR = % of new hires retained after one year
    • N = number of indicators
recruiting metrics cont
Recruiting Metrics (cont.)
  • Example:
    • PR = Average 3.5 on a 5.0 scale = 70%
    • HP = Of 100 hires made one year ago, 75 are meeting acceptable productivity levels = 75%
    • HR 5 20% turnover = 80% HR
    • N = 3
    • Quality of Hire = (70 + 75 + 80) / 3 = 75

The result is a quality level of 75 percent for new employees hired during the year.

recruiting metrics cont1
Recruiting Metrics (cont.)
  • Time to Fill
    • refers to the number of days from when a job opening is approved to the date the person ultimately chosen for the job is selected
  • Yield Ratios
    • The percentage of applicants from a recruitment source that make it to the next stage selection process
costs of recruitment
Costs of Recruitment
  • Cost of Recruitment (per employee hired)

SC = source cost

AC = advertising costs, total monthly expenditure (example: $32,000)

AF = agency fees, total for the month (example: $21,000)

RB = referral bonuses, total paid (example: $2,600)

NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)

H = total hires (example: 119)

Cost to hire one employee = $467.23

recognize different career paths
Recognize Different Career Paths
  • Promotion
    • A change of assignment to a job at a higher level in the organization
  • Transfer
    • Placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job
  • Consider Dual Career Paths for Employees
  • Consider the Boundaryless Career
  • Help Employees Progress beyond Career Plateaus
successful career management practices
Successful Career-Management Practices
  • Placing clear expectations on employees.
  • Giving employees the opportunity for transfer.
  • Providing a clear and thorough succession plan
  • Encouraging performance through rewards and recognition.
  • Giving employees the time and resources they need to consider short- and long-term career goals.
  • Encouraging employees to continually assess their skills and career direction.
successful career management practices cont
Successful Career-Management Practices (cont.)
  • Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development.
  • Rigid job specifications, lack of leadership support for career management, and a short-term focus.
  • Lack of career opportunities and pathways within the organization for employees.
developing a diverse talent pool
Developing a Diverse Talent Pool
  • Recruiting and Developing Women
  • Eliminating Women’s Barriers to Advancement
    • Advancing Women to Management
    • Accommodating Families
  • Recruiting and Developing Minorities
  • Providing Minority Internships
  • Advancing Minorities to Management
other important talent concerns
Other Important Talent Concerns
  • Recruiting the Disabled
  • Employing the Older Workforce
  • Employing Dual Career Couples
key terms
Key Terms

applicant tracking system


assessment center

career counseling

career networking

career paths

career plateau

dual career partnerships

employee leasing

employee profile

fast-track program

global sourcing

internal labor market

job progressions



9-box grid

outplacement services

passive job seekers


recruiting process outsourcing


realistic job preview (RJP)

relocation services




yield ratio