Understanding Recruitment Process and Strategies

1. MGTO 231Human Resources Management Recruitment Dr. Kin Fai Ellick WONG

2. Questions for you • Sometimes, someone uses “recruitment”, while others use “selection”. Are the two concepts identical? If not, What are their differences? • What are the major goals an HR manager wants to achieve in recruitment (not in selection)?

3. Outline

4. Recruitment processes • Business strategies formation • Job analysis & Job opening • Recruitment • Selection • Socialization

5. Recruitment processes • Business strategies formation • Job analysis & Job opening • Recruitment • Selection • Socialization

6. Example 1:Internet business • Broadway, CitiCall, SaSa, Angel… • Business strategies • Expanding, high investment, aggressive • HR planning • External recruitment, high compensation, new opening, limited training and development

7. Example 2:Public sectors • e.g., Housing Authority (房委會) • Business strategies • Defender, maintaining current status • HR planning • Internal recruitment, compensation at a market level, less new opening, more training and development

8. Recruitment processes • Business strategies formation • Job analysis & Job opening • Recruitment • Selection • Socialization

9. From job analysis • We know the tasks, duties, and responsibilities of a “job” • Java script, C++, team-work oriented, etc. • Recruitment • Select a pool of candidates, job opening • Selection • Ability test, interview, job offering or not

10. Recruitment processes • Business strategies formation • Job analysis & Job opening • Recruitment • Selection • Socialization

11. Recruitment • The process of generating a pool of qualified candidates for a particular job • Job analysis, description and recruitment • Two dimensions are particularly important • Ability (cognitive ability) • Motivation (personality, or context dependent)

12. Recruitment ad • Job title (general description of job) • May have implications about the organization culture or the job nature

13. Example 1 • In a boutique • Sales vs. Customer-needs Manager • “Sales” creates an impression of “selling” • “Customer-needs Manager” creates a better feeling

14. Example 2 • An insurance firm • Insurance Agent vs. Financial Analyst • “Insurance Agent” creates an impression of ….. • “Financial Analyst” may be seen as more professional

15. Example 3 • A sales department • Sales vs. Marketing Executive vs. Account Manager • “Account Manager” • For customers: creating a more professional image • For employees: creating a more superior title, making the job more attractive

16. Job description (job content) • Remember the job description you have made • The major contents are highly similar • Tasks, duties, and responsibilities • Job specification (requirements) • Educational level and background • Any professional qualification? • Any specific skills, e.g., Mandarin, 100 wpm

17. How to apply (prompt actions) • Other requirements (e.g. organizational culture) • Christians? • Salaries and benefits (may or may not be included)

18. Examples • Positions at CUHK • http://perntc.per.cuhk.edu.hk/personnel/jobvacancy.asp?category=2 • Positions at HKUST • https://www.ab.ust.hk/po/vac.html

20. Outline

21. External vs. internal • Both have benefits and drawbacks • External recruitment • Fresh perspectives and different approaches, bring new processes or technology • May not be fully supported by the subordinates (for senior positions), need time to adapt new environment and learning, problem of justice

22. Recruitment (external forces) • Print advertisements • Internet advertisements • Career sites • Employment agencies • Labour department • College recruiting • Customers

23. Internal recruitment • Promotion or transfer • Less costly, a kind of reinforcement that increases job motivation, promoted persons are familiar with the culture and duties • Lack of innovation, undercut the authority

24. Recruitment (internal forces) • Current employees • Creating another job opening • Referrals from current employees • Former employees • Internship

25. Outline

26. Different evaluation methods • By assessing how long employees recruited from different sources stay with the company • How well the applicants know about the job • Current employees, referrals, and former employees • A realistic job preview is important !!! • 空中小姐 stewardess

27. By assessing the costs and benefits of different sources • No. of applicants, offers given, and acceptance of each source • Total cost of each source • Turnover rate of each source • Performance of each source

28. Offers made (2 : 1) Recruiting Yield Pyramid New hires Candidates Interviewed (3 : 2) Candidates Invited (4 : 3) Leads generated (6 : 1) Source: Human Resource Management, 10th Edition, p.162

29. Yield ratio • Applied to screened 6:1 • Screened to interviewed 4:3 • Interviewed to offered 3:2 • Offered to accepted 2:1 • Overall yield ratio • 144:6 or 24:1 or 1200:50

30. How many will be hired in a pool of 300 applicants? Is this pool size enough if there are three vacancies? • Different sources may have different yield ratios

31. Exercise • According to the data sheet I gave you, what recommendations will you give to HR manager in order to improve the quality of recruitment (i.e. recruit more qualified candidates by lower costs)?