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Recruitment decisions

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Ncell
Ncell

Recruitment involves generating a suitable pool of candidates for open jobs. The document discusses recruitment strategies like internal and external hiring. It outlines the recruitment process including developing a philosophy, evaluation metrics, planning activities and strategies. Tools for planning include yield ratio analysis to estimate suitable candidates. Sources of recruitment include internal methods like job posting and employee referrals, and external methods like advertising, agencies, and online recruiting. Filling vacancies internally has pros like familiarity and motivation, but can cause ripple effects, while external hiring has pros like innovation but higher costs. The document provides guidelines for effective recruitment like setting objectives to attract suitable candidates and provide accurate job information.

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Recruitment Decisions
Recruitment A process of generating a pool of suitable candidates for available jobs. Purpose:  Attract suitable candidates to apply  Discourage unsuitable ones  Provide job information  Project organization image
Alternatives to recruitment  Reorganization  Flexible working  Employee leasing  Outsourcing  Internal redeployment  Technology
Employment Lifecycle Recruit Hire Retain Exit Decision Selection Criteria Job Design Competency Profile
Quality of new hire Improving quality of hire is a means to an end – NOT the end itself There is no one-size-fits- all with quality of hire It is up to YOU to determine what is important to your company
Recruitment process Recruitment Philosophy • Internal vs external • Job vs career • Short vs long term • Other considerations Recruitment Evaluation • Number of jobs filled • Timeliness of jobs filled • Cost per job filled • Diversity goals met Recruitment Activities • Internal & External methods of recruitment • Follow up actions • Record keeping Recruitment Planning • Numbers needed • Cost/time needed • Diversity of hires Strategy Development • Whom, how, when to recruit • Which source to use • Choice of recruiters • What information to share
Tools for recruitment planning Yield ratio analysis (YR)  The YR reflects percentage of job candidates at beginning of recruitment who moved to the next step in the process  After initial screening, if company invites 8 out of 20 applicants for interview,  The YR for this stage of recruitment is 40%  Not everyone receiving the interview call may accept it  If 6 out of 8 candidates accept the call,  YR for this stage of recruitment is 75%  If 3 out of 6 candidates are finally selected & job offers are given to them, then  YR at this stage of recruitment is 50%
Effective recruiting: Yield Pyramid New hires (50%) Offers made (67%) Interviewed (75%) Invited (17%) Leads generated Significance YR will help to estimate the suitable candidate number required in future Saves time and resource
Sources of recruitment 1. Internal source of recruitment  Generating a pool of candidates from within the organization 2. External source of recruitment  Generating a pool of candidates from outside the organization
Methods for internal recruitment  Job posting (company website, notice board)  Employee referrals (since internal rather than external sources are used to attract candidates, this method is still considered internal)  Employee/Executive Development Programs  Succession Planning  Training  Grooming
Methods for external recruitment  Advertisement (media)  College recruitment (campus visit, job fair, internship)  Employment agencies (most widely used source)  Walk-ins  Online recruiting (social networking sites)
Filling vacancies from Within Pros  Familiarity may increase selection accuracy.  Employee motivation to perform well and develop skills.  Quicker and lower staffing costs.  Lower training and adjustment costs. Cons  Current employees may not be prepared.  May lead to a “ripple effect”, as one vacancy filled from within causes another vacancy, which increases staffing costs.  May lower the influx of new ideas and innovation.
Filling vacancies from Outside Pros  Larger number of applicants lowers selection ratio.  Prevent ripple effect.  May increase innovation.  Aid in meeting diversity goals. Cons  Increases staffing costs.  Increases training and adjustment costs.  Takes longer to fill vacancies.  May lower employee motivation to perform well and develop skills.
Set objectives  Attract suitable candidates  Deter unsuitable candidates  Create a favorable impression  Provide adequate & accurate information What information?  Is the organization reputed one?  Is the work interesting?  Is the job relevant to qualification/ experience?  Is the pay right?  Will it advance my career?  Is it secure? Ad construction checklist
AIDA components:  Catch ATTENTION  Hold INTEREST  Arouse DESIRE  Stimulate ACTION Guidelines  Catch attention with imaginative headline and illustration  Stimulate interest by describing the organization and the job in the first paragraph in a personally rewarding way  Arouse desire by stating opportunities early in the copy, job location, job requirements and job rewards  Stimulate action by telling how, when and where to apply AIDA principles & guidelines

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Recruitment decisions

  • 2. Recruitment A process of generating a pool of suitable candidates for available jobs. Purpose:  Attract suitable candidates to apply  Discourage unsuitable ones  Provide job information  Project organization image
  • 3. Alternatives to recruitment  Reorganization  Flexible working  Employee leasing  Outsourcing  Internal redeployment  Technology
  • 4. Employment Lifecycle Recruit Hire Retain Exit Decision Selection Criteria Job Design Competency Profile
  • 5. Quality of new hire Improving quality of hire is a means to an end – NOT the end itself There is no one-size-fits- all with quality of hire It is up to YOU to determine what is important to your company
  • 6. Recruitment process Recruitment Philosophy • Internal vs external • Job vs career • Short vs long term • Other considerations Recruitment Evaluation • Number of jobs filled • Timeliness of jobs filled • Cost per job filled • Diversity goals met Recruitment Activities • Internal & External methods of recruitment • Follow up actions • Record keeping Recruitment Planning • Numbers needed • Cost/time needed • Diversity of hires Strategy Development • Whom, how, when to recruit • Which source to use • Choice of recruiters • What information to share
  • 7. Tools for recruitment planning Yield ratio analysis (YR)  The YR reflects percentage of job candidates at beginning of recruitment who moved to the next step in the process  After initial screening, if company invites 8 out of 20 applicants for interview,  The YR for this stage of recruitment is 40%  Not everyone receiving the interview call may accept it  If 6 out of 8 candidates accept the call,  YR for this stage of recruitment is 75%  If 3 out of 6 candidates are finally selected & job offers are given to them, then  YR at this stage of recruitment is 50%
  • 8. Effective recruiting: Yield Pyramid New hires (50%) Offers made (67%) Interviewed (75%) Invited (17%) Leads generated Significance YR will help to estimate the suitable candidate number required in future Saves time and resource
  • 9. Sources of recruitment 1. Internal source of recruitment  Generating a pool of candidates from within the organization 2. External source of recruitment  Generating a pool of candidates from outside the organization
  • 10. Methods for internal recruitment  Job posting (company website, notice board)  Employee referrals (since internal rather than external sources are used to attract candidates, this method is still considered internal)  Employee/Executive Development Programs  Succession Planning  Training  Grooming
  • 11. Methods for external recruitment  Advertisement (media)  College recruitment (campus visit, job fair, internship)  Employment agencies (most widely used source)  Walk-ins  Online recruiting (social networking sites)
  • 12. Filling vacancies from Within Pros  Familiarity may increase selection accuracy.  Employee motivation to perform well and develop skills.  Quicker and lower staffing costs.  Lower training and adjustment costs. Cons  Current employees may not be prepared.  May lead to a “ripple effect”, as one vacancy filled from within causes another vacancy, which increases staffing costs.  May lower the influx of new ideas and innovation.
  • 13. Filling vacancies from Outside Pros  Larger number of applicants lowers selection ratio.  Prevent ripple effect.  May increase innovation.  Aid in meeting diversity goals. Cons  Increases staffing costs.  Increases training and adjustment costs.  Takes longer to fill vacancies.  May lower employee motivation to perform well and develop skills.
  • 14. Set objectives  Attract suitable candidates  Deter unsuitable candidates  Create a favorable impression  Provide adequate & accurate information What information?  Is the organization reputed one?  Is the work interesting?  Is the job relevant to qualification/ experience?  Is the pay right?  Will it advance my career?  Is it secure? Ad construction checklist
  • 15. AIDA components:  Catch ATTENTION  Hold INTEREST  Arouse DESIRE  Stimulate ACTION Guidelines  Catch attention with imaginative headline and illustration  Stimulate interest by describing the organization and the job in the first paragraph in a personally rewarding way  Arouse desire by stating opportunities early in the copy, job location, job requirements and job rewards  Stimulate action by telling how, when and where to apply AIDA principles & guidelines