After studying this chapter, you should be able to:
- DESCRIBE how recruitment strategies rely on job analysis information and human resource plans.
- EXPLAIN the crucial role recruiters play in meeting an organization’s affirmative action goals.
- DISCUSS the constraints under which the recruitment process takes place.
- MATCH appropriate recruiting methods with different types of jobs.
- DISCUSS the role of placement firms, state unemployment offices. and other outside organizations that assist recruiters.
- DESCRIBE the role application blanks play in recruitment and selection.
The quality of an organization’s human resources depends on the quality of its recruits. Recruitment is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. (The process of selecting applicants to become employees is the topic of )
Managers become involved because they want the best people they can get, and they often know about places where appropriate applicants can be found. However, in large organizations, specialists in the recruiting process, called recruiters, are often used to find and attract capable applicants. As illustrates, recruiters identify job openings through HR planning or requests by managers. The HR plan can be especially helpful because it shows the recruiter both present openings and those expected in the future. As was mentioned in
, advanced knowledge of job openings allows a recruiter to be proactive.
Once openings have been identified, the recruiter learns what each job requires by reviewing the job analysis information, particularly the job descriptions and job specifications, as discussed . Recruiters also may supplement their knowledge about a job’s requirements with talks with the appropriate manager. John Hancock Financial Services provides an example.
John Hancock Financial Services is the eighth largest life insurance company in the United States. Headquartered in Boston, Massachusetts, it faces many of the recruiting issues that confront employers throughout North America, -Europe, and Japan, including a diverse workforce, tight labor markets, insufficiently educated workers, and a realization that traditional approaches to recruiting are not always successful. Simply put, Hancock was unable to fill the approximately 1000 full-time, part time, and temporary jobs that became open each year in its headquarters operations.
Adopting a “customer service” orientation to meet the needs of operating managers who faced staffing shortages, Ln Eisenstein began a variety of efforts to expand the pool of recruits available to her company. As HR director, she expanded community outreach programs to attract more applicants. Recruiters became public relations represents- . rives of the company and were sent out to recruit at local schools and community training agencies for the disadvantaged. Besides these proactive measures, she joined with other Boston-area companies to lobby for increased aid to that city’s schools to enhance business education.
Eisenstein also hired “quantifiable” candidates-that is, people who were not able to do the jobs for which they were hired without extensive training-relying on her company’s extensive in-house training programs to turn “quantifiable” into “qualified This example illustrates several challenges related to recruitment recruiters face growing constraints in attracting applicants.’ Second, traditional sources or channels of recruits are unlikely to be sufficient as the growth