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Internal Candidates: Hiring from Within

Advantages
Foreknowledge of
candidates strengths and
weaknesses
More accurate view of
candidates skills
Candidates have a
stronger commitment to
the company
Increases employee
morale
Less training and
orientation required
2008 Prentice Hall, Inc. All rights reserved.

Disadvantages
Failed applicants become
discontented
Time wasted interviewing
inside candidates who will
not be considered
Inbreeding strengthens
tendency to maintain the
status quo

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Finding Internal Candidates

Rehiring Former
Employees

Job Posting

Hiring from
Within

Succession
Planning (HRIS)

2008 Prentice Hall, Inc. All rights reserved.

52

Outside Sources of Candidates


Locating Outside Candidates
1

Recruiting via the Internet

Executive Recruiters

Advertising

On Demand Recruiting
Services (ODRS)

Employment Agencies

College Recruiting

Temp Agencies and Alternative


Staffing

Referrals and Walk-ins

Offshoring/Outsourcing

2008 Prentice Hall, Inc. All rights reserved.

53

Outside Sources of Candidates (contd)


Recruiting via the Internet
Advantages

Cost-effective way to publicize job openings

More applicants attracted over a longer period

Immediate applicant responses

Online prescreening of applicants

Links to other job search sites

Automation of applicant tracking and evaluation

Disadvantages

Exclusion of older and minority workers

Excessive number of unqualified applicants

Personal information privacy concerns of applicants

2008 Prentice Hall, Inc. All rights reserved.

54

FIGURE 58
Top Job
Boards
Ranked
According
to Average
Number of
Job
Listings

Source: Workforce
Management, May 22,
2006, p. 12.
2008 Prentice Hall, Inc. All rights reserved.

55

FIGURE 59

Ineffective and Effective Web Ads

Source: Workforce, December 2001, Crain Communication, Inc. Reprinted with permission.
2008 Prentice Hall, Inc. All rights reserved.

56

Advertising for Outside Candidates


The Media Choice
Selection of the best medium depends on the

positions for which the firm is recruiting.


Newspapers:

local and specific labor markets

Trade

and professional journals: specialized


employees

Internet

job sites: global labor markets

Effective Ads
Create attention, interest, desire, and action (AIDA).
Create a positive impression of the firm.
2008 Prentice Hall, Inc. All rights reserved.

57

FIGURE 510

Help Wanted Ad That Draws Attention

Source: The New York Times, May 13, 2007, Business p. 18.
2008 Prentice Hall, Inc. All rights reserved.

58

Employment Agencies
Types of Employment
Agencies

Public
Agencies

2008 Prentice Hall, Inc. All rights reserved.

Nonprofit
Agencies

Private
Agencies

59

Outside Sources of Candidates (contd)


Why Use a Private Employment Agency
No HR department: firm lacks recruiting and

screening capabilities.
To attract a pool of qualified applicants.
To fill a particular opening quickly.
To attract more minority or female applicants.
To reach currently employed individuals who are

more comfortable dealing with agencies.


To reduce internal time devoted to recruiting.

2008 Prentice Hall, Inc. All rights reserved.

510

Outside Sources of Candidates (contd)


Avoiding Problems with Employment Agencies
Provide the agency with accurate and complete job

descriptions.
Make sure tests, application blanks, and interviews

are part of the agencys selection process.


Review candidates accepted or rejected by your firm

or the agency for effectiveness and fairness of


agencys screening process.
Screen agency for effectiveness in filling positions.
Supplement the agencys reference checking by

checking the final candidates references yourself.


2008 Prentice Hall, Inc. All rights reserved.

511

Temp Agencies and Alternative Staffing


Benefits of Temps
Increased productivitypaid only when working
Allows trial run for prospective employees
No recruitment, screening, and payroll

administration costs

Costs of Temps
Increased labor costs due to fees paid to temp

agencies
Temp employees lack of commitment to the firm

2008 Prentice Hall, Inc. All rights reserved.

512

Concerns of Temp Employees


Dehumanizing, impersonal, and discouraging treatment
by employers.
Insecurity about employment and pessimism about the
future.
Worry about the lack of insurance and pension benefits.
Being misled about job assignments and whether
temporary assignments are likely to become full-time
positions.
Being underemployed while trying return to the fulltime labor market.
Anger toward the corporate world and its values;
expressed as alienation and disenchantment.
2008 Prentice Hall, Inc. All rights reserved.

513

FIGURE 511

Guidelines for Using Temporary Employees

1. Do not train your contingent workers. Ask their staffing agency to handle training.
2. Do not negotiate the pay rate of your contingent workers. The agency should
set pay.
3. Do not coach or counsel a contingent worker on his/her job performance.
Instead, call the persons agency and request that it do so.
4. Do not negotiate a contingent workers vacations or personal time off. Direct
the worker to his or her agency.
5. Do not routinely include contingent workers in your companys employee
functions.
6. Do not allow contingent workers to utilize facilities intended for employees.
7. Do not let managers issue company business cards, nameplates, or employee
badges to contingent workers without HR and legal approval.
8. Do not let managers discuss harassment or discrimination issues with
contingent workers.
9. Do not discuss job opportunities and the contingent workers suitability for
them directly. Instead, refer the worker to publicly available job postings.
10. Do not terminate a contingent worker directly. Contact the agency to do so.
Source: Adapted from Bohner and Selasco, Beware the Legal
Risks of Hiring Temps, Workforce, October 2000, p. 53.
2008 Prentice Hall, Inc. All rights reserved.

514

Working with a Temp Agency

Invoicing. Make sure the agencys invoice fits your companys


needs.

Time sheets. The time sheet is a verification of hours worked and


an agreement to pay the agencys fees.

Temp-to-perm policy. What is the policy if you want to hire a temp


as a permanent employee?

Recruitment of and benefits for temp employees. How does the


agency plan to recruit and what sorts of benefits it will it pay?

Dress code. Specify the attire at each of your offices or plants.

Equal employment opportunity statement. Get a statement from the


agency that it does not discriminate when filling temp orders.

Job description information. Ensure that the agency understands


the job to be filled and the sort of person you want to fill it.

2008 Prentice Hall, Inc. All rights reserved.

515

Offshoring/Outsourcing White-Collar
and Other Jobs
Political and
Military Instability

Resentment and
anxiety of U.S.
employees/unions

Costs of foreign
workers

Special training of
foreign employees

2008 Prentice Hall, Inc. All rights reserved.

Cultural
Misunderstandings

Main
Issues

Customers
security and
privacy concerns

Foreign contracts,
liability, and legal
concerns
516

Outside Sources of Candidates (contd)


Executive Recruiters (Headhunters)
Contingent-based recruiters
Retained executive searchers
Internet technology and specialization trends

Guidelines for Choosing a Recruiter


1. Make sure the firm is capable of conducting a

thorough search.
2. Meet individual who will handle your assignment.
3. Ask how much the search firm charges.
4. Never rely solely on the recruiter to do reference

checking.
2008 Prentice Hall, Inc. All rights reserved.

517

Outside Sources of Candidates (contd)


College Recruiting
On-campus recruiting

goals

To determine if the
candidate is worthy of
further consideration
To attract good
candidates

On-site visits

Invitation letters

Assigned hosts

Information packages

Planned interviews

Timely employment
offer

Follow-up

Internships

2008 Prentice Hall, Inc. All rights reserved.

518

Outside Sources of Candidates (contd)


Employee Referrals
Referring employees become stakeholders.
Referral is a cost-effective recruitment program.
Referral can speed up diversifying the workforce.
Relying on referrals may be discriminatory.

Walk-ins
Seek employment through a personal direct

approach to the employer.


Courteous treatment of any applicant is a good

business practice.
2008 Prentice Hall, Inc. All rights reserved.

519

FIGURE 512

Best Recruiting Sources

Note: Survey of 2,294 organizations.

Percentage of employers reporting best-performing


sources for hiring without regard to cost, 2004.

Source: Workforce Management, December 2004, p. 98.


2008 Prentice Hall, Inc. All rights reserved.

520

Improved Productivity Through HRIS:


An Integrated Technology Approach to Recruiting
Requisition Management System

Integrated Recruiting Solution


Integrated Employee
Recruitment System
Screening Services

Hiring Management

2008 Prentice Hall, Inc. All rights reserved.

521

Recruiting A More Diverse Workforce


Single Parents

The Disabled

Welfare-to-Work

2008 Prentice Hall, Inc. All rights reserved.

Older Workers

Minorities and
Women

522

Developing and Using Application Forms


Uses of Application
Information

Applicants
education and
experience

Applicants
progress and
growth

2008 Prentice Hall, Inc. All rights reserved.

Applicants
employment
stability

Applicants
likelihood of
success

523

FIGURE 513
Employment
Application

2008 Prentice Hall, Inc. All rights reserved.

524

Application Forms and the Law


Education
Achievements

Arrest
Record

Housing
Arrangements

Areas of Personal
Information

Marital
Status

Physical
Handicaps

2008 Prentice Hall, Inc. All rights reserved.

Notification in
Case of
Emergency

Memberships in
Organizations

525

KEY TERMS
employment or personnel
planning
trend analysis
ratio analysis
scatter plot
computerized forecast
qualifications inventories
personnel replacement charts

2008 Prentice Hall, Inc. All rights reserved.

position replacement card


recruiting yield pyramid
job posting
succession planning
alternative staffing
on demand recruiting services
(ODRS)
application form

526