Transcript Title of Chapter

Finding and Recruiting New Employees
3
OH 3-1
3-1
 Human Resources Management and Supervision
Chapter Learning Objectives
 Identify information needed to forecast staffing needs.
 Identify common sources of potential employees.
 Announce job openings to internal and external
candidates.
 Describe methods to maintain relationships with sources
of employees.
 Avoid using discriminatory language in job
advertisements.
 Describe how to evaluate recruiting efforts.
OH 3-2
Employment Cycle
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The Recruiting Process
 Determining what vacancies exist based on
staffing levels
 Establishing necessary skills and backgrounds
for new staff
 Clarifying what prospective employees will
receive
 Identifying sources of potential employees
 Communicating information about vacancies
OH 3-4
Employment Cycle
OH 3-5
Information Needed to Forecast
Staffing Needs
 Last year’s sales and staffing patterns
 History of turnover
 Current and seasonal staffing schedules
 Staffing patterns, guidelines, and formulas for
similar establishments
 Local labor market realities
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What Do We Need? What Can We Offer?
 Use current and accurate job descriptions to
identify required duties/responsibilities in needed
positions.
 Wages and benefits must be competitive.
 Noneconomic factors are also important.
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Sources of Potential Employees
 Internal sources
 Existing employees
 Persons whom existing employees know
 External sources
 Persons not currently associated with the operation
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Recruiting from Internal Sources

OH 3-9
Currently-employed
staff members can
identify potential
applicants if they are
aware of vacancies.
Promotion from Within
 Promoting current employees into open
positions
 Advantages include
 Rewards employees for good performance.
 Motivates others to improve their performance.
 Encourages all staff to consider long-term
employment.
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External Sources of Potential Employees
 The range and number of sources depends on
the operation’s location.
 Recruiting tactics must target the best possible
applicants regardless of race, gender, national
origin, age, religion, or other nonessential traits.
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External Recruiting Methods
 Networking
 Sponsoring school, community, and professional
programs
 Marketing to professional and community
organizations
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Advertising in Traditional Media
 Traditional media include radio, television,
newspapers, magazines, and other publications.
 Print and broadcast advertisements can be
expensive.
 Other possible disadvantages
 Need to include all information in a short ad
 Assuring that the ad is printed or read accurately
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Advertising Through Other Media
 Signs and postings in and around the operation
 Announcements on public bulletin boards
 Information on Web sites
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Three Additional External
Recruitment Methods
 Recruiting competitors’ employees
 Participating in career development events
 Holding open houses and hosting tours
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How Would You Answer
the Following Questions?
1.
2.
3.
4.
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Ideally, _______ is an important first step in
the recruiting process.
“What you can offer perspective employees”
extends beyond just wages and benefits.
(True/False)
When employees refer other people to position
vacancies, this is an example of _______
recruiting.
Advertising through untraditional media is
(more/less) expensive than advertising through
traditional media.
Building and Maintaining Relationships
with External Sources
 Relationships with schools
 Relationships with government agencies
 Relationships with organizations
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Job Advertisements
It is difficult but important to provide all necessary
information in a short “help wanted” ad.
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Elements of Job Postings/Advertisements
 Job or position title
 Desired qualifications or skills
 Company name
 Benefits
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Elements of Job Postings/Advertisements
continued
 Work location
 Ways to respond
 Equal employment opportunity (EEO) statement
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Avoiding Discriminatory Language
 Avoid gender-specific titles and other language.
 Avoid references to groups of people that imply
traits not relating to bona fide occupational
qualifications or essential functions.
 Focus on the skills, knowledge, and abilities
needed for the job.
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Recruiting Reflects Character of the Operation
 Match the tone and style of information provided
to the tone and style of the organization.
 A consistent image involves using the logo,
colors, and other indicators that people
associate with your operation.
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Now you know that a lot of planning, creativity, and effort
are needed to find the very best people for each position.
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Evaluating Recruiting Methods
 Evaluation identifies those recruiting activities
that are most useful for specific vacancies.
 Cost-benefit evaluation compares total direct
and indirect recruiting costs against the number
of applicants produced.
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How Would You Answer
the Following Questions?
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1.
The most productive external sources of
potential employees are _______
organizations.
2.
A job opening can be communicated _______
or in _______.
3.
Equal Employment Opportunity statements are
not needed because EEO requirements are
mandated by law. (True/False)
4.
Advertising for a “server” is better than
advertising for a “waiter.” (True/False)
Key Term Review
 Blind ads
 External sources
 Cost-benefit
 Forecast
relationship
 Employee referral
programs
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 Internal sources
Key Term Review continued
 Intranet
 New hires
 Job postings
 Open house
 Longevity
 Perquisites (perks)
 Networking
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Key Term Review continued
 Promoting from within
 Recruiting
 Return on investment (ROI)
 Screening
 Sources
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Chapter Learning Objectives—
What Did You Learn?
 Identify information needed to forecast staffing needs.
 Identify common sources of potential employees.
 Announce job openings to internal and external
candidates.
 Describe methods to maintain relationships with sources
of employees.
 Avoid using discriminatory language in job
advertisements.
 Describe how to evaluate recruiting efforts
OH 3-29