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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
OH 3-3
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
OH 3-6
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.
OH 3-7
Sources of Potential Employees
Internal sources
Existing employees
Persons whom existing employees know
External sources
Persons not currently associated with the operation
OH 3-8
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.
OH 3-10
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.
OH 3-11
External Recruiting Methods
Networking
Sponsoring school, community, and professional
programs
Marketing to professional and community
organizations
OH 3-12
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
OH 3-13
Advertising Through Other Media
Signs and postings in and around the operation
Announcements on public bulletin boards
Information on Web sites
OH 3-14
Three Additional External
Recruitment Methods
Recruiting competitors’ employees
Participating in career development events
Holding open houses and hosting tours
OH 3-15
How Would You Answer
the Following Questions?
1.
2.
3.
4.
OH 3-16
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
OH 3-17
Job Advertisements
It is difficult but important to provide all necessary
information in a short “help wanted” ad.
OH 3-18
Elements of Job Postings/Advertisements
Job or position title
Desired qualifications or skills
Company name
Benefits
OH 3-19
Elements of Job Postings/Advertisements
continued
Work location
Ways to respond
Equal employment opportunity (EEO) statement
OH 3-20
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.
OH 3-21
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.
OH 3-22
Now you know that a lot of planning, creativity, and effort
are needed to find the very best people for each position.
OH 3-23
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.
OH 3-24
How Would You Answer
the Following Questions?
OH 3-25
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
OH 3-26
Internal sources
Key Term Review continued
Intranet
New hires
Job postings
Open house
Longevity
Perquisites (perks)
Networking
OH 3-27
Key Term Review continued
Promoting from within
Recruiting
Return on investment (ROI)
Screening
Sources
OH 3-28
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