Job Analysis (e.g., Job requirements, KSAs

1. Basic Recruitment Process Job Analysis (e.g., Job requirements, KSAs HR Planning (e.g., # job openings, time frame) Job Description (e.g., job duties, benefits, applicant qualifications) Recruitment (e.g, methods, processing of applicants) Selection (e.g., assessment of KSAs

2. Which Recruitment Technique Should be Used? ~ Recruitment Objectives ~ • How many applicants does the company need to • attract for each position? • What KSAs do applicants need to possess? • What diversity (e.g., demographic, viewpoints) is • desired? • When should the positions be filled (timeframe)? • What financial limitations exist (cost issue)

3. Recruitment Sources (Techniques) • Pros: • Quicker • Cheaper • Know person’s qualifications • The applicant knows the company (e.g., people, systems, resources) • Newspaper advertising (quick, relatively inexpensive) • Trade publications (focused audience) • In-house referrals (What are the pros and cons of this approach)? • On-site interviews (e.g., college campuses) • Executive search firms • Web sources (e.g., Monster.com, Company web page) • Cons: • Less diversity (demographics, ideas) • Potential interpersonal conflict (now a coworkers boss • Need to fill an opening

4. Issue Affecting Recruitment • Labor market (e.g., unemployment rate) • Affirmative Action stance • Role of minority representation in job advertisements • (attractiveness and compatibility perceptions) • Affirmative action policy vs. broad AA statement • Medtronic example • SHRM Template • UWF is an Equal Opportunity/Access/Affirmative Action Employer and applications from women and minorities are especially encouraged. • Attractiveness of the organization (e.g., image, perceived fairness, pay and benefits, climate, likeability of organizational members) • Content of the job advertisement (e.g., amount of information required of applicants, job duties, requirements, description of organization) Should job salary be included in the advertisement?

5. Teaching Application Material Example • Letter of intent • Research Philosophy/Statement • Teaching Philosophy/Statement • Student (teaching) evaluations • Copies of published articles • Letter of recommendation (3) • Resume • Transcript

6. Other Recruitment Issues • Recruiter Characteristics --- • Demographics (e.g., gender, race, age) • Functional job area (similarity to job being recruited; role of knowledge) • Personality (e.g., warmth, enthusiasm, supportive, personableness) • Doverspike, Taylor, Shultz, and McKay (2000) " ... organizations should deploy minorities as recruiters, particularly in settings where minorities are prevalent. ... The presence of successful minority employees sends a signal to applicants that the organization is committed to diversifying its workforce, that potential role models exist, and that minorities have a strong likelihood of success" (p. 452). • Administration of Recruitment --- • Promptness of follow-up contact (short timeframe is best) • Amount of information requested of applicant (more information = less # of applicants)

7. Organizational Emphasis on Recruitment • Money and time spent on recruiting by HR = 16% • Evaluationof recruitment effectiveness (often limited to criteria such as meeting deadlines) • Extent of recruiter training(most not trained; less than half of organizations used formal, standardized training programs) Source: Rynes, S. L., & Boudreau, J. W. (1986). College recruiting in large organizations: Practice, evaluation, and research implications. Personnel Psychology, 39, 729-757.

8. Metrics for Evaluating Recruitment Effectiveness • Employee job performance • New employee turnover • Supervisor satisfaction with new employees • New employee performance in training • Cost per hire

9. Posting resumes on 3rd party job sites or sending unsolicited resumes to organizations does not constitute an "expressed interest." • Key distinction in the above is Step # 3. Example: Job seekers who do not possess a minimum requirement (e.g., certification, license) qualify as “applicants” under the EEOC but not OFCCP rules

10. Realistic Job Preview Effects PERCEPTION OF HONESTY AND CARING RJP VACCINATION OF EXPECTATIONS SELF SELECTION INTERNAL FOCUS OF CONTROL COMMITMENT TO CHOICE OF ORGANIZATION NEEDS ARE MATCHED TO ORGANIZATIONAL CLIMATE ROLE CLARITY JOB SATISFACTION COPING MECHANISMS DEVELOP FOR NEW JOBS JOB PERFORMANCE VOLUNTARY TURNOVER INVOLUNTARY TURNOVER TENURE IN THE ORGANIZATION

11. Recruitment Recommendations • Carefully consider the sometimes competing objectives of attracting • vs. selecting job seekers • Identify specific objectives of a recruitment program • Formulate a specific strategy for accomplishing recruitment program • objectives • Insure that recruitment screens reflect the desired job-related • characteristics of job candidates • Use targeted recruitment to identify underrepresented protected • groups • Develop a recruitment Web site that is attractive, easy to navigate, • and easy to use for submitting application materials

12. Recruitment Recommendations (cont.) • Incorporate color, pictures, audio, and video on a recruitment web site; all narrative content on the site should be well written in an engaging style; all materials (including pictures and themes presented) must accurately reflect the true nature of the organization • Consider using resume screening and applicant tracking software to manage the number of resumes that must be individually reviewed and applicant contacts that must be made • Evaluate an organization’s image being communicated by recruitment and related media to insure that image is the desired organizational “brand”

13. Recruitment Recommendations (cont.) • Consider using recruitment web sites • Encourage referrals of potential applicants from employees • Select recruiters on characteristics associated with dealing with people • Using technology to aid in recruiting is an asset. But, use more personal means of communications to applicants who are particularly desirable and stay in touch with them throughout the recruitment process • Use realistic job previews (RJPs) • Use metrics and other measures to evaluate recruitment programs and associated activities to identify “what works”

14. Orientation Principles • First impressions need to be managed well (1st day and initial few months). A poor first impression can last a long time (e.g., many, many years) • Show new workers how their job is important to the overall goals of the organization (need to communicate organizational values and culture) • Sequence information that is provided to new employees (e.g., how things are done, key personnel, processes, equipment, terms) --- do not provide everything at once • New employee orientation should be the responsibility of the new hire’s immediate supervisor • Attend to the needs of the new hire’s significant other and children (if applicable)