OH 3-1

Finding and Recruiting New Employees

Human Resources Management and Supervision

3OH 3-1

OH 3-2

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 3-3

Employment Cycle

OH 3-4

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 3-5

Employment Cycle

OH 3-6

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 3-7

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 3-8

Sources of Potential Employees

Internal sources Existing employees

Persons whom existing employees know

External sources Persons not currently associated with the operation

OH 3-9

Recruiting from Internal Sources

Currently-employed staff members can identify potential applicants if they are aware of vacancies.

OH 3-10

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 3-11

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 3-12

External Recruiting Methods

Networking

Sponsoring school, community, and professional programs

Marketing to professional and community organizations

OH 3-13

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 3-14

Advertising Through Other Media

Signs and postings in and around the operation

Announcements on public bulletin boards

Information on Web sites

OH 3-15

Three Additional External Recruitment Methods

Recruiting competitors’ employees

Participating in career development events

Holding open houses and hosting tours

OH 3-16

How Would You Answer the Following Questions?

1. Ideally, _______ is an important first step in the recruiting process.

2. “What you can offer perspective employees” extends beyond just wages and benefits. (True/False)

3. When employees refer other people to position vacancies, this is an example of _______ recruiting.

4. Advertising through untraditional media is (more/less) expensive than advertising through traditional media.

OH 3-17

Building and Maintaining Relationships with External Sources

Relationships with schools

Relationships with government agencies

Relationships with organizations

OH 3-18

Job Advertisements

It is difficult but important to provide all necessary information in a short “help wanted” ad.

OH 3-19

Elements of Job Postings/Advertisements

Job or position title

Desired qualifications or skills

Company name

Benefits

OH 3-20

Elements of Job Postings/Advertisements continued

Work location

Ways to respond

Equal employment opportunity (EEO) statement

OH 3-21

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 3-22

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 3-23

Now you know that a lot of planning, creativity, and effort are needed to find the very best people for each position.

OH 3-24

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 3-25

How Would You Answer the Following Questions?

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)

OH 3-26

Key Term Review

Blind ads

Cost-benefit relationship

Employee referral programs

External sources

Forecast

Internal sources

OH 3-27

Key Term Review continued

Intranet

Job postings

Longevity

Networking

New hires

Open house

Perquisites (perks)

OH 3-28

Key Term Review continued

Promoting from within

Recruiting

Return on investment (ROI)

Screening

Sources

OH 3-29

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