Strategy for

recruitment

Zhu lei
51929774
 Successful Selection Interviewing
 “Utilized properly; depending on its exact purpose,
the interview emerges as a valid reliable tool in
candidate assessment. Moreover its flexibility to act
as a medium for mutual preview or as a final stage
forum for negotiation between the parties, renders
the interview more useful in selection than narrowly
focused definitions of validity and reliability can
convey”
 Staffing activities : recruitment

 External recruitment

 Internal recruitment
 planning
planning

Strategy
Strategy development
development searching
searching

External/internal
recruitment
Applicant
Applicant reactions
reactions Transition
Transition to
to selection
selection

Legal
Legal issues
issues
 planning
 Made to coordinate the identification and attraction of
applicants.
 Administrative issues need to be considered to ensure that
there are adequate resources to conduct a successful
recruitment campaign
 planning
A large business wants its HRM recruitment staff to specify the quality of
the recruitment service they will deliver to departments and to
establish service level agreements for recruitment.
a) How will you specify the quality of recruitment services.
b) What issues, procedures and practices will you research?
c) What problems will you encounter in specifying recruitment service
quality?
d) How can service quality be defined in terms of
 functions and activities to be carried out
 and
 the potential strategic contribution of recruitment to organisational
success and changing culture?
 Strategy development
 Impact on the ability of factors:
Beliefs and values
Job skills
Work experience
Working enthusiasm
Personality traits
Emotion
Intellectual
 Strategy development
 Easy access to enhance the capacity of
The ability to train subordinates
Production efficiency
Team spirit
Professional knowledge and skills

Performance Management
 Strategy development
 It is very difficult to raise the:
Initiative
Innovation capability
Integrity
To deal with the pressure
Flexibility
The concept of thinking ability
 searching

 open versus targeted recruitment

 Targeted recruitment
 Making the choice
 Below is a list of targeted recruitment groups
key KSAO shortages: here, the objective is to identify applicants with
specific new areas of knowledge or “hot” skills
workforce diversity gaps: often one must go beyond open recruitment
to reach diverse groups and make special efforts
 searching

 Passive job seekers or noncandidates: sometimes

 Former military personnel
 Employment discouraged
 Reward seekers
 Former employees
 Reluctant applicants
 Attract Candidates - Internal vs. external
sources

 Nature of vacancy and open access?

 Internal
 known qualities, locals vs. cosmopolitans
 fluid internal market and contribution to culture,
rewards/expectations
 staff database, career support planning - quicker/cheaper,
incestuous?
 External - time consuming, uncertain, new blood, socialisation
 inexpensive, limited choice approaches?
 staff recommendation, on-spec applications, school-college links etc.
 expensive, wider access approaches
 head-hunters, general/specialist recruitment agencies, local/national
press, professional & trade journals
 poaching/fishing
 Come and live/work in our house - forming, fight/flight, norming
& performing
 searching

 Headhunting company - Advanced

Friend - reliable
Online Recruitment - the quality of
Media advertising - General
Personnel exchanges will be -?
 Finding and attracting candidates

 Sources
 internal: word of mouth, internal vacancy notifications, staff
newsletters. Staff analysis. Career planning
 external: where are the candidates located, in what type of job? Local,
national, overseas. Do they want to move? Schools, colleges, careers
centres, job shops, employment fairs.
 Agencies
 recruitment consultants/agencies, head hunters,
 media: newspapers, journals, radio, WWW/Internet
 advertising
 advertising accounts, writing & designing the copy, targeting the
advert, proof reading, publishing deadlines, costs
 The emergence of on-line recruitment
 Applicant reactions
 CPI: The first category: dominant, social
skills, self-confidence measurement
 The second category: a sense of
responsibility, social maturity, and personal
measurement of the intrinsic properties
 A survey: What factors affect the
recruitment
 Professional ethics: 59%
 Capacity: 23%
 Enthusiasm: 12%
 Level of education: 4%
 Others: 2%
 Therefore: take the initiative, honest, serious
work is more important than for other reasons
 Organizational development of human resources requirements are
constantly meeting Filling and organizations need to attract employees
 Interview in terms of personnel recruitment irreplaceability
 Two 70%:
 70% of the company's employees into the company through the
interview
 70% of interviews in 15 minutes before the interview had been
 Was interviewed by the examiner to determine whether the
recruitment
 Interview

Capacity Expected standards of performance

The possibility of judging

To reach organizational goals

Outstanding people ? Useful?

Descriptive-Behavioural

 Focus on
 actual recruitment experience/behaviour of personnel specialists
and line managers
 Behaviour in front of audiences - on-stage, back stage, off stage

 Critical Evaluative
 How does behaviour compare with textbook normative rhetoric?
 Are the techniques reliable, valid, cost effective?
 Is the process objective or prone to subjective bias?
 Why?
 Decision-making processes
 Psychometric-objective versus
 Subjective, social action process
 Vacancy Processing
 involves
 intra-organisational bargaining
 Job/role and competence analysis
 observation, interviews, knowledge of roles, skills,
imperatives
 Title, reports to, tenure, compensation package, scope
of responsibilities and duties, authority, priorities,
budget, staff team, location, conditions, knowledge,
skills, experience, values, performance standards,
problems/objectives, results/priorities, ideal candidate
profile.
 copy writing and internal/external advertising
 Recruitment assumptions
…based on a psychometric-objective model.

 define job requirements

 ascertain personal qualities – traits and competencies
 match job requirements to person's profile.

 Use techniques to
Routinse and objectivise the process
Reduce the risks
Maximise predictive power
 Personnel Specification: Rodger's 7 Point Plan

 physique, health and appearance

 height, build, hearing, eyesight, health, looks, grooming, voice, disability?
 attainments
 education/qualifications (school, HE), job training, experience & learning
 conceptual and reasoning ability
 knowledge-base, perception, intellectual & conceptual capacities, wisdom
 special aptitudes
 physical, verbal (speech/writing), technical, figures, art, music, social?
 interests
 intellectual, cultural, practical, physically active, international, aesthetic
 disposition
 acceptability, relationships, leadership/initiative, motivation and drive,
reliability, stability/adjustment, proactivity, influencing
 circumstances Essential?
 age, plans, domestic ties, mobility, domicile, other
Desirable?
Disqualifier?
 Job description - what use?
 reference point for induction, performance assessment & grading
 a basis for the job advert & recruitment literature
 indicates competencies required - generic + job specific
Core Competencies (example from major software
 People relationships
house)
 Customer relationships management
 Communication and persuasiveness
 Business and financial judgement We sell our
skills and
 Knowledge sharing/management abilities!
 Vision, change and accountability
 Drive, motivation, planning and organising
 Problem-solving and decision-making
 People management capabilities
 Role specific technical and specialist capabilities
 Professional standards and values
2003-2005 units of different nature to receive the total
proportion of graduates compared
2006 in different regions of the demand for the number of
college graduates (formerly 10)
 Q&A
 National graduates in 2008 reached 5.32 million people,
the national average employment rate of 70 percent. Job-
seekers in 2009 is expected to join the ranks of graduates
of the total number of 5,920,000 people.
 Can the strategy for recruitment help National graduates to
find a job?