Professional Documents
Culture Documents
7-2
Recruitment
McGraw-Hill/Irwin
Human Resource Management, 10/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
7-3
Introduction
Before an organization can fill a job vacancy, it must
find people who:
Are qualified for the position
Want the job
These
factors affect recruits in two ways:
How they set their job preferences
How they go about seeking a job
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Preferences of Recruits
Recruits often have a set of job preferences:
Education and skill levels
Geographic location
Salary levels
Advancement opportunities
Such a recruit may not find the “ideal” job
The number of college-level job openings between
now and 2008 will nearly equal the number of
college-educated entrants to the labor force
However, approximately 6 million college graduates
will still be unemployed or under-employed
7-20
Preferences of Recruits
Otherbarriers to finding the ideal job:
Economic conditions
Government and union restrictions
Organizational policies and practices
Temp workers do not know the culture or work flow of the firm
7-54
Cost-Benefit Analysis of Recruiting
Many aspects of recruitment can be evaluated
Recruiters can be assigned goals by type of employee
Sources of recruits can be evaluated by dividing the
number of job acceptances by the number of campus
interviews
Methods of recruiting can be evaluated along various
dimensions, such as the cost of the method divided by
the number of job offer acceptances
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Cost-Benefit Analysis of Recruiting
The quality of a new hire can be evaluated using the
formula QH = (PR + HP + HR)/N
QH = quality of recruits hired
PR = average job performance ratings
HP = percent of new hires promoted within one year
HR = percent of hires retained after one year
N = number of indicators used
Use caution when using the quality-of-hire measure
to evaluate the recruitment strategy
Good employees can be lost for reasons that have
nothing to do with recruiter effectiveness