• On-Demand Recruiting Services (ODRS) – Provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms.
Temp Agencies and Alternative Staffing • Benefits of Temps – Increased productivity—paid only when working – Allows “ trial run ” for prospective employees – No recruitment, screening, and payroll administration costs • Costs of Temps – Increased labor costs due to fees paid to temp agencies – Temp employees ’ lack of commitment to the firm
Concerns of Temp Employees • Dehumanizing, impersonal, and discouraging treatment by employers. • Insecurity about employment and pessimism about the future. • Worry about the lack of insurance and pension benefits. • Being misled about job assignments and whether temporary assignments are likely to become full-time positions. • Being “ underemployed ” while trying to return to the full-time labor market. • Anger toward the corporate world and its values; expressed as alienation and disenchantment.
Offshoring and Outsourcing Jobs Political and military instability Cultural misunderstandings Customers ’ securing and privacy concerns Foreign contracts, liability, and legal concerns Special training of foreign employees Costs of foreign workers Resentment and anxiety of U.S. employees/unions Outsourcing/ Offshoring Issues
Executive Recruitment • Executive Recruiters (Headhunters, special employment agencies ) – Contingent-based recruiters (50,000 to150,000 USD) – Retained executive searchers (150,000 USD or more) – Internet technology and specialization trends • Guidelines for Choosing a Recruiter 1. Make sure the firm is capable of conducting a thorough search. 2. Meet individual who will handle your assignment. 3. Ask how much the search firm charges. 4. Make sure the recruiter and you agree on what sort of person you need for the position. 5. Never rely solely on the recruiter to do reference checking.
College Recruiting • On-campus recruiting goals – To determine if the candidate is worthy of further consideration – To attract good candidates • On-site visits (inviting good candidates to the office or plant) – Invitation letters – Assigned hosts – Information packages – Planned interviews – Timely employment offer – Follow-up • Internships
Sources of Outside Applicants Employee referrals Walk-ins Other Sources of Outside Applicants
Employee Referrals and Walk-ins • Employee Referrals – Referring employees become stakeholders. – Referral is a cost-effective recruitment program. – Referral can speed up diversifying the workforce. – Relying on referrals may be discriminatory. • Walk-ins – Seek employment through a personal direct approach to the employer. – Courteous treatment of any applicant is a good business practice.
Recruiting A More Diverse Workforce Single parents Older workers Welfare-to-work Minorities and women The disabled
Developing and Using Application Forms Applicant ’ s education and experience Applicant ’ s prior progress and growth Applicant ’ s employment stability Uses of Application Form Information Applicant ’ s likelihood of success
End of Chapter 5: Personnel Planning and Recruitment Questions/Comments
Chapter 6: Employee Testing and Selection
1. Explain what is meant by reliability and validity.
- Spring '18
- supervisor, Job Analysis and Talent