Which of the following is an external recruitment source

Recruitment
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Review the two ETHICAL ISSUES questions found in chapter 6 of your text. Respond to both of the questions by Thursday midnight. Once you post your initial responses, discuss your thoughts and opinions with other students with a minimum of two posts.

Questions:

MDN, Inc. is considering two employees for the job of senior manager. An internal candidate, Julie, has been with MDN for 12 years and has received very good performance evaluations. The other candidate, Rauol, works for a competitor and has valuable experience in the product market into which MDN wishes to expand. Do you think MDN has an obligation to promote Julie? Why or why not?

Do organizations have an ethical obligation to have a succession plan in place? If no, why? If yes, what is the ethical obligation, and to whom is it owed?

Helpful link below:

http://www.businessinsider.com/5-recruitment-metrics-every-hr-professional-should-report-part-1-2012-8 (Links to an external site.)Links to an external site.

Chapter 5: External Recruitment

Chapter 6: Internal Recruitment

McGraw-Hill/Irwin

Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights Reserved.

Part 3
Staffing Activities: Recruitment

Chapter 5:

External Recruitment

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:
Measurement, external, internal

Employment:
Decision making, final match

Staffing Organizations Model

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Chapter Outline

Strategic Recruitment Planning
Defining Strategic Goals
Open versus Targeted
Organization and Administration
Applicant Reactions
Job and Organization Characteristics
Recruiters
Recruitment Process
Diversity Issues
Communication
Message
Media
Strategy implementation
Individual Sources
Social Sources
Organizational Sources
Metrics
Transition to Selection
Legal Issues
Definition of a Job Applicant
Affirmative Action
Electronic Recruitment
Job Advertisements
Fraud and Misrepresentation
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Learning Objectives for This Chapter

Engage in strategic recruitment planning activities
Understand the difference between open and targeted recruitment
Create a persuasive communication message
Learn about a variety of recruitment media
Recognize how applicant reactions influence the effectiveness of a recruiting plan
Utilize a variety of recruitment sources
Evaluate recruiting based on established metrics
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Discussion Questions for This Chapter

List and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruiting.
List 10 sources of applicants that organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment.
In designing the communication message to be used in external recruiting, what kinds of information should be included?
What are the advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear?
What strategies are organizations using to ensure that they are able to attract women and underrepresented racioethnic groups?
Exhibit 5.1 Planning, Communicating, and Implementing Strategic Recruiting

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Define recruitment goals

Organization and administration

Select open versus targeted approach

Consider potential applicant reactions

Create communication message and select media

Implement strategy and evaluate outcomes

Defining Strategic Recruiting Goals

Goals for attraction
Based on organization’s strategic goals
Person-job fit
Person-organization fit
Goals for speed
Need new employees right away
Long-term needs
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Open vs. Targeted Recruitment

Open recruitment
Targeted recruitment
Key KSAO shortages
Workforce diversity gaps
Passive job seekers or noncandidates
Former military personnel
Employment discouraged
Reward seekers
Former employees
Reluctant applicants
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Ex. 5.4 Making the Choice Between Open and Targeted Recruiting

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Recruitment Planning: Administrative Issues

In-house vs. external recruitment agency
Many companies do recruiting in-house
Recommended approach for large companies
Smaller companies may rely
on external recruitment agencies
Individual vs. cooperative recruitment alliances
Cooperative alliances involve arrangements to share recruitment resources
Centralized vs. decentralized recruitment
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Exhibit 5.3:
Example Recruitment Budget

Should recruitment expenses be charged to HR or to the business unit using HR services?
Most organizations charge the HR department, possibly to encourage each business unit to use the recruitment services of the HR group
May result in the business unit users not being concerned about minimizing costs.
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Discussion questions

List and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruiting.
Applicant Reactions

Job and organization characteristics
The most important attraction features
Job characteristics
Wages
Opportunity for growth and development
Interesting characteristics
Organization characteristics
Prestige
Reputation for treating employees well
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Applicant Reactions

Reactions to recruiters
Influence of recruiter vs. job characteristics
Influence of recruiter on attitudes and behaviors
Demographics of recruiters
Influential recruiter behaviors
Warmth and knowledge of the job
Reactions to recruitment process
Relationship of screening devices to job
Delay times in recruitment process
Funding of recruitment process
Credibility of recruiter during recruitment process
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Reactions to Diversity Issues

Advertising in publications targeted at women and minorities
Advertisements should depict diversity, especially among those in positions of authority
Target older workers by flexible schedules, health and pension benefits, and part-time opportunities
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Considerations Related to Recruiters: Selection

Desirable characteristics of recruiters
Strong interpersonal skills
Knowledge about company, jobs,
and career-related issues
Technology skills
Enthusiasm
Various sources of recruiters
HR professionals
Line managers
Employees
Ex. 5.6 Comparing Choice of Messages

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Searching: Communication Media

Media richness
Allow for timely personal feedback
Provide ample information
Customized to user needs
Credibility
Honest
Accurate
Thorough
Communication Media

Arranged from lowest richness and credibility to highest richness and credibility
Advertisements
Recruitment brochures
Organizational websites
Videoconferencing
Direct contact
Richer, more credible sources tend to be the most expensive per applicant contacted
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Features of High-Impact Organizational Websites

Easily navigated
A “job cart” function
Résumé builders
Detailed information on career opportunities
Clear graphics
Allow applicants to create profiles
Self-assessment inventories
Communication Media

Word-of-mouth
Personally known to the potential applicant
Largely outside of the organization’s control
Heavily involved with the reputation of the organization
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Discussion questions

In designing the communication message to be used in external recruiting, what kinds of information should be included?
What are the advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear?
What nontraditional inducements are some organizations offering so that they are seen as family-friendly organizations? What result does the organization hope to realize as a result of providing these inducements?
Strategy Implementation

Individual recruiting sources
Target individual job seekers, direct from the organization and its representatives
Applicant initiated, general employment websites, niche employment websites
Social recruiting sources
Rely on relationships that employees have with current employees or those who would endorse the company
Employee referrals, social networking sites, professional associations
Organizational recruiting sources
Access to a large number of similar applicants
Colleges and placement offices, employment agencies, executive search firms, social service agencies
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Metrics for Evaluating Recruiting Methods

Quantity
Quality
Cost
Impact on HR Outcomes
Employee satisfaction
Job performance
Diversity
Retention
Ex. 5.9 Potential Recruiting Metrics for Different Sources
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Discussion question

List 10 sources of applicants that organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment.
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Transition to Selection

Involves making applicants aware of
Next steps in hiring process
Selection methods used and instructions
Expectations and requirements
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Legal Issues

Definition of job applicant
Definition according to EEOC and OFCCP
Importance of establishing written application policies
Affirmative Action Programs
Guidelines of OFCCP for recruitment actions
Electronic recruitment
Usage may create artificial barriers to employment opportunities
Job advertisements
Fraud and misrepresentation
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Ethical Issues

Issue 1
Many organizations adopt a targeted recruitment strategy. For example, Home Depot has targeted workers 50 and above in its recruitment efforts, which include advertising specifically in media outlets frequented by older individuals. Other organizations target recruitment messages at women, minorities, or those with desired skills. Do you think targeted recruitment systems are fair? Why or why not?
Issue 2
Most organizations have in place job boards on their web page where applicants can apply for jobs online. What ethical obligations, if any, do you think organizations have to individuals who apply for jobs online?