Personnel Recruitment
Chapter 8
Employee Recruitment
The recruitment and selection of new employees ranks near the top in importance of a first-line supervisor’s responsibilities.
Costs of a “Poor Choice:”
Cost of recruiting and training a replacement
Cost of repeat advertising
Time and productivity lost while a position is vacant
Cost of overtime to cover essential tasks
Costs of a “Poor Choice:” (more)
Reduced productivity while replacement is learning
Possible unemployment compensation expense
Potential loss of customers
Potential legal problems arising from termination
Needed to Obtain Good Employees:
A recruiting program that provides a broad choice of good candidates
A selection process that can choose the best candidate with a high degree of confidence
The ability to persuade the most desirable candidates to accept our offers
Desirable Candidates:
have a broad technical or professional background,
are effective communicators and rapid learners,
can deal effectively with people, and
are flexible (for example, can readily move among competencies as needed).
Laws Affecting Hiring:
The Civil Rights Act of 1964
Executive Orders 11246 and 1375
Age Discrimination in Employment Act of 1967
Rehabilitation Act of 1973
The Americans with Disabilities Act
Cannot Request Information About:
age, nationality, or marital status
spouse’s occupation
whether married or not
whether pregnant planning pregnancy
child-care or baby-sitting arrangements
Cannot Request Information About: (more)
character of military discharge or service record
arrest record (ask about convictions only)
membership in organizations other than those related to one’s occupation
labor union involvement
religious affiliation
Cannot Request Information About: (more)
nature, severity, or existence of physical or mental impairments
whether ever out on disability or Workers’ Compensation
anyone’s status or circumstances as a member of a protected group
RECRUITMENT SOURCES
Employee referrals
Newspaper job listings
Recruitment firms
College recruitment
Direct mail
Recruitment Sources (more)
Employment agencies
Computerized databases
Job fairs
Walk-in applicants
Unsolicited résumés
The Aging Work Force
The fasted growing segment of the available work force is made up of individuals older than 50 years.
The Aging Work Force
Mandatory retirement was eliminated by law (the Age Discrimination in Employment Act and amendments), so most workers cannot be forced to retire as long as they are still able to do the job.
The Aging Work Force
There are significant numbers of willing and able workers age 50-plus available who cannot readily find employment; for a great many employers, these workers are considered “too old.”
The Aging Work Force
Although legal protection against age discrimination kicks in at age 40, for all practical purposes most instances of age discrimination involve workers over 50.
During periods of shortage, consider:
Using internship programs
Paying moving expenses
Using signing bonuses
Paying employee “finder’s fees”
Never Overlook —
— the potential value of recruiting from within the organization
Résumés’
Be cautious; many résumés contain exaggerations or outright untruths
When reviewing, be especially alert to indications of customer service experience
Be wary of frequent job changes, especially lateral moves
Investigate lengthy time gaps
19
Verify
Confirm all licenses, certifications, and registrations.
Confirm college attendance and especially degrees claimed.
