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Chapter 6: Recruiting High-Quality Talent
Chapter 6: Recruiting High-Quality Talent
Table of Contents
Chapter Summary
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Learning Objectives
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Lecture Outline
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Critical Thinking Challenges
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Case: General Electric Hires Marketing Expert to Build Employment Brand
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Supplemental Cases
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Extra Teaching Video
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Chapter Summary
Chapter 6 addresses the task of finding and recruiting good employees. The chapter starts by
defining recruiting and its importance to an organization. The second section examines factors
that affect strategic decisions about recruiting such as assigning responsibility for carrying out
recruiting, establishing the employment brand, determining the optimal mix of core and flexible
workers, and considering diversity. Knowledge about the labor markets helps students
understand where employees come from. The chapter then discusses the role of technology in
Learning Objectives
After students have read this chapter, they should be able to accomplish the following objectives:
• Explain strategic recruiting decisions regarding employment branding, outsourcing, and
other related issues.
• Identify distinct labor markets and describe their unique characteristics.
• Explain how technology and social networking affect recruiting processes for employers
and candidates.
Lecture Outline
HR Headline: Artificial Intelligence Makes Recruiting Smart
Artificial intelligence (AI) involves a machine or computer that can learn, solve problems, and
understand language in a manner similar to the way people do. It can make recruitment processes
more efficient by sourcing information about job candidates, shortlisting potential candidates,
and communicating with them. A variety of AI solutions have been developed by highly
innovative companies. In order for AI to work effectively, appropriated data is required. This
means managers should be aware of the information collected by AI to avoid biases.
There are two primary stages of acquiring talent—recruiting and selection.
• Talent acquisition is the process of finding and hiring high-quality talent needed to meet
the organization’s workforce needs.
6-1. Recruiting
• Recruiting becomes more important and complex as labor markets evolve and human
resources (HR) practices change.
• There are also cost considerations associated with recruiting.
6-1a. Strategic Recruiting and Human Resources Planning
• Since talent is a key to ensure the production of the organization’s goods and services,
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Chapter 6: Recruiting High-Quality Talent
HR Perspective: Companies Recruit Millennials to Secure Age-Diverse Talent
Millennials indeed offer employers many benefits. They are often good at developing innovative
ideas and are willing to share them. It is also common for them to be good with technology.
Employers should focus on the kinds of work experiences that Millennials prefer, including
flexible work, an interactive workplace, and opportunities for achievement.
1. Identify some of the stereotypes associated with Millennials. What could companies do to
minimize these stereotypes?
Student’s answers may vary. Millennials may be viewed as individuals who are entitled, are
unnecessarily opinionated, and do not take their professional commitments seriously.
Individuals who perpetuate such views may have had unpleasant experiences with
Millennials; cultivating an environment at the workplace that utilizes the strengths of
Millennials may change the way that they are perceived.
2. How would you evaluate the various strategies used by companies to recruit Millennials?
What other strategies could be used to effectively recruit this segment of the working
population?
Students’ answers may vary. The number of candidates recruited by each strategy is one
method that ascertains its effectiveness. Hosting events that provide insight into the goals
of the organization and its plans to achieve them, emphasizing how the skills possessed
primarily by Millennials facilitate the plans, may help garner the attention of this
demographic.
6-3. Understanding Labor Markets
• Labor markets are the supply pool from which employers attract employees.
6-3a. Elements of the Labor Market
• The labor force population consists of all individuals who are available for selection if
the sourcing process.
6-3b. Recordkeeping of Applications
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Chapter 6: Recruiting High-Quality Talent
Teaching Tip: Figure 6-7 provides the definition of the term Internet applicant as established
by the EEOC and Office of Federal Contract Compliance Programs (OFCCP).
• Any minimally qualified person who is interested in a position should be considered an
applicant even if no formal posting of the job opening in question has been made or the
person has not filed any sort of formal application.
6-3c. Different Labor Markets and Recruiting
• Labor markets include (1) industry-specific and occupational labor markets, (2)
educational and technical labor markets, and (3) geographic labor markets.
HR Competencies & Applications: Decoding Military Résumés
Key Competencies: Relationship Management, Global/Cultural Effectiveness; HR
Expertise: People/Talent Acquisition
Military veterans have much to offer companies that need hard-working team players who
can adapt to many situations and tasks.
1. What can hiring managers do to create a welcoming environment for military
veterans? How could they help ease the transition from military to corporate life?
Students’ answers will vary. Students could consider management commending
veterans for their service when publicly welcoming the new employee or establishing a
group of ex-military employees. If there are employees in the organization who
previously served in the military, they can provide suggestions on what may make the
transition from military to corporate life easier.
2. What attributes of military veterans would lead to success in business? How could
these characteristics be emphasized in recruiting efforts?
skills or behavioral traits they possess that are important in a corporate environment.
6-3d. Recruiting Source Choices: Internal versus External
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6-4. Technology for Recruiting
• Technological advances have led to dramatic changes in the way people find jobs.
6-4a. Social Media and Networking
• Passive job candidates are qualified individuals who are not actively looking for work
but might be interested if the right job comes along.
Discussion Starter: Use Figure 6-8 to discuss how the increased use of social media among
recruiters and candidates makes it an important tool that organizations can use in promoting
their brands.
• An important new skill for recruiters is building and accessing connections via social
media.
o Social networking provides employers many options for building their
6-4b. Web-Based Recruiting Options
• Web-based recruiting is a primary way to advertise job vacancies.
6-4c. E-Video and Recruiting
• Videos can effectively engage candidates and provide a realistic image of the company.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
6-5b. Job Posting
• A job posting is a system in which the employer provides notices of job openings, and
6-5c. Employee-Focused Recruiting
• A reliable source of people to fill vacancies is colleagues, friends, and family members
of current employees.
• Rerecruiting is seeking out former employees and recruiting them again to work for an
HR Perspective: Employee Referrals Go “Social”
Key Competencies: Ethical Practice; HR Expertise: Organization/Technology & Data
Employee referrals can be valuable to a company because it creates a pool of possible employees
who are already familiar with the company because their connections work there.
1. What incentive might you offer to employees to entice them to share their social network
contact lists with referral software programs?
Students’ answers will vary. Students could consider money or vacation time for each
referral hired.
2. How would you determine the appropriate financial bonus for employee referrals?
Students’ answers will vary. Students could consider a flat amount based on the cost a
placement firm would charge for finding an applicant.
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Chapter 6: Recruiting High-Quality Talent
6-6a. Media Sources
6-6b. Competitive Recruiting Sources
6-6c. Employment Agencies
• Employment agencies, both public and private, are a recruiting source.
6-6d. Labor Unions
6-6e. Job Fairs and Creative Recruiting
6-6f. Educational Institutions and Recruiting
• College and university students are a significant source of entry-level professional and
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Chapter 6: Recruiting High-Quality Talent
technical employees. This type of recruiting can be expensive and require significant
time and effort.
Teaching Tip: Use Figure 6-11 to encourage students to investigate employers who come
regularly to your school.
6-7. Recruiting Evaluation and Metrics
• The primary way to discover whether recruiting efforts are financially effective is to
Teaching Tip: Use Figure 6-12 to discuss some key recruiting measures that employers use
to evaluate their recruiting efforts.
6-7a. Evaluating Recruiting Quantity and Quality
6-7b. Evaluating Recruiting Satisfaction
6-7c. Evaluating the Time Required to Fill Openings
6-7d Evaluating the Cost of Recruiting