10-28第四章人员招募.docVIP

Chapter 4 Recruiting Effective Recruiting Internal Sources of Candidates Outside Sources of Candidates Effective Recruiting Assuming the company authorizes you to fill a position, the next step is to develop an applicant pool, using one or more of the recruitment sources described below. It’s hard to overemphasize the importance of effective recruiting. The more applicants you have, the more selective you can be in your hiring. If only two candidates apply for two opening, you may have little choice but to hire them. But if 10 or 20 applicants appear, you can use techniques like interviews and tests to screen out all but the best. Effective recruiting is increasingly important today, for several reasons. First, the ease of recruiting tends to ebb and flow with economic and unemployment levels. The U.S. unemployment rate declined each year for 10 years through mid-2001; this led some experts to refer to the recruiting situation up to that time as one of “evaporated employee sources.” High average turnover rates for some occupations are another problem; the average annual turnover rate for high-tech employees was recently 14.5%, according to one study. The increased emphasis on technology and therefore on skilled human capital also demands more selective hiring – and thus a bigger applicant pool. Finding the right inducements for attracting and hiring employees can be a problem. A few years ago, for example, about 47,000 computer animator jobs opened up worldwide, but only 14,000 animators graduated from art school. With a little experience, these people could therefore earn $100,000 a year. Similarly, $10,000 to $20,000 signing bonuses were often common for MBA students in the late 1990s. Aggressive recruiting is therefore often the name of the game. “Poaching workers is fair game,” reads one HR newsletter headline. Some recruiters even have their own jargon. They call luring workers away from other high-tech firms “nerd rustling.” as explained in Chapt