Michigan State University Extension
Tourism Educational Materials - 33129603
06/06/02
Recruitment-How To Find and Hire Good Help
Larry D. Hendrix
Area Extension Specialist
Community Resource Development
March 1980
Cooperative Extension Service
Kansas State University, Manhattan, Kansas
L-544
CRD-10
Organizational Goals
Labor is a critical input in many industries and
businesses. The dependability of that labor is becoming a
major concern of employers. A number of large concerns
have special staff or even departments to handle these
problems. In some firms this responsibility is an
"add-on" for the owner or manager whose primary concern
is with other operations of the business. However
recruitment is handled, it should be a concern of all
those with management responsibilities. It is the
author's opinion that recruitment, just as other
management functions, must be goal oriented. Successful
recruitment must be based upon the goals of the
organization; therefore, the development of sound
organizational goals and a thorough understanding of, and
commitment to those goals, is a prerequisite to any
recruiting activity.
Recruiting New Employees
Where do you find reliable employees? Unfortunately, this
common question has no certain answer for every business.
Generally speaking, the great demand is for skilled and
semi-skilled employees. Even in areas of high
unemployment, jobs requiring certain skills are difficult
to fill.
In many areas of Kansas the only way to fill these
positions is by attracting someone who is already
employed.
Placing a short ad in the local paper then waiting for a
response usually is not enough. Taking your chances with
the first guy who walks in the door has some potential
pitfalls. With current labor conditions, today's
successful labor manager will be aggressive and
innovative in labor recruitment. Let's take a look at
some sources of labor and how you might reach them.
The Newspaper Ad
Most newspaper ads are not very informative and do little
to attract the eye of someone reading the want ad
section. As an example, do any of the following ads from
local papers catch your attention or create much
interest?
5- HELP WANTED
INDUSTRIES, INC. now taking applications for day shift.
Apply In person. 4-25-5t
IMMEDIATE JOBS for experienced dozer, scraper and blade
operators at Bushton, Kans. Plenty of overtime. Wages
based on experience. Subsistence and benefits. Equal
Opportunity Employer. Call weekdays (316) 123-4363;
Sundays 7:30 to 9:30 p.m.
LEGAL SECRETARY--Local law firm to hire full-time legal
secretary. Must be a good typist and take dictation.
Send resume to Box 275. 5-3-5t.
GRAIN ELEVATOR looking for one full-time employee to work
with grain and run branch elevator at harvest. Must have
desire to work and self-starting ability. House and
utilities furnished at Branch Elevator. Ph 316-316-2222
or 316-4444 after 5 p.m. MST Box 15, Binder, Kansas. ZC
67879. 23-18-20-59-54
Lets face it, you have to sell your job. The current low
unemployment rate creates a competitive situation which
makes it a little tough for the employer. Most businesses
are much better at selling goods and services than
hiring. One of the key elements of selling is being
interesting. You can make your ads more interesting. You
may have to spend a few extra dollars, but experience has
shown that a well-written ad has a much greater chance of
obtaining a response.
How do the following ads strike you?
TELEPHONE SECRETARY
LEARN A Profession that will be interesting, challenging
& valuable always with a fast growing communications
center providing telephone answering, mobile telephone &
paging. Must be stable, mature, have pleasant telephone
voice, good diction, high school grad. Must be able to
communicate well with people. We provide personal on-
the-job-paid training with the most modern communication
equipment. Call 262-2645. An equal opportunity employer.
5--HELP WANTED
NEED A few good people for production line. Experienced
preferred, but will train the right persons. Apply in
person at Larned Industrial Park between 9 a.m. & 4 p.m.
Monday through Friday. Equal opportunity employer. 5-4-
5tp
You may want to consider advertising in a larger city
outside the immediate area. The labor market may not be
as tight as it is in this area. You may appeal to someone
who has become disenchanted with life in the city.
Consider especially newspapers which have broad,
state-wide circulation. Again, the rates may be higher
but consider the number of people who will be seeing your
ad.
Electronic Media, Radio- Television
Radio appears to be a possibility for an employer seeking
to hire a relatively large number of employees. Radio
carries a feeling of immediacy and may tend to bring a
quick response. In considering the cost, the potential
advertiser needs to think in terms of cost per position.
If special skills are required, you may need to reach a
large audience to fill your needs. Radio is a special
media and has special requirements. An employer needs to
remember that he will have only a few seconds to attract
and hold the attention of job seekers. An ad designed for
the newspaper when read over the air will fall short of
attracting much interest. Plan a radio ad specifically
for the radio listener. Most radio stations have more
experience in this than most employers. Let them help
you.
Television represents an approach which has been largely
neglected by employers. Some who have tried it report
less than desirable results. If TV recruiting has been
less than successful, the reason may well be in the
approach rather than the medium. TV is widely accepted as
an effective selling medium. If you are selling a job, it
should be just as successful. Again, an ad prepared for
print or radio will not fill the bill. TV offers many
advantages; you have the impact of a visual message
combined with spoken word. You can reach large numbers of
people quickly. TV carries with it the same sense of
immediacy as the radio. Seek the assistance of a
professional. See if TV can be used to satisfy your
particular need.
The Grapevine
Salesmen, suppliers, machinery dealers and others with
whom you do business often know qualified people who may
be seeking employment.
Job Placement Services
State employment agencies, private agencies, veterans
employment, high schools, community colleges, Vo-Tech
schools, and university placement services can offer
specialized assistance. These sources usually have
excellent information on employees and usually maintain
contacts that cover large areas. They can be a great deal
of help in matching job requirements with prospective
employees.
Kansas law requires that private employment agencies
charge the fee to the employer. Many employers have found
that using such services can be less costly than
maintaining a personnel department. All private agencies
do not charge the same rates. In any case, don't let the
initial cost scare you off; consider how much it will
cost you not to fill the position.
Churches
Ministers often can serve as an excellent source of
information about people seeking employment. They are
often aware of church members seeking new employment
opportunities.
Current Employees
Current employees are excellent sources of potential
employees, especially if they enjoy working for you. If
they feel good about working for you, they will tend to
be very honest in their recommendation about a friend or
relative who is looking for employment. Whether or not
this method works for you may well depend upon your
reputation.
Certain Types of People
Many employers often limit their chances of success by
preconceived notions that "certain kinds of people" don't
make good employees. Partly for this reason, unemployment
runs high among "certain kinds of people." By targeting
in on these groups, an employer may enjoy startling
success in recruiting good employees. Let's take a look
at some of these potentially good hunting grounds.
Women
Employers are increasingly filling positions, once
thought to be open only to men, with women. An employer
should seriously evaluate any position and honestly ask,
"Is there any good reason why a woman couldn't do it?"
Many employers are a bit hesitant about integrating women
into previously "men only" jobs. Those who have gone
ahead have discovered only a minimum of problems
associated with hiring women. In most cases, the
advantages far outweigh any problems which might arise.
Employers who are able to utilize flexible hours may find
many applicants who are seeking jobs which allow them to
also fulfill their jobs as homemakers.
Teenagers
Many teenagers make good workers, but an employer must be
on his toes because many teenagers have only limited work
experience. Employers need to be alert for teenagers who
have earned money by babysitting, paper routes, lawn
mowing and similar activities as this indicates industry
and initiative. A teenager seeking employment to earn
money for college may well show more stability than one
who is working to buy a car. Again, the employer may need
to look at flexible schedules to utilize teenagers with
school or other responsibilities.
Minority Groups
Minority groups are often overlooked in seeking
employees. Employers who have utilized good employee
relations often express high satisfaction with employees
from minority groups.
Disabled
Workers with physical disabilities can become excellent
employees. Employers who have hired persons with limited
disabilities have found that they often use their
existing abilities for high levels of productivity. These
employers have reported such workers exhibit qualities of
loyalty, enthusiasm and high morale which make them
valued employees.
Innovative Approaches
Some employers are finding that good help is available
from sources many employers would not even consider.
Prison parolees, when carefully selected, have proven to
be excellent employees. Similarly, work release programs
for prisoners guilty of minor offenses might be
investigated.
This is by no means an all-inclusive list. You may
already be using other potential sources of good
employees. The key words are imagination and initiative.
Interview Process
Conducting an interview may be the most difficult step in
hiring good employees. Much research has been conducted
and many scientific interview techniques have been
developed. Many successful employers use this information
then base their final decision upon what they call "a gut
feeling." The success of this approach depends a good
deal upon the employer's ability to work with people. One
who is naturally people-oriented and maintains good
worker-management relations may very effectively use this
method.
In all cases, the interview may be the only opportunity
the employer has to find out about an employee before he
makes a wise decision or a mistake.
The interview process may involve a written application
or a personal interview, but preferably both. The written
application should ask for all the information which is
needed to make a decision. It should not include
inquiries which have no relevance to the position to be
filled. Certain information may be requested but only in
such a manner as to be non-discriminatory. It would be
highly recommended that any employer seek the counsel of
the State Division of Employment as to what information
may be requested and how it may be requested.
Ideally an interview should follow an evaluation of the
written application.
Some of the qualities you may wish to evaluate in an
application or interview are as follows:
Stability
Has the prospect remained in jobs for a reasonable length
of time or is there a pattern of frequent job changes?
Has the applicant had a stable home life? Stability is
important in developing long-term employment.
Industriousness
Is the prospect a willing worker? Has he frequently drawn
unemployment compensation? Has the applicant's previous
work record shown progress, promotion and pay increases?
Is the applicant on the way up?
Perseverance
Has the applicant demonstrated any ability to "stick to
it" when the job gets tough? Has the applicant completed
normal education or is he a "drop out?" Most jobs are not
all "rosy" and may have periods of stress. A good
employee will endure these.
Loyalty
Is the prospect a "builder" or a "wrecker?" Does he boost
or "knock" former employers? An applicant who is willing
to start tomorrow and not give his present employer
adequate "notice" may well do the same to you the first
opportunity that comes up.
Trainability
Is the applicant receptive to training for new skills?
Does the applicant show the aptitude and attitude to
learn something different? (With the great shortage of
skilled and semi-skilled workers, we may have to develop
the skills we require.)
Ability To Make Decisions
This may well be a two-pronged dilemma. An employee who
has enjoyed decision-making responsibilities may be very
bored in a position where he makes no decisions. The
ability to make sound decisions coupled with the ability
to follow directions is indeed a desirable combination.
The employer must be very familiar with the intended task
in evaluating this quality.
Ability to Get Along With Others
Does the prospect indicate a pattern of people problems?
Does he speak well of the people with whom he has been
associated? Does he indicate a satisfactory family life?
An isolated situation of difficulty might be expected but
"personality clashes" with a long string of employers
probably spells trouble.
Leadership
If your firm offers room for advancement, you should be
alert to leadership ability. Has the prospect enjoyed the
role of being a supervisor? Active involvement and
positions of leadership in civic, school or church
activities would indicate positive leadership qualities.
You should evaluate the job you have to offer to see if
such leadership is desirable.
Following are some ideas which might be helpful in
conducting a successful interview. Consider these.
Conducting the Interview
An interview should take place in a quiet, relaxed
setting. The interview should be uninterrupted.
Therefore, it might be advisable to conduct the interview
in an office away from the sales or work area of a
business.
Atmosphere
If the applicants are made to feel at ease, they are more
likely to "open up" and provide the information the
interviewer is seeking.
Questions
A positive attitude should be maintained. Questions
should be phrased so as to not embarrass the interviewee.
Once an interviewee becomes defensive, there is little to
be accomplished in the interview. One of the best
techniques in phrasing questions is to use non-directive,
open-end questions, such as "Tell me about your last job?
What do you think about----?, How do you feel about----?,
Do you have any ideas about----?" Quite often an
interviewee will open up and provide information you
might be hesitant to request directly.
Avoid Biases
Most of us have personal biases which have little
relationship to job performance. Personal biases about
clothes, hair length or style, language or personal
habits should be put aside during an interview.
Avoid Small Talk
Remember the purpose of the interview is to evaluate
ability to perform certain tasks and to determine a
prospect's probability of becoming a valued, long-term
employee.
Graphoanalysis
Graphoanalysis is a valuable tool in personnel selection.
Graphoanalysis is the scientific system of identifying
and assessing the character and personality of an
individual through a study of his handwriting.
Handwriting is analyzed, using the psychological
interpretation of seven basic graphic structures--these
being the dot, straight line, angle, curve, hook, oval
and loop. These factors are then evaluated in terms of
the slant, size, location, pressure, tempo, spacing,
rhythm and direction. With all these pieces of evidence
available, an experienced graphoanalyst can accurately
identify a person's personality traits much as a
fingerprint expert can identify an individual. The value
to an employer in using graphoanalysis lies in the fact
that traits such as responsibility, endurance, vitality,
curiosity, dependability, integrity, logic, ambition and
determination can be effectively determined.
Employers are concerned with complying with the E.E.0.C.
(Equal Employment Opportunity Commission) and must select
their employees without discrimination based upon race,
color, national origin, sex or handicap. Graphoanalysis
is an evaluation technique available to protect the
employer from making unlawful inquiries. The
graphoanalyst needs only a sample of the applicant's
handwriting which is identified only by a code number or
identification number. The handwriting sample should be
unsigned by the applicant because the signature can give
clues as to sex, race, and national origin. Thus, the
graphoanalyst can make his decision on personality traits
such as integrity, ambition, responsiveness,
dependability and individual qualities needed for the
particular position being filled, and does not even need
to know the identity, color, race or sex of the
applicant.
The Goal
The goal of the interview is to allow the employer an
opportunity to evaluate certain qualities which tend to
indicate ability and reliability.
During an oral interview the employer needs to "sell" the
company and the job. In today's current labor market,
most applicants may have a choice of several positions.
You may need to create a strong desire in the applicant
to choose your company and job by showing him your
business, letting him see where he will be working, and
allowing him to get acquainted with other employees. A
little extra time spent selling your job may be well
worth the investment when the prospect eventually goes to
work for you.
Closing the Interview and Hiring
After you have learned what you need to know about the
applicant and you have had an opportunity to sell your
job, it is important to establish a firm time when a
decision will be made. You need to allow yourself
adequate time to check references and previous employers.
An employer who habitually neglects to check these out is
setting himself up to be taken. Some employers have found
that unreliability of references and limitations placed
by privacy acts reduce the effectiveness of references
and no longer request them. The interview should be
closed in a manner which does not leave the applicant or
employer hanging so to speak. It is the responsibility of
the employer to set this time, "We will let you know
within two days." Remember the longer the time is drawn
out or if it is left indefinite, the more likely a
serious applicant is to find another job. As soon as a
decision is made, the applicant should be notified. This
is equally true if you decide not to hire the applicant.
Acknowledgments
The author wishes to acknowledge the assistance of Mrs.
Carolyn Myers, Certified Graphoanalyst, in preparing the
section on Graphoanalysis. This assistance is greatly
appreciated.
Larry D. Hendrix
Area Extension Specialist
Community Resource Development
COOPERATIVE EXTENSION SERVICE MANHATTAN, KANSAS
L. 544
File Code: CRD-10
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