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see dox mgt,  also need two answer

There are 3 homework you need to do, homework 1 and 2 is 1.5 page each, homework 3 is 1page, so total is 4page.


See the pdf CH 4

FIRST, read Chapter 4.  The focus is on Strategic HR. Consider how HR strategy is influenced by the overall business strategy and goals.

THEN, write a 1- to 1.5-page response to the 3 questions about Incident 2, Chapter 4, p. 107.

Answer these question

4-27. Was Charmagne considering the strategic nature of HR planning when she challenged Brian’s “good news” forecast? Discuss.

4-28. How did the involvement in developing the corporate strategic plan assist Charmagne in challenging Brian?

4-29. Strategic planning at all levels of the organization can be divided into four steps. Which step in the strategic planning

process did Brian violate?


FIRST, read Chapter 6. See the pdf CH 6

THEN… Think about this: Discriminatory bias in hiring and selection has been a significant concern among employers, civil rights advocates, and the legal system, for at least the past 50 years. 

While it doesn’t get much attention in the readings, the Duke Power case was a landmark US Supreme Court decision that led to a number of policy changes that impact employee selection processes today, both in terms of hiring and promotions.

The background:

In 1964, Congress passed and President Johnson signed the Civil Rights Act.  Under Title VII (title 7) of the Civil Rights Act, discrimination in employment was prohibited, based on race, color, gender, religion, gender and national origin. These are called “protected classes” in HR jargon.

Find details of the case Griggs vs. Duke Power (1971) HERE (Links to an external site.)

Also review a couple cases that came a bit later, with local angles for those of you in St. Louis:

McDonnell Douglas vs. Green (1973) (Links to an external site.)

Hazelwood School District vs. U.S. (1977) (Links to an external site.)

THEN, write a 1- to 1.5-page response, using the knowledge you have gained from Chapter 6.

Answer the following 3 questions:

1. How do the results of the Duke Power case and subsequent decisions about racial discrimination impact how companies hire, promote, and terminate employees today?

2. If you were working in HR or in management, how would you respond (in conjunction with legal counsel, of course!) to a claim like one of these 3? After all, it is fairly common even now for HR directors and managers to be called to give a deposition on behalf of legal and EEOC / Missouri Commission on Human Rights / City of St Louis Civil Rights Enforcement Agency proceedings to defend the company’s decisions; when the candidate, employee or former employee asserts discrimination in hiring, promotions, or terminations.

3. If you were the supervisor of Willie Griggs or Percy Green II, how would you have initially explained the decision not to promote (in the Duke Power case) or to layoff and not rehire (in the McDonnell Douglas case), when talking to the employee? (Assuming that was a possibility.)


You can see the pdf CH5

The textbook describes a lot of “ideal-type” scenarios:

This is how you should ideally be approaching the hiring process according to the standards of the HR profession and of management in general.

But let’s be realistic for a minute:  

In the real world, relationships are what get you a job!  Not just applying online and hoping to make it through the automated screening of the employer’s (often hopelessly outdated and tedious to fill out) Applicant Tracking System (ATS).

Despite Federal and State regulations that require posting of most job openings at large employers, one estimate is that 85% of job openings are not advertised. (see: 
https://www.payscale.com/career-news/2017/04/many-jobs-found-networking (Links to an external site.)

So, in that spirit, consider the following in your discussions this week:

Explore various techniques to recruit and hire qualified employees.

Most of us have been job applicants, candidates, and new hires at some point in our lives.

But also consider this from the point-of-view of the employer (which includes the hiring manager, the HR function, and the recruitment/talent acquisition function which may or may not reside within HR)

Here are some recent trends:

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/2021-recruiting-trends-shaped-by-covid-19.aspx (Links to an external site.)

https://business.linkedin.com/talent-solutions/blog/future-of-recruiting/2020/future-of-recruiting (Links to an external site.)

In your experience:

What role does the job description play in the process?

Do more current trends such as the candidate experienceemployer branding and pay transparency have a role in attracting great candidates?

Describe your company’s process or the process of another company that you have researched or learned about first-hand.

Think about where you have you witnessed or heard about failures in the hiring process.

Has the pandemic meant you can focus less on candidate experience?

What about the Great Resignation or Great Reshuffle — do you see examples where companies are focused more on what candidates want rather than just what the company or the manager wants?

There have the example for homework 3 , you do not write a lot, just one page was enough

What role does the job description play in the process?

Job description is the eye catching part of applying for the job. When I am looking on LinkedIn I am looking for a job that is flexible with hours, good enough pay, implements qualities and knowledge I already have and making sure that the work environment seems happy given the description on the job posting. 

Do more current trends such as the candidate experienceemployer branding and pay transparency have a role in attracting great candidates?

I think that current trends such as those listed above have a huge impact on attracting great candidates for many reasons. The first being candidate experience. Having experience is something that has always been relative. When a candidate has experience it allows them to learn the job quicker and have less difficulty. This is asked for in many job descriptions, at least 2-3 years previously in that field or a field related. Secondly employer branding attracts great candidates because it allows for the candidates to really see the company or brand before they decide that this is where they want to be working the next couple of years. Pay transparency means a lot as well when it comes to jobs who are able and willing to hear what the candidate has to say in terms of payment. 

Describe your company’s process or the process of another company that you have researched or learned about first-hand.

The hiring process at Planet Fitness is very interesting from the research I have done so far. When interviewing with PF multiple previous employees stated that there is a three step interview process for most positions. This is to ensure that candidates implement the “judgement free zone” as well as making sure employees have recollection of how to use and demo the machines inside of PF. Other aspects of the hiring process include background checks, looking for experience for different roles at PF and including the aspect of hiring anyone who is interested in learning more about fitness as well. 

Think about where you have you witnessed or heard about failures in the hiring process.

Most failures that I have heard about during the hiring process comes from the person who applied. I was a part of a companies hiring process when I worked at a boutique years ago which resulted in many applicants not returning calls, finding interest in other positions, or they could not do the job well enough to stay. Another aspect that I see failure is in communication sometimes with members of the company who have already been there long enough and should know how to get the hiring process in motion. Sometimes these employees are not timely enough which can also cause the applicant or new hire to lose interest in the position. 

Has the pandemic meant you can focus less on candidate experience?

With the pandemic being such a big part of why organizations and companies have difficulties today brining in candidates with experience, Planet Fitness has always allowed for the receptionists or front desk clerks to not have required experience beforehand. This can be seen as a positive thing for students who may have just started working since they could not get part time first jobs in the past 2 years. Ultimately if it is a role where there is training required, important information being funneled through and having a time frame, experience is what you need. 

What about the Great Resignation or Great Reshuffle — do you see examples where companies are focused more on what candidates want rather than just what the company or the manager wants?

Since the pandemic, I have seen great reshuffle prevalent in almost every company. Employers during this time were very open to letting those who can work from home, work from home and those who ultimately had jobs that weren’t necessary were unfortunately laid off. Other aspects of the pandemic have brought to light that there are multiple different companies that are primarily moving their organizations to at home rather than in office since Zoom has been the savior when it comes to organizations. I absolutely see companies are focusing on what can make them successful, but also what the candidates want in terms of working from home or in office. 


1 Define recruitment.

2 Describe the recruitment process.

3 Explain internal recruitment methods.

4 Identify external recruitment sources.

5 Explain recruiting technology.

6 Identify traditional external recruitment

Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 5 Warm-Up.

Improve Your Grade!

Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.

7 Describe how recruitment methods and
sources are tailored to each other.

8 Summarize the environment of

9 Describe alternatives to recruitment.

10 Explain the global implications for

5 Recruitment
Chapter ObjeCtives After completing this chapter, students should be able to:


recruitment Defined
recruitment is the process of attracting individuals on a timely basis, in sufficient numbers, and
with appropriate qualifications to apply for jobs with an organization. The firm may then select
those applicants with qualifications most closely related to job descriptions. Finding the appro-
priate way of encouraging qualified candidates to apply for employment is extremely impor-
tant, however, because recruiting costs can be expensive. Thus, a properly functioning recruiting
program can have a major impact on the bottom line of a company.

The recruitment process is critical because employees quickly become either assets or lia-
bilities based on how they contribute to the value of the company.1 How many times have we
heard CEOs state, “Our employees are our most important asset”? Instead they should be saying,
“The right employees are our most important asset.” Hiring the best people available has never
been more critical than it is today because of the economy and global competition. A company’s
ability to recruit and manage talent has become the measure for the overall health and longevity
of the organization.2 It is estimated that just the cost of replacing an employee alone when a bad
decision is made is two to three times the employee’s annual salary. Therefore, it is crucial to
have a finely tuned recruitment process if the selection process is to function properly.

Recruitment Process
When human resource planning indicates a need for employees, the firm may evaluate alter-
natives to hiring (see Figure 5-1). Frequently, recruitment begins when a manager initiates an
employee requisition, a document that specifies job title, department, the date the employee is
needed for work, and other details. With this information, managers can refer to the appropriate
job description to determine the qualifications the recruited person needs.

The next step in the recruitment process is to determine whether qualified employees are
available within the firm (the internal source) or if it is necessary to look to external sources, such
as colleges, universities, and other organizations. Because of the high cost of recruitment, organi-
zations need to use the most productive recruitment sources and methods available.

recruitment sources are where qualified candidates are located, such as colleges or com-
petitors. recruitment methods are the specific means used to attract potential employees to the
firm, such as online recruiting.

Identifying productive sources of applicants and using suitable recruitment methods are
essential to maximizing recruiting efficiency and effectiveness. When a firm identifies the sources
of candidates, it uses appropriate methods for either internal or external recruitment to accomplish

ObjeCtive 5.1

Define recruitment.

Process of attracting individuals
on a timely basis, in sufficient
numbers, and with appropriate
qualifications to apply for jobs
with an organization.

ObjeCtive 5.2

Describe the recruitment process.

employee requisition
Document that specifies job
title, department, the date the
employee is needed for work, and
other details.

recruitment sources
Where qualified candidates are

recruitment methods
Specific means used to attract
potential employees to the firm.

110 Part 2 • Staffing

recruitment objectives. A candidate responds to the firm’s recruitment efforts by submitting pro-
fessional and personal data on either an application for employment or a résumé, depending on
the company’s policy.

Companies may discover that some recruitment sources and methods are superior to others
for locating and attracting potential talent. Smart recruiters want to post their job where the best
prospects are likely to be. For instance, one large, heavy-equipment manufacturer determined that
medium-sized, state-supported colleges and universities located in rural areas were good sources
of potential managers. Ever wonder why the job ad section of the Sunday paper is not as large as it
once was? Recruiters are now placing their recruiting money in areas that are most productive, such
as with the use of social media. To maximize recruiting effectiveness, using recruitment sources
and methods tailored to specific needs is vitally important (a topic discussed later in this chapter).

Internal Recruitment Methods
Management should be able to identify current employees who are capable of filling positions
as they become available. Helpful tools used for internal recruitment include human resource
databases, job postings and job bidding, and employee referrals.

Human Resource Databases
Human resource databases permit organizations to determine whether current employees possess
the qualifications for filling open positions. As a recruitment device, these databases have proven
to be extremely valuable to organizations. Databases can be valuable in locating talent internally
and supporting the concept of promotion from within.

Job Posting and Job Bidding
job posting is a procedure for informing employees that job openings exist. job bidding is a
procedure that permits employees who believe that they possess the required qualifications to
apply for a posted job.

Hiring managers usually want to give internal candidates priority as a way to improve
employees’ attitudes and stimulate their interest in the company. The job posting and bidding
procedures can help minimize the commonly heard complaint that insiders never hear of a job
opening until it is filled. Typically, vacant jobs are posted to internal candidates before exter-
nal recruiting takes place. A number of forums are available today to advise employees that a
vacancy exists. In years past, jobs were literally posted on a bulletin board. Today, companies use
the intranet, the Internet, or post the job on the company Web site or company Facebook page.

HR Web Wisdom

Social Network Recruiting

LinkedIn is an online social
network Web site.

ObjeCtive 5.3

Explain internal recruitment

job posting
Procedure for informing
employees that job openings exist.

job bidding
Procedure that permits employees
who believe that they possess the
required qualifications to apply for
a posted position.

Alternatives to Recruitment

Recruited Individuals


Human Resource Planning



Internal Sources External Sources

Internal Methods External Methods

Figure 5-1
The Recruitment Process

ChaPter 5 • reCruitment 111

Some companies send out e-mails and voice mail to selected managers and employees advising
them that a vacancy exists.

Many organizations, including Whirlpool, BMW Manufacturing Co., Kellogg, Hyatt, and
Hewlett-Packard, manage internal candidates with Web-based applications. Employees create
profiles that detail their skills and interests for their next ideal position and are notified when
such a position exists. FedEx’s philosophy is that employees should be doing the kind of work
they want to do. Its Web site helps candidates identify their ideal job. Using drop-down lists, it
prompts them to enter data about desires, location, type of work, and so forth; it also asks them to
describe their skills. When jobs open, managers have instant access to these electronic résumés
in which the candidates have specified what they can and want to do.

Today, if a worker does not know about a vacancy, it is usually because he or she did not
check the internal posting system regularly. Yet, even with an online system, a job posting and
bidding system has some potential negative features. For one thing, an effective system requires
the expenditure of time, effort, and money. Organizations need to be sure to treat internal can-
didates properly so they will not be discouraged or prompted to leave if they do not get the job.
When bidders are unsuccessful, someone must explain to them why they were not selected.
Management must choose the most qualified applicant or else the system will lack credibility.
Still, complaints may occur, even in a well-designed and well-implemented system.

Employee Referrals
employee referrals involve an employee of the company recommending a friend or associate as
a possible member of the company; this continues to be the way that top performers are identi-
fied. In many organizations, the use of employee referrals produces the most and best-qualified
applicants. Organizations such as Southwest Airlines, Microsoft, Disney, and Ritz typically
employ many of their new hires exclusively through employee referrals. It is just human nature
that employees do not want to recommend a person unless they believe they are going to fit in
and be productive. Thus, it is a powerful recruiting tool. Because of this, many companies have
strengthened their employee referral program. These organizations have found that their employ-
ees can serve an important role in the recruitment process by actively soliciting applications from
among their friends and associates.

Some firms give incentives to their employees for successful referrals. A WorldatWork
Bonus Program Practices survey found that 60 percent of companies offer referral bonuses and
an additional 9 percent are considering one.3 Typically, the types of positions that a company
would pay referral bonuses include professionals, technical, IT staff, and sales.4 Most often,

employee referral
An employee of the company
recommends a friend or associate
as a possible member of the
company; this continues to be
the way that top performers are

H r B l o o p e r s

Recruiting Skilled Machinists

If your professor has assigned this, go to mymanagementlab.com to complete the HR Bloopers exercise and test your application of these
concepts when faced with real-world decisions.

Two months into her new position as Lead
Recruiter at New World Manufacturing, Emily Lang is starting to feel
frustrated. Emily was promoted to the Lead Recruiter position after
three years as a Recruiter for the company’s management training
program. In that position, Emily impressed upper management with
her ability to fill the trainee positions quickly and cost-effectively.
Emily’s expertise in using social media helped her develop an impres-
sive pipeline of talented candidates. Thus, she was promoted to a Lead
Recruiter in the manufacturing division to help address their challeng-
ing staffing issues. The unemployment rate in the area is high and the
company is having problems finding skilled machinists to staff their

manufacturing positions. Emily immediately put her expertise to work
to attempt to build a solid pipeline of candidates for the multitude
of entry level positions in the factory. She started an online recruiting
campaign including a LinkedIn and a Facebook page specifically for
the division. She also started using the company Twitter account to
spread the word about the open positions. Knowing that many of the
applicants for these entry-level positions didn’t have resumes, she also
created an easy to use online application on the company Web site.
But her recruiting savvy doesn’t seem to be paying off. The manu-
facturing manager has informed her that there are still a dozen open
positions and she doesn’t have any new applicants to share.

112 Part 2 • Staffing

bonuses range from $1,000 to $2,500 per successful referral. However, employee referral has
also proven valuable for other professions. The trucking firm of CRST Malone offers its drivers
a $1,000 bonus for recruiting other drivers.5

Typically, those who are referred by a present employee are more productive. Costs can
be much lower than using advertising or agencies. Using referrals also reduces turnover among
both new and existing employees because applicants come prescreened for culture fit. Small
companies especially prefer to find candidates through referrals and networks of people they
trust. Groupon, the online discounter, grew from 37 to 7,100 employees in 21 months. It acquires
about 40 percent of new hires through employee referrals.6 A recent study found that referrals
are twice as more likely to be interviewed than those who are not referred.7 Also, referrals are
40 percent more likely to be hired than those who are not referred.

Employee enlistment is a unique form of employee referral in which every employee becomes a
company recruiter. This is not the same as merely asking employees to refer friends to the company.
The firm supplies employees with simple business cards that do not contain names or positions.
Instead, these cards have a message similar to: “We are always looking for great. For additional
information, log on to our Web site.” Employees then distribute the cards wherever they go, at
parties, sports events, family gatherings, picnics, or the park. The purpose is to let people know that
the company really does want people to apply. An interesting way of using e-mail in the recruitment
process is to ask employees to put a footer in their e-mails reminding people that their company
is hiring. It might say something like the following: “Note: We’re hiring amazing engineers, BD
people, and a star Ops person. Refer a friend and get a fully paid trip to Hawaii for two.”8

Recruiters can often obtain referrals from new employees when they first join the firm.
These new hires may provide leads regarding other candidates that have the skills and com-
petences that the organization needs. Information from such candidates is often easy to obtain
because the new hire is excited about joining the company and would like to have their friends
and associates join them. Recruiters may simply ask: “Do you know anyone in your field who
might like to work here?” A capable recruiter can then develop a list of good candidates with
special skills who can be recruited.

A note of caution should be observed with regard to the extensive use of employee referral.
The 2014 EEOC Compliance Manual explicitly warns that recruiting only at select colleges or
relying on word-of-mouth recruiting, which includes employee referral programs, may generate
applicant pools that do not reflect diversity in the labor market.

external recruitment sources
At times, a firm must look beyond its own borders to find employees, particularly when expand-
ing its workforce. External recruitment is needed to (1) fill entry-level jobs; (2) acquire skills not
possessed by current employees; and (3) obtain employees with different backgrounds to provide
a diversity of ideas. As Figure 5-2 shows, even with internal promotions, firms still have to
fill entry-level jobs from the outside. Thus, after the president of a firm retires, a series of internal
promotions follows. Ultimately, however, the firm has to recruit externally for the entry-level
position of salary analyst. If an outside candidate was selected for the president’s position, the
chain reaction of promotions from within would not have occurred. If no current employee has
the desired qualifications, candidates may be attracted from a number of outside sources.

High Schools and Vocational Schools
Organizations concerned with recruiting clerical and other entry-level employees often depend on
high schools and vocational schools. Many of these institutions have outstanding training programs
for specific occupational skills, such as home appliance repair and small engine mechanics. Some
companies work with schools to ensure a constant supply of trained individuals with specific job
skills. In some areas, companies even loan employees to schools to assist in the training programs.

Community Colleges
Many community colleges are sensitive to the specific employment needs in their local labor
markets and graduate highly sought-after students with marketable skills. Typically, commu-
nity colleges have two-year programs designed for both a terminal education and preparation

ObjeCtive 5.4

Identify external recruitment

HR Web Wisdom

HR Internet Guides

This Web site contains links to
other Internet-based resources
for topics such as recruitment,
selection, and equal employment

ChaPter 5 • reCruitment 113

for a four-year university degree program. Many community colleges also have excellent mid-
management programs combined with training for specific trades. Sowela Technical Community
College located in Lake Charles, Louisiana, has a well-respected culinary program that is known
nationwide. Career centers often provide a place for employers to contact students, thereby facil-
itating the recruitment process.

Colleges and Universities
Colleges and universities represent a major recruitment source for potential professional, techni-
cal, and management employees. Placement directors, faculty, and administrators can be helpful
to organizations in their search for recruits. Establishing a relationship with faculty members is
important because most professors are well aware of their students’ academic performance and
abilities. Because on-campus recruitment is mutually beneficial, both employers and universities
should take steps to develop and maintain close relationships. It is important that the firm knows
the school and the school knows the firm.

Competitors in the Labor Market
When recent experience is required, competitors and other firms in the same industry or geo-
graphic area may be the most important source of recruits. Another name for actively recruiting
employees from competitors is called poaching. It has been estimated that poaching may account
for 30 percent of the movement in labor.9 In fact, the most highly qualified applicants often
come directly from competitors in the same labor market. Competitors and other firms serve as
external sources of recruitment for high-quality talent. Even organizations that have policies of
promotion from within occasionally look elsewhere to fill positions. For example, the rapidly
expanding shale gas industry has found itself desperate for experienced engineering talent as
demand quickly outpaces supply.10 Many companies in that industry have resorted to luring
experienced engineers away from other engineering specialists at exorbitantly high salaries.

Smaller firms in particular look for employees trained by larger organizations that have
greater developmental resources. For instance, one optical firm believes that its own operation is
not large enough to provide extensive training and development programs. Therefore, a person
recruited by this firm for a significant management role is likely to have held at least two previ-
ous positions with a competitor. In the following Watch It video, Hanno Holm, Chief Operating
Office of Rudi’s Organic Bakery, discusses how his small, dynamic, and fast-growing company
searches for the right employees and how the process differs from large companies.

A. L. Weaver

Vice President,
Human Resources

R. E. Lewis

Human Resource


M. L. Denney


R. R. Jackson


J. Hicks

Salary Analyst

B. Massenburg
B.B.S., State University

External Recruit




G. L. Newman

and Chief Executive

Figure 5-2
Internal Promotion and
External Recruitment

114 Part 2 • Staffing

Former Employees
At one time, when employees quit, their managers and peers tended to view them as being dis-
loyal and ungrateful, and they were “punished” with no-return policies. A common attitude was
that if you left your firm, you did not appreciate what the company had done for you. Those
days are gone and often “goodbye” may not be forever. In fact according to a recent survey, only
11 percent of human resources (HR) professionals said that they would not rehire departing work-
ers if they wished to return.11 Today’s young workers are more likely to change jobs and later
return to a former employer than their counterparts who entered the workforce 20 or 30  years
ago, and smart employers try to get their best ex-employees to come back. The boomerang effect
might happen because there was a strong bond with previous coworkers or the new job was not
what the emp