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Recruitment Plan

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Recruitment Plan

Student: Amber Penn-Roco

SID#: 10754318

Class: MgtOp 455

Due: October 24, 2007


I. Introduction

II. Job Analysis

• Requirements-based Job Analysis:

o What specific skills are needed to be successful?

• Competency-based Job Analysis:

o What employee competencies are important to our organization?

• Rewards-based Job Analysis:

o What opportunities can this company/job offer?

III. Target Recruiting

1. How many new employees (and with what qualifications) are needed from external sources?

2. Where are the most qualified candidates most likely to be found?

o What recruiting options are available to our company?

o Which will be the most productive?

o What does past experience indicate?

3. What should you “say” to attract these candidates? (recruiting message)

o Realistic vs. Attractive Message

o Example

IV. Applicant Considerations

• Applicant Reactions

• Applicant Perceptions


After performing the components of the employment plan, our company’s next action would be to develop a recruitment plan. The recruitment plan is divided into two sections. First, we perform various job analysis’s. Then, we develop our targeted recruiting plan, which will involve deciding how many new employees we need, where to recruit these applicants, and what to say to attract applicants.


There are three different types of job analysis. First, is requirements-based job analysis. Once our company performs this analysis, it will provide us with the knowledge, skills, and abilities an applicant will need to succeed in a given job. Much of this information should have already been discovered when we were analyzing the job for the person/job match, in the employment plan. This information can be used in the recruitment plan, by providing specific skills we can list in our job description, and in the selection plan, by assisting in choosing what selection instruments we should use.

The second type of job analysis is competency-based job analysis. This should reveal the specific competencies an applicant would need to thrive within our company. We should have discovered the competencies important to use when analyzing the organization for the person/organization match, in the employment plan. These competencies should complement our organization’s strategic plans and values. Information on potential competencies can be found in our mission statement, goals, culture, and values. The results of this analysis can also be used in both the recruitment plan (job description) and the selection plan (selection instruments).

The third type of job analysis is rewards-based job analysis. This is where we would identify the specific rewards an employee could receive from both the job and the organization. There are two types of rewards. Extrinsic rewards are external to the individual, such as salary, bonuses, and benefits. Intrinsic rewards are internal to the individual, such as a challenging work environment, personal achievement, or significance. To analyze these in the organization, you could survey the current employees to find out what aspects of the job they find the most rewarding. The results of this analysis can be very useful to the recruitment process. Rewards are what the company uses to attract top candidates. We can use these results when writing our recruiting message.


Our company has decided that this recruitment plan will focus on an external, targeted recruitment plan. This means we will be recruiting people that don’t currently work for the company, and that we will concentrate our efforts on a specific portion of candidates.

The first

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