Book of Recruitment

The Introduction to Recruitment (hereinafter, the Session) is the learning session that has been created to introduce its participants to recruitment and related topics. The Session consists of six lessons, each of which is made of three to six lectios. At CNM Cyber, a lectio is a lesson part. Every lectio includes a presentation and a one question, either a quiz or survey.

WorldOpp Pipeline

The official version of the Session is published at CNM Cert. The Session materials are also published at CNM Tube, CNM Wiki, and various channels for marketing and convenience purposes.

The Session belongs to the Career-Overview Sessions of the CNM Cyber Orientation.

Summaries

Predecessor

The predecessor session is Introduction to Employment.

Outline

Introduction to Recruitment

#	Lessons	Lectios
1	Recruitment Essentials
2	Recruitment Needs
3	Job Market Essentials
4	Search for Job Candidates
5	Screening of Job Candidates
6	Recruiters' Essentials

Successor

The successor session is Introduction to Careers.

See also

Search for Job Candidates

Main wikipage: Search for Job Candidates; video (2:44)

Sourcing. The aggregate of enterprise efforts that are undertaken in order to identify and list possible sources, internal and/or external, that are potentially capable to provide the specified organizational resources, as well as potential data sources who are able to provide relevant information on specific acquisitions.

• ERP human resources. Any system for human resource management that is integrated into a larger enterprise management system. Usually, both systems are built on enterprise resource planning software.
• In-network message. A message sent to the members of a network.
• Employment resource. Any resource, usually web-based, that allows for matching employers and employment candidates.

Screening of Job Candidates

Main wikipage: Screening of Job Candidates; video (5:02)

Source screening. (1) The evaluation or investigation of a source as part of a methodical survey, to assess suitability for a particular role or purpose; (2) techniques used for source consideration, reviewing, analyzing, ranking, and selecting the best alternatives for the proposed action.

• Job interview (more narrowly, employment interview). An interview consisting of a conversation between a job applicant and one or more representatives of an employer which is conducted to (a) assess whether the applicant may be hired and, possibly, (b) negotiate conditions of this hiring.
• Structured interview. A planned job interview designed to gather job-related information.
• Panel interview. A structured interview conducted with a candidate and a number of panel members in a joint meeting.

Competence assessment. Testing in which a testee is a human being and his or her competence is the subject of testing. Exams and quizzes are regularly used to test knowledge and decision-making skills. The assessment commonly includes academic testing and screening job applicants to ensure that the most appropriate candidates are hired.

• Written test. A competence assessment in which questions are asked and responses are provided in writing.
• Oral test. A competence assessment in which responses are provided orally.
• Competence descriptive evaluation. A competence assessment in which a testee demonstrates his or her competence through his or her description of concepts, skills, abilities, and/or performance.
• Behaviorally anchored rating scale. Any scale that combines major elements from the critical incident and graphic rating scale approach. The appraiser rates the employees based on items along a continuum, but the points are examples of actual behavior on the given job rather than general descriptions or traits.

Performance test. A competence assessment in which a testee performs rather than answers the questions of evaluators.

• Critical incident. A way of evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively.
• Situational judgment test. A substantive selection test that asks applicants how they would perform in a variety of job situations; the answers are then compared to the answers of high-performing employees.
• Work sample test. Hands-on simulation of part or all of the work that applicants for routine jobs must perform.
• Realistic job preview. A substantive selection test that is a job tryout to assess talent versus experience. On the other side, this preview provides both positive and negative information about the job and the employer.
• Assessment center. An off-site place where candidates are given a set of performance simulation tests designed to evaluate their managerial potential.

Recruiters' Essentials

Main wikipage: Recruiters' Essentials; video (6:10)

Recruitment service. Any service related to recruitment.

• Recruiter. A legal entity whose business is to enlist or enroll people as employees, students, or as members of an organization.
• Retained recruiter. A recruiter who is paid for the time spent while recruiting regardless of the fact whether qualified sources are identified, hired, or not.
• Contingency recruiter. A recruiter who is paid only when qualified sources are identified and hired.
• Hiring manager. A representative of the employer responsible for hiring one or more employees to fill open positions. That manager may work for that employer as an employee, be hired as an independent contractor, or be an employee of another recruiter.

Outsourced recruitment. The whole recruitment or its part that is outsourced to another legal entity, either an individual or an organization.

• Employment agency. Any entity that matches employers and employment candidates.
• Staffing firm. Any entity that provides employers with their staffers.
• Temporary staffing provider. Any entity that provides employers with temporary staffers.
• Headhunter (executive search provider or headhunting provider). A specialized recruitment service designed to provide employers with highly qualified employment candidates especially for senior-level and executive jobs.

Recruitment fee. The fee that an employer agrees to pay as compensation for sourcing, screening, and, sometimes, selecting one or more employment candidates.

• Placement fee. The fee that an employer agrees to pay a contingency recruiter as compensation for placing one or more employment candidates into specified employment. In the United States, those fees are typically collected as a percentage of the annual salary of the hired, ranging between 20% to 33%.
• Referral fee (finder's fee). A commission paid to an intermediary or the facilitator of a business transaction. This fee is rewarded because the intermediary discovered the deal and brought it forth to interested parties. Depending on the circumstance, this fee can be paid by either the transaction's buyer or seller. In the United States, either an employer or a recruiter may pay the fee for finding the right employment candidate. For instance, an employer may pay the fee to its current employee instead of paying the placement fee to a contingency recruiter. Or a contingency recruiter may pay the fee from its placement fee, etc.

Introduction to Careers is the successor session.

Preview presentations

Video

The video preview presentation, 1:43 minutes, is published at https://youtu.be/Emr8exlqUfc. Here is its full text:

Introduction to Recruitment Preview. In the previous session which was introduction to employment, we discussed that employment consist of two parts. Employees and employers. Employees give their time and employers pay them money but the people who bring together employees and employment candidates and employers are recruiters, recruiters play a significant part in this process.

In this session we are going to review the recruitment process, we will go over rational acquisition model, we will discuss selection and how selection goes, like the selection process, we will review onboarding which brings new employees to the company, we will discuss statement of recruitment needs, we will talk about KSA`s which are knowledge skills and abilities, we will discuss funding potential candidates screening of those candidates and we will end with the services of recruiters including house hold recruitment and recruitment fees.

Hopefully we will be ready to jump to carrier administration as the successor lecture.