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e-Recruitment & Selection


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e-Recruitment & Selection

  2. 2. INTRODUCTION TO TRADITIONAL RECRUITMENT Organizing Framework: (Breaugh & Starke, 2000) Recruitment Objectives  Post-hire outcomes Retention rate, Job performance, Psychological contract, Job satisfaction  Measured post-hire outcomes Costs & Speed of filling jobs, Number of positions, Diversity of applicants  Pre-hire outcomes Number of applicants, Quality, Diversity of applicants, Ratio of offers Recruitment strategy: Who – Where – When – Sources – Message 05-12-2012 2
  3. 3. FROM ACTIVITIES TO OUTCOMES Recruitment Process Recruitment Activities Process Variables - Sources - Applicant attention Recruitment Results - Recruiters - Message credibility Benchmarking: - Message - Accuracy of Outcomes-Objectives expectations - Self insight 05-12-2012 3
  4. 4. RECRUITMENT PROCESS  Message 1 vividness  Concrete Generate Applicants languageEffects of  Informationrecruitments Personal-accuracyactivities Process 3 2  Recruitment Influence Maintain communication decisions status  Info-specificity  E-recruiting effectiveness  JRPs 05-12-2012 4
  5. 5. EFFECTS OF RECRUITMENT ACTIVITIES FOCUS: Recruitment objectives  Job satisfaction  Initial job performance  Perception of violation of psychological contracts  1st retention rate Recruitment activities  Frequency of source usage  Type of sources (newspaper ads, employee referrals, direct applications)  TARGET: Post-hire Outcomes  Higher applicants accuracy of expectations  Applicants have better insight of themselves 05-12-2012 5
  6. 6. LIMITATIONS ON SOURCES EFFECTS Sources interpretation absorption Different outcomes Certain sources Accurate info about a job 05-12-2012 6
  7. 7. RECRUITERS’ ROLE  3-D effects on Candidates  Recruiter’s informativeness  Recruiter’s credibility  Recruiter’s personal & geographical diversity  Recruiter’s choice makes the difference (Rynes, 1991) 05-12-2012 7
  8. 8. RECRUITING SOURCES EFFECTS  Employee Referrals  Realistic info Employees reputation secure & More capable employees  Direct applications  Realistic info Extensive research on employers’ profile  School placement offices & Newspaper ads  Lack of realistic info & Lack of fit between interests/skills persons not able to self-select  Realistic Job Previews (RJPs)  Realistic info Job expectations met  Role Clarity & Honesty from the employer  Perception of alternatives Higher satisfaction, Lower turnover, Higher performance 05-12-2012 8
  9. 9. SHIFT TOWARDS E-RECRUITMENT By logging into the Internet, company recruiters can find vast numbers of qualified candidates for jobs at every level screen them in just minutes, and contact the most promising ones immediately (Cappelli, 2001). Recruiting cannot be seen as a reactive, clerical HR-function  Refashioned: MARKETING approach (Cappelli, 2001 & Collins & Han, 2004) 05-12-2012 9
  10. 10. MARKETING-DRIVEN RECRUITMENT STRATEGIESMarketing strategies Low-involvement High-involvementRecruiting tools General ads in student newspapers, in Detailed recruitments ads college halls Posting company brochures Use of sponsorship (e.g. donate money for Requirement: high cognitive effort for naming rights) processing.Goals Corporate Advertising: Providing extensive arguments and Creates signal of brand awareness and detailed data on company’s status and job- increases exposure to public. attributes. Increases applicants’ familiarity with the Creating positive beliefs about company’s company. profile and its job attributes. Affecting the quality of the talent pool. (source: Collins & Han, 2004) 05-12-2012 10
  11. 11. ADVANTAGES OF E-RECRUITING I Companies can promote themselves cheaply and effectively The payoffs of Internet recruiting can be enormous: 1/20 cheaper than recruiting by using traditional means New capabilities of easy self-promotion when they gather information on possible candidates: provide value content to key-professional groups (e.g. Cisco Systems offers sophisticated on-line libraries to help engineers solve technical problems ; tracking back the library’s use and screen potential good candidates) 05-12-2012 11
  12. 12. ADVANTAGES OF E-RECRUITING II Facilitates the decentralization of the hiring function: once the linemanagers get the authorization to hire, they can easily go to job boards orother vendors to find their own candidates (Cappelli, 2001). New, Internet-based technologies can also help speed the process oftracking and contacting applicants Collect applications instandardized format, screen them, and determine where they camefrom, monitor applications progress, and calculate time needed to fill jobs.  BrassRing Systems  Icarian Application service providers  Recruitsoft 05-12-2012 12
  13. 13. DISADVANTAGES OF E-RECRUITING E-tools can become discriminative or lead to misinterpretations of personal data.  Minorities, persons over 40, persons with disabilities can be excluded Out-sourcing policy privacy burden is used legally without any personal data violation Employers attempt to match candidates with jobs by using personal information, arguing on negligent-hiring basis. Emerging demand of standardization Demanding cross-reference checking (Collins & Han, 2004) 05-12-2012 13
  14. 14. 6 CATEGORIES OF E-RECRUITING SOURCES (source: Lee, 2007) 05-12-2012 14
  15. 15. LIMITATIONS The regulatory context (law-orientation for recruitment restrictions) The control power of candidates using SNN over the information provided for presenting themselves.  This asymmetry of power may raise risks for the privacy of the weaker stakeholders (Introna & Pouloudi, 1999). The S/H approach CSR perspective  Descriptive limited/traditional view  Normative conventional/ethical view  Grossman (2005): Detailed information about environmental and social performance in their financial reports; enhance transparency for creating good belief on trust and confidence. 05-12-2012 15
  16. 16. MANAGERIAL (FUTURE) IMPLICATIONS Shift from the ‘met expectations’ criteria to the ‘value attainment’ to balance effectively the realistic expectations with the experiencing satisfaction. Value attainment accounted significantly more variance in facet satisfaction than did realistic expectations (Colarelli, 1984). Information specificity and timing of recruitment communications (signaling effects) as the most important factors to generate applicants’ interests, regardless the ways of doing so. The person–organization fit is particularly important in recruitment of Millennial generation employees (Ehrhart, Mayer, & Ziegert, 2012). 05-12-2012 16
  17. 17. MANAGERIAL (FUTURE) IMPLICATIONS E-recruiting systems E-HRM: Innovation or Irritation? Shift towards an e-HRM model , and there after towards an e-recruiting model. Combine an holistic e-recruiting architecture (Lee, 2007) and integrate a change process model (Holm, 2011) 05-12-2012 17
  18. 18. TOWARDS AN E-HRM & E-RECRUITING MODEL(Ruël, Bondarouk, & Looise, 2004) (Aurélie & Fallery, 2009) 05-12-2012 18
  19. 19. ARCHITECTURE OF E-RECRUITING (source: Lee, 2007) 05-12-2012 19
  20. 20. COMPARING DESIGN & SEQUENCE OF TASKS (source: Holm, 2011) 05-12-2012 20