This document discusses employee recruitment and provides guidance on effective recruitment strategies. It outlines five key steps for recruiting: 1) Know the job details; 2) Decide which labour market to target - internal or external; 3) Choose recruitment methods to reach the target market; 4) Plan and execute a recruitment campaign; 5) Evaluate results and apply lessons to future campaigns. Specific recruitment methods covered include internal job postings, manager nominations, succession planning to develop internal candidates, and utilizing employee referrals. The goal of recruitment is to attract qualified candidates while minimizing costs and time to hire.
Talent acquisition,definition,sources of recruitment,action steps in recruitm...Devika A K
Talent acquisition,definition,sources of recruitment,action steps in recruitment,alternatives to recruitment, selection process,orientation and induction, induction process.
Get original HRM assignment help on goals of employee selection and recruitment and selection assignment help by Australian human resource experts.
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How to manage recruitment and selection tells you all about what to do when considering recruitment and selection.
We can help with FREE recruitment services and business management training.
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A presentation that throws light on the strategy that companies use when hiring an employee. This presentation is just for student base & for assignments.
Please Note : This is just a presentation & not an in-dept or accurate plan that is originally used by Google.
Talent acquisition,definition,sources of recruitment,action steps in recruitm...Devika A K
Talent acquisition,definition,sources of recruitment,action steps in recruitment,alternatives to recruitment, selection process,orientation and induction, induction process.
Get original HRM assignment help on goals of employee selection and recruitment and selection assignment help by Australian human resource experts.
Company Name: Assignment Help Experts
Email: info@assignmenthelpexperts.com
Phone: +61 390 881 335 or +1-877 839 9989
Country: Australia
Website: https://www.assignmenthelpexperts.com/
How to manage recruitment and selection tells you all about what to do when considering recruitment and selection.
We can help with FREE recruitment services and business management training.
We can also offer free advice and guidance.
Please call us on: 0121 707 0550 or e-mail: info@pathwaygroup.co.uk
A presentation that throws light on the strategy that companies use when hiring an employee. This presentation is just for student base & for assignments.
Please Note : This is just a presentation & not an in-dept or accurate plan that is originally used by Google.
Employee recruitment system project - complete Software Requirement Specification (SRS).
Employee Recruitment System (ERS) is a system in which job seekers can register themselves online, view organization requirements and apply for the suitable job.
It also makes it possible for organization to post their staffing requirements and view profiles of interested candidates.
The primary purpose to develop this system is to optimize the recruitment process for an organization.
Recruitment and selection powerpoint presentationAndrew Schwartz
Having the highest performing employees is critical for the success of an organization but too often the best candidates can be hidden among stacks of scripted resumes. Hiring managers must learn strategies to find and select the right candidate. The Recruitment and Selection Powerpoint Presentation offers slides on topics such as: 27 points on creating a recruitment strategy, 24 slides on methods of recruiting, 10 tips for how to review resumes, 5 slides on evaluating interviews, 5 points on making the final decision, 17 points on assessing recruitment and selection strategies including 3 steps on how to benchmark these strategies, 15 slides on training and retention including 6 tips to increase retention and 8 tips for implementing training programs, 6 slides describing the legal issues, 4 slides for final action steps and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
IntroductionWe all know that the four factors of producti.docxvrickens
Introduction
We all know that the four factors of production are land, labor, capital and entrepreneurship. By skillfully combining all of the above factors, we have been able to create goods and services which in turn have created economic value.
Through this presentation we would like to provide some impetus on the second factor of production i.e.Labor.
The basic definition of labor can be stated as the human effort of one or more individual which is required to create goods and services. It is the responsible of the entrepreneur to bring together the labor resources so as to be able to create value. (Unknown)
-Contd
Labor as a factor of production can mean different things in different circumstances. For example a doctor treating patients in his clinic can be considered an entrepreneur as well as labor. On the other hand, a receptionist hired by the same doctor would be considered labor.
The doctor hires some support staff to be able to perform his or her tasks more efficiently while being able to maximize returns after paying the salaries for the staff. This can only happen if the staff is qualified and can work according to the expectations of the employer.
In this context, it becomes necessary to properly assess the hiring process for any organization so that they can maximize returns while controlling costs.
Hiring Best Practices
Here are some of the best practices that we believe, all employers should employ
Identify Need – The first step towards hiring somebody is for an individual in charge of hiring to identify a need. This may seem easier than it sounds but in many cases we have seen that organizations being overstaffed, carrying high salary costs and having highly unproductive resources.
Define Job description – Once a need has been identified, the employer must spend time to define what tasks are expected to be done by the prospective employee. Failure to do this causes friction between the employer and employee and may hamper performance of the employee.
Best Practices - contd
Plan the Hiring – Once the description and requirement have been established, it is necessary to outline how the process is expected to be completed right from the time of posting the job on various platforms to the point of onboarding the employee. It is helpful to identify the internal resources which are responsible for driving the process to completion and make sure they know the expectations.
Market Availability – Once all the internal planning is in place, the firm must actively market the open position. It is often experienced that openings go unfulfilled due to the lack of awareness among the job seekers. The firm should aggressively market the position on various job portals, newspaper classifieds, social media as well as their own website. The more awareness created, the more applicants and higher chances of fulfilling the position.
Best Practices - contd
Review CV’s – A strong marketing campaign would ...
Considering the exorbitant cost of hiring and training an employee with job and soft skills, recruiting employees internally and externally have different problems so which one works for you?
Vital Ingredients in Employee RecruitmentHL Lesbrown
There are pivotal tips to follow when putting together a team for excellent results. Not everyone can be part of an award winning team.
Reproduced here with permission from Gb Adolph Obasogie.
DIFFERENT AND EFFECTIVE WAYS OF RECRUITING
STEPS TO GET REFERRALS FROM LINKEDIN
STEPS AND PLAN FOR RECRUITMENT USING SOCIAL MEDIA
RECRUITMENT POSTS
ARTICLE LINK: https://medium.com/@maryam.sajid00/recruitment-articles-and-posts-1dbedbd7b7b0
An abstract overview of the important aspect of HR department of every organisation that is recruitment which includes selection process, interviews, induction, orientation, etc.
How to Hire All-Star Administrative Professionals and Maximize Their PotentialRobert Half
This hiring guide provides tips on how to find top-notch administrative professionals and help them branch out beyond their traditional job descriptions.
Progressive - Building a compelling employer brandMark SThree
The ability to attract and retain the best talent in the market is key for any organisation, but never more so than in highly competitive sectors where niche skill sets are in high demand. Our guide to employer branding examines
how organisations can strengthen their relationship with existing and potential employees, and external
stakeholders through the effective communication of the brand’s values, personality and culture and creating a
strong employer brand.
How to know when to look beyond your in-house recruiting team for your hiring needs
There are times when your internal recruiting team is completely capable of finding your next hire, but there are also times when you need to outsource to an Executive Search firm. We’ve broken down the situations where you may need to look to other recruiters and why to help you find the right candidates for your hiring needs.
How to recruit or poach employee from competitors companyWisestep blog
Companies, who hunt for top talents, glance through industries top performers for hiring. There are numerous employee recruiting services that hold the capability to hire and recruit employees
Organizations are increasingly focusing on the development of frontline workers in order to differentiate their employer brand, build a strong employee value proposition, and to ensure they have the skills and knowledge needed to compete in the market place.
Alternative Pathways for learning allow organizations to focus their spending on workforce development, training, and tuition assistance strategically to build their workforce.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2. Introduction to Recruitment
04
Table of contents
5 Steps to Recruiting Effectively
06
Internal Recruitment Methods
11
Active and Passive Candidates,
External Recruitment Methods
12
Employment Agencies and
Executive Search Firms
14
Networking and Social Media,
Homework
17
19
Employee Referral
18
The Applicant’s Point of View
and Realistic Job Preview
Preparing for the class sessions on Recruitment:
Week 4 Session 2: Carefully read slides 1-13 of this Slidedoc, including doing the embedded exercises to develop
your understanding. Read the three assigned articles on this topic by Johnson, Krell, and Weirick. Links to
articles can be found in iLearn.
Week 5 Session 1: Carefully read slides 14-end of this Slidedoc, including following the hyperlinks to additional
materials to read or view. Do the homework on social media recruitment as described on slide 17. Submit your
homework before midnight Monday February 13.
3. 3
In class, we will examine the concept of
employer branding, discover how to
create effective recruitment ads and
corporate careers websites, and practice
creative recruitment planning.
Be sure you are in class to enhance your
skills and knowledge related to employee
recruitment.
This Slidedoc sets the stage for
understanding five steps to effective
recruitment. Some specific methods of
recruitment are discussed here, others will
be explored in class.
The three assigned articles provide further
advice and insights on aspects of
recruitment.
4. 4
INTRODUCTION TO RECRUITMENT
Recruitment vs Selection
Some people use the term recruitment to refer to both
attracting job candidates AND assessing them to decide
which are best to hire. In this subject, I will use the term
Recruitment to refer only to the first part of this process –
reaching out to find and attract the right kind of job
candidates, motivating them to apply for a job with your
firm and remain interested while you are making up your
mind about them, then accepting a job offer if you decide
to make one. I will use the term Selection to refer to the
process by which you assess candidates to see if they have
the knowledge, skills, abilities, and attitudes (KSAAs) you
require, and therefore whether or not you want to make
them a job offer. These processes overlap in time.
It is very important to be able to attract good people to
apply for open positions the firm might have. First, you
need to fill openings so that your business can continue to
produce products, serve clients, or grow. Second,
remember that the goal of recruitment is to attract a
“qualified response” from the labour market, not just any
response. It does no good to the company or the
candidates to have a large number of job applicants if
many of them lack the skills needed to do the job.
Third, you’d like your recruitment process to produce a favourable
selection ratio (number of applicants per opening) so that you have
the luxury of being selective and choosing the very best.
Part of effective recruiting is cultivating an employer brand so that
people in the labour force understand what your company is like as
an employer, view it favourably, and are likely to apply and later
accept job offers. This will be discussed further in class.
There are many methods available for recruitment, some of which
will be discussed later in the document and/or in class. The right
mix of methods must be chosen for the best results in any given
search – there is no one method that is always most suitable.
Recruiting Costs
Recruiting can be quite expensive if you consider all the costs from
the time the need to hire is recognised until a new person (or
people) is hired, trained, and as competent as the employee they
may be replacing.
Brainstorm all the likely sources of expense to a company in the
process of replacing an employee with a new hire from outside
the company. Make a list then turn the page to see some answers.
Attracting well qualified people to want to work for your firm is
essential to business success.
5. 1. Pre-work. Preparing/updating job analyses, developing selection criteria, planning the recruitment campaign
2. Advertising. Creating ads and paying the fee for advertising on a job board, newspaper, billboard, radio, etc.
3. Employment agency or executive search firm fees, if used, and managerial time to liaise with these outside firms
4. Maintenance and updating of the company’s corporate careers webpage
5. Clerical and managerial time in correspondence and record keeping, which may be with dozens of candidates for even a
single opening
6. Travel expenses for candidate to company visits, and/or for recruiters on road shows, to job fairs, to campus visits
7. Referral bonuses to current employees if applicable
8. Managerial time for short-listing meetings and interviewing. This can be huge as decisions often involve a selection panel
of 3-4 managers, and several candidates may be interviewed for each open position
9. Other pre-employment assessments – in addition to interviewing, candidates may undergo costly testing, reference and
background checks, medicals, etc.
10. Lost management productivity in other areas due to involvement in recruitment, meetings, negotiations with the
candidate, etc.
11. Poor service, stress, overtime payments to other employees, and lost productivity while the role is unfilled if the business
is understaffed
12. Signing bonus to new hire if applicable
13. Relocation expenses if applicable
14. Onboarding costs. Administration of employee induction/orientation, salary and benefit set-up, etc.
15. Training, managerial time for coaching, and lost productivity until the newcomer is as good as the person they replace
As you can see, finding and hiring new employees is expensive. Some of the above are arguably selection and training costs rather
than purely recruitment costs, but they are expenses that are incurred when hiring a new employee from outside the firm. Many
companies don’t keep very good records so they under-estimate these costs. A firm is often better off to retain a good employee
than to have to replace them if they leave.
RECRUITMENT RELATED COSTS
5
6. 6
1. First, know the job!
– Duties, conditions, KSAAs needed
– Inducements/value proposition/brand you can offer
2. Decide which labour market to target
– Internal
– External (where exactly?)
• Local, state, national, international
3. Decide how to reach that labour market
– Choose recruitment methods
4. Plan and execute recruitment campaign
5. Evaluate success, keep records
Detail on these steps follows.
FIVE STEPS TO RECRUITING EFFECTIVELY
7. 7
1. KNOW THE JOB
It is essential to know a lot about the job for which you are
recruiting so that you can craft persuasive and accurate
recruiting communications, work out where qualified
people are likely to be found, and know what to assess
after they apply. You need a current job analysis which lists
duties, working conditions, KSAAs needed, etc. so that you
can clearly communicate to candidates what the job is
about and what kind of person you are seeking. The job
analysis is also essential for organisation members involved
in selection, so that they can assess candidates on truly
needed KSAAs.
You also need to think about the inducements or employee value proposition that
the company has to offer to the right candidates. Why should they consider coming
to work for your firm? Do you have a strong employer brand around a unique
culture and purpose, excellent training and mentoring, desirable location, growth
potential, competitive pay, and/or benefits of the type particularly valued by the
type of person you want to attract? Recall that PWC is doing research to understand
Millennials so they can offer an attractive workplace to this type of employee. Think
about why you have or would accept a job, and what a company could reasonably do
to attract you.
Read the article by Johnson entitled Brand Your Company. What is an employer
brand, and why and how could you create one? Read the article by Weirick entitled
The Perfect Interview. This piece describes how to be sure the employer brand is
communicated and reinforced throughout the recruitment and selection processes.
We will look at some examples of employer branding in class.
8. 8
The two choices are the internal labour market – people who already
work for the firm in some other capacity or location, or the external
labour market – people who don’t work for the firm. Some companies
pride themselves on growing their own talent and offering their
employees opportunities to move up, so prefer to recruit from within
whenever possible. This is also usually less expensive, faster, and you
are less likely to be fooled and end up with a bad hire. Training time,
effort needed to learn the culture and time to build networks of
relationships in the firm are also less for internal candidates. As
discussed in class, a good succession planning system helps assure a
healthy internal labour market.
If you are hiring for entry level roles, you’ll probably have to go to the
external labour market. Likewise, to support growth, you’ll have to do
a fair bit hiring from outside the firm (though not for every role). If
you need skills not available in the firm, clearly you’ll need to go
outside. Read more about the internal vs external labour market
choice in the article by Krell entitled Look Outside or Seek Within? As
you read, make a list of the factors that would drive you towards
internal versus external sources for filling a vacant position.
If looking in the external labour market, specify geographically where
you will look – local, state, national, or international. This decision is
driven by where the type and number of people you need can be
found. You’ll choose the smallest/most local labour market that will
serve your needs, as it’s faster and cheaper than mounting a wider
search. You’ll also be likely to look locally if you don’t plan to subsidise
moving expenses. However, for special or higher level skills, or if you
need more people than the local market can provide, you’ll need to
choose a larger or different labour market.
Which labour market?
2. DECIDE WHICH LABOUR MARKET TO TARGET
Which labour market would you target
for the following jobs, and why?
• Short order cook for a café in
Surfer’s Paradise
• Professor of Entrepreneurship for
Bond University
• Manager of a new Aldi grocery store
in Townsville, Qld
• Social worker for a government
agency in Grafton, NSW
9. 9
Which labour market would you target, and why?
• Short order cook for a café in Surfer’s Paradise – You’d look
locally on the Gold Coast. You won’t be paying relocation costs,
and there are quite likely to be plenty of cooks available locally.
If someone wants to commute from Brisbane, that’s fine, but
you wouldn’t go out of your way to tap the Brisbane market.
• Professor of Entrepreneurship for Bond University – These
guys are scarce and highly sought after. While you’d look
nationwide, you would absolutely also look worldwide
(especially in the US and Europe).
• Manager of an Aldi grocery store in Townsville, Qld – Probably
this job would be filled internally by someone who manages an
Aldi elsewhere, or who is an assistant Aldi store manager either
in Townsville or another city. If there are no qualified internal
candidates, one could look locally, though the number of people
with grocery store management experience in Townsville (area
population about 200,000) isn’t likely to be large. Expanding
the external search to nationwide (via a job board or search
firm) could work.
• Social worker for a state government agency in Grafton, NSW –
A job like this would probably be posted internally on a the
agency’s state-wide employment site first in case someone else
in the agency wished to apply for a transfer. Failing that, one
might try looking externally in Grafton first (population 20,000)
and the surrounding commutable region (Coffs Harbour,
population 75,000). I actually saw this job advertised in the
Gold Coast Bulletin. It’s a three hour drive so clearly not
commutable. My guess is that they looked within the agency
and locally first without success, then decided to expand the
search to larger population centres in the hope of attracting
someone to relocate.
Sometimes a labour market can be very highly targeted.
For instance, a few years ago the boat building companies
in the Gold Coast Marine Precinct were having great
difficulty recruiting the skilled people they needed in
trades such as welding, fiberglassing, cabinet making, and
upholstery. These trades were in short supply in
Southeast Queensland. Rather than just expanding their
labour market generally, they capitalised on an
opportunity to go precisely where plenty of people with
the needed skills were about to become unemployed.
Specifically, two auto plants were shutting down in
Adelaide. They sent a recruiting delegation to Adelaide
and returned with nearly 100 tradies and their families.
Several years ago the city of Seattle was having a hard
time hiring for its police force. They had 125 vacant
positions and couldn’t find enough local candidates who
met their requirements. Once they decided to expand
their recruitment activities from local to nationwide, they
were able to fill their needs. They also found that they
had an additional inducement that was relevant to this
expanded labour market – the opportunity to live in a city
regarded as hip and desirable.
10. 10
5 STEPS TO RECRUITING EFFECTIVELY, CON’T
3. DECIDE HOW TO REACH THE CHOSEN LABOUR MARKET. Once you know where you are looking, you can
think about how best to reach potential job candidates in that market. We will talk about a number of
recruitment methods later in this document. You may choose to use more than one method at a time.
4. PLAN AND EXECUTE THE RECRUITMENT CAMPAIGN. Plan the campaign in terms of when it will begin, using
the methods chosen above and data from past campaigns (below). Develop the needed materials (ads,
selection criteria, web content, etc.) Execute the campaign.
5. KEEP RECORDS, EVALUATE SUCCESS, APPLY WHAT YOU LEARN TO THE NEXT RECRUITMENT CAMPAIGN.
There are a number of types of information that should be kept in connection with any recruiting effort to
inform future recruitment campaigns. You might have seen a question on an application asking “how did you
hear about this job opening?” Companies want to know which of the several methods they may have used
actually brought in the most candidates, or attracted the best candidates, so they can re-use the best methods
and stop using less effective ones. In addition to the total number of candidates per method, companies
calculate the yield ratio (applicants per hire) from each source or recruitment method to find out which
sources produce a high frequency of candidates good enough to get and accept an offer. If they have data on
how well employees are performing, companies can assess which method(s) brought in the best performing
candidates, or those least likely to quit within a year. This is called source quality. For instance, companies
who recruit at universities should compare the quality of candidates in different degrees at different
universities and stop visiting universities which do not produce good graduates in a particular area. Companies
should also calculate time to fill, or how long it takes on average from when they start looking to fill a role until
the new hire is on the job. This helps them work out when to begin recruiting. For instance, how long before
the opening of a new store should you start looking for staff? When we hire a new professor from overseas to
teach at Bond, it can take 8 -16 months from starting the search until someone has moved here with a suitable
visa. On the other hand, a sign in the window of a shop may produce a new shop clerk who can start in a
week. Normally, employed individuals should give at least a couple of weeks notice to their current employer
before leaving, which increases the delay before they are in a new role. Finally, companies should calculate
cost per hire. Some methods, such as executive search firms, can be quite expensive. However, small
differences in cost per hire are probably irrelevant over the lifespan of a good employee. When planning the
next recruitment effort, use the information above to decide when to start, what methods to use, and whether
several methods might be needed to attract enough good candidates for the number of openings.
11. 11
INTERNAL RECRUITMENT
METHODS
The next few slides discuss a subset of recruiting methods. Others
will be explored in more depth in class. All are important. We
begin with a consideration of internal recruitment methods.
Internal Recruitment Methods
1. Internal Job Posting. Enterprise agreements or awards
may require that most jobs are first advertised internally, to
provide advancement opportunities to current employees.
Whether or not it is required, it’s good practice to give your
own employees a chance if you think there are likely to be
qualified internal candidates. Most companies have an HR
intranet site on which jobs are posted and employees invited
to express interest in moving from their current job to another
open job anywhere within the firm. This may be a either a
lateral transfer or a promotion.
Bond has such a site which is only visible to employees. On
this internal website site, employees can get the full position
description, , see the selection criteria, and find out how to
apply. There is another site for jobs being advertised
externally, though internal candidates can also usually apply
for these as well.
2. Manager Nomination. Managers may be asked to
nominate individuals who may be qualified for an open
position elsewhere in the company, especially for higher level
roles.
3. HRIS Search. Another way to find suitable internal
candidates is to search the company’s human
resource information system for individuals with the
required backgrounds, skills, and preferences. In
large companies this is particularly useful, as the best
person may be in another division or location.
4. Consult Succession Plans. The reason
organisations have succession plans for important
jobs is to facilitate early thinking on who may be
qualified to move into a job should it become
available, and to assure that development plans are
in place to build the skills needed for higher level
jobs. If an open position appears in a succession
plan, there should already be one or more likely
candidates identified.
12. 12
ACTIVE AND PASSIVE
JOB SEEKERS
Only a small proportion of the workforce is actively seeking a
new job at any one point in time. These active job seekers
put their resumes on job boards, search job boards and
newspapers for job ads, network with their friends and social
media connections about job opportunities, and visit
company homepages seeking opportunities. Slightly less
active seekers may skim ads from time to time but are not
working as hard at finding new opportunities. Standard
recruitment advertising and the greatest share of recruitment
expenditures are aimed at this relatively small group of
unemployed or disaffected employees who are most actively
trying to leave their current employer. These may not be the
people you want to hire!
Another share of the workforce is simply not interested in
moving no matter what, so needn’t concern recruiters except
insofar as they may be able to refer someone else if asked.
However, there is often a large share of the workforce who
are passive job seekers. They are not reading ads, sending
out resumes, or trying to leave their employer, but if someone
approaches them with the right opportunity, they will
consider it. These people often make the best employees.
They are gainfully and happily employed but might be
receptive to the opportunity for an interesting job challenge,
the next step in their career ladder, or relocation to a
company in a more desired location or industry.
Passive job seekers are not generally reached by advertising.
They may be accessed by employee referral programs in
which current employees pass on information about openings
and encourage their friends to apply, and/or via professional
social media platforms like LinkedIn that facilitate networking
between employees of different firms. Firms who can
leverage their employees’ networks can gain access to
potentially excellent future employees. In addition, firms may
conduct web searches to locate likely candidates and
approach them directly, or employ a search firm to do this.
An example is a search we recently conducted for an
academic role in Bond Business School. Advertising did not
produce any candidates we found suitable. We subsequently
asked academic contacts to refer colleagues who might be a
good fit, and also searched the websites of 8 top universities
to locate high performing faculty members in the field who
currently held the rank just below the level of our
appointment, on the assumption that a promotion would be
attractive. We then contacted these individuals personally to
tell them about our opportunity.
There are many external recruiting methods to choose from.
Consider using a range of methods to target both active and
passive job seekers.
13. 13
EXTERNAL RECRUITMENT
METHODS
External recruitment methods include the following (and more).
• Newspaper ads, radio or TV ads, billboards, sign in the window
• University campus recruiting
• Public or private employment agencies or executive search firms
• Advertising on job boards, searching job board resume databases
• Company’s own careers website
• Social media
• Employee (and other) referral
• Job fairs
How did you find your last job?
How will you go about seeking a professional job after
graduation?
Job Fair
14. 14
EMPLOYMENT AGENCIES
Public Employment Agencies. Most governments
provide employment services for the unemployed in an
effort to get them back into paid work and off welfare. It
is free for employers to list jobs with public job service
agencies. While some good candidates may be found via
public job service agencies, there are also quite a few
clients who are not really interested in working or who
are long-term unemployed because they lack basic work
skills.
There are three kinds of agencies an employer might use to
locate candidates for open positions.
Recruitment
Agencies
Private
Employment
Agencies
Executive
search or “head
hunting” for
higher level jobs
Contingent
search for
lower to mid
level jobs
Public
Employment
Agencies
JobActive
Australia
Private Employment Agencies. Private employment
agencies charge employers to locate candidates for low to
mid level jobs like chef, secretary, supervisor, or nurse.
They are paid only if there is a successful hire, so
sometimes they are called contingent search firms. Fees
often range from 9-19% of annual salary. They don’t
decide whom to hire, of course, but they provide any
other services the organisation may request, including
helping with job descriptions, preparing and placing
recruitment advertising, preparing a slate of candidates,
applicant testing, and reference and background
checking.
Employment agencies say they can do a better, quicker
job with recruitment than many companies (especially
smaller ones) could do on their own, because the agency
is a recruitment specialist. They know where to find
people, understand the local labour market and salary
trends, and already have databases of potential
candidates. Further, if the firm doesn’t want competitors
to know they are hiring (it may signal a strategic move),
the agency can serve as an intermediary without making
public which organisation is seeking what kind of
employees. Agencies claim that they are actually more
economical than “doing it yourself” despite their fees,
because so much managerial time is saved and
candidates are appointed more quickly.
15. 15
PRIVATE EMPLOYMENT AGENCIES
Are employment agencies always more efficient and economical than doing your own recruiting?
A Case Example. A friend of mine was Senior Vice President – HR at a large national homebuilding company in the
US. The firm had grown rapidly by acquiring other home builders. When she was hired, there was no workforce
planning and there were many unfilled jobs for construction superintendents, architects, accountants, and other
roles critical to success of business. She ran forecasts showing that the company needed to hire 300-500
professionals in these occupations each year for next three years. The company had no internal recruiting
expertise so had been using agencies to fill most of these positions, at a cost of 20-30% of first year salary per hire.
She put a case to the CEO to hire four full time recruiters, at a salary of $75,000 each. Each one would fill 75-100
jobs per year. She placed one recruiter in each major market across the country (East Coast, Midwest, etc.). Also,
she arranged for each one to specialise in a different class of jobs, e.g. architects, so they could supply expertise to
the other recruiters when needed and manage the company’s liaison with the relevant profession. She calculated
the cost savings to the company of employing four in-house recruiters at $300,000 vs paying a search firm for each
and every hire, and it was millions of dollars annually. As the company grew faster, she went back to CEO with
updated forecasts and they hired more recruiters, eventually having thirteen. So using an employment agency isn’t
always better than doing recruitment yourself. However, she still used a specialised executive search firm when
needed for one off senior roles.
Click on the logo to the right to read in detail about the
services offered by one local recruitment agency, New Point
Recruitment. Note the four kinds of packages offered to
employers, prices, and the services associated with each.
16. 16
EXECUTIVE SEARCH FIRMS
Executive search firms are used to find higher level managers and professionals
Executive Search Firms are also known as head hunters. They
are hired by companies with vacancies for upper level
professionals and managers. They are particularly expert at
searching for passive candidates and pride themselves on
having great networks and search skills to find the right
people. They directly approach individuals thought to be well
qualified and try to interest them in applying for the job.
If a head hunter calls you, tells you about a job, and asks “can
you recommend anyone?” they really mean “are you
interested?” so feel free to mention yourself. Or if you aren’t
interested they’d be happy for you to suggest others who may
fit the role.
Search firms produce a slate of candidates for the employer to
assess. They may assist with assessment, salary negotiation,
and relocation as well. They clearly regard the employer as
their client, not the job seeker. Executive search firms are
usually are paid their search fee, or retainer, whether or not
there is a successful hire from among the candidates they
found, hence they are also known as retained search firms.
Fees can be 20-33% of total first year compensation, including
bonuses, so they are quite expensive. They also can keep the
identity of the hiring firm confidential until later in the search.
Some of the largest executive search firms in the world are
Korn Ferry International, Egon Zehnder, and Heidrick and
Struggles. All have offices in Australia. Their names are
hyperlinked to their home page if case you want to
investigate them further (optional).
17. 17
NETWORKING AND SOCIAL MEDIA
It’s hard to get reliable data, but suggestions are that most people get their jobs
through personal contacts and networking. One source says that eighty percent of
available jobs are never advertised. Instead, candidates find out about job openings
via networking, proactively approaching organisations, and referrals. This is the
hidden, informal job market. Personal networking has always been important in
finding jobs and job candidates, but is even more impactful today. The availability of
social media has accelerated the ability of both job seekers and companies to find
each other and offers companies new ways to leverage their and their employees’
contacts to reach out to potential new hires.
It’s been said that the best people and the best jobs find each other in the informal labour market.
HOMEWORK ON SOCIAL MEDIA IN RECRUITMENT*
Due by midnight Monday Feb 13th. Answer the two questions below.
1. Your company is not making much use of social media for recruitment. Your boss has asked you to find
out how social media can be used to locate and attract good candidates. Find and read or watch at least
three useful articles and/or videos about how companies are using social media for recruitment. Prepare a
summary for her, in your own words, which integrates what you have learned about how social media can
be used effectively in recruitment. Include the urls of your sources in your answer.
2. How can you apply what you have learned about social media recruitment to accelerate your own job
search as you approach graduation?
*Note that the homework is about Recruitment – finding, attracting, and informing candidates of your
openings, NOT Selection (evaluating candidates).
18. 18
EMPLOYEE REFERRAL
Companies should cultivate networks through which to informally disseminate word
about jobs they are trying to fill and encourage knowledgeable others to spread the
word to likely candidates. For instance, companies may build networks with professors
or former employees and ask that they refer particularly promising individuals.
A special case of networking is having an employee referral program to encourage and
sometimes reward employees for referring people who they think would be good hires.
After all, a company’s own employees know what kinds of people the company needs
and who will fit in. To preserve their own reputation, they won’t refer candidates who
they don’t think will succeed, and they are likely to provide a realistic job preview as well
as informal mentoring to friends who are hired following their referral. Note that
candidates referred by employees should still go through all the same selection steps
(interview, testing, additional reference checks, etc.) as those who apply via other
methods.
Your employees may be your best recruiters
Employee referrals are inexpensive and effective. One expert suggests that up to 70% of job
vacancies may be filled through employee referral if the referral program is correctly designed
and funded. Effective programs make sure that employees KNOW what job openings are
available and are frequently asked to refer candidates. Employees should get feedback about
their referrals (so-and-so was hired, so-and-so did not quite make the cut). It must be easy to
refer and there must be a system to keep track of who has referred whom, especially if
bonuses are to be paid. While not all companies pay bonuses, it’s not uncommon to offer cash
for successful referrals. These may include part of the bonus upon hiring and another payment
if the person is still employed and doing well after three to six months. Bonuses and publicity
really make these systems work. There does need to be some budget for this, though the cost
per hire is still likely to be half what it would cost to fill the role without referral.
The only drawback is that referral may not support goals to increase workforce diversity if your
current employees mainly know others that are similar to themselves. For Equal Opportunity
purposes, formal means of recruitment (like advertising) are also usually used.
Click the picture above to watch a
video about groupon’s employee
referral program.
Click the picture above to read 20
tips for an effective employee
referral program.
19. 19
THE APPLICANT’S POINT OF VIEW
Before potential applicants can apply, they first need to be aware that your
company exists, become interested in it as a potential employer, and find out
about a job that may suit them. The company’s overall reputation, employer
branding, and specific recruitment efforts are critical in these stages. If they
apply and make it through the first cut, candidates need to stay interested and
patient throughout the several steps in the selection process, not take a job
elsewhere or lose interest before an offer is made, and ultimately decide to
accept your offer.
Applicants often interpret the way they are treated in the recruitment and
selection processes as proxies for the way the company will treat them later as
employees. Therefore, it is important to treat applicants well and fairly. That is,
respond quickly to acknowledge receipt of applications, keep candidates well
informed of next step and timeline (e.g., video interviews will be conducted early
next month, followed by site visits for short-listed candidates…), respond politely
to their queries, assure that they speak to recruiters or hiring managers who are
professional in demeanour and well informed, and try to build personal
relationships with promising candidates to increase the likelihood of eventual
offer acceptance. Even after the offer is accepted, a percentage of new hires
change their minds and never show up to begin work. Be sure to continue to
nurture the relationship during this critical time, then greet them with effective
orientation and “on-boarding” on arrival.
Applicants make decisions too – about applying, sticking it out through the selection
process, accepting job offers, and staying after hire
20. THE REALISTIC JOB PREVIEW
20
During the recruitment process, it is important not to mislead candidates about the job or company.
You want to establish an accurate Psychological Contract so that the candidate is not disappointed later.
Sometimes companies intentionally give candidates a Realistic Job Preview (RJP) during the recruitment
process by telling them the good, the bad, and the ugly of the job. This can be done by video, work
sample, brochure, or in the interview. It is done in an effort to allow candidates who wouldn’t like
aspects of the job to “self-select” out and decline the offer rather than becoming costly performance
problems or early turnover statistics. Those who accept the job with their eyes wide open are (slightly)
less likely to quit when the going gets tough and will be more mentally prepared to cope with challenges
on the job.
Optional Resources on the RJP:
Click here for a brief introduction to the
realistic job preview. Click the picture to
the left to read more detailed advice on
how and why to use RJPs, and click the
picture to the right to watch a sample RJP
video for the job of phlebotomist.