Negli ultimi decenni la competizione per attrarre e trattenere in azienda i talenti, la cosiddetta “War For Talent” (Michaels, Handfield-Jones & Axerold, 2001) è aumentata costantemente. Diventa quindi fondamentale per le aziende trovare le modalità di Recruitment più efficaci per raggiungere i migliori e portarli dalla loro parte.

1. The impact of Recruitment and Selection process on candidates'
intention to apply and on firms' employer branding: an empirical
research using Full Profile Conjoint Analysis
Federica Finore - 1552637
Milan, December 12th 2015
Professors: Alessandro Recla
Elena Poli

2. Introduction and Research Goals
In the last decades companies are experiencing a rapidly changing environment
and this involves an increasing competition in attracting the best candidates
and retaining the best employees. In the so called War for talent (Michaels,
Handfield-Jones & Axerold, 2001) a big labour demand is facing a small supply of
the most talented people that nowadays are a key element for firms’ competitive
advantage.
For these reasons, but also for reducing internal costs is very important for
companies to find and use the most effective Recruitment and selection
procedures in order to reach the best suitable candidates and convince them to
work for their reality.
Indeed the line between Recruiting and Marketing is fading, and the first one is a
necessary tool to increase firms’ Employer Branding.
The aim of this work is to analyze empirically the relation between Recruitment
and Selection Process and job seekers’ intention to apply for a job opportunity
and the impact on the Employer branding of the company.
2

3. Literature Review
A lot of scholars have been analyzing the effects of job characteristics in motivating existing employees, so the same
concept had been applied on potential employees influencing company employer brand equity (Chapman & Borodenko,
2006). Schmidt, Chapman & Jones found out that companies that focus their recruitment advertisements on applicants’
needs, attract more qualified candidates than companies who focus on candidates’ abilities.
There are three job design characteristics that affect applicants attitudes (Humphrey, Nahrgang & Morgeson, 2007) and
their decision to apply:
-Job Motivators (Skill variety, autonomy, career advancement..),
-Social Components ( feedbacks, social support, work life balance..),
-Work context ( Physical needs, job security..).
Many studies on Recruiters ‘ ability to influence candidates decision to carry on the selection process, showed that
friendliness and warmth are the key drivers of recruitment effectiveness. Since they are representing the organization,
recruiters are signaling to the potential employees how working environment will look like.
A study conducted by LinkedIn’s Hiring Solutions demonstrated that:
• “A strong company brand doesn’t hurt in attracting top talents”
• “Overall brand impacts job consideration, though not as much as employer brand”
• “Investment in employer brand drives savings in recruitment and retention”
3

4. The research focuses on two groups of analysis: graduating
students(in Master of Science) and Middle/Top managers.
The work has been developed in 4 different steps that have been
applied for both samples:
• Semi-structured one-to-one Interviews;
• Quantitative Surveys (CAWI method);
• Quantitative analysis (Full Profile Conjoint Analysis, Cluster
Analysis and Linear Regression);
• Managerial Implications.
Methodology
4

5. The first step of analysis has been to realize semi-structured one-to-one interviews in order to
understand which are the key variables to analyze and investigate them deeper.
• 5 in-depth interviews (ca 25 minutes each one)
• 4 Graduating students at Bocconi (Management, Marketing Management), 1 at MFI (Retail
Management)
The main findings of this phase are the following:
• Application channels: University Job gate is the most used and the most efficient tool to find an
internship/job;
• Job Description and Brand are the first two attributes they look at when choosing to apply;
• Application moment: too many pages to fill with information or a motivation letter to upload
could change their decision to apply;
• First step selection method: they prefer one-to-one interview rather than group assessment
• Recruiters’ attitude during the first step of selection affects informants’ motivation to step
forward in the selection process and the employer brand image.
• Multiple selection steps: they usually increase their motivation to step forward in the selection
process.
• All the informants affirmed that they find themselves without a feedback after the interview,
and this deeply affected the reliability of the company.
Qualitative research : Graduating Students
5

6. In order to understand middle and top managers opinions on recruitment and selection steps it
has been realized
• 5 in-depth interviews
• Managers in multinational companies of different sectors (Food&Beverage, Automotive,
Industry, Consulting), in different functions (Marketing, Sales, Logistics, Finance) that live in
different parts of Italy (North-east, Centre).
The main findings from the interviews have been:
• Application Channels: they affirmed that LinkedIn and self-application are the main used and
efficient ways to apply.
• Informants said that the most important variables when applying for an opportunity are the
Professional category, in terms of an higher Salary and Contract Level, and the Brand.
• Application moment: some of them find useless to fill long pages form with information and
sometimes they changed their mind in the middle of the application process.
• The majority of informants said they experienced a difference between Job description and
real job activities and this really affects employer brand image.
• All the informants experienced a missing feedback after the interview and they all agree that
it deeply affect in a negative way the image of the company as an employer.
Qualitative research : Middle/Top Managers
6

7. Quantitative Analysis on quantitative surveys on 103 graduating
students and 103 middle/top managers, involves the following steps :
Ø Full Profile Conjoint Analysis in order to identify the variables
which affect job seekers’ intention to apply for a job opportunity;
Ø Socio-demographic segmentation of candidates’ intention to
apply;
Ø Simulation Attempt of a Choice process;
Ø Cluster Analysis, in order to identify cluster of job seekers with the
same perception;
Ø Linear Regression to understand how some recruitment and
selection practices have an impact on the Employer brand image.
Quantitative Research
7

8. • Conjoint analysis is one of the most used market research advanced techniques
since it provides the researcher with a tool to predict consumer/user choice and
perception of different product/service attributes.
• It also makes possible to identify attributes’ importance level driving people in
making trade-offs choosing their likelihood level for different options that have
many attributes, expressed in different levels, in order to get their preference
evaluation.
• In this work this analysis has been used in an innovative way since it has been
applied to a process and practices involved in the recruitment and selection
procedure.
• In order to understand how different variables that are usually expressed in Job
Advertisements or communicated in the first phone contact influence graduating
students’ and middle/top managers intention to apply for a job opportunity, 8“job
advertisement options” (with 7 attributes each one divided in two levels) have
been realized and it has been asked the respondents to indicate how much every
option was attractive in a range 1-9.
Full Profile Conjoint Analysis
8

9. !
71%!
8%!
5%!
16%!
Manager!
Consultant!
Freelance!
professional!
Other!
30%!
28%!
42%!
less!than!10!
10!!≤!x!≤!15!
more!than!
15!
!
90%!
2%!
8%!
Bocconi! Ca.olica! Other!
23%!
52%!
25%!
<!26! 26!≤!!x!≤!28! >!28!
Quantitive Research: Samples Description
Graduating Students Middle/Top Managers
9
University
48%$
9%$
4%$
3%$
10%$
26%$
Management$
Marke4ng$Management$
Finance$
Economics$&$Management$
of$Innova4on$and$
Technology$
Accoun4ng,$Financial$
Management$&$Control$
Other$
GPA
Number of Working experiences MSc
Gross Annual Income Years in current company
Position
Application Channel Application Channel

10. 0"
5"
10"
15"
20"
25"
30"
35"
Job_Descrip2on"
Brand"
Salary"
Loca2on"
Applica2on_M
ethod"
Hiring_Possibili2es"
First_Selec2on_M
ethod"
Males"
Females"
0"
5"
10"
15"
20"
25"
30"
35"
40"
Job_Descrip3on"
Brand"
Salary"Loca3on"
Applica3on_M
ethod"
Hiring_Possibili3es"
First_Selec3on_M
ethod"
<2"
≥"2"
0"
5"
10"
15"
20"
25"
30"
35"
Job_Descrip2on"
Brand"
Salary"
Loca2on"
Applica2on_M
ethod"
"Hiring_Possibili2es"
First_Selec2on_M
ethod"
<26"
26"≤""x"≤"28"
>=28"
Conjoint results : Graduating Students
“Hiring Possibilities” is the most relevant attribute: it has the higher averaged importance score (31,960). The
option“Yes” has a positive impact on the overall Job Advertisement (+0,933).
“Salary” is the second important attribute with a score of 20,428. The option“More (+20%)than my last one” has a
positive implication on the overall offer (+0,596).
“Job Description” is the third most relevant attribute with a score of 19,769. A“Detailed” job description shows to
have a strong positive impact on the intention to apply for a Job Advertisement. (+0,577).
Graduating Students’ intention to apply :socio-demographic segmentation (Gender, GPA, Number of working experiences)
In order to understand applicants’ process of choice, three Simulation models (first choice, BTL, Logit) have been implemented. Results confirm the positive
effects of the combination between Detailed Job Description/ Famous Brand, Higher Salary, Hiring Possibility.
In analyzing the impact of some practices on Employer brand image, linear regressions showed the Importance of missing feedback after an interview and
current employees opinion as statistically relevant variables in changing candidates’ opinion on the company as an employer.
0" 5" 10" 15" 20" 25" 30" 35"
Averaged"Importance"Score"
First_Selec;on_Method" Hiring_Possibili;es"
Applica;on_Method" Loca;on"
Salary" Brand"
Job"Descrip;on"
10

11. Conjoint results : Middle/Top Manager
“Professional Category” is the most relevant attribute with an averaged Importance score of 32,578. A higher
Professional Category, which includes higher salary and professional level, has a positive impact on the whole Job
advertisement (+0,908)
“Brand” is the second most relevant attribute is with score of 25,610. A famous brand has a positive influence on
the Job offer (+0,714)
“Job Activities” is the third relevant attribute (15,331). (increasing current job activities has a positive utility of on
the whole offer. (+0,427)
0" 5" 10" 15" 20" 25" 30" 35"
Job"Ac,vi,es"
Brand"
Professional"Category"
Loca,on"
Interview"with"
Company"dimension"
Females"
Males"
Middle/Top Managers intention to apply :socio-demographic segmentation (Gender, Age, Gross Income, Sons)
In order to understand deeply applicants’ process of choice, three Simulation models (first choice, BTL, Logit) have been implemented. Results confirm the
positive combination of higher Job activities, with a famous brand and with a Salary&Level contract higher than the last one.
In analyzing the impact of some practices on Employer brand image, linear regressions showed the Importance of missing feedback after an interview and
current employees opinion as statistically relevant variables in changing candidates’ opinion on a company as an employer.
11

12. 0"
5"
10"
15"
20"
25"
30"
35"
Job_Descrip2on"
Brand"
Salary"
Loca2on"
Applica2on_M
ethod"
Hiring_Possibili2es"
First_Selec2on_M
ethod"
1"
2"
3"
4"
Cluster Analysis : Graduating Students
To identify groups of individuals that share the same perceptions on the attributes
used in the conjoint analysis a TwoStep Cluster Analysis has been run.
4 clusters of graduating students have been identified within managerial
implications:
1. “Permanent Contract Lovers”, where the“Hiring Possibilities” attribute is the
most importantàcompanies should increase the hiring possibilities after an
internship experience
2. “Meticulous People”, where a Detailed Job description seems to be the most
relevant factor àcompanies should be more detailed in describing job activities
in the job advertisement;
3. “Fame&Money Addicted”, where Brand and Salary scored the highest rate
àFirms should offer a balanced salary and increase their brand awareness
4. “Selection sensitive”, that gave a lot of importance to the first selection method
à organizations should avoid using Group assessment to select people and
choosing one-to-one interview in order not to keep away a relevant part of
candidates.
Clusters divided per Gender, GPA and Working Experiences
0%#
20%#
40%#
60%#
80%#
100%#
cluster#1# cluster#2# cluster#3# cluster#4#
Female#
Male#
0%#
10%#
20%#
30%#
40%#
50%#
60%#
cluster#1#cluster#2#cluster#3#cluster#4#
<26#
between#26#and#28#
>28#
0,00%$
20,00%$
40,00%$
60,00%$
80,00%$
100,00%$
cluster$1$ cluster$2$ cluster$3$ cluster$4$
≥$2$ 45,24%$ 35,71%$ 65,38%$ 45,45%$
<2$ 54,76%$ 64,29%$ 34,62%$ 54,55%$
12

13. Cluster(1( Cluster(2( Cluster(3( Cluster(4(
Female( 22%( 15%( 8%( 30%(
Male( 78%( 85%( 92%( 70%(
0%(
20%(
40%(
60%(
80%(
100%(
0"
5"
10"
15"
20"
25"
30"
35"
40"
45"
50"
Job"Ac-vi-es"
Brand"
Professional"Category"
Loca-on"Interview
"w
ith"
Com
pany"Dim
ension"
1"
2"
3"
4"
Cluster Analysis : Middle/Top Managers
To identify groups of individuals that share the same perceptions on the attributes
used in the conjoint analysis a TwoStep Cluster Analysis has been run.
4 clusters of Middle/Top managers have been identified within managerial
implications:
1. “Brand Addicted”, where the Brand has the highest score, àcompanies should
invest a lot in increasing the strength of their brand;
2. “Money and Home Lovers”, where the Professional Category and current
Location are the most relevant àfirms should consider that they are looking for
an higher role but they are not available to move to another city, so investing
just in a balanced Salary and contract Level won’t be enough;
3. “Status Achievers”, where Professional Category seems to be the most important
attribute àcompanies should be very competitive in offering a very good salary
and contract position in order to reach this kind of candidates.
4. “Choosy People” , where there are high values for almost half of the attributes à
companies should really invest in all main attributes in order to be attractive for
this cluster.
Clusters divided per Gender, Gross Income and Sons
0,00%$
20,00%$
40,00%$
60,00%$
80,00%$
100,00%$
Cluster$
1$
Cluster$
2$
Cluster$
3$
Cluster$
4$
>60.000$ 60,90%$ 38%$ 50%$ 60%$
between$30.000$and$
60.000$
39,10%$ 62%$ 50%$ 40%$
0%#
20%#
40%#
60%#
80%#
100%#
Cluster#1# Cluster#2# Cluster#3# Cluster#4#
No#Sons# 43%# 64,70%# 67,60%# 50%#
Sons# 57%# 35,30%# 32,40%# 50%#
13

14. Conclusions :How to reach the best Graduating
Students
APPLICATION SOURCES
-Creating and increasing partnerships with top Universities in order to be present in their
website.
-Create an efficient Job posting system in their website that should be user-friendly, clear,
direct and with an easy application system.
JOB CHARACTERISTICS
-Firms should be able to give them the perspective of a Hiring Possibility if the outcome of
their performance during the internship period is positive.
-Salary offered should be directly proportional to the amount of job activities, working hours
and to candidates previous experiences required for the role.
-Companies should always make clear which kind of activities the intern/worker will be
doing within that opportunity to increase valuable applications.
EMPLOYER BRANDING
-Companies need to invest on Internal Employer branding practices in order to transmit to
future employees a positive employer brand image due to the influence of Employees
opinion.
-­‐Firms should paid more attention in always giving feedbacks to candidates, even in the
standardized format, so that they do not feel unimportant for the company and
consequently change their judgment on the company as an employer and will make them
decide to apply again.
14

15. Conclusions :How to reach the best Middle/Top
Managers
APPLICATION SOURCES
-Recruiters should be present on the most important professional social networks and job
boards, but also directly reaching candidates through them.
-Firms should take advance of word-of-mouth on open positions between current
employees and the future ones;
-Companies should take care of the career part of their website, making easy for managers
to find opportunities and apply without too many requests.
JOB CHARACTERISTICS
-Companies should offer a salary and a contract level aligned to the job description, years of
working experience required for the role that let them grow also in terms of job activities.
-Firms should invest in brand awareness in order to attract the right candidates.
-Meeting the person for whom they are going to work for it is really important for managers
when deciding if pursuing an opportunity .
EMPLOYER BRANDING
-Companies should take care of the relation with the candidate also after the meeting/
phone call, in particular with managers with a certain level of seniority, who really feel a
missing feedback as a lack of respect;
-­‐It is very important to work on internal employer branding practices in order to have a
positive word-of-mouth effect from current to future employees,
15

16. Conclusions
To sum up, referring to graduating students or middle/top managers
should involve different external communication means, and give
importance to different attributes, in order to be effective in attracting the
best candidates.
However, in both cases, companies should start from job seekers’ point of
view, and not just from the need to fill a gap in the organization chart.
As marketing theories start from consumers’ point of view, also
recruitment and selection and employer branding practices should start
from the kind of person they want to hire.
In this way, not only he/she will probably be more motivated but it will also
increase its personal performance, with a positive effect on company’s
profits.
16

17. Thanks For Your Attention.