Basic Recruitment Process
Job Analysis
HR Planning
(e.g., Job requirements,
KSAs
(e.g., # job openings,
time frame)
Job Description
(e.g., job duties,
benefits, applicant
qualifications)
Recruitment
(e.g, methods, processing
of applicants)
Selection
(e.g., assessment of
KSAs
Which Recruitment Technique Should be Used?
~ Recruitment Objectives ~
• How many applicants does the company need to
attract for each position?
• What KSAs do applicants need to possess?
• What diversity (e.g., demographic, viewpoints) is
desired?
• When should the positions be filled (timeframe)?
• What financial limitations exist (cost issue)
Recruitment Sources (Techniques)
Newspaper advertising (quick, relatively inexpensive)
• Trade publications (focused audience)
Pros:
• Quicker
• Cheaper
• Know person’s qualifications
• The applicant knows the
company (e.g., people, systems,
resources)
• In-house referrals (What are the pros and cons of this approach)?
• On-site interviews (e.g., college campuses)
• Executive search firms
• Web sources (e.g., Monster.com, Company web page)
Cons:
• Less diversity (demographics,
ideas)
• Potential interpersonal
conflict (now a coworkers boss
• Need to fill an opening
Issue Affecting Recruitment
• Labor market (e.g., unemployment rate)
• Affirmative Action stance
• Role of minority representation in job advertisements
(attractiveness and compatibility perceptions)
• Affirmative action policy vs. broad AA statement
Medtronic example
SHRM Template
UWF is an Equal Opportunity/Access/Affirmative Action Employer and applications from women and
minorities are especially encouraged.
• Attractiveness of the organization (e.g., image, perceived fairness, pay and
benefits, climate, likeability of organizational members)
• Content of the job advertisement (e.g., amount of information required of
applicants, job duties, requirements, description of organization)
Should job salary be included in the advertisement?
Teaching Application Material Example
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Letter of intent
Research Philosophy/Statement
Teaching Philosophy/Statement
Student (teaching) evaluations
Copies of published articles
Letter of recommendation (3)
Resume
Transcript
Other Recruitment Issues
Recruiter Characteristics --• Demographics (e.g., gender, race, age)
• Functional job area (similarity to job being recruited; role of knowledge)
• Personality (e.g., warmth, enthusiasm, supportive, personableness)
Doverspike, Taylor, Shultz, and McKay (2000) " ... organizations should deploy minorities as recruiters,
particularly in settings where minorities are prevalent. ... The presence of successful minority employees sends a
signal to applicants that the organization is committed to diversifying its workforce, that potential role models
exist, and that minorities have a strong likelihood of success" (p. 452).
Administration of Recruitment ---
• Promptness of follow-up contact (short timeframe is best)
• Amount of information requested of applicant (more information = less # of
applicants)
Organizational Emphasis on Recruitment
• Money and time spent on recruiting by HR = 16%
• Evaluation of recruitment effectiveness (often limited to criteria such
as meeting deadlines)
• Extent of recruiter training (most not trained; less than half of
organizations used formal, standardized training programs)
Source: Rynes, S. L., & Boudreau, J. W. (1986). College recruiting in large organizations:
Practice, evaluation, and research implications. Personnel Psychology, 39, 729-757.
Metrics for Evaluating Recruitment Effectiveness
• Employee job performance
• New employee turnover
• Supervisor satisfaction with new employees
• New employee performance in training
• Cost per hire
Definitions of Internet Applicants
EEOC Rules
1. Employers have attempted to fill a position
2. Job seekers follow the company’s standard procedure for submitting job applications
3. Job seekers express an interest in a specific position
OFCCP Rules
(OFCCP is part of the DOL, administers EO 11246 [AA] for private, state, and municipal
organizations. Main goal is voluntary compliance for companies that have construction contracts
with the federal gov’t, but it can try to resolve issues and impose penalties prior to court)
1. Job seekers expresses interest in employment via the Internet or related electronic
technology
2. The company considers the person for employment in a particular position
3. The expression of interest by job seekers indicates that they possess the basic
qualifications for the position
4. During the selection process, job seekers do not remove themselves from the
consideration or indicate that they are no longer interested in the job
• Posting resumes on 3rd party job sites or sending unsolicited resumes to organizations does not
constitute an "expressed interest."
• Key distinction in the above is Step # 3. Example: Job seekers who do not possess a minimum
requirement (e.g., certification, license) qualify as “applicants” under the EEOC but not OFCCP rules
Realistic Job Preview Effects
PERCEPTION OF HONESTY
AND CARING
RJP
VACCINATION OF
EXPECTATIONS
ROLE
CLARITY
COPING MECHANISMS
DEVELOP FOR
NEW JOBS
SELF SELECTION
INTERNAL
FOCUS OF
CONTROL
COMMITMENT TO CHOICE
OF ORGANIZATION
NEEDS ARE
MATCHED TO
ORGANIZATIONAL
CLIMATE
JOB SATISFACTION
JOB
PERFORMANCE
VOLUNTARY TURNOVER
INVOLUNTARY
TURNOVER
TENURE IN THE
ORGANIZATION
Recruitment Recommendations
• Carefully consider the sometimes competing objectives of attracting
vs. selecting job seekers
• Identify specific objectives of a recruitment program
• Formulate a specific strategy for accomplishing recruitment program
objectives
• Insure that recruitment screens reflect the desired job-related
characteristics of job candidates
• Use targeted recruitment to identify underrepresented protected
groups
• Develop a recruitment Web site that is attractive, easy to navigate,
and easy to use for submitting application materials
Recruitment Recommendations (cont.)
• Incorporate color, pictures, audio, and video on a recruitment
web site; all narrative content on the site should be well written in
an engaging style; all materials (including pictures and themes
presented) must accurately reflect the true nature of the
organization
• Consider using resume screening and applicant tracking
software to manage the number of resumes that must be
individually reviewed and applicant contacts that must be made
• Evaluate an organization’s image being communicated by
recruitment and related media to insure that image is the desired
organizational “brand”
Recruitment Recommendations (cont.)
• Consider using recruitment web sites
 Encourage referrals of potential applicants from employees
 Select recruiters on characteristics associated with dealing
with people
 Using technology to aid in recruiting is an asset. But, use
more personal means of communications to applicants who
are particularly desirable and stay in touch with them
throughout the recruitment process
 Use realistic job previews (RJPs)
 Use metrics and other measures to evaluate recruitment
programs and associated activities to identify “what works”
Orientation Principles
•
First impressions need to be managed well (1st day and initial few
months). A poor first impression can last a long time (e.g., many, many
years)
•
Show new workers how their job is important to the overall goals of
the organization (need to communicate organizational values and culture)
•
Sequence information that is provided to new employees (e.g., how
things are done, key personnel, processes, equipment, terms) --- do not
provide everything at once
•
New employee orientation should be the responsibility of the new hire’s
immediate supervisor
•
Attend to the needs of the new hire’s significant other and children (if
applicable)