Chapter Five External Recruitment 223 methods for increasing the diversity of applicant pools is to advertise in publications targeted at ­women and minorities. Surveys of job seekers show that ­women and minorities are especially interested in working for employers that endorse diversity through policy statements and in recruitment materials. Advertisements depicting groups of diverse employees are seen as more attractive to ­women and racioethnic minorities, which is prob­ably why most organ­izations depict workforce diversity prominently in their recruitment materials. Effective depiction of diversity should take job functions into account as well; diversity advertisements that fail to show ­women and minorities in positions of orga­nizational leadership send a negative message about the diversity climate at an organ­ization.22 Some organ­izations are also aiming to increase the age diversity of the workforce by targeting older workers. Many traditional recruitment methods, like campus recruitment and job fairs, draw in a primarily younger workforce. However, as noted in Chapter 3, ­there has been an increase in the proportion of the workforce over 50 years of age that is likely to persist. ­These older workers are often highly qualified and experienced, and thus attractive candidates for recruitment, but a dif­ fer­ent targeted approach is required to bring them in. Mature workers are attracted by flexible schedules, health and pension benefits, and part-­time opportunities, so the presence of such programs should be noted in recruitment advertisements. COMMUNICATION Once the strategic planning phase is completed, it is time to consider how the position ­will be marketed to potential applicants. Reaching out to the job market first requires developing a message and then selecting a medium to communicate that message. Both phases are considered in turn. Communication Message Types of Messages Recruitment experts have studied the ways in which the content of the recruitment message can influence potential applicants’ thinking about the position. The communication message can vary in the extent to which it focuses on the employment brand, information targeted to a specific group of applicants, or realistic information about the organ­ization or job. Employment Brand Message. Organ­izations wishing to convey an appealing message to potential applicants may develop an employment brand to attract applicants.23 An employment brand is a good-­company tag that places the image of being a ­great place to work or “employer of choice” in the minds of job candidates. An organ­ization’s employment brand is closely tied to its product market image. As with general product awareness, the more “customers” (in this case, 224 PART THREE Staffing Activities: Recruitment potential applicants) are aware of an organ­ization’s employment brand, the more interested they are in pursuing a job. Organ­izations that are well known by potential applicants may not need to engage in much advertising for their jobs. Big-­name organ­izations that market well-­known products, such as Microsoft, Apple, Sony, and Disney, often have many more applicants than they need for most openings. Organ­izations with lower profiles may have to actively advertise their employment brand to bring in more applicants. One of the best ways for smaller organ­izations to emphasize their unique brand is to emphasize their most attractive attributes. Experts in corporate branding also encourage employers to compare their own orga­nizational employment offerings with ­those of the competition to see how they are unique, and then highlight ­these unique advantages in orga­nizational recruitment messages. For example, the US Marine Corps emphasized the Marines as an elite group of warriors ­under its branding strategy, rather than focusing on the financial advantages of enlistment as had been done in the past. Beyond reputation, another employment brand may be value or culture based. For example, GE has long promoted its high per­for­mance expectations in order to attract achievement-­oriented applicants seeking commensurate rewards. An organ­ ization’s website is often used to convey information regarding its culture and to emphasize its employment brand. Most orga­nizational websites provide information on the organ­ization’s history, culture, diversity, benefits, and specific job information ­under a “­careers” heading. It is informative to look at a series of ­these orga­nizational websites to see how organ­izations cater to applicants. For example, Merck’s corporate website shows an organ­ization that conveys a message of professional development and social responsibility, whereas Goldman Sachs’s emphasizes per­for­mance and success, and Coca-­Cola’s emphasizes global opportunities and fun. Branding has several benefits.24 Of course, establishing an attractive employment brand may help attract desired applicants to the organ­ization. Moreover, having an established brand may help retain employees who ­were attracted to the brand to begin with. Research suggests that identifiable employment brands may breed orga­nizational commitment on the part of newly hired employees. Applicants are attracted to companies with a reputation for corporate social responsibility ­because this is seen as a signal that the com­pany ­will treat employees well. Employment brands associated with empowerment and high compensation have also been shown to be especially attractive to applicants. Research shows that having an employment brand can attract applicants to an organ­ization, even beyond job and orga­nizational attributes. Evidence also suggests that employers are most able to get their brand image out when they engage in early recruitment activities such as advertising or generating publicity about the organ­ization.25 Targeted Message. One way to improve upon matching ­people with jobs is to target the recruitment message to a par­tic­u­lar audience. The targeted message is Chapter Five External Recruitment 225 a natu­ral complement to a targeted search. Dif­fer­ent audiences may be looking for dif­fer­ent rewards from an employer. Unlike the branded recruitment message, where the focus is on the organ­ization and what it offers to every­one, the targeted message focuses on the unique preferences of specific segments of the potential applicant pool. To develop a targeted message, an organ­ization can use princi­ples from marketing research.26 First, employers can look to media used by dif­fer­ent groups or visit social media sites. Orga­nizational representatives can also conduct focus groups and interviews with dif­fer­ent groups of potential applicants, and then design messages that highlight features of a job that ­will fit with ­these dif­fer­ent groups. Having members of targeted groups participate in message crafting is key, to avoid messages that come across as inauthentic or even insulting. ­Human resources prac­ti­tion­ers have developed recruitment messages designed to reach groups that differ in terms of both demographic and deeper level diversity.27 Examples of demographic groups that might be targeted include underrepresented minorities, teen­agers, older workers, welfare recipients, ­people with disabilities, veterans, and displaced homemakers, all of whom may have special interests or preferences. Older workers, for example, may be looking for employers that can meet their financial needs (e.g., supplement Social Security), security needs (e.g., retraining), and social needs (e.g., place to interact with ­people). College students appear to be attracted to organ­izations that provide rewards and promotions on the basis of individual rather than group per­for­mance. Members of minority groups look for both explicit signals endorsing a positive climate for diversity and signals that their group is represented in leadership roles. Messages can also be targeted ­toward ­those with specific interests and values. Evidence suggests that messages targeting ­those with specific values may have a stronger effect on applicant interests than messages targeting specific demographic groups.28 It is easy to find examples of such policies. Companies like REI emphasize their commitment to the environment and opportunities to use outdoor gear in hopes of attracting employees who share ­these values. Companies in the health care industry emphasize patient care. Emphasizing diversity policies in recruitment not only serves to increase interest among members of underrepresented minority groups, but also can appeal to majority group members who value diversity as well. Realistic Recruitment Message. A realistic recruitment message portrays the organ­ization and the job as they ­really are, rather than describing what the organ­ ization thinks job applicants want to hear—­a practice some would argue is not the best message to send applicants on moral or practical grounds. A message that focuses on being accurate, even incorporating negative information, about the job is called a realistic job preview (RJP).29 According to this practice, job applicants are given a “vaccination” by being told what the ­actual job is like. The hope is that some potential applicants ­will realize the job is a poor fit and not apply. When an applicant self-­selects out, the organ­ization does not face the costs associated with 226 PART THREE EXHIBIT 5.5 Staffing Activities: Recruitment Example of Job Attributes in an RJP for Elementary School Teachers Positive Job Attributes Dental insurance is provided Innovative teaching strategies are encouraged University nearby for taking classes Large support staff for teachers Negative Job Attributes Salary growth has averaged only 2% in past three years Classes are large The school day is long Interactions with community have not been favorable recruiting, selecting, training, and compensating someone who ­will quickly leave the organ­ization. An example of the numerous attributes of an RJP for the job of elementary school teacher is shown in Exhibit 5.5. Note that the attributes are quite specific and that they are both positive and negative. A ­great deal of research has been conducted on the effectiveness of RJPs, and their use appears to lead to somewhat higher job satisfaction and lower turnover.30 This appears to be true ­because providing applicants with realistic expectations about ­future job characteristics helps them cope with job demands once they are hired. RJPs also appear to foster the belief in employees that their employer is honest and concerned with employee well-­being, which leads to higher levels of orga­nizational commitment. RJPs may lead applicants to withdraw from the recruitment pro­cess, although reviews of studies suggest that RJPs have ­little effect on such attrition. This may be good news for employers interested in using RJPs: Providing applicants with realistic information provides employers with more satisfied and committed employees while still maintaining applicant interest in the position. Unfortunately, research suggests that the negative effects of RJPs on applicant attraction are particularly strong for high-­quality applicants. In other words, the best employees are the most likely to self-­select out when an RJP is presented.31 Although RJPs appear to have both weakly positive consequences (slightly higher job satisfaction and lower turnover among new hires) and negative consequences (slightly reduced ability to hire high-­quality applicants), ­these outcomes have been found to be affected by a number of ­factors. A meta-­analytic review of the research on RJPs offers more insight into their nuanced effects:32 • RJPs presented very early in the recruitment pro­cess are less effective in reducing post-­hire turnover than ­those presented just before or just ­after ­hiring. Chapter Five External Recruitment 227 • Post-­hire RJPs lead to higher levels of job per­for­mance than do RJPs presented before hiring. • Verbal RJPs tend to reduce turnover more than written or videotaped RJPs. In general, ­these findings suggest that RJPs should be given verbally (rather than in writing or by showing a video) and that it is prob­ably best to reserve their use for ­later in the recruitment pro­cess (RJPs should not be part of the initial exposure of the organ­ization to applicants). Choice of Messages The dif­fer­ent types of messages—­branded, realistic, and targeted—­are not likely to be equally effective ­under the same conditions. Which message to convey depends on the ­labor market, vacancy characteristics, and applicant characteristics. The three types of messages are summarized in Exhibit 5.6. If the ­labor market is tight and applicants are difficult to come by, realism may not be an effective message, ­because to the extent that applicants self-­select out of the applicant pool, fewer are left for an employer to choose from. Hence, if the employment objective is simply to fill job slots in the short run and worry about turnover ­later, a realistic message ­will have counterproductive effects. Obviously, then, when applicants are abundant and turnover is an immediate prob­lem, a realistic message is appropriate. In a tight ­labor market, branded and targeted messages are likely to be more effective than a realistic message in attracting job applicants. Attraction is strengthened, as ­there are inducements in applying for a job. In addition, individual needs are more likely to be perceived as met by a prospective employer. Hence, the applicant is more motivated to apply to organ­izations with an attractive or targeted message than ­those without. During loose economic times when applicants are plentiful, the branded and targeted approaches may be costlier than necessary to attract an adequate supply of ­labor. Also, they may set up false expectations concerning what life w ­ ill be like on the job and thus lead to turnover. Job applicants ­will know more about the characteristics of highly vis­i­ble jobs than ­those of less vis­i­ble jobs. For example, it may be redundant to give a realistic message when recruiting for highly vis­i­ble jobs in the ser­vice sector, such as that of cashier. Other jobs, such as an outside sales position, are far less vis­ib­ le to ­people. ­These jobs may seem glamorous (e.g., sales commissions) to prospective applicants who fail to see the less glamorous aspects of the job (e.g., a lot of travel and paperwork). The value of the job to the organ­ization also has a bearing on the se­lection of an appropriate recruitment message. Inducements for jobs of higher value or worth to the organ­ization are easier to justify in a bud­getary sense than inducements for jobs of lower worth. The job may be of such importance to the organ­ization that it is willing to pay a premium through inducements to attract well-­qualified candidates. In regard to the effectiveness of certain messages, some applicants are less likely than ­others to be influenced in their attitudes and be­hav­iors by the recruitment 228 PART THREE EXHIBIT 5.6 Staffing Activities: Recruitment Comparing Types of Messages Information Conveyed Applicant Reactions Potential Drawback Branded An appealing description is developed based on marketing principles, emphasizing unique features of the organization Positive view of the organization, increased intention to apply for jobs, and better prehire information about benefits of the job Overly positive message may result in employee dissatisfaction after hire Tight labor markets or higher-value jobs Targeted Advertising themes are designed to attract a specific set of employees Better fit between application message and specific applicant groups May dissuade applicants who aren’t interested in the work attributes featured in the message from applying Specific KSAOs, or seeking a specific type of applicant Realistic Both positive and negative aspects of a job and organization are described Some applicants ­self-­select out; those who remain will have a better understanding of the job and will be less likely to leave The best potential applicants may be more likely to leave Loose labor markets or when turnover is costly Best For ­ essage. For example, one study showed that a realistic message is less effective m for ­those with considerable job experience.33 Highly experienced candidates are more likely than less experienced candidates to be persuaded by high-­quality, detailed advertisements.34 Dif­fer­ent segments of the ­labor market have dif­fer­ent contrast points: individuals who are new to the ­labor market compare jobs against their history in school and might contrast the job against further education, employed job seekers compare jobs against their current job and may see an offer as negotiating leverage in their current job, and ­those who have recently lost a job compare their job against unemployment.35 Chapter Five External Recruitment 229 Communication Media Not only is the message itself an impor­tant part of the recruitment pro­cess, so, too, is the se­lection of media to communicate the message. The most common communication media include advertisements, orga­nizational websites, videoconferencing, and direct contact. Although ­these are all potential ways to get the message out, the most common method of learning about a job is through word of mouth, which is a difficult communication medium for an organ­ization to manage. Effective communication media are high in richness and credibility. Rich media channels allow for timely personal feedback and a variety of methods for conveying messages (e.g., visual images, text, figures and charts), and they are customized to each respondent’s specific needs. Credible media channels transmit information that is honest, accurate, and thorough. Research has shown that respondents have more positive images of organ­izations that transmit information that is rich and credible.36 If the information is seen as coming directly from the employees, rather than from the organ­ization’s recruitment offices, the message ­will likely be seen as more honest and unbiased. Experts on advertising advise recruiters to remember that they need to constantly promote their brand to potential employees, ­because sheer repetition and consistency of a promotional message increase its effectiveness. Our review of communication media below proceeds from the media that tend to have the least credibility and richness to the media that have the most credibility and richness. Research has shown that greater employer involvement with prospective applicants is likely to improve the image of the organ­ization. In turn, a better image of the organ­ization is likely to result in prospective applicants pursuing employment with the organ­ization.37 The media with the least richness and credibility usually have an advantage in that they can reach a large number of ­people at low cost, so they should not be overlooked. Given the vari­ous advantages and disadvantages of the methods we review below, organ­izations usually select a variety of media that support one another. For example, some organ­izations use the broad reach of advertising to get the word out to many potential candidates, and then direct ­these candidates to the organ­ization’s website for a richer pre­sen­ta­tion. Advertisements Given space limitations for some online and printed media and the potentially limited attention spans of readers, ads are often short and to the point. Unfortunately, ­these ads typically cannot provide rich information ­because of their short durations. Given that advertisements are obvious attempts at persuasion, they tend to have relatively low credibility. They can have a very broad reach, though, so they should be seriously considered if the organ­ization wishes to reach a broad market. Ads appear in a variety of places other than business publications and can be found in local, regional, and national news media; on tele­vi­sion and radio; and in bargain shopper inserts, door hangers, direct mail, and welcome wagon packets. 230 PART THREE Staffing Activities: Recruitment Advertisements can thus be used to reach a broad market segment. ­There are many dif­fer­ent types of ads: • Classified advertisements. Classified ads appear in the “help wanted” section of the newspaper or online at sites like Craigs­list. Newspaper ads, ­whether in print or online, are often limited in length and style, but some online sites allow for much more information. ­These ads are used most often for quick résumé solicitation for low-­level jobs at a low cost. Although ­there has been a major shift ­toward the use of electronic recruitment, and all newspapers have online resources as well, surveys suggest that print ads remain a significant presence in the recruitment of hourly workers.38 An example of a classified ad is shown in Exhibit 5.7. The length of this ad is more typical of online sources that do not limit words or characters. • Banner ads. Banner ads are online advertisements placed on websites that an organ­ization believes ­will be visited by potential applicants, including social media sites, occupation-­specific websites, and news media sites. They are limited in size, but viewers can easily click over to the organ­ization’s official EXHIBIT 5.7 Classified Ad for Human Resource Generalist HUMAN RESOURCE GENERALIST ABC Health, a leader in the health care industry, currently has a position available for an experienced Human Resource Generalist. This position will serve on the human resources team, which serves as a business partner with our operational departments. Our team prides itself on developing and maintaining progressive and impactful human resources policies and programs. Qualified candidates for this position will possess a bachelor’s degree in business with an emphasis on human resource management, or a degree in a related field, such as industrial psychology. In addition, a minimum of three years of experience as a human resource generalist is required. This experience should include exposure to at least four of the following functional areas: compensation, employment, benefits, training, employee relations, and performance management. In return for your contributions, we offer a competitive salary as well as comprehensive, flexible employee benefits. If you meet the qualifications and our opportunity is attractive to you, please forward your résumé and salary expectations to: Human Resource Department ABC Health P.O. Box 123 Pensacola, FL 12345 An Equal Opportunity/Affirmative Action Employer Chapter Five External Recruitment 231 site for a more extensive description of the job. Banner ads can be ­either relatively cheap or quite expensive, depending on which website the organ­ization chooses to place the ad. • Display ads. Display ads are larger and more involved than classified ads, and they are usually developed in conjunction with a professional advertising agency. ­These ads allow for freedom of design and placement in a publication. Thus, they are very expensive and begin to resemble recruitment brochures. ­These ads are typically used when an employer is searching for a large number of applicants to fill multiple openings. They are often found in professional publications as part of a targeted marketing strategy. • Radio and tele­vi­sion ads. Organ­izations that advertise on the radio or on tele­ vi­sion purchase a 30-­or 60-­second time slot to advertise openings in specific job categories. Choice of stations and broadcast times ­will target specific audiences. For example, a classical ­music radio station ­will likely draw in dif­ fer­ent applicants than a con­temporary pop ­music radio station; an all-­sports network ­will draw in dif­fer­ent applicants than a cooking program. Radio and tele­vi­sion stations often have detailed demographic information available to potential advertisers. The advantage of radio and tele­vi­sion advertisements is their reach. Individuals who are already searching for jobs generally read help-­wanted ads, whereas ­those who are not currently looking for jobs are more likely to hear radio and tele­vi­sion ads. Being able to expand the potential job pool to include ­those who are not actively looking for work can be a real advantage in a tight ­labor market. Although most recruiters are familiar with the advantages of the techniques described above, ­there are other media outlets that have been explored less frequently that might offer a recruiter a competitive advantage for attracting candidates. For example, BNSF Railway finds that advertising for jobs in movie theaters is an effective way to reach a diverse group of candidates who might not other­wise consider working in the rail industry. A large technology firm in Belgium experimented with a decidedly old-­fashioned method of recruitment by sending handwritten postcards to potential applicants rather than using e-­mail. This strategy paid off, with applicants recruited through the postcard method being more likely to reply, more qualified on average, and, among ­those who did apply, more likely to be invited for a job interview. In another unusual example of innovative media recruitment, the US Army has used a very popu­lar online video game called Amer­i­ca’s Army to draw in thousands of recruits.39 Advertisements can be very costly and need to be monitored closely for yield. Using marketing data on audience demographics, employers can diversify their applicant pool by placing ads in media outlets that reach a variety of applicant populations. By carefully monitoring the results of each ad, the organ­ization can make a more informed decision as to which ads should be run in the ­future. To track ads, each should be coded. Then, as résumés come into the organ­ization in 232 PART THREE Staffing Activities: Recruitment response to the ad, they can be or­ga­nized according to the codes, and the yield for that ad can be calculated. This information ­will help the organ­ization weed out less effective ads and focus on the more productive ones. Recruitment Brochures A recruitment brochure is often sent or given directly to job applicants, or it may be included as part of the organ­ization’s website. Information in the brochure may be very detailed, and hence, the brochure may be lengthy. A brochure not only covers information about the job but also communicates information about the organ­ ization and its location. It may include pictures in addition to written narrative in order to illustrate vari­ous aspects of the job, such as the city in which the organ­ ization is located and the ­actual employees. ­These vari­ous means of demonstrating the features of the organ­ization enhance the richness of this recruitment technique. The advantage of a brochure is that the organ­ization targets who receives a copy. Also, it can be lengthier than an advertisement. A disadvantage is that it can be quite costly to develop, and ­because it is obviously a sales pitch made by the organ­ ization, it might be seen as less credible. A successful brochure possesses (1) a unique theme or point of view relative to other organ­izations in the same industry and (2) a visual distinctiveness in terms of design and photo­graphs. A good format for the brochure is to begin with a general description of the organ­ization, including its history and culture (values, goals, “brand”). A description of the hiring pro­cess should come next, followed by a characterization of pay/benefits and per­for­mance reviews. Fi­nally, the brochure should conclude with contact information. Orga­nizational Websites It may not be an overstatement to conclude that orga­nizational websites have become the single most impor­tant medium through which organ­izations communicate with potential applicants. Nearly ­every large organ­ization has a “­career opportunities” page on its website, and many small organ­izations have com­pany and point-­of-­contact information for job seekers. Websites are a power­ful means of not only communicating information about jobs but also reaching applicants who other­wise would not bother (or know how or where) to apply. Thus, care must be taken to ensure that the orga­nizational website is appealing to potential job candidates. The web is unique in that it may function as both a recruitment source and a recruitment medium. When a web page only serves to communicate information about the job or organ­ization to potential applicants, it serves as a recruitment medium. However, when a web page attracts ­actual applicants, particularly when applicants are allowed to apply online, it also functions as a recruitment source. Research has shown that organ­izations can successfully convey cultural messages on their websites by describing orga­nizational policies, showing pictures, Chapter Five External Recruitment 233 and including testimonials. Effective websites also permit users to customize the information they receive by asking questions about their preferences and providing relevant information.40 How can web designers put ­these findings into practice? The three core attributes driving the appeal of an organ­ization’s website are engagement, functionality, and content. First, the website must be vivid and attractive to applicants. Second, while engagement is impor­tant, at the same time the website must be functional, meaning that it should be quick to load, easily navigable, and interactive. A website that is overly complex may be vivid, but it ­will only generate frustration if it is hard to decipher or slow to load. Third, an orga­nizational website must convey the information prospective applicants want to see, including current position openings, job requirements, and steps for applying. Many organ­izations integrate video testimonials from current employees as a way to lure potential applicants. In industries where competition for talent is fierce, a textual job description may simply not be compelling enough to compete with a well-­produced video featuring enthusiastic current employees.41 Of course, ­there is more to designing an orga­nizational website than the three attributes discussed above. Exhibit 5.8 provides a thorough list of ­factors to keep in mind when designing a website for orga­nizational recruitment. Videoconferencing Videoconferencing is another way to communicate with applicants.42 Rather than meet in person with applicants, orga­nizational representatives meet with applicants face-­to-­face on a monitor, in separate locations. Nearly all laptop and tablet computers have the technology needed for videoconferencing, so most applicants can participate quite easily. Moreover, this technology makes it pos­si­ble for the organ­ ization to screen applicants at multiple or remote locations without actually having to travel to ­those locations. Com­pany representatives who ­will participate in ­these videoconferences should be carefully selected and trained so they can answer questions thoroughly and communicate in a compelling manner. Videoconferencing has most of the advantages of face-­to-­face communication. It has high richness ­because the recruiter can answer questions, and it is highly credible ­because most ­people trust personal communication with an identifiable person more than they trust a prepackaged message from an organ­ization. Direct Contact The most expensive, but potentially the most power­ful, method for communicating with potential applicants is through direct contact. The two most common media for direct contact are telephone messages and e-­mail. ­These techniques are much more personal than the other methods of recruitment ­because the applicants are specifically approached by the organ­ization. Personal contacts are likely to be seen as more credible by respondents. In addition, messages delivered through direct 234 PART THREE EXHIBIT 5.8 Staffing Activities: Recruitment Factors for Designing Organizational Websites 1. Keep it simple—surveys reveal that potential job candidates are overwhelmed by complex, ­difficult-­to-navigate websites; never sacrifice clarity for a flashy display—remember, a good applicant is there for the content, not for the bells and whistles. 2. Make access easy; the web page and links should be easy to download—studies reveal that individuals will not wait more than about eight seconds for a page to download (some recent research even suggests that this number is as low as two seconds), so the f­our-­color page that looks great will backfire if it takes the user too much time to download it (also make sure that the link to the recruiting site on the home page is prominently displayed). 3. Provide an online application form—increasingly, potential candidates expect to be able to submit an application online; online forms are not only desired by candidates, organizations can load responses directly into searchable databases. 4. Provide information about company culture—allow applicants to ­self-­select out if their values clearly do not match those of the organization. 5. Include selected links to relevant websites—the words ‘‘selected’’ and ‘‘relevant’’ are key here; links to include might be a ­cost-­of-living calculator and a career advice area. 6. Make sure necessary information is conveyed to avoid confusion—clearly specify job title, location, etc., so applicants know which job they are applying for and, if there are several jobs, don’t apply for the wrong job. 7. Keep the information current—make sure position information is updated regularly (e.g., weekly). 8. Evaluate and track the results—periodically evaluate the performance of the website on the basis of various criteria (number of hits, number of applications, application/hits ratio, quality of hires, cost of maintenance, user satisfaction, time to hire, etc.) or set up a software program to track the response data. Sources: P. W. Braddy, A. W. Meade, and C. M. Kroustalis, “Online Recruiting: The Effects of Organizational Familiarity, Website Usability, and Website Attractiveness on Viewers’ Impressions of Organizations,” Computers in Human Behavior, 2008, 24, pp. 2992–3001; S. Selden and J. Orenstein, “Government E-Recruiting Web Sites: The Influence of E-Recruitment Content and Usability on Recruiting and Hiring Outcomes in US State Governments,” International Journal of Selection and Assessment, 2011, 19, pp. 31–40; I. O. Williamson, D. P. Lepak, and J. King, “The Effect of Company Recruitment Web Site Orientation on Individuals’ Perceptions of Organizational Attractiveness,” Journal of Vocational Behavior, 2003, 63, pp. 242–263; F. F-H. Nah, “A Study on Tolerable Waiting Time: How Long Are Web Users Willing to Wait?” Behaviour & Information Technology, 2004, 23, pp. 153–163. contact often allow respondents to ask personally relevant questions, which obviously should enhance the richness of the information. However, in the age of spamming, it is impor­tant to remember that most individuals ­will regard mass e-­mails or automated telephone messages with even less enthusiasm than they would for junk mail. Most e-­mail programs filter spam, and Chapter Five External Recruitment 235 the more mass messages that are sent, the more likely it is that mail servers ­will identify the organ­ization’s address as a prob­lem. Therefore, e-­mail contact should be used only for very specific individuals. Direct contact should be communicated in a way that makes it clear that the receiver is one of a small number of ­people who ­will receive the message. The messages should be highly personal, reflecting an understanding of the candidate’s unique qualifications. Providing a response e-­mail address or telephone number that allows respondents to ask questions about the job opening ­will also help increase the yield for the direct contact method. However, personalization and customized responding to questions obviously ­will increase the cost per individual contacted, so the trade-­offs in terms of cost must be considered. Word of Mouth and Social Media One of the most power­ful methods for communicating about a potential job opportunity is one that organ­izations cannot directly control: word of mouth.43 This refers to the informal information regarding an organ­ization’s reputation, employment practices, and policies that can exert a power­ful impact on job seekers’ impressions of an employer. ­Because word of mouth usually comes from individuals who do not have a vested interest in “selling” the job, the messages are likely to be seen as more credible. The fact that job seekers can ask and have questions answered also makes word of mouth a very rich source of information. Some word of mouth is no longer conveyed face-­to-­face, as blogs and social media can also be used to communicate information about employers.44 The largest social media sites with employment connections, including Facebook, LinkedIn, and GlassDoor, have reached such a level of prevalence that an employer might regard an applicant who ­didn’t extensively research the com­pany’s online reputation with suspicion. ­These sites convey information that an organ­ization might prefer not to have made public to applicants, such as interpersonal conflicts in vari­ous divisions, information about inequitable pay practices, or critiques of ­career paths. For applicants, this increased transparency may make it easier for them to find a good fit. For recruiters, however, it has become necessary to carefully scan through online content regarding the organ­ization and ensure that the com­pany has answers to common criticisms. How can organ­izations influence word of mouth? One technique is to carefully cultivate relationships with current employees, recognizing that the way they are treated ­will come to influence the ways that other potential applicants believe they ­will be treated. This means making certain that jobs are as intrinsically and extrinsically satisfying for the current workforce as pos­si­ble. Organ­izations should also make conscious efforts to shape the perception of their employment brand by using online testimonials from current employees. ­These testimonials act as a sort of virtual equivalent of word of mouth. Although job seekers ­will likely be somewhat skeptical of any information on a corporate website, a testimonial from 236 PART THREE Staffing Activities: Recruitment someone who works at the organ­ization is still likely to be more persuasive than a conventional sales pitch. STRATEGY IMPLEMENTATION Once the recruitment planning phase is complete and the organ­ization has spread the word about the job opening through vari­ous communication media, the next phase is implementing the recruitment strategy. This pro­cess involves gathering applications from a variety of sources and evaluating the quantity of applicants, the quality of applicants, the cost of using each source, and the impact on HR outcomes. Individual Recruitment Sources The first category of recruitment sources we consider are ­those that focus on the individuals the organ­ization is attempting to contact. ­These sources target active job seekers who are submitting applications to a number of potential employers. This means that it is incumbent on the job seeker to actively participate in the pro­cess early on. Applicants generally apply only to organ­izations they believe are hiring, so effective use of communication media is necessary to elicit enough applications. Applicant Initiated Applicant-­initiated recruitment is among the most traditional and well-­accepted techniques for finding a job. Most employers accept applications from job applicants who physically walk into the organ­ization to apply for a job, who call the organ­ization, or who contact the organ­ization through the corporate website. The usual point of contact for walk-­ins or phone inquiries is the receptionist in smaller organ­izations and the employment office in larger organ­izations. When applications are accepted, a contact person responsible for pro­cessing such applicants needs to be assigned. If the applications ­will be completed on paper or through an electronic on-­site application system like a job kiosk, space must be created for walk-­ins to complete applications and preemployment tests. Additionally, hours must be established when applicants can apply for jobs, and procedures must be in place to ensure that data from ­these individuals are entered into the applicant flow pro­cess. If walk-­ins or résumé senders are treated like intruders, they may communicate a very negative image about the organ­ization to the community. As we noted previously, a com­pany’s website can blend the pro­cess of spreading information about a job opening with the pro­cess of submitting an application. Although surveys reveal that most employers believe their websites do a better job of attracting applicants than do job boards, many of ­these websites do not live up to their potential.45 Many have been likened to ­little more than post office boxes Chapter Five External Recruitment 237 where applicants can send their résumés. It is impor­tant to remember that communication with an applicant ­shouldn’t end with his or her online application. Many organ­izations now have integrated applicant tracking systems that allow applicants to track the status of their applications and provide feedback. All of the princi­ples we described earlier in website design should be kept in mind when it comes to the application pages.46 In par­tic­u­lar, the application portal should be ­simple, easy to use, informative, and up to date. To assess job seeker preferences, con­sul­tants from Brass Ring watched applicants go through the pro­cess of visiting organ­ization websites, with the applicants describing their thought pro­ cesses aloud. The con­sul­tants’ research indicates that recruits are often frustrated by complex application systems, especially ­those that require them to enter the same data multiple times. To keep potential applicants from feeling disconnected from the online recruitment pro­cess, it is advisable to keep in touch with them at ­every stage of the pro­cess. To speed ­things up, some organ­izations inform applicants immediately if ­there is a mismatch between the information they provided and the job requirements; thus they can know immediately that they are not ­under consideration. Quickly eliminating unacceptable candidates also allows recruiters to respond more quickly to applicants who do have sufficient KSAOs. A review of online job solicitation found that the best website advertising offered special features to potential applicants, including opportunities to check where they are in the hiring pro­cess, examples of a typical “day in the life” at an organ­ization, and useful feedback to applicants regarding their potential fit with the organ­ization and job early in the pro­cess. Employment Websites Employment websites have evolved from their original function as job boards and database repositories of jobs and résumés to become fully featured recruitment and screening centers.47 For employers that pay a fee, many employment websites provide ser­vices like targeted advertising, video advertising, preemployment screening examinations, and applicant tracking. For job seekers, ­there are resources to facilitate exploring dif­fer­ent ­career paths, information about the communities where jobs are offered, and access to message boards where current and former employees can sound off on the culture and practices of dif­fer­ent organ­izations. Millions of job seekers submit their résumés to employment websites ­every year, and ­there are thousands of job sites to which they can apply. Although it is difficult to obtain precise data on the use of employment websites, some estimates suggest that they are second only to referrals as a source of new hires. On the other hand, research suggests that solicitations for employment from electronic bulletin boards are seen as especially less informative and low in credibility relative to organ­izations’ websites or face-­to-­face meetings at campus placement offices. Therefore, ­these methods should not be used without having some supporting practices that involve more interpersonal contact.48 238 PART THREE Staffing Activities: Recruitment One difficulty in utilizing the Internet for recruitment is that many sites specifically designed for recruitment become defunct. Conversely, new employment websites come online almost daily. Thus, one cannot assume that the sites an organ­ization used in the past ­will be the best options in the ­future, or that they ­will even exist. Any attempt to summarize the current state of the Internet job posting board scene needs to be taken with a grain of salt, since the landscape for Internet recruitment is shifting very rapidly. Another difficulty with Internet recruitment is the growing prob­lem of identity theft, where fake jobs are posted online in order to obtain vital information on a person or to extract a fake fee. General Employment Websites. Most readers of this book are likely familiar with the biggest employment websites, so it is easy to forget that they have had a major impact on the job search pro­cess for only the past 10 or 20 years. Since that time, a few early movers and larger entrants have grabbed the lion’s share of the market. Three of the biggest employment websites are Monster, CareerBuilder, and Indeed, which collectively are estimated to be responsible for a large portion of external Internet hires. Glassdoor is another very popu­lar employment website that has done an especially good job of integrating vari­ous social media into its approach. General employment websites are not limited to ­simple advertising, as noted earlier. Ser­vices are rapidly evolving for ­these sites, and many now offer the ability to create and approve job requisitions online, manage recruitment tasks, track the pro­gress of open positions and candidates, and report on recruitment metrics like time to hire, cost per hire, and equal employment opportunity (EEO). Several of the larger employment websites have developed extensive cross-­listing relationships with local newspapers, effectively merging the advantages of local media in terms of credibility and name recognition with the power­ful technological advances and large user base of employment websites.49 Niche Employment Websites. Although ­there are advantages to open recruitment, as described earlier, it is also pos­si­ble to conduct a more targeted web-­based recruitment effort through niche employment websites.50 ­These sites focus on specific occupations (­there are employment websites for jobs ranging from nurses to geologists to metal workers), specific industries (e.g., sports, chemicals, transportation, ­human ser­vices), and specific locations (e.g., cities, states, and regions often have their own sites). Notably, employment websites are now targeting blue-­collar jobs as well. Recruiters looking for examples of niche job sites for a specific occupation can simply do an Internet search of “employment websites” coupled with the occupation of interest. Although any one niche job board is unlikely to have a huge number of posters, ­these specialized websites have been estimated to collectively account for two-­thirds of Internet hiring. Experienced recruiters claim that the audience for niche employment websites is often more highly qualified and interested in specific jobs than are applicants from more general job sites. Chapter Five External Recruitment 239 Niche job sites have also been developed that cater to specific demographic groups, including ­women, African Americans, and Hispanics. Organ­izations that want to improve the diversity of their work sites or that are ­under an AAP should consider posting in a variety of such specialized employment websites as part of their search strategy. Survey data suggest that applicants believe that companies that advertise on ­these targeted websites are more positively disposed ­toward workforce diversity, further serving to enhance the usefulness of diversity-­oriented advertising.51 Searching Employment Website Databases. As opposed to actively posting jobs online, another (but not mutually exclusive) means of recruitment on the web is to search for applicants without ever having posted a position. ­Under this pro­ cess, applicants submit their résumés online, which are then forwarded to employers when they meet the employer’s criteria. Such systems allow searching the databases according to vari­ous search criteria, such as job skills, years of work experience, education, major, grade-­point average, and so forth. It costs applicants anywhere from nothing to hundreds of dollars to post their résumé or other information on the databases. For organ­izations, ­there is always a cost. The exact nature of the cost depends on both the database(s) to which the organ­ization subscribes and the ser­ vices requested. Social Recruitment Sources A second major type of recruitment source is social networks. ­These recruitment sources rely on the relationships that potential employees have with ­either ­those who currently work for the organ­ization or ­others who might endorse the organ­ ization. Although it’s generally the case that ­these interpersonal recruitment sources ­will yield fewer applicants than broader media-­based recruitment sources used in the individual approaches, ­there are some distinct advantages to social networks that we review below. Employee Referrals Employees currently working for an employer are a valuable source for finding job applicants.52 Employees can refer ­people they know to their employer for consideration. Most estimates suggest that referrals are one of the most commonly used recruitment methods. The vast majority of organ­izations accept referrals, though only about half have formal programs. In some organ­izations, a cash bonus is given to employees who refer job candidates who prove to be successful on the job for a given period of time. Most bonuses range from a few hundred dollars to thousands of dollars. To ensure adequate returns on bonuses for employee referrals, it is essential to have a good per­for­mance appraisal system in place to mea­sure the per­ for­mance of the referred new hire. ­There also needs to be a good applicant tracking 240 PART THREE Staffing Activities: Recruitment system to ensure that new hire per­for­mance is maintained over time before a bonus is offered. Referral programs have many potential advantages, including low cost per hire, high-­quality hires, decreased hiring time, and an opportunity to strengthen bonds with current employees. Research also shows that individuals hired through referrals are less likely to leave.53 Employee referral programs may fail to work for any number of reasons. Current employees may lack the motivation or ability to make referrals. Additionally, employees sometimes ­don’t realize the importance of recruitment to the organ­ ization. As a result, the organ­ization may need to encourage employee participation by providing special rewards and public recognition along with bonuses for successful referrals. And fi­nally, employees may not be able to match ­people with jobs, ­because they do not know about vacancies or the requirements needed to fill them. Hence, employees must regularly be notified of job vacancies and their requirements. Former employees can be an ideal source of ­future applicants, ­either by recruiting them to come back to the organ­ization or by asking them to provide referrals. As return employees, they ­will know the organ­ization, its jobs, and its culture and ­will also be well known to ­those inside the organ­ization. This not only cuts down on orientation costs but also means they can get into the flow of work more quickly. As referral sources, they can convey their personal observations to other job seekers, and thus ­those who decide to apply ­will be better informed. Using former employees as a recruitment source naturally means that the organ­ization must remain on good terms with departing employees and keep channels of communication open ­after employees leave. Many organ­izations that undergo cyclical layoffs or downsizing in lean times might also seek to rehire ­those who ­were laid off previously when the organ­ization returns to an expansionary strategy.54 Social Media Another way of finding applicants is through social media, where friends or acquaintances are used to connect ­those looking for applicants to ­those looking for jobs. Many recruiters have turned to social networking websites such as Twitter, LinkedIn, and Facebook as sources for finding qualified job candidates.55 The use of social networking has become so prevalent that recruitment software integrates ­these sites into the applicant tracking pro­cess. Recruiters can automatically post openings to social media sites and receive reports on which channels are resulting in the most leads and the best candidates.56 The use of social media has a number of advantages. ­Because many of the connections between users are based on professional background or shared work experiences, networking sites often provide access to groups of potential employees with specific skill sets. Some social networking websites geared ­toward professionals encourage users to indicate the industry and area in which they work. Chapter Five External Recruitment 241 Recruiters can set up their own profile pages with ­these websites, encouraging potential applicants to apply by making personal contacts. By accessing the social networks of ­those already employed in the organ­ization, it is pos­si­ble to locate passive candidates who are already employed and not necessarily looking for a new job. In fields where the unemployment rate is very low, such as engineering, health care, and information technology (IT), passive candidates may be the primary source of potential applicants. Despite ­these advantages, organ­izations can face troubling ­legal and ethical quandaries when using social media, ­because candidates’ personal information, such as marital status, health status, and demographics, is often publicly available on personal pages. To avoid ­these prob­lems, recruiters are strongly advised not to ask potential applicants to provide access to personal information when conducting networking-­based recruitment. Only publicly available information should be viewed. Companies should establish strong guidelines for the use of social media, ­because man­ag­ers may be using personal information without the com­pany’s knowledge or consent.57 Recruiters have identified some best practices to facilitate social media campaigns that are not prone to ­these privacy concerns.58 Effective campaigns begin by making potential applicants aware of the organ­ization and by creating easy ways for them to follow up on their initial interest. The choice to engage with the organ­ization initially is left with the applicant himself or herself. If an individual indicates interest in the position, the organ­ization works to respond quickly to the candidate, providing customized answers to questions and following up regularly. Unlike one-­way media campaigns, once a candidate has indicated interest through social media, it is pos­si­ble to track his or her level of engagement and likely interests. This information can then be used to identify key developments and other events that might be likely to interest ­those in the system. Professional Associations and Meetings Organ­izations can take advantage of the relationships their employees have with professional associations. Through networking with ­others who do similar work, employees can develop contacts with potential new recruits. This contact can be established informally by reaching individuals via e-­mail or through message boards. Professional associations sometimes have a formal placement function that is available throughout the year. For example, the websites of professional associations often advertise both positions available and interested applicants. ­Others may have a computerized job and application bank. Many technical and professional organ­izations meet around the country at least once a year. Many of ­these groups run a placement ser­vice for their members, and some may charge a fee to recruit at ­these meetings. This source represents a way to attract applicants with specialized skills or professional credentials. Also, some meetings are an opportunity to attract underrepresented groups. 242 PART THREE Staffing Activities: Recruitment Orga­nizational Recruitment Sources External organ­izations form a third major category of potential recruitment sources. ­These connections tend to be more formal than social networks, and so they tend not to provide some of the relational advantages of individual contact. However, external organ­izations are more likely than the organ­ization itself to provide access to a large number of potential applicants. Orga­nizational recruitment sources can also help narrow down the applicant pool by providing formal screening ser­vices. Colleges and Placement Offices Colleges are a source of ­people with specialized skills for professional positions. Most colleges have a placement office or officer who is in charge of ensuring that a match is made between the employer’s interests and the graduating student’s interests. Research has shown that campus recruitment efforts are seen as more informative and credible than organ­ization websites or electronic bulletin boards.59 In fact, recruitment experts found that members of the tech-­savvy millennial generation are reluctant to use social networking and other Internet job search tools, and that they prefer campus ­career placement offices to find jobs.60 In most cases, the placement office is the point of contact with colleges. It should be noted, however, that not all students use the ser­vices of the placement office. Students sometimes avoid placement offices ­because they believe they ­will be competing against the very best students and ­will be unlikely to receive a job offer. Additional points of contact for students at colleges include professors, department heads, professional fraternities, honor socie­ties, recognition socie­ties, and national professional socie­ties. Organ­izations sometimes overlook small colleges as a recruitment source ­because the small number of students does not make it seem worth the effort to visit. In order to pres­ent a larger number of students to choose from, some small colleges have banded together in consortia. For example, the Oregon Liberal Arts Placement Consortium provides a centralized recruitment source for nine small public and private colleges and universities. It is essential that appropriate colleges and universities be selected for a visit. A difficult choice for the employer is deciding which colleges and universities to target for recruitment efforts. Some organ­izations focus their efforts on schools with the best return on investment and invest in ­those programs more heavi­ly. Other organ­izations, especially large ones with relatively high turnover, find they need to cast a much broader net. In the end, the decision of breadth versus depth comes down to the number of individuals who need to be hired, the recruitment bud­get, and a strategic decision about ­whether to invest deeply in a few programs or more broadly in more programs. Some ­factors to consider when deciding which colleges and universities to target include the following:61 • Past experiences with students at the school—­including the quality of recent hires (mea­sured in terms of per­for­mance and turnover), offer ac­cep­tance rates, Chapter Five External Recruitment 243 skills, experience, and training in the areas where job openings exist—­should be factored in. • Rankings of school quality. U.S. News and World Report, The Gorman Report, and Peterson’s Guide are comprehensive rankings of colleges and universities and vari­ous degree programs. BusinessWeek, the Wall Street Journal, and the Financial Times rank business schools. Applicants recruited from highly ranked programs almost always come at a premium, so organ­izations need to make sure they are getting a good return on their investment. • The costs of recruitment at a par­tic­u­lar school must be assessed. Colleges and universities that are nearby often mean substantially fewer resources expended on travel (both for recruiters traveling to the school and for bringing applicants in for interviews). Some organ­izations develop a talent pipeline that includes individuals in educational institutions who may not take a job immediately but may be attracted to the organ­ization in the ­future. Managing an organ­ization’s talent pipeline means establishing effective relationships even before positions open up. Some organ­izations try to develop early relationships with incoming college freshmen in hopes that they ­will consider the organ­ization as a potential employer when they gradu­ate. Organ­izations that engage in large-­scale collaborative research and development efforts with universities cultivate relationships with faculty, with the hope of eventually luring them into private sector work. Many organ­izations establish folders or databases of high-­potential individuals who are still receiving an education or who work for other companies and then regularly send materials to ­those individuals about potential ­career prospects within the organ­ization. Intel has hosted a competition called the Cornell Cup, in which student teams from a number of universities compete to design the best engineering proj­ects. ­Those who perform well are not only given cash prizes but also invited to take on summer jobs or internships.62 Employment Agencies One traditional source of nonexempt employees and lower-­level exempt employees is employment agencies. ­These agencies contact, screen, and pres­ent applicants to employers for a fee. The fee is contingent on successful placement of a candidate with an employer and is usually a percentage of the candidate’s starting pay. In a temp-­to-­hire arrangement, the employee has a trial period in which his or her contract is contingent on per­for­mance, and then ­after a period of time the employee ­will be taken on as a permanent employee of the organ­ization. This gives both the applicant and the employer a chance to observe each other and assess the quality of the fit. Many jurisdictions have specific duration requirements for ­these arrangements, such as laws stating that employees may be classified as temporary for only 90 days. Care must be exercised in selecting an employment agency. It is a good idea to check references, as allegations abound regarding the shoddy practices of some 244 PART THREE Staffing Activities: Recruitment agencies. A poor agency may, for example, flood the organ­ization with résumés of both qualified and unqualified applicants. A good agency ­will screen out unqualified applicants and not attempt to dazzle the organ­ization with a large volume of résumés. Poor agencies may misrepresent the organ­ization to the candidate and the candidate to the organ­ization. Misrepre­sen­ta­tion may take place when the agency is only concerned about a quick placement (and fee) and pays no regard to the costs of poor ­future relationships with clients. A good agency ­will be in business for the long run and not misrepresent information and invite turnover. A good agency ­will not pressure man­ag­ers, make special deals, or avoid the HR staff. Fi­nally, it is impor­tant to have a signed contract in place in which mutual rights and responsibilities are laid out. Although employment agencies have traditionally focused on individuals with comparatively low skill levels, many agencies have expanded to include individuals with specialized or technical skills. ­There are even employment agencies that specialize in areas like health care and engineering, which require very high levels of expertise. Some of ­these agencies provide recruitment and screening ser­vices for potential employers, and then employees receive an offer of a permanent position like recruits from any other source. However, even for ­these technical fields, temp-­to-­hire arrangements are not unheard of. Executive Search Firms For higher-­level professional positions or jobs with salaries of $100,000 and higher, executive search firms, or “headhunters,” may be used. Like employment agencies, ­these firms contact and screen potential applicants and pres­ent résumés to employers. The difference between employment agencies and search firms lies in two primary areas: (1) search firms typically deal with higher-­level positions than ­those of employment agencies, and (2) search firms are more likely to operate on the basis of a retainer than on a contingency. Search firms that operate on a retainer are paid regardless of ­whether a successful placement is made. The advantage of operating this way, from the hiring organ­ization’s standpoint, is that it aligns the interests of the search firm with ­those of the organ­ization. Thus, search firms operating on retainer do not feel compelled to put forward candidates just so their contingency fee can be paid. Moreover, a search firm on retainer may be less likely to give up if the job is not filled in a few weeks. Of late, business has been slow for executive search firms, partly due to the moderate economic growth and the bustling online recruitment business. Thus, organ­izations have been able to negotiate smaller fees (retainers or contingencies).63 Increasingly, executive search firms are getting into the appraisal business, where an organ­ization pays the search firm to provide an assessment of the organ­ization’s top executives. On one level this makes sense, since executive search firms are in the assessment business. The prob­lem is that since the executive assessment pays much less than the retainer or contingency fees for hiring an executive, the search firms Chapter Five External Recruitment 245 have an incentive to pronounce top executives substandard so as to justify bringing in an outsider. This is exactly what happened with a top executive search firm whose executive recruiters negatively evaluated an executive, only to recommend hiring an outsider, for which the recruiters ­were compensated handsomely. Given ­these inherent conflicts of interest, an organ­ization should avoid using the same search firm to hire new executives and to appraise its existing executive team.64 Social Ser­vice Agencies All states have an employment or job ser­vice. ­These ser­vices are funded by employer-­paid payroll taxes and are provided by the state to help secure employment for ­those seeking it, particularly ­those currently unemployed. Typically, ­these ser­vices refer low-­ to middle-­level employees to employers. For jobs to be filled properly, the hiring organ­ization must maintain a close relationship with the employment ser­vice. Job qualifications need to be clearly communicated to ensure that proper screening takes place by the agency. Positions that have been filled must be promptly reported to the agency so that résumés are not sent for closed positions. The federal Job Corps program is another option. Job Corps is designed to help individuals between 16 and 24 years of age obtain employment. The program targets individuals with lower levels of education and prepares them for entry-­level jobs through a combination of work ethic training and general job skills. For employers, Job Corps can provide specialized training, prescreening of applicants, and tax benefits. Some agencies in local communities may also provide outplacement assistance for the unemployed who cannot afford it. Applicants who use ­these ser­vices may also be listed with a state employment ser­vice. Community agencies may also offer counseling and training. The US Department of ­Labor has provided funding for states to develop one-­ stop ­career centers that ­will provide workers with vari­ous programs, benefits, and opportunities related to finding jobs. The centers’ emphasis is on providing customer-­friendly ser­vices that reach large segments of the population and are fully integrated with state employment ser­vices. ­These centers now offer a variety of skills certification programs, such as the National Work Readiness Credential and the National ­Career Readiness Certificate, which are highly sought ­after by employers.65 For example, when Honda deci­ded to build its Odyssey plant in Alabama, part of the deal was that the state would establish a close partnership with Honda to recruit and train employees.66 Nissan has established similar relationships with the states of Mississippi and Tennessee. The state of Illinois provides customized applicant screening and referral to employers so efficiently that some employers, such as Jewel-­Osco, use the ser­vice as an extension of their HR department.67 Job Fairs Industry associations, schools, groups of employers, the military, and other interested organ­izations often hold ­career or job fairs to attract applicants. Typically, the 246 PART THREE Staffing Activities: Recruitment sponsors of a job fair ­will meet in a central location with a large fa­cil­it­ y in order to provide information, collect résumés, and screen applicants. Often, ­there is a fee for employers to participate. Job fairs may provide both short-­ and long-­term gains. In the short run, the organ­ization may identify qualified applicants. In the long run, it may be able to enhance its visibility in the community, which, in turn, may improve its image and ability to attract applicants for jobs. For a job fair to yield a large number of applicants, it must be advertised well in advance. Moreover, advertisements may need to be placed in specialized publications likely to attract minorities and ­women. To attract quality candidates from all ­those in attendance, the organ­ization must be able to differentiate itself from all of the other organ­izations competing for applicants at the job fair. Items such as mugs and key chains with the com­pany logo can be distributed to remind the applicants of employment opportunities at a par­tic­u­lar organ­ization. An even better promotion may be to provide fair attendees with assistance in developing their résumés and cover letters. One strength of job fairs is also a weakness—­although a job fair enables the organ­ization to reach many ­people, the typical job fair has around 1,600 applicants vying for the attention of about 65 employers. Given the ratio of 25 applicants for ­every employer, the typical contact with an applicant is prob­ably shallow. In response, some employers instead (or also) devote their resources to information sessions geared ­toward a smaller group of specially qualified candidates. During ­these sessions, the organ­ization pres­ents information about itself, including its culture, work environment, and ­career opportunities. Small gifts and brochures are also typically given out. One research study showed that applicants who ­were favorably impressed by an organ­ization’s information session ­were significantly more likely to pursue employment with the organ­ization. Other studies show that job fairs that allow for interpersonal interactions between job seekers and organ­ ization representatives are seen as especially informative by job seekers. Thus, both applicants and employers find information sessions a valuable alternative, or complement, to job fairs.68 Increasingly, job fairs are being held online with preestablished time limits. One online recruitment site held a job fair that included 240 participating companies. In virtual job fairs, recruiters link up with candidates through chat rooms. Co-­ops and Internships A large number of educational institutions, including many high schools and nearly all technical colleges and universities, require some or all of their students to get work experience as part of their degree programs. Co-­ops and internships are two ways that employers can recruit applicants. ­Under a co-op arrangement, the student works with an employer on an alternating quarter basis. In one quarter the student works full time and in the next quarter the student attends school full time. ­Under an internship arrangement, the student has a continuous period of Chapter Five External Recruitment 247 employment with an employer for a specified amount of time. ­These approaches allow an organ­ization to not only obtain ser­vices from a part-­time employee for a short period of time but also assess the person for a full-­time position ­after graduation. One man­ag­er experienced in working with interns commented, “Working with them is one of the best talent-­search opportunities available to man­ag­ ers.”69 In turn, interns have better employment opportunities as a result of their experiences. Internships and co-op assignments can take a variety of forms. One type of assignment is to have the student perform a part of the business that occurs periodically. For example, some amusement parks that operate only in the summer in northern climates may have a large number of employees who need to be hired and trained in the spring. A student with a background in HR could perform ­these hiring and training duties. Increasingly, colleges and universities are giving students college credit for—in some cases, even instituting a requirement for—­working as part of their professional degree.70 A student in social work, for example, might be required to work in a welfare office for a summer. Occasionally, some internships and co-op assignments do not provide ­these meaningful experiences that build on the qualifications of the student. Research shows that school-­to-­work programs often do not provide high utility to organ­izations in terms of cost-­benefit ratios. Thus, organ­izations need to evaluate co-­ops and internships not only in terms of quality for the student but in terms of the cost-­benefit economic perspective as well.71 Meaningful experiences benefit both the organ­ization and the student. The organ­ization gains from the influence of new ideas the student has been exposed to in his or her curriculum, and the student gains from the experience of having to apply concepts while facing the realities of orga­nizational constraints. For both parties to gain, a learning contract must be developed and signed by the student, the student’s advisor, and the corporate sponsor. The learning contract becomes, in essence, a job description to guide the student’s activities. Also, it establishes the criteria by which the student’s per­for­mance is assessed for purposes of grading by the academic advisor and for purposes of successful completion of the proj­ect for the organ­ization. In the absence of a learning contract, internships can result in unrealistic expectations by the corporate sponsor, which, in turn, can result in disappointment when ­these unspoken expectations are not met.72 To secure the ser­vices of students, organ­izations can contact the placement offices of high schools, colleges, universities, and vocational technology schools. Also, teachers, professors, and student chapters of professional associations can be contacted to obtain student assistance. Placement officials can provide the hiring organ­ization with the policies that need to be followed for placements, while teachers and professors can give guidance on the types of skills students could bring to the organ­ization and the orga­nizational experiences the students would benefit from the most.
