HR

142

16 I ·t . R Sourcing: ldent1 ying ecruits

Outline

Soun:ing Top Talcnl al McAfe e

What Is Soun:ing?

Whal Makes a Recruiting Sour ce Effective?

Whal Recruiting Sources Exisl ?

Inte rnal Recruiting Sources

E.'(temaJ Rcc:ruiting Sources

Dn·elop Your Skills: Conducting B oolean Searches 011 the lntemet

Creating a Sourcing Plan

Profiling Desirable Employees

l'le.rfonning Ongoing Recruiting Soun:e Effectiveness Analyses

Prioritizing Recruiting Sources

Sourcing Nontraditional Appl icant Pools

Workers with Disabilities

Older Workers

Welfare Recipie nts

Global Sourcing and G eographic T argeting

G lobal Soun:ing

Geographic Targeting

Sourcing T op Talent al McAfee

Summary

LEARNING OBJECTIVES

After studying this chapter, you sh ould be able to:

• Describe the role of sourcing in the staffing process.

■ Explain what makes one recr uiting source more effective than

another.

• List al1ernative recruiting sou rces and matc h them with specif

ic jobs.

• Create a soun:ing plan.

■ Explain bow 10 best source no ntraditional applicant pools.

■ Explain the role geographic tar geting plays in the sourcing proc

ess.

r sourcing Top Talent at McAfee

Chapter 6 • Sourcing: Identifying Recruits

GtobJI security tcchnol~8;Y company M cAfec focuses . .

10 increased compcuuon from other e mployers M on hinng sman. comm·t

lcd

part n,gagc and recruit the top ta.lent in its pipcli . A cAfec has begun to find\

cmp.loyecs.1 Due in

10 ~ from known experts in t~c field, past cm~~:· llhough it has been able ::x~nsivc ~d d

iflicuh

1:m engaged in McAfcc .and rntcrcstcd in pursui~~· and other ~ recs, it has\:~

ra1e h1gh-qu~1ty

1,tcArcc nsk.s for your advice about how 10 bu'ld g Job opponunu

ics when th bcctroublc keeping

f1 hich to erfcclively source future hires . After r~ad~~ e:~~

3 gcd communhy or hig~! tc:?1c avaJl: iblc.2

._.. with the company. g is chapter. you should ha po ual tale

nt rrom

shllfC vc some good ideas to

All•' using the job a~alysis and w orkforce planning processc

.

new hires, the organizau?n needs to find people with the ehs lo de1_c"."•n~ wh

at lo look for in

them into recruits. llus .1s no small task. People who ncvcr~ctenstics It

wanls and conven

l,cC0Dle employees, making aurac ting e nough of the d . d pply lo a

n organization cannot

·mpartanl criteria for an effective staffing system G es,re types or

apphcants one or the most

as' the skills and activities involved in findin

g a g~ltat cmdployees are like a g old mine. Just

Id · mine •ffer from th kill -

- .

required 10 extract the go , sourc ing quality talent requir d" ~

e s _ s and acuv111es

than does attracting and recruiting the talent. Because re cs _a_

1 erent set or skills and activities

nl types of applicants, sourcing is the key 10 finding th cru,u

ngl sources lend to generate di ff er-

e . . · csc emp oyccs

The best applicant sourcing system s identify where th r, ·

applicants who fit the organization and the job requirements a~d •rmh c

an 1 fiknd good potential job

. 1 · • . . . w o

arc I cly to be mtcrcstcd m

pursumg cmp oy_ment _opportun111 cs with the organization. After iden

tifying the ob·cctives or the

hiring effort (which might include preh1re outcomes, including th

be 1 . 1 . .

. h' e num r. qua Hy, and dtversny

of apphcants, or post ,re outcom es, such as the time 10 fill the posi

tions new h" r d

diversity, or a mixture of both) recru iting sources arc chosen to help m et.th

bi~c q~a ity an

. . . e cse o ~ecuvcs.

Many, organ1zauons arc also dcvclop in~ mobile s~urcing and recruiting stra

tegies 10 meet

job seekers needs and on-dema nd expectauons. PepsiCo uses QR

codes, videos, tweets, and

biogs 10 help •~gage JOb seekers._ an~ create_d a mobile app called "Po

ssibilities" 10 provide user s

wtth company 1nforma110n. Pepsi Co s app mcludes an "e-mail this j

ob 10 me" button 10 encour-

age users to easily access job informa tion. The company tracks the conversi

on rate of applicant

starts to completed applications to optimize its mobile recruiting strategy.

3

Many organizations d iscount th e importance or strategically think

ing about "where·· 10

source applicants. Instead, they post t he same job adveniscmcnt with the sam

e recruiting source

they have used for years. Other organizations see their applicant s

ourcing practices and strate-

gies as a source of competitive adva ntage, and are reluctant to even talk ab

out them. Gcncntcch

identifies targeted candidates ea rly in their campus careers and bu

ilds relationships with them

throughout their college years. 4 In this chapter, we first explain what s

ourcing is and what makes

a recruiting source effective. We als o describe several alternative recruiting

sources. Then, we

describe how to create a sourcing pl an and how to source from nontraditi

onal applicant pools,

and discuss g lobal sourcing and g eographic targeting. After reading

this chapter. you will have a

good understanding of the impor tant role sourcing plays in the strat

egic staffing process. and you

will know how to ide ntify good strat egic recruiting sources for any job.

WHAT IS SOURCING?

Marketing professionals try to under stand who is likely 10 be interested

in purchasing their P'.od-

ucts and where 10 find these pe ople. Sourcing professionals do t

he same Ihm~, _but w, th Jobs

· t · · a pan or th e recru1tmg process. It

rather than products. As you lea rned in Chapter • sourcmg is

. d"ff "bl

is done for internal as well as ex ternal job candidates, and involve

s analyzing I erent phoss, i°

h rinn·s staffing goals. For finns I al re Y

sources ofrccruits to identify tho se best able to meet t c

1 1 . d depth or• com-

. . - · g also affects the qua uy an

on promotions to fill leadership pos11,ons, sourcm I

h much bcUer idea or what

, . 8 th mpany is like y to ave a

pany s future leadership talent. ccause c co f h

nsny to identify and reach

. h . ds .l makes sense or t e com t'-

type of person is the best fit wit 11s nee • 1 . d h

ope that the right people

out to these targeted recruits rat her than post a job ad_vertisemcnl

an

self-select themselves into consi deration for the poSUton.

143

144 Ch:lpt<r 6 • SOW\.il18, hkn tifyong Recruits

·s of recruils. Companies gen eral!

.soun:ing s1.n11<g1es ,r d IOl'S and engineers. diueren

y lhan lhcy d Prorc,_ din·. for wffm,nl 1yp<

.,.. tJ Y find I ji}j!#,jj Internal and Ext

Chapter 6 • Sourcing: /dcn1i(yin g Recruits 145

. ludi t law) crs oc . . I o cus1

sional employees. ,nc n_ labor " orkers. Sourcing sm11e

g1es n so differ for rec . °'1itr

ACT/I'£ JOB sa:KERS

,cmcc. manufocrurins, or slill<: f b k<•rs Aclilcjob seekers

need a job nnd arc ac,, ru,1s "ho

ore ncifrc as oppos«I 10 p.>SSll'CJO . s ec ~irional job advertising

is usually suflic, •cly l0ol

,ne for infonru1tion aboul job o pem~fs,. of lhi's labor mark cl

may not be high Semi en, 10 ,.~:

pi-orlr111Ju,M't'Jojnbondo n ocn\f•h1 ...

-·ilquwl y · ~pii.r .. l "

ernal Recruitin s

~ rnal Recruiting Source s 9 ou

rces

Exter_nal Rtcr_uiting Sources

• Succession management

• Talent inventories • Employee referrals

• Employee development • In-house recnmers

lhtsc -pl• although 1h< o•·<= . bul only-asionally lo

ok actively for one F d...., ''i"'

1ooo.,J<,, ,,,ft,,_,,,., oboo1Ji'I, ,,.. , • td new pos,uon

-• . in tn ""

""'"'"I' seektr s ore ,n1ercs1 1n • . nd I

gic dTortS t,ecausc 1hcy are nor regularly IOokj g lh~ I

n.-nnk requires more proacu•c • 5,~-,•es __ ,·n !his labor m

arker. Passive J'ob •~k ngro'J "'

SE.11/,1'.<SS/l'EJOBSEE KERS r-~r

· ,-_,, al 1y canw,... ~• ~~ Cts ""

information. More lug,.--.,u 1 . 1

scckine another job bul could be 1emp1cd by lhc h ari, cu,.

::;::;:::,:;',::;::t,..;;;;;; renllytmployed and""' 001 •:;,~ arc us~ally in uus gro

up allhough II can be d,fli: 8

1 1 °"""'·

arm~l>'fiv""' IUIUIJ . ~fony lugh-<iuahly cnn

'ob opportunity. Because !hey a rc not actively seeking u I lo

fi11c1

!hem and in1eres1 them'" )OU f J

· · ou 11ni

. olhe . bs. identifyin g passive job seekers ~u,res

a p,:oacuvc and s1raiegic It or.

• Internal Job posting sys tems • Wntten adve

rtisements

, Employee referrals ' Job and trade farrs • Observation

• Resume databases

• Career sites

• Onlrne Job boards

l',tSS/l'E JOB SEEI.LRS

p,ny,/< 11 1,o orr r •fT'fflll) nnp 4nwl

and arr""' artJ1Yh Jttblf...f a11t.VM'r )Ol,""1roa1Jb,,,.,,.,,,i /,J

wn.,1v

manon aboul r JO d bout 5 pereenl of !h

eir ume on acuvc candida1c idc ,·r,e Ort

M,croson sourcers spen • . 5 B .

n ' tcao

f 1h . no«l\'e ralcnl idenu

ficauon. ccausc semi-pass ive and <>ti,

and 95 pere<nl o cir umc on .,- .

Pass

. 1 1 king al tradi1ional recrw1men1

sources, such as newsp 11,

Job s,ekers an, n_OI acuvc, ~o; "'oreaniza1ions focused on ,dcn

ufytng and pursutng lhcm ap e, ad~

L\TER.\'Al. RECRt'lTL\'G

SO~'RCES

,oun-1ng is mos1 ,mponan - . h'

N . .

. . sources are good al d1ffc renl I tngs. ex1, we discus

s wha,

O,fferenl n'CrutUng ma1;,,,

n,cruiting source more or less cffcc11vc.

WHAT MAKES A RECRUIT ING SOURCE EFFECTIVE?

A recruiting source ,s cffccti,·c if n belps a company meet irs

s1afftng goals for 1he pusiiion bcinr

filled. The finn 's swfing goa ls mighl include speed, cos~

and cand1da1e and new hire quatu ·

Given lhc goal of hiring high- po1cntial cmploy~es able 10 pc

rfonn weU and contribu1c 10 a bus;.

oc:s.,s su:uegy cxeculion. ancn ding 10 lhc qual1_ry of lhc apph

canl pool is al leasr as impor ta11115

altending 10 lhc quantity of a pphcanlS. 11 _doesn I ma11cr ho

w many people apply 10 an orga11t,a.

lion if none of lhcm meel lhe mi nimum hinng requ,remenlS. I

f 1he only apphcan1 for a job OJl<•· ;

ing ,s a perfecl fi~ acccplS lhc job offer. and perfonns well, !

hen lhe sourcrng and hiring •ffon

mus1 be considered successful .

Diffcrenl sources of employee s have d1fferen1 strenglhs. So

me sourecs are:

• Fastt.·r • Cheaper • &uu al acquiring people w

ho fi r lhc corpora1c cullurc an d work processes

I

• &lier al acquiring high-qua li1y people

• Be11er al acquiring people m ore likely 10 slay wilh lhe org

anization for a long rime

• Beucr at acquiring people w ilh previous work experience

• &lier al generating large nu mbers of hires

• Beller al generating professi onal hires

• Bener for long·lcnn needs

• Beller for hiring in noncore compelcncy areas of 1hc com

pany

• Beller for finding diverse ap plicanlS

• Beller for finding people no r actively looking for a job.

Because recruiting sources dif fer in their strenglhs and wea

knesses, 6 and because rccnul•

mg sources are nor equally ef fective for all positions. ii is

bcSI 10 be familiar "ith a l' arieiy of

1echniqucs and approaches. E ffectively managing your 1al

en1 supply chain oflen requ ires lh<

nexible use of multiple source s and combinations of sourees

. Many differcnl rccrui1ing sources

exis1, each wilh differenr siren glhs and weaknesses. Ncxl, w

e discuss various rccruiling soutw

and how 10 use each of !hem.

WHAT RECRUITING SOURC ES EXIST?

I

• Search firms

• Professional associations

• State employment agenc ies

• M1l1tary transition services

• Acqu,s1tJons and mergers

• Raidmg competitors

• lntemet data m,ning

• Networking

• Schools

• Previous employees

• Non-U.S cibzens

• Walk-ins

• Creative sourcing

• Outsourcing

iDl~tu candidales exist Tabl e 6- 1 summarizes some ofrhc

mos, common inicmal and cx iemal

1«ru11tng sources.

Bolh inlemal and ex1crnal so urcing have s1reng1hs and limi

1ations. ln1emal candidates "h o

don' I get pro!'101ed may gel dis couraged and leave 1hc finn,

making ii crilical 10 discuss w ilh

unsuccessful 1n1emal ; ob cand idates lhc reasons why 1hcy di

d nor gel the jobs ,hey "'ere ap plying

for811d what !hey _can do_10_~ m ore s_uccessful m 1hc fu1ure. A

linn lha1 relics on inlemal sou rc-

ing ~so.runs 1he nsk of l1mt1t ng new ideas and_insighis. E..

1emal candidaics may be more likely

lhan tnstders to see chaUcngc s and opponun111cs tn a new

way and 1o bring fresh ideas 10 lhe

company. Ex1emal sourcing u sually rakes longer lhan in1crn

al sourcing and co,rs more as "ell.

R~h has found 1_ha1 ex1cm al hires lend 10 perfonn lower

for 1hc firsl '"o }Cars, ha,c h igher

extl ra1es, and arc paid 18 10 2 0 perccnl more than in1cmal h

ires. 7

Internal Recruiting Source s

ln1emal sourcing oflcn lies a1 1he core of an organization's

s1afting syslcm. Curreni emp loyees

are usually considered lirsl wh en a job becomes available,

particula,ly for finns whose 1 alcn1

philosophy supports promoli on from wi1hin. As we have

explained, 1hc skills and 1al cn1s of

inlemal rccruils arc be11er kn own 1han ex1cmal hires. Bec

ause currenl employees can h i1 1hc

ground running once hired fo r 01her posi1ions. many linn

s lim uy inlemal rccrui1ing s ources

lo fill a posi1ion, and look our side 1hc fim1 only if a suirable

in1emal candidalc cannot be found.

Succession managcmenl, 1al en1 inl'en1orics, employee dev

clopmenl, and inlcmal job po st-

ing syslems are common in1e mal rc,·rui1ing sources. Ncxi,

we discuss each.

SUCCESS/O.V MAN,tGE. 1/£,VT

tlir ongtH"g prn<,1, uf "'"'"'"¥

locarr p,ropk .. ltt, curruu/y . . orl

for 1hr <OmptJnJ .. ho • OJ/d ~ x110d

rrcru1tJ/ur 01l1tr pcmr,on.s

EXTEII.VAL RECRCIT/.\' G

SOURCES

Rccru!~ng sources can be lhough l of as being cilher internal or

cx1emal 10 1hc company. In ternal

recru,ung sources loca1e pe ople who currenlly work for

lhc company who would be gcxxl

recru11S for olhcr posiuons E xtern I · •

f ' s

, . . · a recnutmg sources 1argc1

people ou1sidc 1hc finn. ,nn

sucasstON MANAGEME NT Succession manageme

nt is 1hc ongoing process of r ecrui1ing.

<>aluating, developing, and preparing employees 10 assu

me olhcr posi1ions in 1hc lin n in 1hc

future. The goal of successio n managcmcnl is 10 enhance

1hc linn's bench s1reng1h of 1alen1

10 ensure an ongoing supply of highly qualified people f

or key jobs. Succession mana gcmcnl

is grounded in 1he organiza1 ion's long-1enn business s1ra

1egy and objcclil'CS and focu ses on

:uifressing employees· dcvcl opmenlal needs 10 prepa,c 1h

cm 10 assume leadership and o ther key

t1 alllmmg. d11 tlopmg. ,md pti'/){JflflJl

tmplo)rrs tiJ a~J"mt ot~r po 11tw nJ ,n

tli, firm 111 tlir fi111,rr

tort rt r,ro1•lr uut11dr tht Jin n o,1cn Ir)' 10 fill posmons inic

maJJ Ii · · bl

> ,rs,. tummg lo ex1cmal rccrui1ing so urces if no su,ia '

146 Chap1er 6 • Sou.n..·u1.g ldcnufy1n.s R('Cl" UJIS

E..IIrWl"U: DEl"ELOl'.11£.\T

. . ~~ fi iure. Ideally at least one current em ployee is always ready and a .1

posmons m hn.: u · • · . . d va, able

ossurne every key position in 3 fimt 1fu sho~I o pen up. . lo

Ob\·iously, not h1wing the right talenl m place c~n c~mprom1sc_a tinn's ability to con11

rxrfonn1ng if key people lca,·c. It takes ti~1e 10 ~nnl, h1_rc. and~'" _a replacement, and e~u

e

lon£cr for the- nl!w hire 10 pcrfonn fully m !he Job. Facm~ _the imminent rc1ircmcn1 or ba c.,

boomcrs increa._-.cd demands for diversity, and fie rce compc11llon for talent, many org . . b)'

are usin~ succession man:igcmcnt systems to e nhance their internal labor supply c~".

1 za11ons

e~lllTlplc: PnnC!111:id1.1n Energy (now EnCana) lo oks across the organi.tation for high.ams. F0r

emploi·ces who it can prepare 10 assume leadersh ip positions in the futurc .

8 Finns who POlcniiaJ . . sc staffi

n

s.1.r.uc~ies in"olvc inlc~al d~vclopment are h,kcl y to use succcss1_0~ managem~nt 10 plan ru,ur!

cmploytt moves and rdenufy employee dc\clo pmcnl opportunll1es. Succession managcrncri

"111 be co\·erecl in more dc1ail in Chapter I 0. t

TALENT INVENTORIES As discussed in Chap1er 5_. 1alent inventories an: manual o rcompuienzed

l"C'COrds of employees· past pcrfonnances, cducau on an~ expcncnce, promotability, langua cs

spoken. c:a.recr inrcrests. and so on. Employees and their managers can be jointly rcspo .

8b

f h . . h' h h I • ns, le

for updating and ensuring the accuracy o I e m vcntoncs, w rc e p identify employees ~ho

arc reooy and available for promolion or iransfe r. If !hey arc kepi accura1c and updaioo, ralc

inventories can be a very effective way to ~uick l~ ~nd chea~ly source qualified in1crnal cand~~

d31cs who can then be conl!lcled 10 dctcmune th eir interest m the opponunity. However. ir~

ulent in"entories do nm contain aJI of the relevant ski lls. experiences, talents. and so fonh thai

company"s employees have, some qualified inter nal candidates will be overlooked. a

dt,r :raDulf~ cf~ to tt1.rnd IN'lr ~Jartdprrparr ,k,n trJ

anluW «Mr }OM and rok.1 Ill' ,_ jit'ffl

EMPI.OYEE DEVELOPMENT Employee devel opment is lhc !mining of employees 1o ex1end

their capabilities and prepare 1hcm 10 assume ot her jobs and roles in the fim1 . Companies hkt

GE and IBM regularly use dc"clopmcnt:1I activi ties and assignments to ensure lhcir employees

·

skills m3tch the organiz.ation's needs. and 10 incr ease the supply of internal talent available lo the

lL.WDlSHJI' 0£YE:LOP.ll£.\T

l'ROGJl,t.lJS

Q 1:ptrnfe ryp, of~~, dnrlopttarBJdtardn,Jop.,!N

lrac.rrsJ,:p u::Jb of t'lft/JU'fJt't'S JUfl a.J

Nil L'I~ ko6:nlup f"('ttr.rwi

I \TERXAJ. JOB Pom.,·c

S l 'STE..11S

J'HIO'U that p.Jibuo:r a fin,, ·s ''f'C"

}Oin ID fN Corrpa?IT J Df\"luyr rr

C..IJl'W r££ REFEIUULS

a prarru-r b} RlucJr Clllltnl rmplU)UJ

uJnt11fo and rrfrr prumiturR rrcrM,tJ

company in the fu1urc. By tr.:1ck.ing employees· p erformance in these development activities and

~pdn~ng c~ployces· qualifications mvcnlorics with their new lalcnts , it is possible to quickly

rdcnu.fy which employees h:1\'C the potential 10 f ill various positions thro ughout the company.

Leadership development programs arc designed to improve employees· leadership skills.

Companies that utiliLc leadership development programs include Johnson & Johnson, L 'OnfaJ

,

Raytheon. and GE. These finns use ro1ational pr ograms that give participant'- 1hc opportuni1y 10

""Ork in a variety of areas. M::my firms include trainin g, coaching, deve lopmental project assign-

ments. and mc:ntonng as pan of their leadership d evelopment programs. Dow Chemical is one or

these companies. Do" uses employee developmcn 1 activi1ies including mcn1onng. coaching, on-

the•J~b-learning. and bo1h Web- and uni\crsily• bascd training programs 10 ide ntify and dc\·clo

p

prom1smg 1.IUcrnaJ i.:>Jent. EJ1 Lilly's de\.'elopmcnt al 100Js include individuali1cd dcvelopmenlaf

pl:lllS. 360-dcgrcc fecdbock.job rouuion. ond a f onnal mcn1oring program.9

INTERNAL JOB POSTING SYSTEMS Many co mpanies rely o n employees 10 "sclf-nominarc"

themselves for openings based on their mrerest in and perceived fit with other positions in the

frnn. l~ternal j ob posting systems publrcrze open jobs 10 employees. A pos1ing describe

s

lhe JOb s qu.1.hfica11ons and requirements as wel l as infonnarion about the work itself, ofrcn on

lhc company"s in1r.1ne1 or on a bulle1in board. An e mployee wishing 10 apply for anOlher job

m the finn c3:1 bid on ~he JOb and express his or her interest in being considered. Then. human

resources typically revie,H the infernal bidder' s candidacy and personnel file 10 confim1

th~1

be 0~ she meets lhe requirements of the vacancy . and 1hc employee is contacrcd if he or she is

cons,dcrcd for the open position.

ln1emol job posung sys1ems allow employees lo apply for positions 1hcy arc in1crestcd ,n.

reducmg lhe poss,b,lrry of overlooking qualrficd in1 emal 1alcn1 lnlemal job pos1ing sysierns art

rc~u;.ely fas t and '-'Cry mcxpcns1\'e lo use but may miss some

·qualified rec ruits because not all

qu 1 •cd employees moy look al lhe postings. Many fi

nns use a combinn1ion of in1ernaljob posl·

mg.5 and quaJ1ficauons imen1ories 10 reduce the c hances of missing a qualified in1crnal candida1

e.

EMPLOYEE REFERRALS Em I . I . orkel>

for O . · · P O}ee re errals involve asking employees

10 refer co" .

pen po.1;1uons. Because people arc oflen aware o f the talents and career ;:1spirations of tnc1r

es and arc familiar with th · Chapter 6 • Sourcing: ldcncifying Rccrui1s 147

colleagu : . . . · cir coworker s' job pcrfonn

t,elp idcnufy prom1smg internal lo.lent. Nearly a third of T a.nee _and work habits, they can

were hired via refcrrals. 1° Consulting linn Accem , 1!c Contarner Store's 2,500 workers

ialent source. Accenture hires more than a third o r~: s g~al is

10 make current employees ilS top

rewards employees with $ 7,0CX) or more for succe~ ~ c,m: oycc~ lh rough employee referrals, and

Silicon Valley-based communicarions prods u idrcs wi.lh specific skills.

11

1 ~ uct an service provider A · • d d'

fi~e•pcrson cmp oyec re crral team guarantees ac tion within 72 hou

nccnl s c .' c~ted

115 help de~k also guarantees a response 10 all inquiries within ci : of a refe

rral subm1ss1on.

representauves attend employee meetings, social gatherings, works!til hours. Referral program

employees about lhe program :md solicit On•the -spo1 referrals It al o~~• a~d so on. to educate

keep employees aware of projected needs and eve nts ;ind a1 s.o so isu:i ulcs a cal~ndnr to

the•spot rewards to solicit referrals. 12 • me events II even provides On•

When g~obal consulting firm Accenture realized that the wording il used in job requisi-

tions and postmgs was much _more fonnal lhan lhc language used in day-lo-day convcrsalion.

it changed ll _lO be m~re c~ns1s1cn1 with how fri ends or colleagues would discuss a role or the

com~~-This made ll easier. for employees to ass ess whether 1hey knew anyone who might fii

lhc pos1uon. II also lets rcr~mng employees mon itor the s1a1us of their referrals via c•mails. text

messages, and. RSS feeds. Accenture makes 34 percent or its hires through employee referrals.

and estimates ll saves over $700,0CX) in recruiting costs because of1hc program.14

External Recruiting Sources

At some point, all organizations rely on externa l recruiting sources 10 bring in needed talent.

If a firm is growing or if it lacks needed talent inlcmally, external sourcing can identify high-

potential recruits outside the firm. Firms also brin g in experienced people to acquire 1hc expertise

they need to launch new businesses or 10 expand inlo new m:irkets. Next, we discuss a variety of

i

common external recruiting sources and how 10 u se them most effectively.

~

Employee Referrals

Asking your best talent to recommend the bcs1 p eople 1hey've worked wi1h in the past or people

they feel would be good pcrfonncrs can generate high-quality leads. At Cognizant Technology

Solutions in Teaneck, New Jersey, employee re ferrals accounl for more than -W percent of the

company's new software engineers and MBA g raduates with six to cigh1 yea.rs ' work C,tpcri-

cnce. Cognizant believes that referral hires rema in longer and are a good Iii compared 10 fresh

recruits. Referring employees are rewarded with cash or rcimburscmcn1s for cJC.tcmal training

after the new hire has successfully comple1ed tr aining 15 Thomas A . Morelli. vice president of

human resources for Solec1ron. comments. "Aro und the world, our current employees arc our

best recruiting source. They undcrs1and the soul nnd spiril of the .company.'"

16 .

Not all firms allow nepolism-1ha1 is. allow mu ltiple famal~ members 10 be h11:Cd by the

finn. However, as part of their referral program , many companies do. James C_oblm. !"_uco:

Slccl's general manager of personnel scr\'ices, a grees: "People ask us, 'Do you hire fam1hcs?

We hire entire clans. We've got brothers, sis ters. cousins. husbands, wi\'cs.''

17 Southwest

Airlines actively encourages nepotism and asks employee~ lO recommend. family ~embers w~~

mjghl make good employees. The only rule is 1h at one family member can t .supcrv1~e another:

Referral programs can be an effeciive way 10 ac quire the name~ of h1gh•qual11y potcnual

· · · tat' ons on the hnc and because the pco-

apphcants. Because they arc pumng the,r own repu

1 ,,,·ctc accurate informauon about the

pie lhcy refer will be coworkers employees gen erally pro 1h

19 ' 1 h p okcnwithpeoplewhoworkat ccompany,

people they refer. Moreover, because I ICY av es

1 . . • 1

re of what working at the

employees hired via re ferrals arc likely to have a more rea isuc pie u

finn is likc. 20 . ood lace to work or they arc not likely

Employees need to believe the compan7 is auf d be ~oied that pc~plc tend to know and,

10 recommend the employer to others. Also, 11 sh~ 11 ,•n

a firm being relatively homo-

h · h Ives llus can rcsu

l crcforc, refer people who are like I emsc . · com any (e.g., women and minorities) could

gcncous. Groups underrepresented a1 3 parucularrd , p 1h recruiting as 8 rcsult.

21

be ad I h I' nee on wo -o,.m ou , Ith h

verse y affected by a cavy re ia d d t be relatively inexpensive. a oug

Employee referral programs arc popul:ir an te n ~ for making successful referrals.

some organizations reward employees quite generous y

148 CluptCT (> • Soun.,~ 1Jcrio.l),ng RC'\..'"11,lllS

1.\"-ROl"SE SOL"RCEti

""~ • Aorr~Mtaftro-11

OJIIU.II.-U a,t,;J rt'~ tUt.J UV

~ l ~ W v{pokrthUJ

~ - ~~rn-n.t..cD

JOB FAIRS

wurnntUN!rrc P'1Ulm~nrlltl'aJ

• 'uc• ~ , n.pl,tnrn and r,rnuu rvrt "' uJJ nKlt orlt<r tv CLU"1U1 O"l{'iP\mLnl <'J'polTIUU~n

TR.-tDE FA..JRS

r, , rtr, 1/.a1 r;;iJ!ht'r fKoplr / r11,n a pur·

nci,,Lr in.hilrr. 10 l.rlUYI aboUJ nrrt'rtl

top1n lJIW prvdu~ u In 1M1r {,,Id

Ho\l.t\Cr the nK'UC"C can tx relati,·cly fast.. Research shows.,11hnt employee, '"ho ha,,c

i m:-d h:ivc l~"cr rumo, er early in 1hci.r icnurc ,, ith rhc fim1·- and arc hcttcr pcrfom1crl ~ "

re t According IO one c:qxn, on C'(ccllcnt intcmnl or external referral program has the ron ov.

1n~ dcs12n fcatUJ'C'S:.a. ·

- _,,:. th b nerfomiancc of rcfcrr.>ls ,s uncled. and a bonus is given , f lhc c,n 1 1. 1 1.! on• 1.'-JO r P o

ycc 1~

r.llcd as • 1op perf0<111er. .?. Referrals for key positions arc accepted rcganUcss of "hcthcr the re 1s a current opening

3.. Hmng managers hn\'c direc t ncccss to lhc candidate rcfcrra! databa~c.

4 _ Referrals.,.. proocu,cly sough• from th e employees most likely to kn_°'' a lop perfaon,,

s. Drawings and contests for prizes 3l'C held and guaran.•~cd bonuses given for c,cry hired

referral, " ith I.be re" :,rd varying depending on how cnucal 1he Job " ·

6. New lures in key posiuons arc as~cd for referrals on their first day on the Job.

7, There is an appeal proc,,ss for ,ndivtdunls \\ho feel they " ere unfairly dcnrcd a referral bon1t1.

IN~OUSE SOURCEIS Some organizauons hire th_eir .ow_n in•house sou rcers- pco plc ""ho

rely on lhelr O"'" contacts and research ond the organ1.zau~n s database o f po!enuul applicams 10 find m:ruits. ln~housc sou.rttrs have a gre.ut deal of cxpcncncc an the fie lds in which they \tio

rl:

and moy develop relationships with promising talent 10 keep lhcm in lhc pipeline as potcnlt:J/

fururc rccnulS. Jn-hou.sc SOW't'r~ a.re useful at developing: and main1aining a ta le nt p1pchnc. and

their in-<l<pth knowledge of the firm ·s culture and busrncss s1ra1egy can he lp them gencra1e qUJI.

ity le3ds. Ems, & Young, Microsoft. Google, and Johnson & Johnson have employees dcd,c,re d

m sourcing u lcnL

WRITTEN ADVERTISEMENTS Wriuen Job advcn1scmcnLS in ncwspapcn., 111agaLmcs , lJ'tlde

Journals. or other pnntcd materials are a good way 10 attract active job scckcf'. The ads ca n al~

identify some scm1-pass1H~ JOb seekers if they arc placed outside of the traditional "'help "3.nlcd '"

S«-tion in nc~spapcrs and appear in trade journals instead. Many finn,; Mill rely heav ily oo

""'nuen ach cruscmcnts. For example. skyrockeung demand for Silly Bandz. 1hc fun shaped silrcone-ruboo

br.scclelS, quickly increased 1hc rompany's need for new employees. The company effcc llvcl)

rccn111cd people 1hrough Cr:ugslist Job adveniscmcnts 10 find people to help "11h ord ering.

maintaining the Web site, and shipping. 25

Figure 6-1 shows an c"::imple of a more effecuvc and a less cffccu"e ,, nuen job a,hcr-

uscmcnt. The ad on the left as difficult 10 re.ad. docs not :,tress what is unic1uc or desirable abou1

the bank or present an employer brand. and " ould not be as cffecti"c as the ad c'" the nght i\ in

c.1p1unng a. reader's oucnuon or pcrsu:1d1ng them 10 apply. The ad on the right prcscn1s a clear

employer brand :ind value propos111on. is easy to read. :ind gets the reader involvc<l.

JO■ AND TRADE FAIRS Job rairs arc sourcing and rccnutmg events at which muluplc emp lo)·

CD and J"C'Cnuts meet with each other to discuss employment opponunilics . They :ire comm on on

colfefe c:1mpusc~ Some crncs host them 10 help march residenLS wilh local jobs. Job fairs can bt

urgcted 10 specific mdustnes or ha\C employers from multiple industries. They can be an efftc·

u,e way tu source recnuts, but ii 1s 1mponan1 to ensure thal the people who will ~11end rhcJo b

fo,r are appropnalcly qualified.

Job fairs can tal c place on the ln1cmet as "ell. Employers can post banner ad, cruscmcnb

in 3 common area. Participants who are mtcres1ed in learning more nboul an employer can chc~

lhe banner and arc sent to the firm's , ,nun I nrea. which contains company lite rature. dcscn ruons

or open pos1uon1r;, and clec1ronic applications. Online career fairs usually run for a l1mi1c d umt

to a.Jlo~ potcnual cmplO)Crs 10 gather as many inquiries and applications as po1r;~iblc in° shOl"I

pcnod. :6 O~lmc Job fairs lend 10 be bcs1 for contacung aclivc and scmi•pasc:ive job sc cktrs.

Companies including GE Money, rBM. and Accenture arc using Second Life to solicil ca nd1·

dares. and c,en hold ,inualJob faus m 1hc space.27

Trade fairs go1her people from a par<,cular ,nduslry lo lcam about current topics and prod·

ucts m their field. Anendets arc usually their companies' lop salespeople. managers. rcsc~ hcrs,

and technical ex pens v. ho 3.re sc I b h • fi . o d 15 ,n the1'

n Y t cir inns 10 learn about innovations and pr uc 1 industry :is ""'ell as lo sell tll.:1r linns' products. The people auending a u-adc fo1r arc u

sual )

Ch3plcr 6 • Sourttni? ' ldcn1i(yini Recnuts 149

lhlll Energ,Space, Inc.

Sain Manager Openings

our ten-year old company was founded by the ppson family to audit and Improve the energy ,ffldtnCY of homes and small businesses. We have grown considerably over the past few years and are lool<Jng to hire additional sales manage,. to work In ~ C111c1QO offlca to senre our Chicago and north·

wost Indiana area markets. Our company has won ~ awards Including the Chicago Green l!IAidlng Council Blue Ribbon of Excellence and the Gold uvel lllnols Green Efficiency Cenmcatlon. We amn1IY have 235 employees located In 5 offices In the o,1cagoland area.

SIies manager responslbllltles Include leading a saleS toam, enhancing the customer service envlron- mont. 111d Improving sales. Generating sales reports, documenting employee per1ormanee, and maintain- Ing tho saln lead database are also required.

Job requirements Include knowledge of home and ,mall business energy audits, strong math and Excel sl<Jlls, strong sales skills, and the ability to plan and ldledUle slta visits with customers. A bachelor's dlgrN In a related field and 2 or more years of - management experience are required. Strong communication and customer service skills are also -· A comprehensive benefits package Including medl· cal, dental, and vision benefits Is provided and pay Is commensurate with qualifications and perfolmanee.

n you are Interested In the position, would Ilka more lnfonnation, or want lo apply, visit our webstte al

www.energyefflclentspace.com.

IQ!/ EnergySpace, Inc.

lmp(Ovln(/ Our World

Sales Manager Openings

Make a difference every day by coaching, motivating, and developing your sales staff.

People are the key to tile success or our home and small business ene'll)' auditing business, and we rely on our managers to make our customer focused strategy come to ltte. tt you are a creative, motivated sates leader Interested In laking your career to the next level with our awan:I wtnnlng Chicago company, we would kwe to hear from you!

Job mulr:ements:

• At least two years of successful experi- ence In sales leadership A bachelor's degree or higher In a related fleld

• A strong customer orientation • A desire to motivate others to obtain high

per1ormance and lead by example

• Great Work Environment • Competitive Salary

• Co11prehe11$1ve Benefits • Advancement

For more /n/ormatloo or to apply, visit our website ar

www.ene~lfic/entspace.com

FIGURE 6--1 A M ore and a Len Effective Job Advertisement

passive or semi•passivc job seekers. unJ 1hcir :,kill levels lend to be higher anJ more con°'1c. tent

than people a11cnd1ng job fair,.

· I \\Orkmg in similar JOhs for other com•

OBSERVATION Obscrvution in"oJ,c:, watclung pc~p ~ One or Nucor St.:cl's best sources . 1 h .

f I fit \\ uh your or~am1a11on. .

panics 10 eva uatc t cir potcn 1a h b Id 15 plant.:,. As m3n3ger:, monitor l hcir

of new steelworkers is the construcuon workeo" ~ u, s;raic the work habits 1hcy vnlue, and construction sites. 1hey al!to look for ,,,orkcrs who cmon

then hire them.2 8 . .1 siuons 15 fo

unded on the idc:a th:n you

FirstMcrit Bank'~ sourcing strategy _for rctm. po To identify and ru,sc~~ potential rccruu:,

can't hide great pcrfom,ers in cus1omer•focmg posuidsons. ruitcrs 10 vasii nonbank rc1ail store s to

r . . . F M ·1 routinely sen rec k h

1or its rcuul bank pos111ons. 1rsl.i en b k 1 0 sends rccrui1ers to othe r ban s, " ere

identify good customer "crvicc pcrfonncrs. The anl as ·og the accounLi; follow up when they

h lherthe pcop c openr · h SI

they open bank accounts and note w c h h s of engaging in bcha\'1ors I at co

s3.y lhcy will.29 II is importnnt IO carefully consider t c cl. 'i nt rcprcscnrn1ivc's umc), but m any

the other fim1 money (e.g .. the salcspcf)on's or new ncco d try to identify promb.ing recruit~.

organiuuions do visi1 other companies simply 10 obscr,c an

OBSEH\IATIO.\ '

1111tC'h11l fl p eop lt' i.nrl.m .l,' 111

'""' ''" 111111/nrulh~r C'fJmptllllt'f t,, ,,11lw1lt' 1l1tir 1101t,111al/ il 10 11h 1,1u,

orJ[am:.11twn

1 SO Ch.tfccr n • Sow\.,ng IJ,"fltt1 y1ng RC'\.."NH~

1<£51 11t n.r<B.,56S lltsuMt OATUASES Risun1~ d

ar.basel an- scarchoblc collections o f prcscrccncd rf,

~ rr~ .~Juoi~ lYrrr~ ,uhnuucJ 10 lhC' company. Man

y fim1S mwn1am 4 da1a~ of pronus ~ng cu~U1drucs "ho uni~

r-t-n. .... , ~ a,rw .. ,,,W4;v,o no, h1reJ for other Jobs or "ho "

ere scncrarcd from ~onunuous r ccruu.rng c l fons. Wflrn 'il.c-r,

tx"'("()mClt .:l\ailablc. th1c: often prm cs lo be a pronu.sing source o.f c

_and1dmcs ''-'ho h:l\e a Job

I I .• , and N•rhJP> lhoroughly c ,olu

a1cd for Olher Jobs. M icroso', ~ n

C U££JtSITES

pn: 1m1nan} scn:-enc.--u r- h 11 1s a

c,arnplc of a company that doe s 1h1~. When Microsoft began re

.Jc ,ng out I~ all the caod,d g ~

lb re,unl<..' d:uaba.....c-<1UldJdillcs "ho hOO previously dcdincd JOb

offers or mtervic\\•ll-lo:i:s irt

lhcy " o uld be in1cn:stcd in d1~us srng opportum11cs ,:uh the firm_

a~nm, the company· s rccn.i1,c'f

found tha1 the nu11on1y o f peopl e "C'rc, .mdc-cd. ~n lc~~ l"d. This m

lltaUvc was ~o successful 1:

11 ~ came one of Mtcrowfl's con- sourcing Str!lh.:gics.

f'U.1,-n """'11'1 ... ,,-.a, .. :wwn J U ~b nN J,w,w a,J(tbJ .r.d."W'Wn- •11/wr r..lt, ..,,.....

CAREEIII s,ns Carttr sites arc pages o n an organi,.otion's \Vcb

sue de,otcd 10 jo~

C'at'C'CN "utun the rompJ:oy. Easy 10 find linls to the cnrccr SIie :lf

C often plnccd 00 the 01 :

pag-:s o f the rompany's Web sue Cnrcer sues help current custo m

ers and people interc, . r

the comn._""Y casil)' kwn abou1 w hat 11 1s like 10 "ork for the comp

any, what Job OJ>Cnino Slct:J •rt

,-· · he I I ·

0 ''""

L\T£R.\£T J OB BOARDS

lnu""Vt SIUl tltul u/Iu. , mplm ,n

,a pus, Join and,lf,h w ,:!ln topvJr

rrnu!WJ °'1d llU' a HiMTlt rtt.Xmr to

lus.!o,vQfWIN,.

SEA.ROI F/R.IIS

uu!,t~ ror~1r, 11&,v rp «wh:.,

111 thtr ,.,, r.,l.lrV',u and rkv~,.J nf pant<wlar tl]VJ vj,"1,-,..J

l1Dd ho" to apply. Jndudmg Jo\\ • C051 ,1dco or ot r mlcracuvc 1c

c ino og1cs can impro,c JOb

~ kc(), e;\pcnence and help them f!\ a.luare "hcthcr or not 10 apply

. Some organiza1tons Ul(

muluplc n.."C'TU&Ung sources bu1 r equire all apphcanlS 10 apply th

ro ugh their career SIies Th,

make~ 11 easy 10 assemble a database of all nppltcan1.s. Altho

ugh lhe high volume of res s

10 llJOb po~ling on 11 Cat\.'"t'r su e can be probkmnue. many firms

use applicani ques1,onna,:: I

bnef~ssmcn11ools 10 prcscrtt n applicants and reduce the !<II ZC o

f the rcsulung apphcam

Some companies, including Fid elity and Intel. have crcntcd s imp

ler mobile career sues th::

op1Jmi7cd for mobile phone v1e"i ng.

Can:cr sues :uc also very cos1-efT ec11vc. and allow an organtzauo n

10 communicate a 101

of mfonn:uion llbou1 it.s values. p hilosophy , und JOb requirements

to po1cn11al :apphcanis. Thi

10 tum, aJlo"'s them 10 "se lf-select"' our of the process if 1hc

y don'1 feel they arc a good fir r; the JObs they MC applymg for. E

n1erpnse Ren1-A~Car":- career ~it c (www.entcrpriscali\'C.COmJ

and Fedenucd Dcparunenl S1orc s·s sue (www.n:l31logy.com) a rc

cxccllcn1 examples or hov,

comp.u11cs are using career sues 10 source recnuts. FcJerJ1cd rn,

cs1~ a 101 111 i1s career sues

So do Bloomingdolcs ( www.bl oom1ngdalcs1obs.com) and Mac

y's (www.macysJobs.com). n,,

comparucs· rccruJlers s::1y their data show that the sues arc their mos

1 co~1-cflcct1vc and produc-

ovc rccru1ung sources. 11

Research by the Corpor:ue E:u~c u1nc Board found 1ha1 job scckc~

"ho 13fgCI !<lpttifK'

employers mclud1ng a comp.tny" s car«r sue arc more likely lo b

e hired o nce they appl) 1Jun

:ire appltca.nis who first visll thro ugh job auregalOD or pay per c

lick s ource~. The Corpor:ur

£.\ccuU\'C Board found that as man y as 72 pcrccn1 o f all hires s1ar1 o n u co

mpany's ,·nrcer s11c J1

,NTERNET JOB 8OAIIOS Jntern et j ob boards arc Jn1cmct si1es

1h.1t allow employers 10 pos,

JObs and JOb seekers 10 post rt'sumts nnd use a search engine 10 rind o

ne ano ther. Job bo3nls an

used for both sourcing and recru1 ung uppl1can1S. Sourl"ing is do ne

by searching the Job boords

10 find qualified people "ho po~1cd rCsumCs. Allhough rhcy arc comm

on I) u ,;;cd , ··push"' sources

like Job boords yield m"'1y more npplicuuon, bu1 fewer hires tho

n do ··pull" sources used by Job

seekers 10 1arge1 specific employ ers such as n search engrnc or a cornpa

ny·s career ~irc. 33

Both gencraJ (e g , Jobs com and Mons1er.com) and specially jo

b boards (..:.g .• Nul')mg

JObs org. 810Spacc.com. and Com purcrJobs.com) he lp employers

source pron11::,1ni rccru11S b)

~arch1n~ 1hc rtsumCs 1h:11 po1en ual nppl1can1s ha,c pos1cd. USA

JOBS (" " 'w ,u~a1obs.go, ) is

the US. Go,cmmcnr·s o fficial o nhnc system for FC'dcrol employ

mcnl tnfomrn11011. Table 6-2

lists some popular ln1cmer JOb bo ards u~cd to ~ourcc rccruus.

SEARCH FIRMS Seart.h firnis o r •·hc~hunlcD·· arc independent co

rn panic.!> 1ha1 spcc1~1l1Lc 1n ffll'

n:cru11men1 and placcmcn1 of pan ,culW" I) pes of 1J.Jen1. Co111i11ge11cyji

r111\ present 1hcir cund1dJ1tS

10 a number of organuauo ns and c harge a fee "hen one of 1hcm s tru

ts 1hc job. TI1c1r fee 1s conun-

gcm upon miling a successful pl:t cemcn1 Rnamu fin11s chMgc emplo

yers a fixed fee in 3Chan«

of llJC placement Rcrruncr firms ar c usuJ.lly used for scnior-m311ngcm

cnl level und rechmcal)ObS

thac need more aggrcssl\ c soun:1ng and rccru11m~n1 methods 10 idcnu

fy and gcncrurc candidJICS

When choosing a ~ arch linn. 11 1s im pon:1n1 10 rc~c.arch the firms bein

g considcn.·J an d 1:

quahficJ11on-, o f t/ie pc-oplc "ho w ill be doing the \\ ork. If you are

a r..:cruilcr. you ~hould spc

jti!J-fj Internet Sourcing Web Sites 'lf'f'IV" Jigsaw com An on/

1ne business contact m rk

Ch;ip1cr 6 • Soorc1ng. Identifying Rccru1b

WWW jobstet com

WWW l1nked1n com

www.datafrenzy com

www.h1red1vers,rycom,

v,NWmmontyJobs net,

www gayworl,c.com

recruiters, and salespeople ca~ b:place where marketers,

information Y, sell. and trade business contact

A place where cand,dates send mf

to their contacts, who forward, rec~~mat•on about Job opening

s

themselves about the p ositions mend, and can e ven ,nqu

ire

Users act,vate links to peo 1 h

access ,nformation about ~ e t ey kno w, which • Hows them to

can be asked to tnlroduc t e p eople their contacts know, conta

cts

(www l1nked,n com/hinng; • us er to someone they don't know

A .. ,esume aggregate m - h

and a firm's Owl't re s e anager t at searches m ultiple Job boerds

oploads them int om dbaltab.,s e for resumes and automatically

o • sorta e database

Web sues that spec,al,ze 1n divers ity hmng

wilh fom1_cr clients of the ~:.ll'Ch. finn 10 1dcn11fy 1hcir strength.) :int

.I "eal..nes~ s find out how

quaJny-oncntcd rhc search Jrnn 1s and \\hal rccru,ung sources "'ill b

e 1arge1cd and v.hy. Learn

when you s~ould ex~ct 10 sec cand1 d:11cs .. "'hat fom1 of s1a1us reports

",II be pro, idcd 10 ) ou

and when. Ftnd out 11 the tinn will narrow Its leads to the lls1 of cond,

Ja1c, 1hcy aciuall) as~e,c.

and how ll~ey will .identify the final i~1s ~ nl 10 the company. Also, c,11

tbhsh v.11:11 happen,;; if)~

arc not sausficd w11h the cnnd1dot es lhc search finn prc~nl.) and/M 1

f 1hc new hire lcme~ "',Ihm

1 shon period of time.

Jn addition. ask about the search firm·~ placcmcn1 anJ rcrcnt,on ra

te 10 sec 1f the o;carch

finn's previous performance matc hes your company•~ need~. Find ou

t i(rhc flnn ,~ a member of

Lbc A.ssociotion of Exccuu,c Sea rch Consullanh. a \\ 0Cldv.1dc pr

ofe~s,onal as1o0l·i:.iuon for the

retained executive search industry. If a ~earch lim1 ,, not a member o

f 1hc orgamza1ion, a..,l.. ,r 1t

is familinr with lhc AESC CoJc o f E1hics and 1f they arc "'1llmt; 10 a

h1dc by it

Some search firms focus o n "raid ing·· high-mnking r.alcnt "hn,e car

eer path~ arc c u1 off a1

their current companies Targetin g the numhcr rno or chrcc pc"on

on a succc,sful proJCCI and

offering them a chance for n job "1th greater re~pon,;;1hili1y can t11.

:1ually be an cfft.-cln'e "- .:J.)' 10

source raknl. This prncticc is kn O\\ n a~ the .. pull-up lure: · Scan:h

fim,s ofien keep files on 1hc

bench strength at variou~ organiL ullons, looking for fnblr.llcd ~lars

.3" Becau..e 1hcir ne1worJ.. ,

arc often very extensive, search f innc. can lap 1n10 a bro..1der pool o

f 1alcn1 than ~rnalkr or nud-

sizc firms. Search firms nrc nor nec c:!tsanly f.bl or cheap, but they can

greall)• 11nproH the quon-

1i1y and quality of o firm "s applica nt pool .

,..OFESSIONAL ASSOCIATIONS Professionals can oncn be foun

d 1hrough the profcs~1on3J

assocuuio ns 10 which t/1cy belon g. The fn,111u1c of Elccm cal and

Elcc1tomc~ Engineers Inc.

OEEE) and 1hc Amcrk-an M a r"'ct ing A,socmtion arc good example~

ofprofe~~1onal a_.,~oc1at1ons

that provide joh placcmcn1 1ocrviec ~ 10 1he1r rncmtx·rs, mcludmg ::,car

chablc r6 umC d_araba,;cs on

1hcir Web si1es. Professional us1oo crn11on(i oflen pre)cn:cn d1cir mem

bers for appropnalc crcdcn•

rials. making chem 3 good "-0urcc of prcqunllficd rccru11s m 1ha1 pr

o fc~~1on. Most profe,s1onal

mssocia1ions tilso hos1 confcl\."ncc~ for their members. \,luch c.'.ln be

3 gn.·m "JY to 1dcn11fy and

ntlwork with prom1~ing leads .

STATE EMPLOYMENT AGEN CIES Tiic U.S. Emplo)mcnl S

ervice und nlfiha1cd ~l.tih! cmplO)·

mcnt agencies serve both cmplo )Crs and JOh seeker). State empl

oyment agcnc)' scr, •~cs can

provide ou1rcnch en1cr\t1c,vmg co unseling. 1c, 11n~. and inumng 10 b

cucr prcp.ll'CJOb seekers for

employment. S~c ittlucd scrv,~cs for ,crcrani., people ,,uh disah1l11

1c~. ) Ou1h_-, bcl\\L"cn rhe age!>

of 16 and 22, ond older " orkers also c xi,t.

151

152 Clure-er b • S..~ng IJc-nt1fy1ns Rt''CT\U IS

llllDJ\ G CO\Jl'ETTTOII.S

L \ 'TEH.\ ETOAT1l \fl\l\G

,,J,c-l1,,,~ tN J,ur r-tV1 1., loour ru1 10,

J1ib 1uJ..,n •u'i 11trch,,iru.,.tr n1tu1

ar.d l{l4J11ficurro,u Mrdrd Jo, a

/'"""""

MIUTAll:Y TRANSITION s ei.v1as ~ l1 hlat) uuns111on sen ICCS, ,uch as lhc Ann

,-\lumm Proir.un, gi\'t' emplo)crs QC"Cc3.s 10 an c,1cns1 \'cly l~a inccJ. d1vc~1~cd grou~ ~arccr tlfld

in£ professional and scn11profcss1onaJ m 1li l!ll) mcmticr,;;, ,ctcran:-.. nnd lnm1fy n1cm

r \r!).ult

~"' ,cc £en c~ the lo"C>l•rankcd cnh.s1cd mem bers throug h gcnc~I officer~ and hen. 'Jlit

\\'cb "-IIC (""" oc;ip anny.m1I) that allo wfi cm ploycN 10 ad\'cn1,c Joh vacanc ic, : 0,

1~\ ~

11.b hclp;.-d many cmplO)<'rS hire hig hly qualif ied perso nnel ranging from ,L.il lcd "1cc e SC

n,1<'t

Juru1..,r C'<«UII\C'~. These can 11Jso be good ~oun-c s of h~rc:-. for people wuh d t'1b1ft11csh.in,C\ to

full) capable of pcrfonmng difficult 311d hard-t o-fi ll pos111o n~. Microsoft h(b a dcd icai '

\\ho a.rt

p;,:~e aimed at rC'C1'\llllng people Jenving m1l11ary :.erv1ce (" ww.wes11ll ,crvc.com ) Iha~ la1kJ1111

a. ck.'C'OOcr 10 translate mihla.ry skJlls into M1crosoO J~bs Fnday a fternoon cha t se , , ion~

1 nc1~

Job :..eel..ers " 1th ,c1eruns :and olhc~ to hel p" 1th m1l1tUJ) •to-c1v1l1an Lrun~1Lio n q ui:~t

ion~c~nrirci

ACQUISITIONS A.ND MERGEllS Some f inn~ m.-qu1rc, o r merge. \.\ 1th o the r com

acqu~ their ua.Jcnt. rather than for their produ cb or services. For examp le, it '" not 0

:n1cs 10

for big comp:ames 10 ocqu1rc ~maJI compamc, \\ 1th talenrcd employees and then rcdc 1

°rnmo11

R!Uhcr than '-' D.nllng the comp,3ny as a '-'ho le, they arc acqumng t.hc peo p le and thci

; oy ll'lern

n u, 1s ob"1ou~ly 3JJ cxpcns1\C s1r.11cgy and not ap pro pn:ue for an 1m mcdmtc hiring :

1cn1,~.

u has been un effocuvc sourcing SIJllh:gy for pharma ccuuc aJ Jnd other ftnns \Vhc F ed. ~

to.truck .!I deal 10 h ire all bu1 one of the em plO)C<'> from Android pho toshanng ap n

d accbool

L1gh1box. the comp.1.J1y '-'D~n·, cHn tncludc d, o nly the 1alcn1.

36 p C\cJ0prr

RAJDING COMPmTOIIS Ra iding comp t tilors, or '"poach ing," IS rhc prac1icc o

f h

Went away from compcu1ors Altho ugh Ltu s can create a v1c1ou~ cycle of fi nn:-. wuh ,n ~~~8

10p

try cont1nuou.)ly pooching talcn1 from c:ich other. II con be o ,ourcc ?f well-Ira med taleni":~ -

rclc,ant upcncncc and a pro\ cn pcrfonnan ce rt'COrrl. Rrudrng 1alent l 'i o ften fru"ncd

1th

Sttn ns unethical. snd some 1ndustncs hove an inform al agreeme nt 10 no t ra1J each oihe u.'lOn and

Nonetheless.. dunng ulcn1 shonagcs, poach ing mny become more <.·ommo n. For exam r, s

tileni

qualuy 011 ex«umcs '-'CTC m short ~uppl y, the oil co mpany BP Pie hired 3 rclincryp c

, whtn

r . manltrr

rom Royn.l Dutch Shell Pie to run us trouble d Tc-<~ Cu{ p la nt. 11w. bml c nn cu l indust

agwn,1 .. poaching" employees from o ne's compc11to rs 3

ry taboo

Po:1ehtng outside cxccuuvcs 1s somcumcs seen ns 11 less r isky nltcrn.a11, c 1o .icqumn

g 111

cnorc company When AT&T wanted to e nter l hc _computer sy,;;1e m s 1n1egrm1on hu,inc'io

s, 11 was

concerned abou1 incorporaun~ an enurc co mp:any 1n10 its culture. Jnfitcad, AT&T h,td 115

rttnur.

crs locu1~ 1hc lop 50 sys1cm ;;icgr.uors on the co un1ry. AT&T hired lhcm and ,1ancd '" •• •

systems mlcgrauon business When hm n g an employee fro m :i n vnl comp:m y. i1

ifi importani

co ensure that lhe person is nor bound by a no ndisclosure or noncom pc1c agrccmcn1.

Hm ng a ~~mpccitor·s top pcrfonners docs no t guaran rcc that they "111 per form as \I.ell in

)Our company. D1fTcrcnccs m culture, b us iness strategy. und cowor ker .s l.111~ influe

nce pn-

fonnancc and don't mo,c w11h the emplo)CC . In one case, an insu rance adJu.,1or mO

\cd from

a company focused on low costs ro o ne focuse d on providing h igh-end in,urJnCf \.\llh

a stroni

emphasis on cus1omcr service ll1c ndJus tor couldn ' 1 keep h11n sc lf from " nu: l..c l and

duning"'

ClblOmcrs on their clam1). C\Cn though th ar behavior was in srark con tra.s t \\llh ht'i new

firm's

cullurc 3.nd s trnlC~) -'O

TI1C Internet has made i1 much easier to learn a bou1 your com pct111o n ·::. wor~force. A s1m•

pie Lml..cdln search can 1dcn11f} key e mp loyees · renurc. s ki lls, a nd JOb mfom1Jl!

On and c,cn

pro, iJc. ways 10 comac1 them Sues mclud mg G lassdoor.com can provide in,1gh1, 1

0 talent com·

pclllors stn:ng th~ and weaL.ne~fies m the areas o f tah:nr ocqu1s11ion anJ rc1en11on It is 1mpor1an1

10 remember that II b Just as easy for y our co mpctuors 10 fc:lm 1hc s ame inforrnJlio n a

OOu1 )OU.

ho,H~\cr. highhghung lhc 1mponam:c of monuon ng }Our e mployer im 3s..: :1m.l repurnuon JnJ

dc\ clopmg a retention plan for \ Olued 1alc n1

INTERNET DATA MINING S , . .

k fl omi.: compante'.) hav e found lh:u ove r 11111c. the- same acll\c Joh

sc~ ~rs O en rcspond to nc'-' spapc!r ads.Job postings on care

er \Vcb site~ and Jnterncr job boards,

11.n . t 3

~ ~csc methods ofrcn fail to a1trac1 su ftic1cn1 num hcrs of q u al11i~d Jo b sec kc~ . Jnlt rn<'t

data m1mng 1n,ohcs scarrhm" th I h

h '- ·-- . c c n1cm ct lo locntc scm1-

p.1fis 1ve and passive job seekers " 1l

I c C1141~1cn\11c~ and qual fie I d d

1• cb - 1 1 a ion.) nee c for a po~111on. Rccrui

1crs then 1ry 10 con,•c:rt 1hcs t

1.:a mto appl1c-anb. In add111on 10 scanni ng online char rooms anc.J newsgt OUJl<:: f

or prom1"1nt

(C'C(UllS. three technique, for Internet data m inin 'a Cha

pter c, • Soumng: hknt,fy,ng Rccnms

Web cruwlcrs. We d1~cus~ each o f thc~e n g re Boolean searches. nip h

153

RtsumCS and promhing rtcruuing ~x\ :!teart mg, and UMng

80()k84 searches, an Internet search tec h~~ .) ca n be idcn111ied through the use

., .. ,•d• I 1cm1s before the key '-"Ords. Bool qu c that alto"~ a )ean:h to be nan- . of complex

~ - ca n i,,carchcs a lto h O\"ed b

y u,mg 8001 . .EAN SEARCIIES

umcnl5 containing ccrtarn \.\Ord~ through the use o f . w t e inclusion or exclusion of

doc-

Although some ln1c~nc1 ~earch engines do n o t i.uppon ~ raiors \ Uch as ANO, NOT, and OR.

and Yahoo do. 1nc synta.\ may ncc..-d lo be ahcred for h s type of )Cllrth1ng. Google, AltaV1i.1

a.

00 Google. y ou might use: l

e c.J iffen:nt search engmcs For example.

si1c:Linkedln.com (""cb dc~igner" or "gra phic de-.. ner"

Whereas on Yahoo you rmght U\C g ) Chicago and not (coc)

s11e:LmkcdJn com ("\\ cb deMg ncr" or ·· . I .

gr.1p ui.: designer'") Ch1cago-coc

One rnaJor pharmaceutical company h' d

started using Boolean searchang- " ith Bo ol ~ a ,er\ difficuh time soun:mg doctors uniil 11

cioos to source. Tiu:-. ch3plcr·~ Dc,elop Yo ~r ; ~:l~r\ ing

II became one of 1hc1r cas,eM po~i-

o(surch. ) caturc sho"s how 10 conduct llus type

As ~c Internet has e,ohcd und privacy concern s ha,c 1

10 pul thc!r n!sum~. cclepho nc number. or con1 ac1 mfonna110~-..ca atcd, fc'-'cr people a.re w1lhng

,

UJtng soc1:iJ ne1working \ He) li l..e Lml..cdln emu or F book onhnc lnMead, many people

arc

X-raylng scarchc) for ().'IGCS that ~c al l o ac~hc . 10 network and look for Jobi..

"'Sltc:linkcdin.com" or "s11c :focl.!book. l"om·· .. n. >tune ho5

1 (like Lanl cdln). Purnng

· or sue myspacc com'" at the be f

Bool~ search string lirn ib your rcsuhs lo tho -.c on that i,,11c (~ ' . tr ., ' . g:nning o )Ou

r

orcloth!ng) (sales or profcc.c;1onal) (Scaulc)" " (without the pan:-nlc~~~ 1: ;.:~mlcdin.com (rc1:u l

sionals 1n Scaulc who arc on L1n~cdln). retail ,ale~ profe~-

. . flip seart~ing, or flippmg. i<lcnufics peo ple "ho lmk to 3 ~pcc1ftc lntcme1 ~ih: If ou ca

n

~ n~fy a Web )IIC oft~n v1~:tl.!d by 4.Jci.m.:d rc cru1b, 1dcn11fymg page) th.:ai lml.. 10 the !,,e

can

ide?ufy some o f ~cir ~ ,umc,; and persona l Web pages. Flipping can be. J one"' ,th ,omc o

f the

maJor search e ngines, rnc luclmg Yahoo.com and AhaV1)l.a.com

If a comp~ny 1s looking for an industnal-or~an1 1auonal P~)chologi,1 co de,dop 3 nc"'

employee sclecllon sy_stcm. lh1s lcchniquc cun find the \'anous >itc°' and people that

hnl 10

SIOP.org: _the professional ,l,i,,e>crnllon of indu-3,tna.l-or~anllational ps)chologic.b To

do the

~ h. v1s.u a. seari.:h engine such as Yahoo.com an d enter "'hnL.·~1oporg NY consultan t .. or

"hnkdomam:s1op.org NY co1hull:.n1." Tiu~ s1. .•archcs for pos-..blc con,uhant~ m the New

Yori...

area. Scroll through chc result~ lo fi nd mdl\ •1duJI Web pa,cc. ttnd rcsum~.:t. The tcrhmqu

c can he

used ma vIDiety of" ay~. mcludmg_ to 1d.:nllf) people" ho curren1ly \\ ork, or prcvtOU>ly v.orlo..c

d.

for a compcutor. Crcat111g longa Boolean M.'Jrc.:h >tnng, can further )trcumlmc the 'iearch, J n

d

performing lhc scarchc~ o n va.nou, )CJ.rd1 e ngines" 111 ii"c di fferent n:,ult)

DEVELOP YOUR SKILLS

Conduc t ing Boolean Searches o n the In ternet

tm hl,t""'-rl lf'Or t"lt lttlu1111Mr tlw1111/0,.. 1

ll , r mT h Id Pt 110rm .. t"d by iom~ frt'•

•ml''"""' l,,rfur, ,M U y .. o ,dJ

1rurrl1111~fo, p,ngt"1 thut urt" o /1 ,,... lht"

wmeh,-,11 , !tt"

HJI' SEA RCJll,\'G

f 1111J1111f't"oplt" .. Jml111l ld ll f('t"<ifu.

/11tt"rne1 f l/I'

If you are Interested In developing you r staffing skills, onlme

courws are available m usmg Boolean searches to find pa\Srve

rtt:r\Jlts (see www recn.J1tmg-onl1ne com) Some companies offer

even more comprehensrve m-oerson an d Web-based training

and cert10cat1on on active. Web-based sou rcmg strategies (see

WWW aIrsd1rectory com) Here Is an exam ple of how to use the

~an technique to find Web designers located In the Chicago,

IHtnos, area able to use JavaScript

1. Go to www google com 2. In the search box. type site Unkedln com (we

b designer or

graphic designer) (San FranCIS<:0) and not (EOE )

The fust part of the Boolean search strmg requests

pages In the social networking sue l 1n k.edln co m The next

part requests the skllls " web designer" o r " graph ic designer·

(each must be enclosed In quota1Ion ma rks so it' s recogmzed

as a phrase) The last part of the requ est spec1f1es the San

Francisco area and screens out JOb pos tings (which typically

contain "'EOE") Boolean search synta x 1s precise If you

encounter problems, check for spelling or p unc1uat,on errors

and/or missing or extra space,:; Varyin g search term s with

words and phrases 10b candidates are l ik ely to use can further

improve your results

-

154 Our11,, o • s,,w,.,n;, l,koolimg R".,,." cs "hen they conduct n ,p searches bccau,e the

R~ni,tcr> f3''<' s<•mc eth1cJI ,ssu ·1 '·'ts nnd other company related tnfom1a1, scar,,i.,

UClJ CR.4111.LRS

Mrb~-..~JN/\iiW

a (l,roru,,~.iA•~ .. •li

a-q~~a-lvUa-'lTUIO

d ·tone, c-m:u u, . • • . on. In r ,nn pull up Nm!""')

11'" • ·h yourself into a company s tntcmal 1ntmnet or ~

11 " <0mcumcs r<»sibk 10 n,p ,can:d ckllllv unethical to hack into. Visitors leave an rel ' lnclc,j

. t • ,nformauon on , . I be . c C<t.r,,._ .,.._, "tuch 1> P"'" < cd so Ulll"USIOnS arc hke y to no1tccd. Flip sc•-h - ~u

t

• nnd <it< ,"'' ~, 1n , . foc,tpnnt on c, <!) J\18' • 11 ,p:uuc

s should be careful about what content a E ""

'" fans anJ cnuK but clearly a con Pi>tars Oil

th<ir ,11~- Web ,itcs that continually search the \yeb for i_nfom1at1on about

\\ tb er11,.1frs !ITC 11 10 th<ir database of potcnual rccruns. Some Web P<Opk

\\Uh dl'>1rablc takntJ, nnd,,c acccss,n1c-t in rcachmg out to more passive Job scckcr~'bl<s h.i,,

•-• ,td com~,n,c, glO"'"g ,., • ' Ye c11p1uut on r-· auon aboul them-<spec1ally company cxccutl\es an on,. p,hng publicly a,ailablc

O 1•formh firm Zoomlnfo (formerly Eliyon Technologies) contd P<0p1,

" ,th m.<Jemand talents nc sue , th . inuou,1

5 II Web si tes for 111formauon and sells IS 111forma11on to re l

,can:hcs more than I nu ,on <ru11c"

Zoomlnfo "rc:tds"' nc"s oruclc,. press ~leases, company Web page~, and SE C fill ings, It(.

. d b ,ncss professional dato. In seconds. subscnbcrs can sea rch th

ognmn\; compan) 311 U3' S • . ~ O\~

' 0 11' Zoomlnfo profiles and locate top people ,n U .. companies, mcluding mon, th.i,,

j 1 :, 1 11;;; «icnusts. engineer

s, and other professionals. Because Zoom Info copies Web P<tc,

• 11 to, .. database no h nk goes dead and both pos1t1ve and ncga111c 1nformat,on M ,,.

pcrmanen v u • . • · b k d . .,,.,,

be a..--ccss,bie foreicr.' ' Because II helps 1oidcnufy passl\'C JO sec e_rs an pro vides infonnar,on

on potcnual cnndidatcs accompl1>hmcnt.1. companies such as Memll Lynch use Zoom Info fo,

searches for their c,ccuu,·c-lc1cl cllJldJdatcs.

N£TWOIU(ING AND SOCIAl MEDIA Networking is the process of leverag ing your person,i

connccuons 10 generate apphcnnll. S,m,lar 10 employee referrals, a sk,~g good people • ho

dont " ork for you for the names of other good people can generate prom1s111 g recruiting lead,

Althou•h social media has only recently begun being used for sourcing and rc cru111ng, ,1.1 use 15

c., pcc~ 10 ,ncrca>< because of ,ts targeted search eapa~ility, and mo st rccru1t111g software and

applicant 1rackmg S)Stcms have 1111cgra1cd them. Rcc'."1tc~ can qu'.ckly pos t Job openings 00

social media sues. tap employees' sociaJ networks 10 tdcnufy promising can d1da1cs. and ir>cl

"lllch social channels ha,c the best rccni,ung and hiring results.

Intcmct sites like Linkcdln.com, Ryzc.com, Tribc.ncL Faccbook.com, Bran chOuLCom

and Spokcom fac,h1a1c sourcing 1·1a social nc1work1ng. When a person join, an ln1emc1 soc,~

networking sue. he or she creates a profile that helps him or her find and be found by othcn

A persons nct,.ork consists of lus or her connections, his or her connecuons · connccuons, and

so on. linking them 10 thousands of people. To help manage the incrcas1ng number of soc,~

rccni,tiog Web sites, some companies including Jobvuc.com provide comprc hcnme Web and

resume database search technology as well as the ability to broadcast commu n1ca1,ons throurh

a ,ancty of social nct,.ork and dig11.1I communicauon platforms including T \\11tcr. Table 6-J

dc:scnbes a 1ane1y of social media rccnii11ng sires that cuter either to job see ke" or cmploirn

Some may help l ou get) our next Job!

To 1llus1ra1< the po"cr of social eonnecuons, when Rohen Croak, creator of Silly Band~

"as behind on a deadhnc, he put up a po,1 on Faccbook and 20 people arrive d within one hotU

10 hclp.' 2 To contact someone. the information is entered on the social nc111 ork1n2 su

e. "'htch

cbccls the pcrson"s nct,.ork 10 sec how he or she connects to your target pcr<on. Th; si te usualli

1dcn11fics a number of people " ho link 10 the target person, each of whom intro duces the scarch<r

to the nnL along witli an c,planation or who he or she is and who he or sh e i, ti) ing 10 con•

nect 1111h. This g11csJob seekers a "ay 10 tap 11110 broader nC11, orks and gl\e s recruiters a••)

10 rcac~, potcnual rccni,ts. Whene1cr an applicauon 1s rccm·ed, a recruiter can s ec 11hich of tll(

person 5 contJCts ~nows people who have "orkcd with the candidate and more easily check lh<u

references Because users' profiles can be 11c,.ed by c1cryonc, it is harder for applielllllS to mil·

represent or 10nJJc their crcdcnuals.' 3 Another benefit of social nc1work1ng technology 1s lhll

11 can increase the 011 ers11y or the talent pool acccss1blc 10 recruiters. Although it can general<

lead; 10 more pasmc JOb cand,dJtcs. soci,I nct" orking technology requires tra ining and docs nc4

guaran,cc lhJt thc ~ oplc idcnL,ficd "'II be 1n1crcs1ed in your job opportunity. It is also important

10 undcr-und a " " , pm acy I be' ....

0 po icy ,ore scan:hing for applicants or posting informauon ••"

r >ram S)hania, the North American operation of one of the world 's largc

,1 ligh11n1

m,nu atturcr; fills hundreds f 0 posu,ons eJch ) car. To fuel its growth, it must be s1raic1K

Chapter 6 • Sourcing Ident ifying Rccnuts 155

--•• Social Media Recruiting Sites

company Strvic, Provid1d

-;.i,~t A soc,al networlt,ng Site s,m.lar to Linkedln but on Facebook

l(nown Job s,te Monster co • f Sf Facebook ms pro ess,onal nttworlt,n

g app on

c,reer Sonar (ht!pSJ(wWN.careersonar com/)

rom,go (iom190.com)

p,th.to (h~s://WWW path.to/)

T,lent 81n (h~;//www.talen1b,n.com/)

:z..o iwww.zao.com)

R,annd.me (https://recmnd.mel)

Jobv,te (http://recru1t1n9.Jobvote com/)

Bright (WWW.bright.com)

iweetMyJobs (http://www tweetmyJobs .com/)

ldenufied HealthRecru,t (http://employers.,dent,f,ed. com/healthrecru,t)

Pro\J1des a ranking of how well connected a Job seeker •s to a company with a ob b F boo J open,ng ased on the person's ace k and L,nkedln networks

Helps employers spread tho word about Job opemngs on

social media using their employees' networks

Mine a person's socoal graf:i, to ,dent,fy Jobs that are a good match

Helps recru,ters find talent through theor soc,al graph

Rewards em~oyees and referrers (former employees,

vendors, and the trvsted business network} for referral hires

to promote the d1stnbut.1on of Job announcements across

their social networks

A recommendation bu1ld1ng tool for Job seekers

A recru,t,ng platform to htlp source and engage cand,dates

on the Internet, social media and through employee referrals

Uses an algonthm that evaluates a Job seeker's resume and

produces a score employers can use to screen candidates

Enables employers to d,stnbute automated Job post,ngs

through more than 10,000 Tw,ner JOb channels and

Facebook and mob,le apphcat,ons

Health care-specific sourcing tool that uses social networks

mdud1n9 Facebook to identify passive cl1n1ca\ professtonals

not on L,nkedln or Job boards

and stan fil ling its talent pipelines well in advance. The company has been ve ry succes,ful

using Linkcdln to recruit for positions including chemical cngmeers. Beca u,e the notes asso-

ciated with the profile for O; ram's recruiter on the Web site 111dica1e that she is alwnys look-

ing for chemical engineers. she receives inquiries from people who she " ould not normally

be able to network with.44 Because the cnndidates generated by social net11 orking sites arc

oncn passive job seekers, the comb1na11on of high touch and high tech cr eated by the social

networking technology allows rccnutcrs to ~ourcc faster and !11\IC:?. candidat es extra umc lo

consider jobs. Companies nrc also incr~a~mgly using the free social ncl\\Orkmg ~ile T

w1ttcr.com to

source recruils.•s In add111on 10 gelling the "·ortl out quickly 10 targeted p eople. the message

can get rc-lwcctcd and reach an even wider aud1cncc. When one legal re cruiter received an

e-mail one morning that an 1n,urance ,ndusll)' cl,cnl needed ~O la" }crs im mediately for a big

document review, she quickly sent a 111 cc1 10 her 150 follo\\Crs, 11hich w as re-twi11cred by

legal biogs that follow her. She had 10 replies 11ai1ing for her n1 the office a nd filled eve!)' po,1

by lunch. She says. ••With Job board, ,1 ia~cs a couple days before people l ook. But T11111cr is

immedia1c:'"'6

Bua.word, can also be ,earched on Twi11cr 10 source rccru11> with spe cific skills or

• ho live in a ccnain area (e.g .. u, ing hashtags li~c #jobs or ~RKE for t~c Roan?ke Virgima

area). Using unique UR Ls (shoncncd to meet T" 111crs I~O char.1c1cr ".'""m um using sHc< hke

www.bil.ly) that link each open position to a page dcscnbing the apphcauo n process, datn can

-

156 Clup<er 6 • 5.Jumog- IJ<nn1)1n g R<>.'Nlb

t..- oN3ln<'d about""" chds through to JOb po,ungs and "he'." the) arc loca

tcJ.<> Ti"ttcr·

,,J,,.,.,. · h.com Me inc.·n·asing Job sc d.cn. use or Twmer by ,u k s J

ot,

O.Xk. and ",," l\\1IJ1."'...,..an: a 1ng II cas

10 find t\H'<'IS a,hcrus1ns;Job opening~. .

)

lnc.rc are do,, o~idcs 10 using Tu ,uer. including ~c poss1blluy l11.a1 a job ~

tin

__ , ~ 11 ,n • ncrmu,c .__ , 0y \\then using 1\\'lltCr or any

~ocrnl media re,· g q1.ucl)}

~---s, mu on , ,n er e ruu1ng

~1 as nbo a gOL-x! ,de3 10 preHnt them from becoming a pn ma.ry recruiti

ng source for le 10o1

soru. 05 apphrani d,,cr .,1ty and legal d1scnminauon " .~ks

may be ncga11,c~y affected. p!aJ f?-a.

phocOQ:ruphs 00 s ues mdudmg T winer and F:icchook disclose the pe

rson s race, gcnd l"Sona:1

d.JS.3b1l1(). and possibly olhcr protected catcgo~l.!S thn1 the finn othcrw1~ \\O

U Id not ha\'ccr. agt,

10 ll.l tha n:'C'ruJun g st3gc. Socuil networking sues a ls

o do, not include the e ntire P<>pufall ;ccss

w-r oflen hmucd to cenam soci3.l group .). For ~:ample.'" -

013·. o nl~ 7 percent o f LinkcdJn 3.fld

...,e n: blad. and only 8 pc~nt "ere H1sparuc. Social ncl" orkmg s ue

~ arc a l,o bcucr f UScr\

IOb for technology-n:larc:d po3,111oos due 10 tJ1c na1urc of Lhc people us ing them

. o r SOurc.

To m:i.\.muzc the use of Twiucr fo r your ~wn JOb scan:h . follow. rc

-rwcei. and lntc

,,1th cmplo)CCS :ind lunn g managers at companies where y

o u "ould ltkc 10 \\ o rk. Make sra tt

that )Our T" iucr profile con1ams a professional photo an~ keep you

~ 1,,eeb non-offensi,·ci

= :,ho be helpful to c n:atc • 140-ch:u-actcr r6ume dcscnbmg your skills. the type o f Job )OU: 1

mtcn:su:d m, and ho"' a ttenulcr co uld conuc1 you.

"'

A SUI\ ey of 0-.-er 160,0CX> rccnulc~ found that 98 pcn.·en1_ o f rccnutcrs

U.)Cd ~ociaJ media 10

l"C\."l"Ult 10 2012. "llh 22 pcrccnl usi ng Faccbook. 27 percent using T w

11tcr, and 97 JX'rceni us,n

Linkt.-d.ln -'9 Jo b po.songs ...,ere ,,.c-.. .cd an average of 179 times per Jo

b o n Lan~edln. 45 hmcs 0 ~

T" mer. :ind 10 umcs on Facebook. So cial media use was highest ~mong

r_ecruitcr~ for informa.

uon technology, fi.o:ancc and banlm g. hcnlth care. and m_anufaccun,ng

posrt,ons.50 Social mcd,a

1s a.lso used 10 source p.a.ss i,c JOb se ekers "ho arc not acuvely looking

for a"~" Job.

h 1s 1mponan1 10 set guidelines for n."Cnulers m using soc1aJ media .

Expectations :i.bou

"h1ch !IOCtal mcdJ:a outkts c:an t-c used . , , h!ch Jobs 10 lar~cl, ~nd. w hich

metric~ 10 I rack shou~

be clcarl) communl<."atcd. A slJleme nl dc1a.ilmg lhe orgam.tatlon s Slr

atcg1c anJ prac1ical intent

musing soci.:il media for sourcing and n:,:ru11mg helps recruiters lo b

etter understand when and

ho-... 10 use and when and ho"' not to use these 1ools. $ I

Some compames arc also cn:aung their own nelwork.s with prom1s i

nE; 1alcn1 leads. As

discussed in the opening v1gnct1c. g lobal 1cchnolog) sccurily compan

y McAfcc m, He> top talent

prospects to part.1c1p:1tc man on line lalcnl commun1t1es and provides

them cu~1om1✓cd premium

content and forums moder:Hcd by senior McAfcc exccutivcs .

52 Other companic~ mon11or the:

social media contnbulJons of po1cn tiaJ recruits 10 1<kntify expertise 1n

pnna<.·ular an:a.-,

SotOOLS Colleges Wld un1\e rs1 1ies arc a common recruiting sou

rce for both gr:idu:ues :l1ld

1n1cms Co mpame!i. often source fr om on ly a few um,crs111cs for ea

ch JOb fam ily, focuc;ing on

the programs "hose gradll.llc~ bes t meet the fim1 ·s needs. Mic roso

ft trac k~ 1hc ~chools from

which its bc!,I \\Orlcrs come from. 51 Recru11'ing from 3 ltnulcd number

o f campuses also allo~s

firms to dc,clop a n:lauonstup \\I th the unhcrsil)' and 1t~ foculty,

w hich can g1, c 11 greater

3CC"CM to its Sludcnts Qualcomm fu nds labs and faculty research proJC

Cts o n targeted campuscs.

:ind has an on-campus amba..,.s.ado r program.

54 Some companies leverage 1h1, r cl::1t1on!)l11p b)

asking f;u:ulty members to pass alo ng the: name.), of the students who

would be lh~ bcs1 fi ts "1th

the compamcs' m:eJs The Na11on:1I ~so c1:111on o f Colleges and Employ

er)· e thical g uidchncs

for career SCf"\ ice profcss1onaflii and campus sourccrs and rccru11c rs. Princ

iples /hr Pro/tJJ1onaJ

Conducr for Careu Sen ,as and Emp loJmtnr Pro/ t.uio,ra/s, 1s availab le o

nlmc. ~5

!ntern)hlp) c~n aJ.!>o be an cffccll\ e c;o urcc o f ne" h1n:s. Employers ~t

.:I a good look :ti

potcnuaJ b1rcs dunn~ 1heir m1emsh 1ps. a nd the mrcmc; get the o ppor

tunity 10 c,alun1c ,,helhcr

lhc company 1S a place the) -...ould hkc 10 \\Ork. Inte rn) become the

majority o f new hu,:s 111

JP. Morgan and GolJman Sochs 16 A sur-cy of more tl10n JOO em plo

yers found thal JO pcn:cnl

o f neu. coUc~c hirC!t came from rnr cm.sh,p program!'!, nnd a bou1 25 p

crccn1 c3mc from coopcra·

u,c l:ducauon program~ 57

Mcmll L)'nch gl\c:!i three our of fo ur !iummcr in tern~ a full· tJrncJOb

o ffer. sourcing thc.m as c:irly as thei r frcc;hman )Car to build relatio ns h

ips sooner a nd rncrcasc ihe

proh:ib1ht) 1ha1 u ..., 111 be able 10 lure t hem. ~s

Some firm,. ,nclud,ng loclhccd M >rt1n. A g, lcnl Technologies. o nd Dclm ll

C & Touch<.

hJ,e e,en begun "OUJcing fururc hire ~ for hard•lo-fill JOb~ m cnginecri

n~. accounung. a nd othef

areas rrom high ~ hools L1~c" isc , the accounting firm Delo itte spe

nds more 1han SI mi/hon

sending employees to 45 di ff ere h h

Chapicr 6 • Sourcing Identi fying Rcc nuts 157

1 year n t 1& schools 10 111

t,u5incsscs. TilC mentors lc:a~h the studen ts lhc skills and Y-o:;1or s1udcn1s in how t

o run v1r1ual

inJ world, and generate a prpclme o f sma n, mot'l\ atcd ialcnt ~ih1c they will need m

the work.

arocetY Co. sponsors p~gram, including interns hips and fonn. Supermarket chain H.

E. Butt

tuJh scho<>I students lo its Jo b oppor1un11 ie~. CVS Phannac al training pro

gramc; to introduce

d~ children from the inner c ity and rural ' lr"'3. • Y launched Pa

dmays 10 Phannacy lo

-..-- k II d • c s lo science :Jnd matl TI

c.t,em in job s J s on e ncourages th em to con!i.idcr a pharmacy career !o lC program abo tramc;

,«fVfOUS EMPLOYEES Some o rganizatio ns mal

ins employees and try 10 n:lun: them later. Apple c : ~

1 ~,!':'"t

10 Slay rn t~uch _wuh depan-

,dtircd Sieve Jobs anJ Ho\\ard Sc hultz.. respect I P t

h and Starbucl., d id this "'hen the y

terrorist auock.s, lhc FBI foccd a ~criou s c haJlcngc'::1 )',

:b . cir CEOs. Aflcr the September 11

.. ... n More than 40 percent of its agent) around t h lenl

II tncd 10 launch a \\Orld\\ 1dc 1mc~tig a-

""'.. . . c wor d haJ no more than five ,

ti b

To regain the experie nce ll would need, the FBI hired do, '-'nS

years on IC JO .

uact baSis as in1clhgcncc annl)'M:!i and evide nce exam 61 S I of iLc; retired a~

cms on a con•

· kly 1.ra1n people wtth c~pcnise '"ai f mcrs. uni arly, bccau,

!,c II can·1 easily or

qwc . , rcra 1 engine performance problem)

. the Na, ) l.ccps 1hc

addresses ofrc11rccs and o1hcr p~t employees in a database for u,e in t

he event they arc needed

When _the Feder:,t Dcpo,11 ln~ura ncc Corporation needed 10 prepare

for an mcrcMc 1~

f1-11ed ~ nanc1al ansu1ut1011s _111 2008 H brought back. 25 rcurces, many

o f ,, hom \\Orkcd d un n

the savings-and-loan cn s~s m the laic 1980s and early I 99Cb. 6.! Co mpan

ies including IBM an!

KPMG have set up ~cbsucs for 1hc 1r alum ni ncl\\ork~ to keep m touch

\\ nh fonuercmplo)ces 6J

Software that analyzo the d) na1111 c, o f each alumnus's conncc1ions he

lped one accountjns firm

rehire 31 boomerangs through us alum ni net"'ork.~

An employee who voluntarily lc a\cs to pursue o ther opJX>nuniuc.!o

may find that the

new job is ~~t what he or :!!he expcch.:d. o r the new venture simply may no

t wor~ out. llic!'ic

"boom~rang cmplo)'ees arc aln.:ad y fam,har wuh 1he JOb and organu..a

uon, and the company h~

a good idea of 1he1r talents a nd fit \ \Uh 1hc firm. They arc also likely ,o g

et up to )peed quickly.

and have enhanced their ~kill, ..., hil c they "ere gone. h 1s a good idea 1

0 inquire about ho w 1hcy

spent their lime away from the com pany. and ho"' they feel aboul rc1ur

ni':s. If they left because

they felt mistreated, they may ha,e low morale or an undcsiruble n1111u

dc. One po1c n11al drn\\-

bxk is tha1 tfrctuming employees arc given bc1tcrpos1tion~ 1han 1hcy

had when they lcfl , other

employees may conclude that the o nly way 10 get ahead 1s 10 lca\c 1hc

company.

NON.U.5. OTIZENS Becau,c rc1.. ·rui1ing glob::ally drama11cally incrc.'.

bC) lhc pool o r ovnilahle

talen1, some firms try to source fo reign worl.ers um.I sponsor a visn

for !hem. Because some

programs, including the mo,1 popu lar emplo) mcnt-b::&scd 11nmigrat1on

progrJm, the H-1 B \ 1sa

program, require a new employer 1 0 repeat 1hc ,ponsorsh1p apphc.nio

n pmcc.55 1f an emplo)ec

wishes to leave hb o r her current o rguniLation, cmployec.s rccruucd

1h1:!i way often foci rnon:

obligated to stay with the ir cmplo)C n,, than people hired d omec;ucaJly J

o. By 1ncn:a..,mg 1hc like -

lihood 1ha1 its workers w ill slay with 1 he company for the duration o f their

visl!I, the progrnm can

mcrcasc the stab1li1y o f a finn ·~ crn plo)ees and reduce the company's

turnove r co~ts.tit,

ln the United State~. tJ1e lm11ug rat1o n nnd Nat1ona.l11y Act (INA) allo,"s

lirm, 10 hire only

eligible aliens who arc spcc1fically authorw .. •d to \\OrL in the Uni1ccl S

tates Legal 11nm1granb- 10

the United Stales can become chg1 ble hy uppl)tn,g for a ··green card"

from lhc lm1111gra11on and

Naturali.tation Service. Emplo)e~ mu!'it , cnfy the chi;ibility of all o f

their nc."' employees, nnd

applicants mus1 )how proof of 1hct r c lig1b1l11y for U.S. cmploymen1 by

compkllng an 1-9 form,

The finn mU) I Leep 1-9 form_., on life for at lca,t three )Cars after the ap

plicant I ) hired o r one

year after employment end,. \\ hkh c.vcr i~ k,s.

.

Oihcr recruits \\ ho arc not c lll/en:! i may be approved for lure throuth l

hc Labor Condition

Applteauon an<l Foreig n Labor C cr1ifkauon programs adnuni)ICrcd

by the Departn~ent o f

Labor·s Employment and Trurning A<lministrJIIOn To h ire sc:bonal h

elp. c mplo) Cr) must de111-

onstrn1c that lhcy ha\ c tnc<l 10 hir e U.S. clli✓ell ) "1th out succ1.'!'i:!i, Fore

ign profcS!<!IOnab mu)I

also be paid the prc\ailrng U.S . \~a!:ic m 1hcir field . Some worl..cr~-nur

ses, for examplc- mu.s1

comply wnh the ceni licauon proce dures sci forth by the Depanrn1.·n1 o

f Lubor_. Allhough the pro-

ctss can lake up to two year:,,, it ca n be \\Orlh\i.h1lc for companie) ,cck

ing ~1ghly sl.1llcd \\Ork-

cn If the hinng o rg uni£.ttio n can shO\\ the Department of Labor tha

t quahhed worker) :re no~ :iv111lahlc a nd 1ha1 the wage:,, .1nd \

\ Orl..mi; cond11ions offered \\ Ill no t ad,e~cly affect t osc o

-I I

158 Ouptn b • Scun.,ns ldcnuf)ing RC\.·•n11~ kc~ 11 regional ccrufyrng officer can gra nt the labor ccni

,1m1J:irl~ cmplo) cd US. \\ Or ~ c, b1 ro meet different e mployment condi tion~ fica11011

Sc,·er:u "pd of emplo) men! " k · h ·

Qmhott l■bor refcl' 10 cmplo)ccs I" ing ond wor rn g rn Ol er, usually lowcr-cosi c

OFFSHORE U.60R mes. Rcd~1ng l1 finn 's labor cosrs ts one of rhe ~ osr obv10~ reasons for offshor1ng, bu~n-

=~~~"':"=t"...,-4,--,_ ucst for u.kn1 '" another mouva.uon: By offshonng, ~om_pon ~cs arc able lo pursue lop ""

q . 1 -·• R I bk and affordable

communrcouon rnfms1ruc1urc ha,, mad lalcn,

\\ hcrcn:r U IS OC:lh:u.. e ut - . h. . c Off sh.....

labor fcasibk for many Jobs. Although not • fast sol~uon 10 a mng need, sourcrng or

r,'""'

labor can help •cquirc quallly 1alen1 al an afTo rdoblc pncc.

hart

Hrnng emplo)e<S 15 only par1 of the challeng e when • Jinn o ff shores. The new "'°'kc

mu~, ~ so be rr.unro 1_0 the company's cuhurc and practices. B ecause o_f the negative effects rs

U.S. j obs. offshoring has been .11 fn-qucnt topic ~f dcb,:uc. Bank of Amcnca Corporation rcc

ci\·~

nc-s au\-c media ancnuon in f'C'C'Cnl yenrs "hen II laid off hundreds of IT workc~ afier rtq

d

(Orne oflhcm ro cr:un tht1r lndfan rtplacrmcnts . But the comp.1ny learned from lls n11srak u1n

n,

now eh'CS us " orl:ers .)t'< 10 eight months ' notice before off shoring their jobs, which u:• illd

~I\ CS .... them cnous h umc 10 trtun for new assign ments or hunt for other jobs.

67 Finns mus llally

~once the cosi savin- of moving some jobs 10 cheaper locations with the need 10 pro1,.,.

1 also

•- • I • -1 lhcrr

sc-nsit1\'C iechnolog,cs and business sccrc~-. Fo r examp c, lo prevent lls 1cchno l~gy from br

m

stolen. Symani«. pnxfucer of Norton AnuV1r us_, rcfu.ses to ofTsh~rc or ~tsourcc 11s virus

dcfini~

uons or the engine lh.3t works with thc.)C dcrinJUons 10 prevent viruses.

WAUC-INS Walk-ins arc people who apply d irectly with co_mpanies. Many emplo)ers P0

SI hr,.

ing signs on their propcrucs 10 encourage peop le 10 do JUSI this. Some walk-ms occur even

"hr

no opcnmgs exist Walk-in 3ppflcants may b e asked 10 campier~ a jo? ~pplicarion and gi\·t

n:

quick inrcrvicw ro assess their qua.l11ica~1ons. Dtpendmg on their pol.1c1c~. ~omc organu.ations

only X'C'Cpt y.aJk-m :ipp/1ca1.Jons for spcc1 fie p os,uons. -~thcr org~1zauons screen walk-in

apph-

C3tions ro keep promising rccnms on file 1n ca se a pos1uon opens rn the future.

CJtEATIVE SOUIIIONG So me rinns have uuhzcd crc.auvc sourcing strategics, inc

ludin

tTCnuung a1 their own training even IS for emp loyees of other companies. "speed hmng" s

ession!

modeled after speed da1rng. and reading chJ I room postings and biogs 10 locale 1alen1e

d pcc,.

pie. Some finns. such as Google. have even held raJenl compcticions and made job offe

rs 10

the wmncrs While pml:: s hps were bcmg handed our 31 Y

ahoo's corporate campus, e:<ecu1ivcs from

[n1emel voice and video company Tokbo.< sc i up• 1.1co truck across lhe street . offering a

ffcc1«1

emplo}ccs 3nd anyone else who wan1ed 10 c hal a hot lunch and information about work

ing for

Tokbo,. The no\'clly of Ihm effons generated hundreds of thousands of dollars \\Onh o

f free

PR and e mployment ad\enis,ng. 69

To atlr'Jcl whu locb, Google posted math puz zles on giant signs in ~ubway s1a1ions, and a

\Veb addrcs~ for Y.hcre to submir answers. Re ~pondents were l11en directed 10 Google's rc

cnlll•

ment sue and encouraged 10 apply. 70 Cisco Systems regularly uses creative ad\·er11 c

.c rncnts and

stunts 10 draw job seekers 10 11s Web site. C isco sponsors coffee carts at indust?i confe

rences.

3.Sktng patrons lo fill our mfonna11on sheets " ·bile waiting for their free coffee.

1 \Vhcn Cisco

learned th:it member; of 1hc1r 1arie1c:d applic ant pool Jikc 10 vis i1 an1iquc shows and m,cro-

brc'-'<ery fcsU\'alc., Ci:tco's rccnulcrs begnn a1 1cnd1ng them to identify po1en1rnl recruits

. Cisco

regularly introduces new and 1nno\'alnc rcc rui1mg pracriccs to replace o ld one.!. C\C,Y 6 10

12 months n

OUTSOURONG Ou1.sourcrnp t.1Sl s 10 other individuals or organ11a1ion s able co do n

:qu1t\,I

;ork effccU\eJy and efficiently is anorhcr ex ternal soun:rng optio n. Hinns consullanb o

r , rn·

ors 10 pro\idc scn ,cc_., or pcrfonn needed \ \ Ork can be a relatively fast raknl c.0Ju11on

f Of

c, amplc. Am:17on com allows other but;1ncss cs of all sizes 10 store their products in Am

a1on's

fulrillme~~ ccnle~ and have Ama1on pu:k, p ark, ship. and provide cu~romcr se rvice for

rhrir

producis For many companu:~ rhis 1s much man.: cflic1en11han building ond siafting 1h

cir o~ n

fulfillmcni center Wc-b SIIC) rncludmg Elanc e also make II fos1 and easy 10 find freelancers in

3

,ancl) of area_, including Web dc-, lopcrs. pr ogrammers, 1Vn1ers. and mnrkclcrs

74

Table 6-1 summan,es 1he f' f s of

h · c iccuvcncs s o these external sourcing mc1hods in 1e

m1

t err <peed, CO\I. ond the types o r applrcan1s l l1cy lend 10 generate.

I

114,,■j.p I he Effectiveness of Various Ext ChJplcr 6 • Sourcmg· ldcnor) ing Recruits 159

- ••- ernal Sourcing Methods

5ourc• Speed Cost

~~ea refe rrals Fast Types of Appllc•nts

tars Fast Depen ds on rewards AU

In-house recrvi Moderate

Wntten advertisements Moderate Moderate

Job and trade fairs Fast Lo w

C)bservat1on Moderate low

R'5umi databases Fast Low

C,fffr s,tes Moderate Moderate

o,,1,ne Job boards Moderate low Search firms Moderate to slo

w H,gh

Professional associations Moderate Low

St1te employment agencies Moderate Low

Mihta,Y tr1ns1t1on services Moderate Low

.4cqu1s,t1ons and mergers Slow High

Raiding competitors Moderate Moderate

Internet data m1n1ng Moderate Low

Networlcing and social Moderate Low

medra Sd,ools Slow Moderate

Prev,ous employees Moderate Low

Non-U.S. citizens Slow Moderat e

Walk-rns Fast Low

Creatwe sourcing Depends on the Depends on the

source source

Outsourcing Fast to mod erate Moderate

CREATING A SOURCING PLAN

All Active Active Passive Active Act.11,e Active All All Ac-t1ve Active All All Passive All

AC't1ve All Active

Actwe

All

N/A

A sourcing plan prioritizes which rccnutrng sources should he usc<l 10 .)laff a g l\ cn posn

ion to

best meet staffing goals 1hat include the cost , ~peed. and qualn)' of nc" hires When crea

ung a

,oumng plan, a Jinn should do the following

I. Profile desirable e mployees

2. Analyze the cffcctivcne~_., of different rce ruiung )OUn:cs on an ongomg basis

3. Utilize different rccru111ng source.) ha:-.cd o n the fim1·s ) laffing go:1ls and emplo}ec profi

les

Next, we discuss each ,1cp m more dc1a1I.

Profiling Desirable Employees

Just as marketers use r.:u..,tomer behavior pro file.) to belier pm 111on their prcx:Jucb rn 1hc m

ar~ct-

placc, "employee profile.)" help finns ident ify t..lc) trahlc talent. Employee pronting idc

nttfic)

what the rim1's ) Ucccssful cu.rrenl ernplo}'CCS like to du and ho" people like them can be rccru

11cd.

To accomplish this, a firm can use a sun ey o r focu~ group " hereby lhc firm·:. top pcrfonn

cr) are

asked aboul where they lilc to go. wh:u med ia 1hey use. what organ1,at1ons they belong lo

, wha1

t\'ents they :mend, and how 11 ':,. easiest for the m to be n::echcd. ldcnta ry,ng how 1.gp perform

ers

differ from poorer pcr fomicr'ii can also help a firm pnonu,c ,1s rccnuting sources.

Anecdotal evide nce suggcs~ that employe e profiling can be cxtrcmc~y effective. Fo

r

uamplc. 1hc Minneapolis-based chain Cari bou Coffee realu cd 1ha1 some of 11s best pc

rf~rm-

trs were women in their ihirtie:. who needed a JOb with ncx1blc hour) bcc.1uc.e of lhcir fa

m1hcs.

Afler conduciing focus group, or moms eu m:~tly on ,1aff. the c7

~mpany created a suc,:ess_ful ,

low-cos1 recruitment campaign lo appeal 1o 1111s 3pphrant pool. . ~hen Chiron ~orpo

rauon.

a Silicon Valley biophannacc utica l finn, w as ha\P,ng difficulty lunng a phamrnc1s1 in

a ugh1

labor m3lkct. 11 sent two rccrullcN 10 3 loc.il Walgn:ens m ask the phi1r~1ac1s1s ther

e for ideas

about how lhcy could get rn iouch wnh oth er ph:1rmac1s1s. Afler pro\•1d1ng the rccrullc

r'- wuJ1

SOl'RC/.W; Pl.AN

p nont1.:.l'!l 1t.lurh f't'O'Mlfln~ ,m1,.,·.,., ,f h1111ltl IN Ul"t'd ru Huff a ,:nrn pmmm1

ro b,,,r inur u.ilfinx gooU

E.'1PUJJ'E£ PROFIIJSG

"P'"'-"'' thar hr/pi afi"" 1dMt1/\ 1dmr /It 1w« t'sefu/ corf'tnl r mpflJ)t't'\

M:.- w Jo ,md hoK p<op/~ t,u lhf'M cun ~ rrcru1t,d

160 Ouplcr c, • SoJW'L~ IJcnl1l)1n.g R«rwb nacasls nughl go to on 1hc lnlcmct, and how Wai 1nform3.uon uboul the Web s,ies phan the staffers: at the s1orc even o ffered some le d gr't11.5

" oulJ i;o mbou1 lunl\8 111t0lhcr ~ 1""" 1 ·also uses focus groups and olher research 10 a s r~

lhctro"'n ncN orl. of coJJ~;gucs. a uron Profile its tn()SI Wcnlc-d cmplO)CCS.

. ·t· 9 source Effediveness AnalyH s

Performing Ongoing Recru1 in . in rccruumcnl. \Vhal works for one job (or co

Tlterc 1s no one t-:.st sou.rc1."t s;:: ~;k for the same company in the future. For the~ ;Pan)) might 00 1 "'ork for another JO • ~ 1..~rn I ntcm31 and cx1crnal, need 10 be under constant re ~ons, all ofa. finn 's sourcmg stt:1tcg1c~. 11\J . . \1c"'

Tht.s in\·oh es trad,ms the following mctncs.

·' ·d· 1,. and succtssful new hires disco, crcd 1he \3canc Ho" applicants. top canw a .. ..,., ics f0r

"bich they •pplled How m:any r'C'Cnuts each source gcncraled What quality of nx-rutb cxh wu.n..~ ~eneratcd, a.nd wh3t was lhc range o f the qual11y from

eoch sourc, · f • h \Vhat "'ere the demogr:iphlc charac1cn)llCS of the recrui ts rom 1.:ac source

• Y 1c Id ratios for each source • Con\·ersion r:ucs from :applicant 10 hire for each source

• Abscnc-c and turnover rares by )0urcc

• Job pcrfonnance by source • Promouon ra1cs by source • Dau rele\·:1.01 10 other staffing goals

Table 6--5 shows a hypothctJcaJ recru1llng source analysis for an cnginccnns pos,uon AddJuonal cniena could be tr.1Ckcd. oncludong demographic informauon abou1 apphcanis, hu- mg rates. and conversion n:i tcs from npphcant 10 hire, but we \\ 11! simplify the analysis for !he purposes of demonstrauon. Assuming th.:11 for rts engineers, the hmng finn value, the qualll) or

its nc\\· hires the most. follo\\ed by the associated costs of h1nng them, and the i;;pced "nh whic-h lhcy can be hm:d. lhe 3nalysrs ,nd,cuics 1h31 coll~gc hiring h'1.s been lhc bc,1 source for no.•

cngrnccrs. Tnc time Jl ukes 10 rm engineering openings from th is source 1s ra ther l~ng, hO\\C\ tr The aruuysis sho" s 1ha1 lhe second bcSI source has been employee referrals. This rnelhod has pro,en 10 be relatively faSI bul modeSlly eApcnsil'e due 10 lhe re ferral bonuses paid 10 emploi«•

for thcirrttommendauons. The thtrd best source, career si tes, is 3.Jso relative!) f.1.",I and costs les.s

!ban lhe other ,,.o melhod.s bul produces lowcr-quali1y hires. Yield ratios and other d31a should be collec1ed for each recruiung source. For cxampl,.

in Table 6-5. lhe fac1 Iha! college hinng yields lhc bes1 appl1can1S bu1 is <low could mean INI

o.nother source " ould be bcucr. or lha1 lhe )icld ratios and time lapse dala for each s1cp in lh< process should be examined 10 dc1ennme how 10 make each Slcp more cfli c1c n1.

Human rc,ource professionals analy,c applica111flows (how ma ny and whal 1ypc of appli- cants come from each recruiuni; source) and stlection ratios (of lhc t1 pplicunls coming from each rccruitinp source, whai proporuon of 1hem arc hired) 10 under.land 1he cffcclil'enc.s of

lhe rccru111ng sources being used 10 fi ll a posiuon. Problems arc nol hkely 10 he 1Jcnufied"

C'OTT'C'Cled \\ 1thout this rnfonnauon

•tl/•J.$j A Recruiting Source Analysis fo r an Engineer's Posit ion Avorage Speed (Mo nths) Cost per Hire (SJ New Hire au,lity

College h,nng 8 5,500 Very H,gh

Employee referrals 2 8,000 H,gh

Career sues 2 2,500 Good Sear,., f rm 15,000 Good w.,~ .. os

500 OK Ne-v,soaper ads 2 1,000 Poor

:r:

Chapter 6 • Sourcing Identifying Recruits 161

Tllere are two rclauvcly simple analyses of 8 1 lo"c-r can apply to cvnlun1c its rccnuung sources rp ,cant _nows and sclect1on ra1ios 1ha1 an

tlOP , . · , ,or 9 p;inicular J)Osi llon A I' n uackcd usmg n rccruumg yield analysis of the sources rod . : PP ,c.o.nt ow can

bCJtld IJIA)ysls simply lrncks lhc recruiiing source(s) lhol p odue,ngJob 3pphcnnr.. A n,crulllng RECRUITING YIEW ANALYSIS

!.ch recruiting source on the basis of relevant Cnlena m~~ud~cc~Lc_ach apbcphcanl and cva_lualcs 1roclJ ,,.,. rra·Mumi w w,rr, ,hm

U.l ificd apPlicants coming from each source and their dcm ng h'"' nhum r ~n~ propon1on of pr,Nluud r«h upplmm, W'ld ,~ulwatn

q I · · h h ogrnp IC c ru-actcnsucs ,i,cl, rrc:n.1,11"8 1011ru lHI 1lu bmu Y/ Asancxamp c. 1magmc l at 1_ ~ only recruiung sources 8 fi rm used were 8 news· 3 r adver- ,,,,.,,,,11 rn1rr1cJ 11tr luJ111,: ,,., nMmixr

uscmcnl and word-of-m~uth rccruumg. ~ sumc Iha~ ~o percent or lhc 500 applica!s~roduccd ,md propcmwn of qUiJl1fiul Clp/lflCWIU by the newspaper advertisement were . hircd for pos111ons with the firm (a 40 percent sclcc11on ~:::~;,~; ;;;~";;::~:,;;;;.:;:;/ ,,.,_,

rauo), and of ihcm 95 pcrcenl were_ whue males: nnd lha1 70 pcrccn1 of lhe 150 applicanis gener- ated mrough w~rd-_of-mou,h rccruuing "ere hi red. and of them 50 percent " ere white males. n,cse numbc~ indicate lhru_ w~rd-o~-mouth recruiting was more effective in terms of both the quality of apphc~nts and their d1vcrstty. ~ow consider ndd tng n mmori1y job boo.rd 10 the sourc• illll sir.uegy. If e1gh1 of 1he len "':oplc hired 1hrough 1he job boon! were minoniies nnd ,he ad ge.nen.tcd 30 apphcanLS, the n~dition or the minority job board could result in greater diversity e\'C:O if it generates fewer qual11y appl1can1s o"craU.

The proportion of d1fforcnt types or applicants dropping out of lhc applica11on procc~s m different stage~ ~an al~o be tracked and evaluated. Organi,.1uions are well served by diversify. ing their recru1ung methods and track.mg each source's e ITcctjvencss on whatever crucnn arc relevant to it, including the quantity, quality. and diversity of applicants as "·ell as 1hc length

of 1imc new hires serve wuh lhc company, their performance Icici, and 1he co-is of recrui1ing them. This infonnation can enable the organization to bnlam:c its recruiting sources 10 increase the probability of the de~ircd distnbution of qualified :applicants at a reasonable co!'.t. For e"<am• pie, when the bank holding company WachO\ 1.:1 analy1e<l its past sourcing data, 11 found that although lntemct job boards " ere the cheapest way 10 source new hires. 1hc volume of appl1can1s was overwhelming. When \Vachovia iracked i1s sources or new hires m 1enns of quality of hire rather than number of hire,, the analysis led to more hmlled :ind ~honcr· tenn posting of Jobs [hrougb job boatds.79

It is important to note Lhnt as an organiz.:1uon begins 10 rccnrn differently and its " orl force becomes more hetcrogcncou~ (divcntc). the cffccuvencss of different rccru1ung source, can

change. For example, a~ more women and mrnoruie~ ore hired, it will create a number of female and minority employee nmba~sadors who can recruit other minonties and \\Omen via word•of• mouth recruiting. This cnn improve the effcc1ivcncs~ of \\Ord-of-mouth n:cru1t1ns mer 1ime rn terms of reaching diverse applicants. If a subst:::mtull pmponion or successful minor11y employ• ccs applied for 1hc position bccau~e they "ere told 1ha1 the organiLauon was actively looking 10

hire women nnd minon1tc!'., then this mfonnatton could al~o he actl\ely incorporated into fotur~ recruiting effons. MorC'O\'Cr, research h.3.S cons1!'.lcn1ly found that applicants \\ ho apply directly

for jobs and those "ho "ere referred by current employee~ arc more hkcly to recch c and 10

accept job o ffers than " ere applicants recruited via other sourccs. 80 probably bccau\C d1l fcrcnt

rccrui1men1 sources lend to reach indh iduals from differcn1 applicanl populolions. 81

An additional type of analysis can result in an increased unders1:andmg of from where

qualified, diverse recruits arc ll l...ely to come. 8)1 tracking the positions and organi1.a11ons rro1~t which successful di, ersc employees come before being hired by 1he firm or moving m10 _1hcir

current jobs with the fi m1, an orga01Z.:11ion can funhcr identify ils highest pol~n1ial o.pphcanl

pools and devo1e mo re resources 10 bellcr u,p 1hem in 1he fulure. For example. 1f 30 pcrcenl of

the successful minori1y crnplo)ees arc found to ha\e prc\lou~ly "orkc<l .m c:cnam JOb) cl,e•

where in the organi,auon anti transferred into the target pos111on. the organ11auon ought be able

10 realize a substa nual rcium on its investment by offering tr:11n1ng programs 10 cmplO)CCS ~uch

as these who wish 10 1ransfcr 10 the 1arge1 pos11ion.

Prioritizing Recruiting Sources

The Corporale Exccuiive Board's 20 11 "Smar! Sourcin£'' , urvcy found 1hat 1hrec ~ul of four

rccrui1ers s1ill re ly on 1he volume or candida1es a source provides ra1hcr 1han on can_d1da1~ qunld- • · r TI e h1gheS1 pc·rformmg rccruuers msiea Hy when selcc ling which sourcing channc 10 use. 1 . • d" prioritize !heir recru11ing sources based on 1hc siaffi ng goals for 1hc posmon, market con 1110ns.

and da1a-bascd evidence aboul ihe 1alen1 quali1y provided by each source. Rcfcmng again 10

162 Clupier 6 • Soun.,n;; ldtnufJ' "S Rcou11>

Tilhk ~5. for some tun~ <!Tort•. , po.....J mJy be more ,mporunr than for o1hc". In the situa,, presented an T11bJc 6--5, college hanng rh3nncls ,, ould not be the tir~t recruiting source Ulie(I un

l"C'Cn.ill engine-co.. Jnsirad. cmplO) L'C l'C'fcml.s would be g1\'cn pnoruy. to

11 b ,mr,orunt 10 ron,)idcr the 3ef\'antafCS a nd d1sad,•an1a~cs of each rccruiLJng SOu

before p1d..1~ "luch one &> most appropna&c for a ,pcc,fic business need. At one P01n1 ;re human rcsoum: department of General Telephone and Electronics (GTE) was under Pre~ he to focus on cffi1;.•1cncy and IO\,cr its cos1s. To hire appllcanlS foster. rccruucrs hcgan ta urc

t<mpor.uy "8"ne&cs and JOb banks rJthcr Llum graduaung college students and cxpcricncJP•ng

fess,onals. The, umc 10 fill positions '" one region fell ,,., 50 percent below GTE·s con,:-

4,"U"Jg<' at 3 lo" cr cost per hire. But the 1umovcr rate rose to tw1c.c the co~pany average an~

customer s,rvu:c Je,els fell. An analy"s revealed that by changing lls sourcing >lratcgy 10 I.he cost anJ cmcicncy goaJs. the soUJ'C'ing process became less selective and the recrui ts' meet

fii " ,th the Job w,d OJ1!anu ouoo kd 10 I«s-sl 1lled hires. higher u.uning and turno,cr co; P0orcr

lower 1e,<1s of customer s,n ,cc.c In other " ords. for GTE. the rcla11vc imponancc of d f~· •lid , • I 1eren1 st>ffing goaJs influenced the pnonu,auon of d1f,crcn1 rccru,ung sources, which dramat,caU

changed the outcomes of the , taffing process. 1

1..J&Llc research ruis ,ysiemaucolly addrcs>cd how organizations can and do make S)stcn,.

auc and cffccu,c apphcnnl w urcing dcchaons. From a cost and lime pcrspccu,c. targeting Lhc

mo,,1 ocovc Job s,clers 1s usually the best choice. If a company can find suffic ient numbc

lugh-<jwili&y active job seekers using Job boards or basic employee referral sy,tems. it ma;:

hanJ 10 JUSUfy doing more 11,.,, this. But when the company can no longer find enough 00d

,x-opk this " ay, the finn's =rollers might be 1cmp1cd 10 try rccnuting from the,c same so:rr,, mon: inreoseli. "luch ,s 111 adv1.scd. One survey found that almost 75 percent of recruiters

,olumc rather than quality cntcria to determine which sourcing channels to u~c.&' Althoug~

,s ob\Jously ,mporunt 10 be ilhlc to hire suffic1cn1 numbers of employees, pro111011ng applican,

qu.:inuty o, cr quahty obviously nsks a decreased yield of quality hires. Organ11auons should

ha\C mulripk soorcing methods m their arsenal from which 10 choose depending on the specific

needs and goals of each h,nng cffon. By M\Jng a sourcing plan in place and managing ll using appropriate metric<. a compani

can quickly OOJUSI lls sourcing methods when ii needs to. 84 Valero Encr~y Corporauon gncs

eoch sl.1ffing proJCCI a risk foctor and ranks every applicant source using a depcnJ Jbilny ind"

When cnucul h,gh-nsk projects come in. only sources " llh high dcpcndabilny index scores arc

aJlo\\cd 10 ""ork on the project. An au1oma1cd sys1em aulomalically assigns po, I11on, nssociilttd

"1th the slllffing proJecl 10 , anoos sources based on rhc labor type. job characrcmucs. speed.

cost, quaJ1ty. :,od source's dcpendab1l1ty.

Informal rccruumcnt sources rend to oorperform more formal rcc ruumcnt sourccs. 85 In par-

ucu!ar, research on the effccu,·cncss of different external recruiting sources has generally found

thot employees recruucd through infonnal sources, particularly referrals. seem 10 have the highe~

r.itcs of Job survival and pcrfonnancc. 86 Th.is suggests that if low turnover is a pnm:uy goaJ of a

n:crumng efTon. fonnal n:cru,ung methods hke advenising in print media and sunply posungJobs

on the Inrernet may be less efTcc11vc than 1nfonnal methods hke networking and employee refer-

rals. Despot< • modes, amount of research on rhecffccts of recruiting source on posthirc outcomes.

the fi nding, h, ., h.:cn n:Iau, cly " cak and mconsJStcnL s7 Research h.'.IS suggested rhar recru1ung

50UJ'C~ innucncc Job satisfocuon. 1umo\Cf, and abscn1cc1Mn through realism procc,,cs. 88 1,1,h1ch

could pan,ally nplam why infom1al n:cruuing sources rend 10 ourpcrform more formal soun:cs.

SOURCING NONTRADITIONAL APPLICANT POOLS

Research on "h) and "hen O , d h rgan1Lauon, successfully larger allcrnntovc labor marlets an 1 ' shon - and Iong-tcnn conscqu . f d . ,nee, 0 o,ng 10 IS lacking. That said. many organi,auons try 10 pm a compcutl\ e m ffi ng aJ , anlll • b ~ I kl.'ll b oth 81 g, Y ocusing on po1cn11al applicants generally o, cr oo

d l er cmploicrs "Non,raJ 1tmn3l" apphcanrs " ho differ from typical hires in 1cm1s of lhcir

c ucauon.u background prc\Jo • I 0 . . us cmp oymcnt. age, and so fonh can be very good pcrfonncrs nc orgW1wn1on. ~hcroboar&J l'n c C . .

nenrs soo ' c»ing. • onncc11cu1-based assembler of elcc1ron1c compo-

pcopr' rehcs o nc-thirJ of " ' as,cmblcrs from high-risk groups including fom1cr drug add1c1s.

e "II cnm,nal n:cord.s and " I~ I I d ,raping Jobs first ro I • c arc rcc1p1cnts. The n:cruits arc ofrcn given simp c an .

sec '0 " " 011 thci do before rhcy arc moved 10 the assembly operauon. n,ci

-

al.SO given u lot of slack dunng th fi Ch:..pc.cr 6 • Sourcing ldcnt if) 1ng Rccru1u 163 1/C c •~ t few months on th discipline of factory worl. The company says that in return e Job wh,le they arc adJpting to &he

.,. gr.itcful and loyal lo M1croboard for giving them 8 ch · ll~as h ard"ork1ng employees " ho

As another example. c.Junng the ccono 3ncc.

fi m,c expansion of the I 1990s

consulring ,rms were expanding and unable lo h ate ·• many of &he lop dents from the cllle in, 111u11ons "here they h d 1"c sufficient n

umbers of the top MBA Slu- M Kl a a ready rccruncd th

,.,.dards, For e nsey. rather than dipping fonher dow "'' out ~ompromising their hiring from the lop IO percent rather llian the 10 5 • '"'

0 the graduaung MBA cla,,s and

s,ar<:h and looked into many d1se1phnc.s globall~ f:,:m, thc company "1dencd lls candidate

••"' bright- many of them had earned PhDs MD d besr talent II could find. These people

uaJned to be quality consultants via McKins~y·s s, an 10:," dcgn:es. As such, 1hcy were cusily

al f own mm1-MBA program fo h. 91 B

rt&SSCSsing the v ue o ~ourcrng from different labo 1 • r new ires. y

·~•~ing Sl!&lcgy to maintain a supply ofq 1. 1 r poo ' · McK,nscy successfully adjuSled its

~... 91 ua 11Y 13 cnL As the proJ«led tat d t bo h in the United States · increases, firms arc hkcl 10 13 · cnt an a rs onagt.!

such as these. Next, we discuss three nontrodiJonal P ,~crca.~mgly different npphcant sources older workers, nnd welfare recipients. app 1can1 pool): workcr'i with d1sah1l111c~.

Workers with Disabilities

Qualified pc~ns. ~i-lh disabilities arc an underutih,cd labonourec. The uncmploymcn& rnte for

people _wnh_ dis~b1hl1es IS high. desp11c the fact that two-thirds of the cum,ntly unemployed r-

lO!IS ,., lb d1S~b1bocs would rnthcr be working. 93 The, U'\Jth is. ho"c, cr, that disabled " orkcrs~n

be as prod~cuvc as or more produc1i-..c than nond,sablcd employees. People v.ith disabilities nrc

oflencrcauvc pro~le~ solve~ due to the challenges they face m their dally lives. Some disnb1h11cs

can ev~n be_ cnabh~g 1n panacul_ar work contexts. For example, people "ho arc deaf i::an commu- nicate m noisy cnv~ronmcnts us1~g American Sign Language. A sIudy of WaJgrecn) · dbtnbuuon

centers found th~t 11s workers with d1sab1lit1cs had a 48 percent lo""cr tumo,cr rate than its non-

disabled populauon, as well as 67 percent Jo"cr medical costs and 73 percent time-off cxpen,c,."'

Employers who look at people's abilities and not thm d1>nb1li11cs often benefit from 1he

ralents of a diverse workforce. Walgrecns proaetivcly crca1cd a d1-.ab1l1ty-fncndly en, ,ronmcnt

in its distribution _division by creating '"o d1stnbuuon centers des igned spec,flcally to employ

people with physical and cognmve d1sab1htics. Al one fac,hty. 40 percent of 4(1() cmploi ce,

ha_v~ discl~scd physical or cogni11vc disah1l11ics. Bccuuse the technology and process change,

ongmally intended to accomrnodalc workers "ilh disab1liucs impro"cd everyone",;; job). the

facility 's overall efficiency rose 20 pett:cnl since opcning.95

Temporary staffing agencies arc one "ay 10 effectively source people with disab,huc,

because they focus on the indh•idual ab1 h11cs. Job skills, and interests of all JOb seekers. Stafr.ng

services use job assessment services, temporary job assignment,. and skill, training 10 help

individuals with and without disabihucs find appropriate employment. These services provide

Job seekers with opponunllics to build a work h1s1ory, cxpcnence d,ffcn:nt &) pc> of Jobs. and increase their cmploymcnr marketab,hty and earning potcnual.

96

The Labor Department's Office of Disab1h1y Employment Policy 97 fac1I1tatcs sourcing

people with disab,lilies by distributing a free CD-ROM database in "hich employers can search

from a pool of prcsc rccncd applicants in fields including computer sciences. business. communi-

cations. and engineering. The federally funded Job Accommodauon Network o< a free consul11ng

service of the Office of Di,abdity Employment Pohcy. The network provides employers wuh

suggestions on how the ir workplaces und equipment can be modified lo accommodate disabled

cmployees.98 Although ,omc cmplo}ers \\OrT)' about the cost of accommodating people with

disobilitic.s. many affordable tcchnolog,cs cxisr- 80 percent of available accommodations tech-

nology costs less than $1,000.99

Older Workers

The United States' population and that of the \\Orld IS aging. The United Nauons csumates that by 2050, individuals over age 60 w,11 comprise a larger segment of the populauon th~n will those

individuals younger than age 15. 100 Bur the , urge 1n retiremen1-chg1blc workc:' w,11 be a chal-

lenge · -111 1 manage Jong befor e 2050. By 2050. ll 1s proJccted that nearly

many companies w1 mvc o 2013 101

17 percent of the global population will be age 65 nnd o,cr. up from 8 percent'" ·

I 164 Ch:lp<a o • Soun'"in,g ldmuf),n~ Rt.'\."T\llb . demographic sh1f~ and skill s honagcs, !,Omc or Fxing b~1ncss-thrca1cning ·orkc~ o,cr SO. For c,o.mpk, 10 more than doubglan1,,1hori, tu tx- f'C'('1'UaUng and rcuunmg \\

CVS e •LI ,-c ,!;Un · cd l6 pcrccnl of the com

pany, drugstore rccru o,c,.

55 .... orkfon.--e. \~hich ~ic~:"~c company as a gre at place for older people 10 wortc~ ~cn1

10 ~mor ccn1c~ and P . only 10 \ \anted 10 work. but those , . · Or !he

100 I "'ho came to ihc: prescnt:rnon, . \ere the IO

J".-OP c d 1~ WaJm3J't also makes recnutmcnt puchcs ,:11 sen· '-'c

,,:,,ntcd ·• a CVS manager S.lJ • b'rd" h

10 r ccntt

nJ : booksron:s and Home Depot have s1.1ncd '"sno,, I prog~am_s L at allow "'Ork "

Bo ~rs rcuions durine 1hc ..., inte r Many organr.tallons arc also lh crs 10

tmnstcr IO s1ores In \\arTTICf e . ~ n bl . re 1nk1

"ays of rcu1rnmg older " orkcN by offcnng ihcm re duced or cx.1 c hours. enhanced b(nt firtg

kacn. and the opponunity 10 work pan ume. The AA.~:· lhe. advocacy group for rr11 ls

:pl;. postS on IIS Web >ti< ltnls 10 ··feoiun-d empl oyers. including Mc1L1fc, P11ne)' B°" 'rd

BonJcrs. Home Depol, Pnm:ip:il Financial, and Wnlg rcens-fim1s that rccnut o lder worktrs (1,

ff • 1h h · 'lh ben •1115 trnining and nc"blc wo rk schedules. Tens of 1housands or bi

011enng cm . cw c • • · . 10J -

SCn10rt

use the Web sue monlhJy to search for job mfonmum n.

Some pN>plc bclic\"C ihat " orkcrs become mon: costly a s t~cy gro~ older due 10 more '1'ltdJ

cal problems and more missed workdays. But Dan Sm1 1h, scn1~r YlCC pres1dcn1 for human rtsoul't'~

01 I.he Borders Group. say s Lhol ··on,roll COSIS arc no1 much d1ffen:n1 based on

1he age or <mllio).

ccs. Tr.uning and recrwung coslS arc much lo"cr than for younger workers. 11 all even~ OUl .. 1ru

Aficr years of cncour:igmg "orkers to tal.e early rcur cmenl as a w~y to cut Jobs. many firms at?

seek.mg older workers bcc:llbe !hey ha\e lo"cr 1umO \'er rares an~._m many c~cs. pcrfonn bcittr

For large orgaruUUJons, impro\"cd rctcnuon rates can be worth m1ll1ons of dolla~ annually.

Welt.,,. Recipients

Federal and state go\emments ha,c m3dc moving w elfare recipients from the public assistancr

rolls 10 employer p;1yrolls a top prion ty Business In1erf~cc Inc.

105 _(ww\L\\.Clfarcro"ork.org)

develops and implements employment s1r.ucg1es an d services that d1rcc1ly address employrr\'

re.scn•auons about h1ring undcrscr"ed populations. H isrorically, nontrad1uonal applicant pools.,

such as ~·elf arc-to-work participants. arc most likely 10 be utilized during labor ,honagcs, "'hen

lhc Jobs being rccrui1ed for art un~ll/'3Cth·c and !he skill l evels required for lhcm arc nexible.'°'

Nonethde.ss. it 1s possible for organ1~1ions 10 regularl y make use of the people in 1hc-.c pools .,., hcn

the risks associated with thc1rcmploying workers suc h as these arc relatively low. Retail drug and

phan:nncy g1an1 CVS has hired O\'Cr 60,()(X) low-wage and welfare-to-work part1c1pants.

101

1bc hotel company Mamou Jn1cmn1fonal has a "P athways 10 lndc~n<lcncc" program,

~h1ch is 3 ~L~•\\Cek. prtcmploymcn1. life and occu pational skills training program designed

to help people rccciV1ng public :bs1su1ncc transitio n 10 a productive career in the hospnalu)

1ndu.suy. l\lamot1's Community Employment and T raining Programs Dcpanment pro\11des par•

1.k1pants with 60 hours of cl3..)sroom m.strucuon and 120 hours or occupauonal skills training

Paruc1pants learn the impon.ance of job ocqu1s111on skills, safety. commun1ca11on, personal hrr

sbll.s. and Job rctcn11on. ParucipanlS "ho successfu lly complclc 1hc progrnm rccc1,c full-tune

JOb offers " ith benefits from Mamou. The rctcnuo n rares for Pa1hways gmduJICS arc among

the h1ghcs1 an the htfh-tumo,cr hosp11:1l11y mdus lf )1• Eighly pcrccnl of par11dpan1, gr.tduart,

90 pcrccnl ~tay 'kith Maniou for a1 lcas1 90 days, nnd O\'Cr 55 percent s rny with 1he company for

a1 least one) car.'°"

GLOBAL SOURCING AND GEOGRAPHIC TARGE TING

Anolhcr is.sue facing man} orgamlnllons 1.s the sourc mg of recrui ts\\ hcrc\'Cr 1hcy arc localtd in

I.he "orld. Comp:,nocs seeking 10 e,pand globally a lso need 10 source local wlcnl 10 s1aff ihcor

ne" opcr.auon.) abroad ln1cma11onal rccruiung can b e an impor1an1 pan o f n company's str.itcgJC

rccru,tmg cffon becau.)c II can crcarc a subs1an1folly la rger pool of 1alcnt from \\ hich 10 1dcnuf),

l llraCl. and hore cmplo)ces "i1h key , k,11s. Particularl y for high-level skill, or , k,lls in shon sup-

ply. rccruitJng from a global labor market may be nc ce.)sary in a tight domcs1ic labor marktl CJ

1f an organ1za11on wishes to employ the best 1alcnt.

1~ sourcing rccnutmg 1n1em::u1onally. scnsithuy 1 0 cultural differences •~ imparuni

Fkubiluy in lhc cxccuuon of 1hc rew11iting strateg y is critical, and recruitment met.hods ihJI

\\Ork bcs1 in each loc.i11on must be identified. A datab ase of potential candidate~ who Jj\·e out51ck

the Un11cd S1a1e, can also be dc1clopcd from cus1om crs, referrals, and people from around 111<

I . Chap1cr6 • Sourcing: ldcn1ifying Rccruu.s 165

world who co~tact I 1e orgun1z~11on_. It can be helpful 10 learn

.

,ecr,Jiting regions and countncs, including lhc k' d 35 much as possible about targeted

. 1ereslS and skill Jc,•cls as well as their mo1ivo1 m s of people available and their primary

10 1 • 1 ions and rccruuin .

•Pf>Cal 10 them . . I 1s _a so important to become knowled cab! g str:11eg1cs_1ha1 pat11cularly

·ssues involved 1n bn ngmg people 10 the Uniled 51 g e abo~i visa rtqu1rcmcnts and the

~nsi\'c to do this. but il is important 10 be aware a~ si:c_o ~ork. h is not nccessanly difficu lt or

[ionS, Ne:<I. we discuss some nddmonal issues rclai 0 d t rel bcvant le~al and immigra1ion rcgula-

c log o al sourcing

Global Sourcing

Global sourcing is_ the sourci_ng of employees on a g lobal basis. Global sourcin re u1.rcs lan-

ning, devclopmg. 1mplcmcn1m~, a~d cvaluaung Ma ffing m111a11,·cs on a wor~w,~c ba!s 10

ensure tha_1 staffi_ng go:11s and obJeCll\'Cs arc met Sourc mg and sl3ffing a gloOOI " orkforcc offers

• subsU111U~lly d1ffc~~n1 scr of ch:illcngcs lhan docs s ourcing and staffing a Jomcstic work.fore~

(mplcmcnlmg rccruiung a nd s~affing policies acros~ a r:.ngc of countries. each wit

h its own cul~

,uraJ, legal. cconom,c. and poliucal charnctcris1ics, 1s much m ore complex

One of the primary challenges of sourcing :.nd mann gmg a i lobal w~rkforce is lhe need to

suikc a balance ~ tw~cn two c_ompcung objectives: intcgrauon and d1ffcrcnua11on. b1ugrario11

refers 10 the ~oorchnauon of a smgle_ global staffing s traccgy rhat gl\es 1hc organi.t.luon adcquale

cootr~l O\l~r 1LS local operations. Difftrtnti~tio11 refe rs 10 the need lo acknowle<lgc and rc c;pcct

the d1vcrs11y of local cu.lturcs and ~ firm s cmplo}cc s· expectations in those cultures. For

example. firms need to give some latitude <o their l ocal managers 10 1:11lor !heir strutcgicc; and

practi~es to mee! the n_ccds of the_ir loca1i~ns. In Mexico, for c:<3mplc, personal rclauonshi~ arc

often important 1n busmess, and Job cand1d.11cs arc ofrcn recruited by someone wuh whom they

already have a re la1ionsh1p. 009

\Vhcn analyzing lhe potential of \'a.nous mlemauon al locauons. local t>mplo)m~m agt11•

cits can be 3 useful source of inform:uion about the c harnctcns11cs of the local labor force. TI1-.:;;c

cbarac1cristics can include such factors as lhe loca l population's sl..111 ba,e. local wage rates,

employee turnover rates. and the cullural and lcgisla ti\•e •~sues related 10 opcraung in the inter-

national location. Companies :lfC wise to ana.ly1e wh ether an 1n1cmat1on:il Jocule has a sufficient

ainount of talent 10 suppon the firm's planned opcrJ l10ns .:ind 10 consider a number of differe nt

locations before making a final decision.

Arter choosing an mtcma11onal locnuon, compani es somc11me-. rely on local employ-

ment agencies 10 s1aff them. Although 1hc key cmp lO)CCS located mtcma11on:1lly arc likely 10

be expatriates of the parent country. nt least some h os1-counlr)' na11onah with loc:.1 experience

arc usually hired. The labor markets and the firm's b usiness needs" 11! dctcm11ne the bJlancc of

expatriares and local na1ion:1ls for global companies, unless the hmng i~ highly regulated m the

new location. (Some countries require in1cma1ional f inn ~ 10 cmplo) a ccna1n p.:rccntage of local

workers. for example.) Comp~mic~ c~m II)' to auract managers from compc111ors. or rely on local

hcndhunLing comp:1nics . Gh•cn the diniculty in fore casting demand m 1hc new location. compa-

nies ofrcn 1ry 10 keep their labor force n~ ncx1blc as pos~iblc un1il it is clear that the nc" venture

will succeed. Generally they do this by heavily rcly mg on temporary Mnfling. Comp;inic~ c:.n

al.so choose 10 "ork wi1h a combmation of both loca l cmploymcn1 a~cnc1c~ and global operator,,

which can service their requirements in a number of ne w ma.rlcts.

110

Cultural awareness is an undcrsrnnding of how our own cuhurc can influence our

behavior, assumptions, and vnlucs. and is an imp or1an1 skill "hen s1affing globally. Glohal

recruiting programs must understand and respect the nuances of local cuhurc and business styles

and deliver 3 posiuvc candidmc cxpcnc ncc 10 optim11c the 1:ilcnt pool and lure ~uL"ccssful

ly.

Because of ihc many opponunitics for misunderstan dings due 10 dif~crcn1 commun1ca11on ~1ylcs,

c1iquet1c, or expcctaiions. ad\'en.ismg. ,,ri11cn corres pondence, and mtel"\ 1e,\S should be t:ulorcd

lo the local culture. 111

Geogr.iphic Targeting · · b d here lhcy 11,c 1s also comm

only done

Gt0graphic targeting. or sourcin~ ~ccru_1ts asc o~ ~ . n arc ' , ic~II filled from the local

by organiz.'.llions. Lowcr-lC\ICI pos111ons '". an org am,_au~ r~ ): 1 nlio widen as the pos

i-

/abor markc1. :Jnd the geographic bound,mcs for a sourlcmg e oh s ~or lower-skilled J·obs arc

. . . • h' hy For cxa mp e, scare c .,

lion moves up the organilataon s icrarc · . 1

·r even global in nature. Ahhou£h

usually local, and CEO searches arc ,gcnet311)' nuu ona · 1 not

CWBAL SOURCING

\ t1urn11g rmpJ,,,r,., on u ,:lm>t,I 00111

CULTUHALAWARENESS

'"' 11ndrr11a11dmx t1/hm1 ,,urt.1.-.11

<Ullllff' rtui mflur,1c-r "'" IHlrm ,or

tl \Jlllllf'flflll(, t1nd H1lurf

GEOGRAPIIIC TARGl:-.IISG

1o urc-ml,' ru·rM1n bo.nrd "'' 1,lrrrr tl1r.

'"'

-

166 Oupta o • Soun.,n.g IJ enuf)utg RC'\.i\llL,

. • •·

~ . n done on ihc organuauonal ~1.:c1s1on-rna~ang pr ocesses rel

,er) 11111~ n:sc.11\: h ~ :is bee I s1udics do rndica1c ihut a Jobs gcogruph1c loca11on is vc , atc-d lo

ccobraph.ic rargcuns, )c,cra rch on ihcJ·ob se arches of college gradua1cs ind f)

1111Por.

- I F r cxa.rnplc, rcsca . . •ca1c

tant h.> opp 11.:anrs. 0 d ob opportumlics lo cated outside their preferred g,

5 lha1

many g:Jduarcs do not confsol er 1, on docs not seem 1 0 be limited to lower-level ecograph1t

• 11. Th . importance o oca 1 . . mploi

a.n:-as. c 113 1 f

1 . ,pcncnccd cmpl0)CCS with grca1cr fanuly oblig ,

, cc,

d II "rt1duah!S n nc . ... . .. ions

an ro cge C; 11, • robabl lc)S likely 10 want to rcloca1c to certain areas Iha

and

communny ucs arc P Y n College

gr.idu;itcs arc. . . an b<: done by focusing on the local labor market. focusin•

Geographic 1argc11ng c . . f . . o on labo,

. 1 10 rh c oroanization's loc:111on in tcm1s o cuy s ize. cosi

f 1 marl cl.S in locaoons s1m1 ar e

h . . o '"in

clim:ue, cuhwu.l and rrcrcauonal opponum11es, and ~ there ~~c•~nsucs, or 1argc1ing indiv1d 1,

als hkel 10 find the organi,ation's location nllr3 Cll\e. lnd1~1~ua ls lenJ to have prcfcre u.

y . .lh SnN'lfiC charactcrislics and arc more w tlhng 10 relocate 10 area~ OCts

for rommun111es ", r- , such~

these. ' u RestlU'Ch has also found thar ~•~en people reloca te to areas ~l~d com_m~nitics lh:u arc

sinul:ir 10 "'here they pre,iously hHd, II s easier f or l~em 10 ad1us1._ . Idcn11fy1ng commun,

ucs s1m1lar 10 an organizauon·s own locauon nnd ta rgcung y~~r rcc_ruumg cffons in these arc~

can be• promising sourcing strategy. For example. b <:cau~c II was d1fficuh for Allied Stgna]

a multmauonal fiber manufacturer. to recruit new producuon employees m the light An, ,

labor mark•~ lhc company ("hich is now a part of H oneywell Inc.) targeted qualified J)rod:•

uon "'orkers currently living in cold-wc.1ther c1uc s. To recruit them, Allied Signal ran n

paper ach1cn..iscments that tempted candidates wu.h sto ries about Arizona · s wn.nnth and pa ed"'

1 ·

n:locnie them 111 Other companies h:ivc moved thei r manufacturing plants to locations whe;c

10

abund3Jlt and qualified ,.0 rkforcc already exists. Afl cr a large employer in Lima, Ohio, Jo,, :

gou'.'mmcnt defense contract and l:ijd off a large num ber of ski lled manufacturing cmplo)

Siemens Automothe mO\'Cd one of its manifold assembly plants from Windsor, Ontarioctt

Lima 10 take advanu1gc of the availability of in.lent. 118 '

0

Jn addiuon 1o bcucr sourcm~. 3:11other ndvn.nia~c o f au~nding to the 11nponancc of gc~.

r3phy 1s duu ii can help an o~g~1za~~n to manage its rct_cnuon r:-tcs . A l~chnology compan}

mtgh1 find thal having a Jocauon in S1hcon Valley all ows II to lap mlo cu111ng-cdgc talent. And

because the 1umovcr rate 1s high m Silicon Valley, given the case with "hich employees can

switch employers, the firm may be able to continua lly refresh its 1alcn1. ·n,a, said, high tun,.

o,cr could jeopardize a research and dc\•clopmcnt pro ject with a long lead lime. In this c:i.st,

establishing a scp:ir.ue, long-term research focilily in ll location such as a rural community, 1n

"h1ch highly skilled scm1conduc1or employees arc nor in great demand, can increase emplo}cc

retention rares. Jn1crsd. a semiconductor designer an d manufacturer, is a good example: When

the 1urnovcr rate in the semiconductor industry wa s ar 20 pcrccnl, a n Jntcrsil semiconduc1cw-

foc1li1y localed in ruraJ Pennsylvania had an avcrngc turnover of only 2 pcrccnt.

119 Locating a

fac1 l11y in a loc.:i.Lion "here local labor docs not hav e access to many jobs due 10 transponauon

limitations ca.n also increase chc supply of labor a.swell as improve rcrcn11on. Also. people '411h

young fanulies arc someumes mtercs1cd in relocati ng 10 smaller, more rural communi1ies, and

may find it hard to le.ave the area once they have pu1 dow n roots in those commun11ics. When GE

had trouble finding people willing 10 move to "drear y" Eric. Pennsylvania, the company bcg,n

sourcing Junior m1li1ary officers. Ha,•ing been used 10 workins in fox ho les, 1hese people found

that Eric wasn't such a bad ~•cc to b<:. The program wa s so successful 1ha1 G E ,oon expanded

H lhroughout 1hc company. 1•

Sourcing Top Talent at McAfee

\lcAfce .adoprcd a l\j,O•Slep :ipproach IO n r.uing and m.1inu11ning ~n cng.1gcd talent commumiy

from "'hich 10 ,ource future hir"!l Fm1. 1b premier 1a /rn1 community memht.·r~hip is by 10\ irnuon

onl) \ fcAfec send.s a personal 1nv11a1ioo 10 rlrgt'led rn lcnt 10 invilc !hem 10 pJrliclp:w.- m th

e onhnc

i.lJent communil) Second. 1hc cornpJny cng3gc~ these high po1en1ial lends hy providing cu~lonulcd

premrnm conient includmg duCU\\1011 forums modera rcd by senior McAfec cxccu11vcs. company

ne\4 s. c.tecu11 ~c profiles, and muh1mcJia forum) in 3ddi 1ion lo periodic job posting:,. 121On 1he landing

pa~e of ilJ career 5Hc ~kAfcc al,;;o im lies Job ~cekcrs 10 provide an c•mnil nddri:S) ;1m.J complc~~

a personal profile 10 rccchc inform:11io11 about upco ming company evcn1s and oppor1uni11c~ 1--

-

r'

Chapcer 6 • Soun:ing: ldcn11fym~ Recruits 167

111 Soci1.1fMt11cher fe ature. also ~llows job sed.rrs 10 ideniif avai ,

and experience to make II easier for pcoplt to ldcntif >' la~lc JObs 1h:i1 fi t their edutulion

ate good (its, 12J y oppo rtunu,cs at McAfce for which they

oc,·eloping n commum1~ of talent focused on its lop recruitin

t,etrcr focus on nnd engage high po1cn1ial future rec , g prospects helped McAfee 1o

rntflL 11mc 10 fi ll for critical pos11lons iwas reduced r nut sj leading 10 a solid return on ib im·cst-

·--•' 'cally reduced. and inform:i.1ion 3bout the qu 1r.om 1 5 10 11 dJ) ~. search finn expenses were

OIWJU-- ti II)' 0 the lop I I I · ,

wa.s grca1ly enhanced. By k:ccpmg us idcnlificd top 1 1 a cn l n 111 recnutrng pipeline~

companY '1,·fcAfec was bcner able 10 convcn. lhcsc lc3lt ~"' pros~e1~ aware of and engaged in the

s rn10 apphcams and. uhima1ely. hires.

summary .sourcing talent is an imponant pan of the recruitmen

t and siaff-

tn& process. Because ii identifies the talent pools and the people

who will cvcnlually become applicants and new hires, 11 Jays

th< foundation for a successful staffing effort. For firm s pur-

suing quahty passive JOb seekers who arc not pay ing auention

10 t.radi1ional recruitme nt mc1hods. a 1wcll•1hought•OUl sourc-

ing suarcgy is csscnual for staffing success. Be cause cffec-

U"e sourcing improves the quality of the applicant pool. it also

decreases 1he burden placed on the candidate ass essment and

scltction system because more applicants would b e good hires.

As the competi1ion for tnlenl funher inten-.ifics, 1 he :1b1li1y co

sou.rec talent is likely to be an increasing ly important factor in

firms' abili1ies to find and attract 1he llllent they need to execu1c

their business strategics and mnin1nin a competitive odvaniage.

Takeaway Points

J. Sourcing is done to identify and locate high-potcmia l pc-oplc "ho

will later be recrn ilcd by the firm. The qualit) 4nd qu antity or a

company's new hires and 1hc firm's return on its :.tarr ing 1m·~t•

ment arc affected by ils sourcing decisions.

l. Recruiting sources differ on m:my d1mens1ons. includ ing 1hcircos1.

thcquali1y of the recruits they generate. 1hc time it takes 10 hire, the

number of hires they gener:11c. the t)pcs of rnlcnt they gtl'l(i.lte.

and lhe diversity of the nppllc:rnts and new hi~ s they ge nera1c.

3. Different rccruhing sources arc appropriate for diff erent I ) pcs of

positions. Sourcing cxecuti,c talenc might IO\'0he glo baJ t:ugel•

ing, search firms. and raiding cornpcti1ors Sourcing 1 alcnl for n

manufacluring line might involve local targeting, cmpl o)cc rder•

r1ls. relationships " i1h local school\, and job fairs.

4. A sourcing pl:111 priori1i1cs different recruiting sou rces based on

I.heir nbilily 10 help 1hc firm rcJCh ns s1affing goo.I\. S1a ffing gools

Discussion Questions

I. Whru could nn orgnnitalion do 10 be a more nppcalin gemplo)cr to

people with disnbihtics? 2. What sourcing )tr.ucglcs do )OU think "oold be mo

~1 effcc1hc for

finding cnlry-)c\ el managers for rin on-campus. fast.f ood re)lau•

lln!? Why? 3, If a firm wanted 10 recruit people hk:e )OU, how c

oulJ they best

idcntiry you and where could they put a n:cnu1ing mcs \Jgc "here

YOU arc likely 10 sec and respond 10 it"

A variety of sourcing Slr'Jlcgics exist. and firms a rc get·

ting more creauvc in identifying quali1y semi-pass ive and pas•

sh•c job seekers 10 1argc1 during later recruitment efforts. The

increasing number of sourcing methods and the pressures

of sourcing job llpplicants in a tight talent market can c reate

pressure 10 source in ways that m3y be legal. b ul une1hkal.

S1rc1ch1ng the truth, pooching candidates from com pc1i1ors, and

using the ln1emc1 in deceitful W:l)'S arc not ethical a nd can hann

an employer's reputation. By profiling desirable employees,

pcrfonning ongoing recruiting source effectivene ss analyses,

.and priorititing recruiting sources based on staffi ng goals :md

employee profiles, fim1s can increase the return o n their staff~

ing investment nnd increase the probab11i1y of ef liciently and

effccuvely finding and hiring the right talent

:i.imed at hiring ~pct"d and lo1,1,-cm1 hiring arc h~ely t o rcsuh in

3 sourcing plan lhat prioritiTCS RC\4Sp:lpcr :ids and cmplO)eC

rcfcrr:ils over search li rms Md college recruiung effon.s .

S. Sourcing non1rad1t1onal .::appliennt pools can r equire more

crc:i.1h'c sourcing activi ties A key componcn1 is i dentifying

1,1, here and how people wnh the d~ircd characterist ics can be

reached so 1ha1 a recruitmcn1 effon can he de\t:-lopcd 10 effec-

tively tariet them 6. Geogr:i.ptuc urgc1ing help) firms rcstric1 their sour

cing acth'1tics

10 geographic local.ions likely 10 generate promlsmg applicant

leads. Firms usually source talent in local labor marl ,;cts 10 lill

lov.cr•lc, cl positions. Hy conlrllSt. the gcogrnpluc bou ndaries for

a sourcing cffon 1end 10 widen the higher up 1hc positio n 1s in the

org:min111on') h1cran:hy

.t What could go \Hon~ ir a fim1 only source) n:cnuts using ont

method,. s. 1101,1, nught a comp~n) 's preferred rccruitmJ suurc:cs differ \I.hen it

i\ too~mg for local retai l managers ,crsu) doing a nm10 11nl search

for managerial tnlcn1''

168 Qupecr o • Soun., ,w ldc-nuf )1f\S Rcau1Is

Exercises

I. SrrutrL, £ 1rrnsr Rlf1Stonc 4nJ Ph.Jnts·R-Us cu-e ~ ~

ful romr.i,ruo an lhc C"'Cllul&r ('ho ne m.AJI S4lcs business. Oo .

Ont" tw>d. P'l'lioncs-R-Us pun~ ll 1'1"'-..('0SI Sfnlt'S)' snd has fsirly

high cmrk>)'tt' ru.mo"cr r.110 The firm rdic-s on a high ~ olume

of phone 5oSk:s k'> ccncnre re, enuc. On the 0th« hand. Rin,gtonc

p.irsucs a romreo~\.C' • h"IJlf.lSC ~ on CUSlonk'r intimllt'Y ~

h.1s , Cl) loyal employees. fbntton c ~11.s expensive. high..quaht)'

phones and rcbc:s on 1b cmplo y«s 10 provide h1gh-quali1y cu

s-

lOfflO'" senicc 10 ~ .ules. ThC' uJes ;p,:senwnc:s for Nth rom

parucs "'bong in lM

hlo.'011. - M such. these pcopk- IU'C ' 11 key fsc1or 10 the firms' suc-

C'C)S.. Ho" ~h.Jukl ea:h C\.-imp.1n) s ourtt ff"C1'WlS fer the posit.ion"

CASESTIJDY

\\ncr, M= ~L,.,cr b<cutTk, CEO o f Yahoo. one of !he first

tlungs she ro..~ on "as upgr:id.i n,g the company's talent

asscts. 1~" &.."311..-.c top rcchnolog) talent ism

such high demand.

and t>x~ Yilhoo's d,,....-~n~ p crfonnancc had made ii an

UIWllX'tJ\"C" cmplo)er. Ydhoo '-'!IS 001 having much success

3lll'XOng 1op u.Jcnr lhrougb romcn oonal means. Mayer under•

SIO<'<! !lul rmn~ uleniro cmplo)<eS hJd resigned from Yahoo

m er !be pn,,1oos re .. ~= and recogruzed Ihm !hey could be , .C:I) miporunt to Yahoci s talent tur

naround and future success.

Yilhoo "'5o re:tlued 11\31. because hmng and de,elop,ng

DC\l cmplo~('CS an ulc ~e.:irs com p.:tn:d m hmng back expc•

ne.o..---cd people. it could be fa.s1cr a nd more cfTccuvc 10 rc3ch

out 10 c,<mplo)«s.. Rccruucrs se nt offic1a.l Yahoo cmplo,>cc

-.c-Jromc px:kcts utJro - vahoo ! '-lcfcomc:s you .. 10 ex• VPs.

p,:>JCCI m.a.na.:,ncrs. and lo"'er•lc\·el en gineers with the word

Semester-Long Active Leaming Pr oject

l . Dr,vlop Your SJ..,lls £u~1sr. This rh3plcr' s Dc, cfop You

feniure con~ins infornlauon about p erfo rming a 9001 r Sk,lb

,dcruify pMSI\C job sttkcrs. Ada pt Lhc Boolean tc,;.:scarth io

in ahc (r;i1urc. and do )OUt own search to idcniiry ru 1

P~~l'ltc\l

rt('rui1m in your area. ca..,, 1~

J. Op,trung Vig,irllt' fa,rrue: T his chapter's opening " '

crmcd how McAfcc created a more engaged talent &l"M:'1~ •I~

impro,·c 1u sourcing of top ta lcnL I f you had to choc:omrnunit) lo

mrics for McAfcc 10 use to C\'aluate t he cffcctwcnc1;sc

0 ~ 1 Y lh.rtt

community in sourcing top lalcnt whn1 would they ix-"~: its laJt.q

choose thtm? \ \ 'hll: other idca.sdo y ou ha,c about how M Ydidy~

k«p iLS mien! pipchn< full of high qua lity po1cm,aJ Jab Cl\fccca,, •Pllhcanb,

··Bock!" hand wriucn after the t itle. 1

15 The contents of

pocket describe how much the c ompany has changed the

1hc new CEO. and how Yahoo wa nlS 10 speak with lhc Under

cn1 aboul ·•big opponunilies. ·· rccipi.

The unonhodox strategy seems 10 be working. Wntu

)C3T ,~ percent o f Yahoo's new hire s were boomerang;"'

one in every SC\'CO new employees . 116 • or

Questions

t. Think of 1he previous jobs yo u have he ld. Arc there any

previous employers to which yo u would consider rcium.

ing1 \Vhal would 11 ta.kc for Lh~ c ompanies }Ou used 10

work for 10 gel you 10 reapply w1 1h 1hcm'!

2. What arc some advantages and disadvantages for Yahoo

of its boomerang hire program'!

Dc-,cJop a soumng pun for CM po sition )OU h.3,·e ch0$Cn. Cri1jc:iJly

:milyze the rccnatiDg 50W'ttS currently ~ 10 .su/T the pos11i

on

lUld rccommcnd cxber rccnuung so urces lh4.I are hkcly 10 " erk. Be

sure to c.tpW.O v.b) J OUJ' recomm md:u.ions 31t' bkcly to be effccthc

.

Lung atw you lc3J'DCd u, Cupe .er J. 1denufy ho"' your wurcmg

pb.a v.'tll m.tble I.be com~y to c omply v. 1th EEO and other legal

rtquircmcnts. Then identify a geogra phic arc:1 from which to SOllrct

the JOb 3nd perform n Boolean sc: 1rch using the mformat1on in uus

chapter' s Dc,elop Your Skills fcar urc. RC\ISC your sc:irch until \ OIi

ha,c idcnufiC'd at least three promis ing leads for staffing lhe posi~

Pnnt out 1hc candidates' rc!sumts or biographu:s and apJ>(nd thtm 10

)Our repon

Case Study Assignment: Strategic S taffing at Chern's

S« the :arpendu :u the bxk of the book for lh1s chapter's Case Srud) ,\

ss,gnmc.•nL

Endnotes

~ ~~~ 11,~. '°C.ll"eCn tU ,\lcAfet ... 1013. hup /lc::JJ'ea's mcafcc.coml

- 1.·1ss. D . -.\kAf(X Buddmg a Commuruty of Talcni." Tatem

lfanagrmm t M a,ronr , Fcbru:in : 01 l ~

,\lin1on-E,~le. T . - 1nno,3u~n An Integral Pan of Talent

~lan.J.getnn1L Sor-,,n f or lfuman & so11,r, Manogt lTU'nt, Apnl

16. 20 I J, hupJ/www shrm.org/hrd1sc ipllnes/s1Jflingma.na£(m."f'U

Aruclcs/Pagcs/Pcps1C~lnnovation •T.:1Jcnt•Mana1,;l!mC'nl ~P-•·

Sulll\an, J , "Amuing Practices in Rccnuung- ERE A\l lld

Winnen 2009.'' ER£..11e1. 2CXJ9. h llp://www ere nctf2(V}/()Jf.:O

r

amulng-prac11ces-i n • rec ru i ti ng -cre-m wa d

.2-of.2/#morc--7569. r •w1nnc11. 2009.

, :'1n1osh. R .. "Building Cn:ati1 e and Ag• I

~· 0c e.rcss \.'C Sourc'

suaiceics," tobcr 27. 2005. h t1p://www.cre ncl/20051 ing

t,wklina-crcatlve-~ -aggrcs.sive-so urcing.5tralegicy 10/27/

Blau •. G .. ·:Explonng ~he Mediating Mechanisms Affcctin th

Relauonsh1p of Rccrunment Sourc e 10 Emplo)ee Pcrforma~ ~

Jourrlll l of Vocat,ofta/ Btltm• 1or, J (1990) 303-)20 G c.

R. W., Hom. P: W._. Fink. L S .. and Cohen, D. J , ''Co~p::~t·

Tests of Muluvamue Models of Re cruiting s E e

Jo,1ntLJl ofM anag,mi!III, 23 (1997): 19-36. OUrct.s frccb,

1. Bld_lo'- ell. M. "Paying More to G_c~ ~.ss: The Effe cts of Eltcm.il

Hmng ver.su.s ln1cmaJ Mob1l11 y, Atbnmwram•t Scwit'e

Q.artt rly, 56 ( I 990): 369-407.

s. Fulmer. R. M.. "Choo~e Tomorrow's lead ers Tod- ..

Gra:.ia~io Buw,ess R,po~r, W imer 2002, Ptppc~r~e

UniVC:rs1ty, hup://gbr.pcppcrdmc c du/021/succcu 1on html

9. Ibid.

I0 Powers. V .. "Finding Worke rs Who Fil." Biumu r l 0.

November I. 2004. hnp://moncy.cn n comlm3gatmcwbusmcss2/

bUsiness2_archh e/2~/ 11/0 I /8189J 62/in<Jcx.h1m.

11. Salopc.k. J. J .• ''Emplo)cc Rcfe rruls Remain a R«ruiccr·.s Best

frimd." \Vorkforrt' Alw,agt'me111 0,,Jm,. l)ca,mbcr 2010

hup://www.workforcc.com/archiv e/featurclrccruit1ng-staffinsi

employce-refcrra.ls-rcm.1in-rocru1tcrs-b c:5t-rriCOI.VtOOCx php

12. Sullivan. J .. " Best Pratticcs m Recruiting-ERE Excellence

Awards 2010." ERE.,r,t, March 29, 201 0. h11pJ/1Aww.erc

net/201 OI0J/29/besi · practices- in •recruiti ng -cre-e xccllence

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13. Ibid.

14 Ibid.

15. Pont, J. "Stale of !he Sccior: RC \.,uitmcnl and Staffing," Workforr,

/tlanag~rMnt, May 2005· 49- 56. \4 w1 ,1, .... on1on:c comlscctionf()(Y

feaiurc/24IOW5/indc.x html.

16. Imperato. G .• "Gene Pool. Ta lent Pool: Hiring Is All in the

Family.'' Fru1 Comptmy. Augu~t 1 996: 81 .

17. Catbonllt3. P .. "Hite for Anitudc . Train for Skill," Fast Com1K111y.

August 1996: 73.

18. Imperato. "Gene Pool, Talen1 P ool."'

19 "Employee Referrals lmprm c Minng.'' BNA Bullrtm to

Ma,1agtmtm. March 13. 1997 88.

20. Mose-,. K.. "Recruilmcnl Sources and Po~1•ll1rc Outcomes. The

Mcdi:uing Role of Unmet E,;pcc1J t1ons." l11t,rna1w ,wl Jo11mal

of ~ltction a,id Asussnw11. 13. J (September 2005): 188-197

21 Hill, R. E., "New Look 3t Emp lo)CC Rcfcnals us a Recruitment

Channel." l'rrsom1tl 101,mal. 49 ( 1970): 14J-148.

22 Weller, 1 .• Hollom. BC.. Ma ti~ke. W .. and Melle1,1,igt. T.

"Lc,·cl and Time Effects of Rcc ruument Sou~ on Early

Volunwy TumoH>:t.'' Jo11mal of A11pl lrd PJ,rhology. 94 (2009)

1146-1162.

2J. Taylor. M. S., and Collins. C . J .• ' 'Organizat1onal Rccrunmcnt

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Psy1'11o logy. Lml..mg Tl1t'Of) ' ,u11t Proc11u, O,ford. UK·

Black"ell. 2000, 30-l-330.

2-l. Sullivan.J., "A~se)sing Emplo)t t RcferrJI Progr.tm'.:!o. AChcc-khst.''

Elttlrom·c- R«nmmg £rchturgt. Sc pccmbcr 12. 2005. http://w'>' w

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•n--chcckll~I/.

2S. Bcrncld. S.. ·-n1c Man Behind the UancJ, ," Uloombtrg

Bwm,uw,,L. June 14-20. 2010· 6 4-67.

Chapter 6 ~ Sourcing. Identifying Rccruils 169

26, Frost. M , "Old-fnsh,oncd Caree r Fairs Gam Fu\'or Online,"

UH M aga;.m t', Apnl 1998, hupJ/fin<brtielcs com/pl

anicles/mi..rn3495/ls_n5_,4J/ai_206 33859.

27 Evans-Correia, K ,"SccondL1fc JobFalrs8oos1 1T Pcnpccll\'C'.:!o."'

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28 Carbonar;i, " Hire for At111ude, T rain for Slull "

29. Sullivan, J , 'The Best Practices o f 1hc MO)t 1\sg~1,e Rc..-cnnung

Dcpanmcn1."' Elu-tromc Rttrwrmg £.xcl,angt, July 18, 2005.

www .ere.net/ ARTICLES/dcfa ult.up?cld=( 25 I A4E59

• 6AOC-4E80-8C8C-CEDA95334C2D 1.

30 McIntosh, "Building Crcau vc no d Agg.rcss1, e Sourcing Strategics "

JI Zimmerman. E.. " Keeping Tabs on Producli\l ity of Rccru11ing

Tools." \Vorkforre Mw1agn11r11 1 Onlm~. March 2005. w11, w

• 1,1, orlforcc .com/scctson/06/f caiure/2 3/9812 S/indcx .ht m 1

32. In Weiss. 0 ., "A,·otd Post and P ray Recruiting," Taltnt Manag, .

ment M aga:.me. Fcbrulll)' 20 12. 20- 23.

)3 Wei'.:!os, "A,·oid Post and Pray R ecruiting," 20-22.

34. Killhla. P .. "How 10 Land Y our Dream Job."' 8 1um~ss 10.

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35. Raphael, T.. "Microsoft 10 Unvei l f\·lilitary Hinng

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IS. 2012. hllpi/lcchcrunch.com/201 2/05/1 S/faccbook,ligh1bo"1

37 "BP Poaches She.II Refinery Bos s to Run Texa.\ Cuy," Rtur,n rom.

Augu""- 25, 2006. hllp/1\olby.reut tn.conVllC\lo Ya.ruclcbusincss

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38. Cappelli. P . "A Market-Ori,c n Approach to Rc1aining Talcn1,"

llan'Ord 81w11tss H~,i,w. Janu:uy -Februury 2000: 103- 110.

39 Dokko. G . Wilk. S L and R othbard, N. P .• "UnpaclJng Prior

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Org,mi:n11011 Sr m1c,, 20 (2009). St ~

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-ll Kiger. P J • "Eh)on Steps Up th e Search," Wo rlforce M wu11wmr 11t.

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-l2. Berfield, ·The M3.11 Hchmd the Band,."

43 Bcr~hirc. J C .. '"Social Nct- v.orl' Rccru,1ing," HR i\1"ga:.in,,

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-1-4 Han~ n. F.. "Using Social Netwo rking 10 Fill lhc Talent Acqui!titi-.>n

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45 Fox. A , "i':c"cM Social Me dium I-las Rocru1h:rs All a-T1,1,11-

1cr," S«'ll"l) for ll1u,1m1 RtJource Mm,agtmem, June 24. 2009.

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46 Boyle. M . "Rccru11mg: Enoug h to Make a Monster Tremble."'

Ru.tmessW,t k , June 25, 2009 , http://ww1,1, buSIOCS)\\CCk

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47. Smilh. A .. 'T1,1,1ucr Recrui 1mg Raises Legal Com.·<.·ms."

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htlp //www.shrm.o rg/Lcgal lssuc s/FcderalRe)oUrccJ Pages/

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.i8 "Linledln,com. Web Dcmogr Jph,cs.·· Q11anrcm1.t'om. June 17.

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.J9 i\llri.~ S , "'Onl) !: f\_-n.'\"nl of RC'\.TI.ltlef' l '(C'\J F,ll,.~,k hJ

Rt\.,i.uL- RM'rwtrrrom. Apnl .lO. ~0J.l, hllpJ~ ,\ n l'\'\:"nlllC'r

.. "'OOVllonl)"'.1:-~nl-.;,f-t'('('TUJIC'f'S-u.'!N•fJl."t"book•l~r<'i.·ruil/

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76. J ..hq, F . •·HR Is Turning Job s imo Bmnd.s ... ll'o,-1/c

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77 Kiger p J . ··Search and Emp loy." IVo , lifurce. Junc ~lh1"'1

7S. l~1d. ~

79 z,mmmn.:an, "K« ping Tabs on Prod ucttvuy or

51 \\ cus .. -A,'OW Pos1 W Pr,1\ R('\,"tuWng ..

S:. \\'c.-N,.- \fc,.\fl."(' Bu1kJi.ng a ·c ommunil) ofT'tiknt .. .

SJ &l,('f. s_ .. lbu ~fiorns i\llJ\ c.., 10 Human R<"'ou.n-ts.

&..niv..aHNt. \ b.rch J.2. :<X}Q, hup/ "' "' "' bu)1nc.-~"'«I.:

c-om/m.tJ3l1neA-001cn1/09_ J ] / t,J I 1 .JOJ62.2.J092 htm"

C'3.tnfUJp1,_ld:t'ss_cbJ I)

Tool• .. . ~ '<n,1~'1

80 8 r'C'Jugh. J. A .• Gtt'tStng. L. A • Tuggan. J W_ ijJld

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E.11:"nunatJon of Yield R;wons and Apphcani Quality .. J.' of Ap/Jhrd 5«,0/ Psyrhology: 33. I l (2003) 2267_2287

°"""11

SJ SuUi,'2D.. -A.mlnng Prn...-oC"CS ,n RC\.-nuung-ERE A"'an.J SL Taylor. i\l S . and . Schm1d1. D. W .... A Procc1s-0

1mcsuga11on of Rcc-runmcnr Source Effccttvcncs ,, ntl'Ucd

Pndwlog,. 36. 2 ( 1983)· 343--354. s. P,,....,,,

82 B~ l.:cr, B. E.. 1-fusclid. M . A . and Ulrkh. 0 r. Wimxrs :oJ9 -

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56. ~ Top 50. - Bus111rnU r~. Scptc-mbcr IJ. 1009 .JO

5i -nl6 '\"ACE E.\rencnuJJ EducntJoo Sunc) , .. /\'auonal

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83 "Sman Sourcing in lhe New Ulbor Markee." C

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s. 2000 96. 59 Bunes, N_ '"Gel "Em While TbC') ' re Young."' 8 1.mnrssWuJ..

. , bJ :.1.. xwx; 86-81 oO Scl>ocff . . \f_ Jr_ -Sblh of Rm,nr US High School Gr:iduJJcs

t.o,'t" Emplo}C'f"I: Cold. - Woti/orrt' 11/anagrmrnl. April 13,

:.an.••"" .,.'tlrtfOf't'Crom/SC'Clloni1XVamcld2JJ85187 html. 61 ~lullich. L ""T'hcv 0on·1 Retire Thtm. TbC'y Hire Them,"

Hwi"/"ol'CY Manos;menl, Dl."'Ccmbcr 200J· -19-5-1.

62 P.iJeni o_ - FOJC to AdJ Staff as Bank F1ulurt'~ loom. - TM ll'oll Strrt>l Journal. f C'bnuuy 26. 1008.

hllp /Ion line "- SJ com/3uic/c/SB I 20J 98607.JOJ 892 I 33

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6J 8.ller. S . - y ou·rc fim:1- Bul Stay in Touch.- 8,umrssWrd .•

\ I.JJ .J. 2(()9: 5-J-,, 6J Ibid. 6.S. - Hinmt Workers the Scron<I Time Around.'" BNA 011llm11 to

• 1111NlK-rm.<nl. Jani.wy 30. J rJ'}7· .JO

66 8~ on Wcsr.. L ,L Jr . alDd Bogumil. \V A . Jr. -Forcign

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oftlltlNIJttiml Eucutn-r, I.J ( ~000) 71-8.J

67 Krip>laru. ,\ L Foo>!. D . flolmes. S .. and Engnrdio. P .

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iS/OtW J/ouooumng./"tndcJLO J .hrm.

68 Louno. S_ -An Offshore Con,crs31Jon· Sym;inr,c·, D<an Ll1nc.

P.ut .2. - .S,a,('l,C/O <om. Augusi 26. 200J hupJ/.scarrhuo

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86. Wanous. J. P., Orgam:at~onal Emry: Rrcnmmem, S<!"n'Ofl

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NI John Wiley & Sons. Inc. 2003. 55- 16. I 88 GnffC'th, Hom. Fink, and Cohen. "Compar-J.ti\·e T~b o(

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89 Rync\, S L. and Barber. A. E.. "'Applicant A11rac1ion Str:llcg;a,

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90 Cappelli. P .• "A Markc1-Orivcn Approac h 10 Retaining Talent·

In Hon'llrd OtlJlfle.Js Re"'ew. Han art/ B11sit11'S1 Rl'lll'v.• o,r

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91 "CEO Super Bow1:· Forrwr,. A ugusr 2. 1999: 238-240

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70. ZeidncT. R.. -Rcrn..urcB Worl. on \fassag,ng the McsSJfL" ... HR

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71 A cklson, A- '"Robu~r Onhnc Rccru,h ng al Ci.sec.- Nt'u Yor{

fimr.1. June 7, .1(XXl hup//p:inncn: n_yomcs roml11br.ll)lloch/

00'06"1,wechll«-ltnol°"'/07adcl-,idc J h11nl

72. Nakachc. -01-co·s R~mnu &foe -

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Profile.-. - £/rctnJr11< Rrrnmmg J:.trhanf ~. Ma) l(XX). hup//

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97 Sec " ""·dol go, /odcp.

98 SC'_e \\,\\W jan " \ u edu. . . . :Jd

99 Wrngcndcr. T . " Ucyond A ccess: Focusing on Ab1hucs fn 5rc

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S!IR.11 For11Jl'J o,, IVorkplart' Dfrl'rJ1/y, 8. 4 (October 200 1I

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01 MuHich. "They Don't Rctin:- Them. They Hire The ..

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Jiµ. Ibid.

105_ f ormerly. 1he Welfare to Work Pru tncnhip. homt pJgc-. wwv.

,bU.sincss1n1crface1nc.com

!06, RynC$ 3nd Barber. '"Apphcam Attrnc:11on Str:ueg,cs ..

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109. Dono"an. K. M .. "Build a Winni ng Global Rccrun,ng Strategy:·

Tolrnt Monagrmrnt Maga:.,,,,., July 2012'. 24-27

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Il l. Don0\IDn. K. M .• "'Global R« ruiung Ecccn1ncitJc\," Talrnr

A(anag~m~nt M aga: inr. July 2012. 27

112. e;ut,cr, A. E .• and Roehling. M V . "Job Po,lings and rhc

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117 S1C'kma.n, P . "The Munt for Good Factory Worke rs:· Fonunr,

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122 McA/r~. ''Ca.recrs a1 McA(cc."

123 Social~13tchcr. McA/u. 2013. hnp://cwccrs.mcaft"C com/social

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'TaJcn1' ." Rloombrrg Du..mll's5'1't"<!. Scp1.c.-mbc-r 28, 2012.

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125 Tsouls, A., "' Yahoo Sending 'Welcome (Back)' Packages 10

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JU.Sl-w:UU·)OU•bacL.-for-t;oodl 126. AJb:lnesius. C. "YMOO CEO Marissa Ma,cr We're 'Bock in UlC'

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