HR

172

__ ,1 Recruiting

Outline

Social Media Recruiting al United Pa rcel Service

What Is Recruiting?

How Applicants React ro Recruiting?

Fairness Perccpuons

Spillo1'cr EITeclS

What Makes a Recruiter Effective?

The Recruiccr's Cbaroccerisucs

The DilTerenl Types of Recruicers

Other Foccors Influencing a Rccruicer's EITec tivcness

Training and [)c,vefoping Recruirm

Recruiting Kn owledge

Interpersonal Skills

Prescnuuion Skills

The Orgamzation·s Goals and Recruiti ng Objectives

Legal Issues

MuJtiplc Assessmenis

Applican1 Anraction

Recruiting Metrics

Seiling Recrui1crs · Goals

Giving Recruiters the Incentive 10 Mee t Their Goa ls

Global Recruiting

De\'eloping Applicant Attraction Str ategies

Developing the Organization·, Image a nd Brnnd

De,cloping the Organization·, Employ er Brand

De,,eloping the Recruiung Message

De,·elop Your Skills: How to Develop 01 1 Employer Bro11d?

Developing Real.istic Job Previews

Developing Self-Assessmen1 Tools

Timing the Disclosure of Information

Achieving Recruitment Consistency

Developing a Recruiting Guide

Following the EEOC's Besr Rccruici ng Practices

Social Media Recruiting ar United Par cel Service

Summary

I

p

~•RN.LNG OBJECTIVES L,_,. . h ,tjltr studying this c apltr, you should

be a bit to:

, oescribc the purpose of recruiting.

, 6J<plurn what recruitmen t ··spillover cffccis .. arc.

• Understand what makes a recru iccr m ore or less effective.

, [)eSCribe the various s1ra1cgics used co attracc applicanis.

, l)CScribe how rccruicing guides and 1h c EEOC's be . . .

consis1cncy and qualicy. s1 recru111ng prac11ces promote recruiting

Sodal Media Recruiting at United P arcel Service

Unilcd pa,eel Service (UPS) is one or 1hc world's large, c packa c dcliv .

t,euer connect with and engage po1cn1i al rttruits. and incrc.ue I~ rctu;ry c~~p

an,es. UP~ wan1s .10

Ing erToru.l UPS also wan1s 10 impro\ e i ts emplo)er brand and a1· . on ln\~ 1mcn

1 o( its rccruu.

• d add . . ign ns recruiting Ml"'Jtegv with i1s

technologfcal image. an rcss !heir hig h 1·olume pan cime and I h"

. ·

cffc<:ti,·cly.' . . scasorui inng needs more

cos1

UPS po~ted a series o ( v!dcos on its \~eb si1c profiling 11 day in the life of various

UPS em lo ccs

When lhe VJ~cos beg311 gc ttmg a_lo1 of v,e" s ~d social media sharing ihtu le

d to job applicati~n:. th~

comp311Y decided to gc1 m?rc deliberate about i~ approach lo using social media 10

source and rccrui1.J

UP5 asks for you r ad~1cc o.n how 10 effc ctJ\'ely recru it quality candidates usin

g social media and

other methods. AHcr rcadmg 1h1s chapter. you should ha, e some good idc~ 10 share

with the company.

Toe global consulling fim1 Walson Wya 11 found 1ha1 an excellcnl rccruicing func

cion increased 3

firm's 101al markel value (the dollar va lue of all of ils s1ock) by over 18 percen

t' Unfor1una1ely,

many companies done ha,c a formal rccruiling stracegy. As we have stresse

d. rccruicing ihc

righ 11alcnt is critical 10 a firm 's perform ance. The Concainer Score is consi sccntl

y ranked as one

of 1hc bes t companies 10 work for. On e of the company's core principles is ··o

ne equals 1hrcc: ·

meaning thal one greal person 1s more valuable 1han three good people. The fir

m recruics rnccn-

sivcly 10 help re in force chis principlc. 5

In add ition 10 gelling people in the doo r, recruiting can have an impor1an1 symb

olic aspect

Afcer going through a rigorous rccruic ing and sclcccion process, a new hire c

an feel tha1 he or

she is joining an clile organizacion and is one of 1hc few who "'made 1hc cut."'

This creaccs high

performance expeclations, and sends 1h c message 1ha1 people mnuer.

6

Recrui1men1 can and should be a so urce of suscainablc compe1 i1ive odvan

cagc.7 n,c

Corporacc Executive Board fo und 1ha1 nearly 80 pcrecnl of the variabilicy in qual

uy of hire is due

1orccrui1ers' capabilicics and a11i1udcs a nd the way 1hcy arc managed. incl udrng

workload. devcl-

opmcnl, and performance managcmcn1 prnccices.8

Recrui1mcn1 is ,,ical 10 lhe business mod el of

companies like En1cgirisc Rcni-A-Car , which promolc almos1 cncirely from wi

ch_i~ and regularly

open new locations. Valero Energy e ven calculates holl' good and bad recru

,ung affecls lhc

company's earnings per share. to Nol a1 trac1ing 1he rigln applicanis ri sks organi

zacional fai lure.

This chapcer will cover recruiting and how applicanlS rcacl during lhe rccrui

cing process.

We will also discuss whal makes rccru icers cffeccive and !he diffcrenl strategi

cs companies con

use lo a11rac1 applicanls. Finally, we discuss how 10 make quali ly rccruitmc

n l ac1iv i1ies more

consis1cn1 1hroughou1 a company. Afl cr s1udying chis chaplcr. you should ha

ve a good under-

s1anding of the impor1an1 role recru icc rs and recrui cing ac1ivi1ics play in 1hc s1

afftng process.

WHAT IS RECRUITING?

The recruiting funccion's purpose is co help 1he organizacion employ a 1alcn1cd

group of empl~y-

ecs who contribuce lo Che com pany's business strategy so !he finn can_ac~1

evc a con:ipc1111 vc

advan1age. As you learned in Chapce r I, recruiting refers 10 aH ~rgamLallo

nal pracuccs and

decisions lha1 affec1 eilher che numbe r or cypcs of individuals wil ling ~o app

ly for and acccpl

job offc rs_ 11 This includes convening che leads gcneraccd during soun:rng m

10 ;ob apphcan lS.

Chupter 7 • Recruiting 173

DIS'n16LT/l.£ F.UR.\ r£SS

rM pnnnft!/mrwu o{tN ltmng u r ---

PR OCEDCR..U. F.URSESS

r,rr,pk t brcbefs dlat tN po/1N•J and

prr,,ttd,,:rrr taal rruJ1rd t11 tM l11ru t1t

or l"'1lffl0"""" dttu,.µ, .. r,.. fa1r

I\TE.ll...tCTIO \ AL FAJR.\'ESS

prvplr ·s f"rt'rrptwft.J of rltL

lnU'rptnUNJl trr.illMnll and umol/.l lJ of

Ut/Of"f"!IOJ:U1" rN'Trn-rnrdd=tdtr ~,prorrn

SPI U.O\ ER EFFECTS

the- irul,rrr, o r t.nVIIrndrd

O:#l.1r qMrncrt of w, «non

and ,ts Jobs. and pcrsundmg candid ates to nccc

f .. ·ncr.:au ng m1c~~• in a company .1.. .. n ..•rsonaJ hnk bct"cc n the s1arti ng nee

~ or lPht JOb Ofrcfl

r· nJed 10 th "'m The rccnuti:r i s U"- .,- . • •

c Oro

c, c.: c.: • 1, d Ubl su pport l.hc organizatio n s needs a nd rec

ruiti ng o b c3.n1q.

tmn and the lahor rnar.:ct an n . f

jC'Ctl\

1:--= cffccuH·. A) " c d1~u.ss nc.,t. o ne o f the most im port~t .. o u1comc s o a

ny recrui ting Cff c, lo

hem ttpplicruus rex t to tht: n-cruiung p rocess and to rccn11 1crs.

Ort is

HOW APPLICANTS REACT TO RE CRUITING?

An 1mpon.:1nt goal of recruitment lS to ihc every _applicant 3 po sitive f

eeling abou1

Of~anization. Thus. cffecmc n:cru1t Jng requires cons1dcnng the apphc

ant" s pers pcc h\'c ~

ncc..-.J-'>- Bc\.-nusc the outcome of rrcrui tmcnt-cm p.loy_m_c nt--dcpends o n

t~c resu lts of a scne illd

ck"Ci)ions made by both lhc org:1niiauo n .1rtd_ the 1~div1dua_l, the J>':rspcct1'•cs

of both Pattie~ s or

rclc , anL A single pos nive rccruiunen l cxpc n c nce 1s on.en insuffic ie nt to

impress and au~ a.re

applic:uu~. One s tud) found that ap plicants who experienced mo re rcc

nm ang s1age.,. w h JOb

u, ~ infonmuio n. including a campus career fair, an inte rview. a nd in1cract ing w n h e~t I

Pos1.

dunng a site ,,1511• had more pos1tJ v e reactio ns to thr organ ization.

12 Ncxr. we d ist uis " h p .

0 ~Cts

import.ant for applu:ants to feel hke t hey were treated fa1rly during the re

cruiting p roce s/ 11 5

SO

a.S Lhc consequences lb.ts c.:i.n ha,c. as \I.ell

fa,imess Perceptions

Or£an w iuons expect applicants 10 be since re and honest wh~n seekin

g _p os11ions with lhcrn

Likew1~ . apphcanlS e,i;pcc t emplo)• ers to co ns ider the m o n ~ cir own m

c n ts a nd to make a sin-

cere c ffon to m::uch their s lra lls '-'' Ith JOb opc ~1ngs. Bo~ P~jes ex.peel_

o ne ano ther 10 be prores-

.)JOnal and confonn to commonly ac cepted hmng pracu ccs . In a ddlllo

n to hcing treated foul

applicants e'\pcr l the pn\a.le infomt 3tion they disclose to e mployers to

be protected. ) ,

Th.rec types of pcrcepuo ns of fairne ss a ffect how app licants rcacr to th

e recruitment and

sclccuon process. 1 J Distributive fairness relates to th

e perceived fairnc s:-. of the hiring o r

mou o n OUICo me. If someone gets the job or promotion. he o r s he te nd s 1

0 fi nd this Outcome r If so meone d ocs no t get the job or p

romotion, he or she te nds to fi nd thi s o utcome less fau. ~

,:ist majonty o f applicants will no1 receive the job offer o r promotion.

C o n:-.cquc n1ly, o rganua-

tions will already have o ne fa.1 mcss .. stnkc" against the m at the e nd of a

rccruiung campaign.

Procedurul fairness re lates to peop le's beliefs tha1 the polic ies a nd p

rocedures that pro-

duced the hmng o r promotio n dcc1 s1on we re fair. Organizations h ave

muc h mo re con trol 0\rr

apphcunts' perceptions of procedur al fairne ss than they do of dis tribu

tive foirne,s. Giving Job

applic ants the opportunity 10 showc ase their talcnrs

15 as well as rc spc.c1i ng their privacy 16 will

unprovc ho w f:u r they believe 11,e process 10 be. Different screeni ng de

vices can a lso be per•

ce1vcd as more or less fau. For ex ample, a pplicants tend to believe

in te r vie\\S, rCsum~s. anJ

work-sample tests arc more proccdu raUy fai r than ho nesty tests a nd per

sona l rcfcrr.ils. aJthough

these beliefs appear 10 vary across cou n tncs .

17 Applicants a lso tend to react ncg auvcly "hen

there nrc delays in the recruiuncnl p roccss.18

lnlenctiono.J fairness rel:itcs to pc ople "s percep tions of the int e rpe rs

o na l treatment 3nd

the amo uni of infonnau o n they rec e ived duri ng Lhe hiring process. Hon

e sty and res pect fu l in1cr-

pcrwnal treatment d unng the rcc ru 1tmcn1 process e nha nce applican1s

' pe rceptio ns o f mtcrx-

uonaJ faimcss. 19

A warm and infonnative rccruitc..2° will also te nd to have a pos itive e

ffect on

a_ppl ic.ints ' rcacuo ns. Thus. by vi n u c o f how wel l firms h ire and train t

heir rccruilcr:,, o rgamZJ·

u o ns ha\'e a great dcaJ of contro l ov er how applic an ts perceive in1crac1

ion al fai rnc :t"'-

Spillover Effects

S pillo,·er dTttts arc the indirect or uni ntended conseque nces of a n action

. Ho w applicants 3ft

treated has spi llover effec ts that ext end bc)'o nd lhe recruiti ng activitie

s they cx.pcncncc. Whco

unhappy Job candidates tell po1en11a J c ustomers or job appl icants abou

t a bad recruiting c~pcn·

e ncc lhcy had. 11 can h.ivc s p,llmcr cffcc1.s on 1hc o r

ganization' s pc rfomm ncc a nd i1s ab1l11y 10

rccrun candidal c!'> c ffec 11, cly in the fut ure. Similarly. if .1pplicants were

forced to wait cx1cndcd

~nods for prc..c.c hcdu lcd mtcrv1c\\•s . me t unprepared a nd d istrac1cd in1

crv1c wc rs. foll the ,;;eke·

~o~process was unfair , o r were mad e to feel unimponanr or un welco me

wou ld they ~11II want 10

0 usmcs1. "iLh

the comp.1n) or apply for ano ther job \\ i1h it in the fu;u rc? Probably not N°

11

l

suWCSc the applicanb _ were greeted by name. g ive n a u1 .

[u)I)', interviewed o n lllne by prepar ed and cnLhu\1ast" q ck lour o f the faci

lity, treated respect-

when it said i.r wo uld follow up. Most a pplic.:i.nts trca:~d~~ru 11crs. and heard

from the company

rlJTTI and contm uc to do husmc s\ \Yllh it. is way arc likcl) to reapply with the

Addressin g ho w appl icant~ reac t th roughout th 1

. .

.. agi n g a n)' spillover cffec1s o f the proccs~ M

er, u n ng process is a cm ical compon ent o f

m . L r, . · any arms treat Job d d

feel privileged me mn 1s even cons1d enng them fo . . • can I

n1cs as if they should

. -ere the e nd of their rc lat io n-.h ip with I he m Th r.

3 pos naon a

nd trca1 rcJcctcd candidates as ff

II~ · c impersonal trea1mc I r ·

pUcants by many o rgan11-a t1ons ind icates that th n o

te n give n to rejected

:!eked in the rec ruiting proccs~. 21 • e~ poleni ial spillover c ffc..-cts ar

c ofte n ovcr-

Rec~ itmen t (~nd_thc s pillover effc cb 35.SOCi:ued with ii ) docs

. .

(ion is received. Un u l either the orga nazau o n (or the an<fd not e

nd whe n a Job applica-

considcration. o r Lhe individual is h ired and rcpons ~ : .:i.:e) rcm?~cs the_ person from

fu n her

eslcd in purSuing lhe o pportunity. Ju st because a rcc~~t:or f rcc~;ung k~cps ham ~r her inter•

mean that she or he w ill remain inte rested and sec the hin~ or;:e Y_ app

lied fo r_a Job docs not

shOuld help cand ida tes continually f eel cxcned about the S P ~s to

com~leuon. Recruiters

10 acccpr a reasonable job offer.

oppon unuy and ulumatcly be willi ng

Recr,ui1crs sho ul~ a lways trea~ rt sum ~s and e mploymc ni inquiries wiih res

pect and res nd

to them qu_1c kly. E ~en if n comp.1ny I ~ ~ot cu.rrently luring, m istreating an

applicant cou ld da/: n

his or her ~nte re sl in_ futu re o pponun n 1c~ wnh the organi7.mioo. As obvio

us as this may see1:Ci1

c.:m s~met~mc s be _d ifficult to execute, pan1eularly during periods o f rapid

cx.pansion when ;he

finn 1s '?'mg to t~ire a lot o f people . Respond ing 10 the large number o

f people res ponding 10

job posungs. paru_cul arly t~o~_e posted o n _the lntc~cl, can he dirricuh or imposs

ible. For a fee .

some lntc.met bus1 n~sses w1l l 1~s1an tl)• mail an applicant' s resume 10 o\'e

r 1,000 headhunters and

organi~uons. The Job _of s.~n ing th m ~gh the"'C rtsumCs can be cnonno

us. wor~e yet. a large

proportion o f them don l m ~ct ~he re quirements of the pos 111ons posted . i

ncreasing the scrccna n

burden placed o n the organ1 t.au o n. g

Valero Ene rgy . foc use s heavily on creating a posi tive Job candidate

experience, e\'cn

when people apply \:1th the compan y v1 a the Internet. The ti ml sends at

least three ()Cf')onali , ed

e- mails to each candidate throughou t the applicat.ion process. Whe n a can

didate i.s rcJcc ted. he o r

she rece ives a pos tcard in the mail a ft e r the Job is closcd.

22 Valero knows th at many people not

hired for current o pening s h ave the potent ml to become great employee

s m the fu1ure . Sending

them follo w-up message:-. and e nco uraging appl icants, who might be a

sood fit wtth po"'itio n~

other than the o nes to wh ich they applied, to apply fo r olhcr po1.11io n

s can mcrca:,,c staffi ng

effectivene ss.

Although recru iters a rc often very busy, unresponsive rccruateN arc oft

e n seen as incom-

petent rathe r tha n overworked , n~k ing a neg.:i.ti,e spillover effect for th

e company . \ Vae hO\ia

Bank believes that e -mailing candid ate~ quickly when they ha\'c been re

Jec tcd, and g iving them

the reason s fo r the rcjectaon, has impr o\'cd applica nb ' experiences with W

achov1a's hiring pro-

cess and their ixrccptions o f \ Vac ho via's recruiters.~

Effecti vely usi ng tec hnology can i mprove applic ant reactions and pro m

ote posuive spill -

over effects. For cxum p lc, letti ng a p plic ant~ u"'c mobile apps from com p

anies mcluding Hire Vue

and Wow£er to reco rJ their respon ses to prerecorded interview questio

n~ can appeal to sman -

phone-savvy college ~tudcnts and b usy scmi -p~ sive and passive job ca

nd1da1es. Hiring manag-

ers and recrui te rs a lso like 1hc nbil ity to view the mtcn·1ews "hen it t

i1s their schedu le . Using

social media o r tcxr me:-."'aging 10 s prc.td the word about job openings

to people who opt in can

quickJy and efficiently inform 1arge tcd recruits of career opportunities.

Ncxr. we turn our anc n-

tion to what makes rcc..·rui tcrs effec1 ive.

WHAT MAKES A RECRUITER EF FECTIVE?

The recru ite r is u:tuall y the fir:-.t pcr:to n wi th who m potential applicants ha

,i.: c.ontacl. l llus ._hc or

she is o ne of the most important pla) cf') 1n the hiring process. One stu

dy of busmcss and engmccr-

ing graduates looking fo r job s show ed that in o ver o nc-thmJ of 1hc case

!, the prml~I)' rcas.o n a

graduate c hose a partic ular co mpan y was because of the finn 's rcrruitc

r.-.i A potcnuo.l applicant

who is "turned off• b y a recruiter m ight dec ide no t 10 a pply at all . Ahh ou

gh_c u~cntly unemployed

people m ight pcrsi~t d es p ite a neg ative encounter wn h a recruiter. JX

b~1vc JOb seekers, man)

Ch:1p1cr 7 • Recnullng 175

r 176 °'3:p(c:r 7 • RC\:r'Wun_s "1 H be h.•s" likely to do :,o. I n fac1, \\ hen it come:, 1 of" horn an: C.\tremcly ra.lenh; • '' ~uc-s c.,pcncnccd by lesscr•skilk"<J 1"1.."C'nurcrs can ° ~¾1\c Jot, ~krs. lhc nu'5CJ hinng opportum cost fll'lns I~ m'-1:,1 r;:"c;' Ii • ha,·c hnw

cd mformauon nboul organ1z auons and j ob:,. In the ab

op c O

h:n I ft ly on the UUJts of 1hC' recrutlcr an

d the rccnmcr'.) heh SCncc O f

mfomuoon. the) " 11

• 0

en n:r•nce any recruiung del ays tha t occur dunng the

p , a..,,Ors<\\

lienals The rccnmcr s compc c • .

,~ '0<:css

50"'- on--~JJ s, naJ applu::1nts about an 01"Ean

1La lJOn s c harac1cns1u.::,, - T he I.) pe of rec , and

de lo ·cd .also Ssc-cms w ma.L.c a d1/Tcn:ncc. For c~am~lc, a f

im1 can Mgnal thar ll is dcn10 ' l'U1tc,

cal~\ ~ncN by deploying a n:cruucr from a mmonty

gr oup. Some compan ,~s c ho0sc gf1M,.

h • ..... 1 10 mct'I "'ith upplrcants, ,, h1ch can

ulso send a signal, JI an acru I Pt<>p,,

ot er uwn ~ ·ruCE1 c~O f ,1.,. co mn.<1ny ,s doing the rccnu11ng

, this w ill sen<l ;1 ~,gnal 11. -a h1rin,

=•ser or u,e o "" ,-· . fl' CE

O B ' I G ""' the Ob

,~ important 10 the company. For c.'(,:unplc . .b M,croso s

. • • I a res spcm half his I J

- ___ , uJ , -rson aJly cal l college se niors to rc

crun them lo work m Mier !lllt

on rccru1 ung "'"" " o u r . osofi ~6

Rc:sc.ltt'hcrs ha, c concluded th :u the cx1en1 to wh,ch recn

m_ers infl uenced job ~cir

depended on th~ dcgrtt 10 \\htch n.""Cruitcrs were seen a

s rcl,abl~ s ignals of what II WouJd n

hke- 10 " ork for the company . 1oc s1gnaltng function o! a

recru iter was c~nc ludcd 10 be

I ht

,mponanr " hen Job candidate s had cons rdcrablc 1nfonn.auo

n a~ul the organuar,0 0 and /or if:;

recruiter " !IS from human rcso utC'Cs 311d 001 from the apphc

an r s func110naJ area. Tlus rcinfo rc-ti

lb<: idea thoi recruJ1er11 should be sclcc1cd and rrJincd 10 be_ k

nowledgeable abou1 rhe Job o pcnini

be etrc,·uvc m comm unicatin g lhis informa11on, be pcrcc,v

cd by applrcan1s as lru.stwor thy, and

pos1uu:h rcflccl "hat ii is like 10 work for lhe company .

An~thcr ,mponnn, re.1Son 10 f ocus on rccruircrs is that thes

e people arc ~cuing the SlanlU Jd

for t.llent for the company. lnc caliber of ta.Jeni 1hcy pursue a

n d pass _o n ~or further considcl '3llon

\UJI dcrenmne the success po1ent ial of1hc compa~y: For many

orgam zauo ns, fronrfinc rccn uicrs

m.11'.e the ,as, m.:1jonry of:ippl ic.an1-scrccmng dcc1s1ons.

Th., R.,auito,r's Ch•r•cto,ri stics

Individuals may m:ikc inferenc es abou11hc aurocliv~ncss o f a

job ~r the probability of n.-- ccJ\',ng

a job offer based on rrcrujrcr charac rcns ucs. These rnferc

nces can influence the decis ion 10

pur.

~ue the job. Research suggests that rccru11crs with the charac

1cris1ics summ;:tn Lcd in Tab Jc 7.

1

arc likely 10 be more s uccessfu l. Regardless of whether the rcc

nHlcr is internal or cx1crnaJ 10 lhr

org:miution. this c:orc sci of c ompcrcncics seems 10 be 1,:npo

nanr. \Vhc~ the rcnuilcr is fro m the

t1pplic:uu·s funcuon.11 area. the se effects arc C\'Cn more lrkc

ly 10 occur.~

Although there is lmle eviden ce that recruiters· personal c

harac1cris u cs (e.g., race or S C.\)

arc imporun1, recruiter behavior s 1oward applicants and their

perceived kno" ledge of bor h lh<

JOb and the ;ipplicanr do inf luence applicant altitudes and

fx!haviors.28 Rccruil f; often pcrcchc

1"1: iypical n:cnurer's prep;ir. ition as in:idcquare wirh respect 10

knowledge ahou1 both char.rc rrr-

istics of applicants and charac 1eristics of die posi1ion bein

g lilied. 29 Rccrurrc rs musr be famii,ar

"ilh lhe job, knowledgeable abou1 lhc Job and organizatio

n , and be morivarcd ro do a good job

n:crurring qualified apphcan ts. To accomplish these o bj

ecti ves, the organi,arion can choose•

rccru11cr u•ho has pre\ iously w orked or curren lly works in

1he 1argc1 p osition. or II ca n tram a

recruirer on the infonnation ne eded abou1 the job and organiz

oiion.

Although n:sean:h has fou n d 1hc largest impact of rec

ruiter behavior,, lo be on Ol "<rall

.1pplicam imprc)Sions of the recruiter rather than on appli

can1 in1cn1ions lo purl UC or acC'Cpl

•tliiii• Oesirab/e Recruiter Characteristlcs30 • Fam,/1anty with the Job and

organ1zat1on

• Good 1, sren,ng sk,11s

• Good communrcat,on skil ls

Good sooal sk,11s

lntell,gence

• Self.conf1dence

• Extroversion

• Enthus,asm about the JOb and company

Tt1Jstworth1ness

• Cred,b,l,iy

...Ji offers, 1hc rcscnrch ha ;; ov crwhclnungly hccn done with

r I: rs The cosrs of lc,scr-~J...,llc:d rccruifeN in t u

ndcrgrndua1c~ " ·ho arc ncuve Job

set- ~ Ukely larger amo ng more passive Job ~ cr ~s or llll\sed opponunillcs to m

o.kc 3

good

bitC •,mpor1an1 in their ultuna rcly bccom,no an cl c ·crs who

~c innml rccruucr c~pcncnccs arc

mo,e · . c ,.p 1can1s at all A .

'[h his or her current pos111on wilh another cmpluye I

k · P0len11al recruu who •~ happy

W1 ·cncc with o recruiter tha n a po1cn1inl rccruu \\-~~sh~ s c~r lo be mo_rc pu1 off by a negative

e:c~zation is \\here she or h e wou ld like 10 work G' - h

rcady decided that the rccruu er',

or1:rcc1ly mnnipulaled rccru1 1cr bi,.'ha\ ,ors II is als~ ivcnbrl

at rccrunc:r research has genera lly

~ • onrac1ing college undergraduare, w~uld '-- poss, c th ai the cffcc1s of rccru

i1cr bcha,,.

,ors m 11 uc stronger m

lhe prcsc f . . .

ind t,cner rccrui1crs in general. Or gam,auons need 10 11

h . nee o rccruncr tr:unmg

leverage 1hcir rccrui11ng func tion 10 prod

co eel I cir own data and und erstand

::t~'ani,.arion·s goals. uce new hires who arc the best p

ossible firs w1th

SfGNAUNG Bc~ausC' ~ople ofl~n have limned informa1to

n about organization~ and jobs m

the absence of_obJCChVC infor m:mon t

hey may rely on trnus of the recr uiter and the recrui t;r's

t,eh&viors 3S .s,gnal~ of aspcc _is of bot

h lhc company and the J0b opp onunuy. Job condida1cs

oOcn in1erprcr_ rccruttcr bch;n • or °:' a ~,gnal of their chances o

f getung a Job offer. l:? Applican ts

in1erprel rccruu mcnl cx~nen~ e-~. mc!udrng JX'rtc1vcd rccruuc

:r compc1ence, rccru11men1 dcl a)''·

&11~ ~ §jnder ~omposiuon OI lnlcrvic~, ~ ncls: 3 ~ symbolic of br~cr o

rgan1zat1onal charac.

,ensues. Applrcan~s m_ay fo m1 ncg;iin-c 11nprcss1ons of lh

e orgamzauon and 1urn down job

offer$ if a poor rcc rullcr 1s con sidered reprcscnrarhe of 1hc o

rganizauon as a whole.

As we disc~sscd. ~he c hoice of the person sc n1 to recruit ca

n be taken ns a ~ign al of the

importance of rhc Job. wuh h1 gher-lc:,·cl rccruucrs. 1hc actua

l hiring manogcr. and the CEO being

considered rcncctivc of m ore 1mpon301 jobs than s1aff recr

uiters. The rccnmer may also be a

signa.1 of dem~grophic diverst l} 1n 1~ ?rgan1,a11on i f the n'<

'nuter 1s o demographic m,non ty.

Because recruiter behaviors affe ct apphcanr allrac1ion mdircc

rly through innuencing applic ant

perceptions of job and orgnni ,.:uional a11ribu1cs.l-i ii seems

likely 1ha1 recruits infer chJr.J ctcris-

ucs about 1he orgoniza1 ion fro m 1hcircxpcricnces wi1h the o

rg.1niLauon' s rccru11c~. The fa c11ha1

rccruils arc more pul o ff by p oor recruiter behavior" hen th

e recruiter is a hiring manager rather

than a human resource reprcscn1 1ujvc s uggcs1s that n'Cruits m

ay make stronger ge ncruli zau ons

about lhc job and orgnnizatio n from cxpcncnccs wilh f)COpl

c m the organization who arc c lo,ely

ltnkcd to 1ha1 job, such as the hiring manager. Th is funher

cmph~1,es rhe poin1 1h:11 . as r ecruit•

m, hiring managers can ha, c :l large impact on lhc ~ucccss

of a ~1affing effort.

AIIECRUITER'S DEMOGRAP HICS AND AmTUDES Doc

, thcsimilanry bc1wccn lh< dem ographic

characteristics o f 1he rccrurter -includmg his or her age, gen

der. r.u.·c. rank, and function- and lhc

demographic c har.te1eris1ics o f the applic:int he or \he 1s n.

'Crui1ing affccl ;1 job's t1t~ac1i v~nc_,,?

Consumer marketing research sugge~IS lha1 rcspon~s 10 in0

ucncc '°urcc, (e.g .• rcc runcrs) smular

1o the recruit mny be more favor able than responses 10 dissimil

ar sourccs.35 But do " omen rc~ pond

more favorably 10 female recr ui1ers and men more pos111,c

ly 10 male n"Crui_1cn.? The data seem to

in<licare this is not the cnsc. A lthough ,rudics h:lH.' tended to

look at o nly a , ,ngle. or at mo sl :1 few.

demographic charnc1cn slics, they ind1ca1c 1hat ~in11lari1y 10

~e ~~~ter d()C.) nor nccc,s..1 n ly lc:1d

to more fa,,orablc applicant an itudc) IO\\nrd the Job or ? r!!am

zauon. . ~ .

However u recruiter's beh a vior 1oward npphcants and

:ipphcanb pcn.:epuon of t he

recruiter's kno~ledgc can ha ve 3 big impact on how 01trac

1i,c a job is._ 37 Unfonu~a1cly. at lcas1

one srudy found rhal recruite rs were more likely 10 leave a

pplicants wnh a n~ga1n·e rath er 1h?n

1 sitivt im rcssion of a n org:rni,a tion.38

Apparently. applicanls seem 1 0 bchcvc n~~ny rccrull•

e:' arc ill p.:,,ared.39 Rccruilcr< can do a beucr job 1f 1hey arc

fa m1l ian,11h rhc posiuon and_ n~

knowledgeable abour rhc org ani,a1ion. To help 1hcm bcuc

r undersiand ,hc>e fac~IS of rct"'"~~ the organization c:in choose a

recruiter who has pre" musly "orkcd ~r cu~nt ! _wor ·s m

. . . art this kno,dcdgc to the rccr

uncr v1:1 training.

large, posrrron, or lhc compa ny can rmp . , c hkel lh

al the key 10 successful recruiung

Ins1cad of a recruiter's dcmo grnphtcs,

11 s mor y d 11011 ·,·ar,·o,,s Recru ilmg requin:s

. . . . . I 't's ,•alue S)S

tem an 1 •

1s the recruiter s ab,l,ty to re a te to a recrw b"I' 11

rhc organi;,ation and i1s opp onu-

. f I ·, and rhc a r rry ro sc

~~uas1on on the _p~n o t 1 e rccru i er d on superfic

ial demographic ch;irnc1cris1 ics \\hen

nu1es to 1he recru it. 0

Research has focusc. . 1 10 • nd cmp:ithilc with rccrui~

:md to

. · • brlrry 10 re ale "

wha1 may be important 1s th e recruiter ~

8 . . d pealing 10

what is im ponnn1 to them .

comm unicarc effec tively wi 1h 1lrem by rdcnrrfyrng an o

p

Chap1cr 7 • RC'C'n11t1ns 17 7

178 Cru1p1cr 7 • R<enJ11tn~ for thlS proposition. one _study fo u~d that manage ment 8rad

J>roqJtng prc hminat) suppcrt itcrs " '1th :itutudcs s1m1lar lo their own:•1 A ua,C\

s.•don£ jobs fJ' " higher niun~~: 0 ,~ubjcct. organi zati ons should evaluate for the

1 ~gh

bmitcJ =:m:h tus b,:cn done t , 411d U5C this infonnation to hire the be,1 rec rnschc ,

REl'!EltU /'IIOFILE

the t thi· s,cms to bc a ac10 . d 'f~ rune,. I " ~ ~r or~- -> - a mean sending di fferent rc~rutters to I. ercnt _recrui ting

even I)"

d,0cr<nt pos1t1on>. 11us m Y bl'sh r11ppon ,11th apphcants. Some organozmions c v ll to

. . th<ar , h1l11y to csta , a h' h h en try lo

m:L\.t Dl.tE ' th mt UDJ\'crsitics from w 1c I cy arc recru iti ng a nd

m:uch rrcrui1crs· a.Ima mau:rs "' 1

5 of npplicants The better connection a rccrui~cr c l'Ccn.iu.

. • ho •to" ns ,.;th the homcto"'n ·. . . . b f' be' an tnal

ers me r<atcr the chances of an organ11.auon SJO o ,crs ing accepted . '

",th applicants. the g I th . b of r,cruaung nurses for pharmacc utkal sales repre ..

Toke for cx amp c. e JO d h JI -n1a 111,

.. ns Recruiters who personally relate to the rewards an c a cngcs of nursing a nd •

pos,uo · compelling way the feat ures of the J0b arc more h kcly 10 ap ho

can rommunica1e m .1 more -- f h _ . pcaf to

nurses than those recru iters who have liule undcrstandang o l e nurstng profession . PtofiJon

. . d _ , pphc:uus' motivations and value systems can also be use d 10 d g

mformauon about cs1n.,., a · · . . C\"15t

tr:iining material fo r recruiters. If the match bct"cen the recruiter and the recru 11 ·s va lue S) stem,

can be ideou ficd. the recruiters can be trained 10 bcuer relate to appl,eants and present the job on

the mebl attr.lCth ·c wny.

DEVELOl'ING REOIUITER PROFILES Whether a recruit~, is internal or cxt~rnal to the orgai,,.

,auon. understandi ng the recruiter ch:uacrcrisucs ?'ost hkely 10 aura.ct desired app hcants can

enlwlce n.-cru iting effecti veness. One way 10 do tht s ts to create a reviewer profile of the ind,.

a prr,/il,, r,f 1W s.blh. c-~ru:r.aa. and bacqf'UIJNU of dtt IIWJfl ti/ttDtY

rrc1'VJll'l"J Jor dffnYtU pruuo,u

ndual recruiters " ho 113,c ~ n the most effective in the past. Over time. organi,atio ns can track

apphtllllt reactions 10 differe nt recruiting styles :"'d messa_ges. and pr? file the s kills. charactcns-

tics. and backgrounds of its most effecti ve recru11ers fo r d1ffercn1 p?st11o ns.

Fa-example. • firm might find after conducti ng such an analysis that external rccruite11 do,

better job when hiring speed is a priority and the le ve l of the position being fi lled is rel auvcly high.

Jnrcmal recruiters nught be a better choice when it's more imponant to keep hiri ng co,ts down . Whoa

recruiting new gradurues with different degrees. recru11crs with diffe rent backgrounds might be mm

clfecovc. Analyzing thi s type of information can help an organizauon belier spc'<·if) " ho should do

the = ling and 11,hat the job sp,c1 fications should be for recruiters targeting different posit ions.

MATOIING THE RECRUITER TD THE TARGETED APPLICANT In some cases, a firn , might first

identify someone whom they " ould very much like to hire, then slrategizc how to bcs1 attract

them 10 join the organizati on. Often the targeted ind ividual is c urrently employed a nd not look-

ing 10 swuch jobs. In this situation. it is critical that the choice of recruiter be made a fter consid-

eri ng whom the targeted individual is likely to best be persuaded by. A cold ca ll by a r ccnillor

from the human resource dcpanmcnl is not as likely 10 s1imula1e the in1erc<1 of 1 he indil•idual

as "ell as a professional colleague in the hiring organization. or even the CEO. Per suasion is ..

1mponan1 recruiter skill. and rn order to persuade an individual 10 conside r leaving a Job she or

he ,s happy with. the message must come from a trusted and respected ind ividual 10 maximi,c

the chances 1ha1 II be given full considcmtion.

\Vhen the dean of Rutgers· s Division of Life Sciences wanted to hire someone who could

m:ikc Rutgers Unl\ers11y preemine nt in genetics research. he staned by contacting 1 he top people

rn the field of genetics. These contacts repea tedly recommended the same person. ·n,c dean then •g~ssi>el) rccrurted the person by lapping a Rurgcrs agricullural geneticist who

had worked

"Hit him decades earlier 10 help convince him lha1 he should jo in Rutgers. Titc de an c, cn " '"1

so for as to contact the man·s best friend from childhood and persuaded him 10 put in a good

" Ord for Rutgers. Uluma1cly, despite no1 1ni1ially having any in1ercs1 in return in g 10 the East

Coast. "here he grew up. the scientist was persuaded Jo accepl 1he posiiio n. 42 Just as a rccruiu ng

message should be lJalored 10 bes1 inform and address the needs and conce rn s of eac h applican~

th' recruiter should be chosen based on his or her ability 10 commu nicate wi1h and pe rsuade each

recruit to consrdcr the org1111i,a1 ion as their employer o f choice.

The Different Types of Recruiters

So far. "' ha-, looked most J J • • h man

c osc Y at internal recrui te rs e mployed within their firm s 0

:~urcc dcpan ments. Ho" c,·cr. lherc arc other types of recruiJcrs Ncxl we look at some of the

eren1 l)pcs and lhc advanlJgcs and disadvantages of each. . •

(RIJITERS FROM OUTSIDE OF THE STAFFING FUNOI0N As "' .

(If . do nol have to originate from a firm 's h c have explained . in ternal

,teru11ers . • . . . . . uman resource dcpan.mcnt. Research has round

1h41 an infonna11on s?urcc s crcd1b1h_1y is mnucnced by the source's expertise and trustwor~

thl0CSS·4.l n,c_re forc. II may be c ffcc11v~ to fi nd technically trained employees who arc inter •

ested in recnuung a~d make them rccruucrs-ror cxnmplc, use e ng ineers to recruit engineers,

accountants to rccnut occount.::rntS, an_d so forth. This should maximize Lhc recruiter's cre dibility

t,ocaus< the pe':'on cumntly works '" lhe poshi~n being lilied. It i, also often easier to t rain

1«:hnically qualtfoed peop_lc how to _rccrurt than 11 ,s to teach r<cruiters technical know ledge. By

usi ng employees_ as recruiters. apphcants can also belier assess their fi t and comfon l eve l with

itoeiob opponunoty. . . Some of the top U.S. corporations assign their primary recruiting responsibili ties 10

their

IIIIC managers rather_ than human '.csourcc professionals. For example. the managi ng d irector of

the invcstment-banktng ~ rm CS First Boston spends half histimc on recruiting. Senior managers

11 the phannnce uuc~I g iant Merck devote conso~erable time 10 recruiting."" In addition, as we

hSi\'C indicated,_ the mvol_vcmcnt of an organ11a11on's top leaders in its recruiting an d sclec1ion

p10grums can signal apphca nts that the company considers n:cruiting the right people t o be a pn•

ority and takes rts ~•len_l senously. This wa ll ?bv1ously increase the organization's attra c tive ness.

Although using hnc managers as rccnu tcrs can work fo r many companies. ii can be im prac-

tical 10 take employees out of their regular jobs 10 serve as r ecruiters. Effective recruiting also

r,quires more than technical job know ledge. Oftentimes recruiters can be trained suff iciently to

, .,plain a job to applicants and ans" er the ir questions. Compared to line. or haring, managers.

recruiters arc also in a better posi tion to answer broader qucstmns about the orga nizatton · s

policies and benefits and identi fy other positions in the organization for which recr uits might

be a good fit. By contrast. there may be some highly specialized positions, such as cngi nccr-

iig or medical research. that require a recruiter 10 be well versed in appropriate jarg on to fully

communicate the job requ irements to pote ntial applicants as well as scree n candida tes. In this

case, it is the rec ruiter's role to help minimize the lime the manager has to spend off the job

r,cruiting.

EXTERNAL RECRUITERS Hiring external recruiters is ge nerally more expe nsive. H owever, if

1111 external recruiter can fill a position faster and with a belier hire than internal n.-cru

ucrs, the

iacreased cosl might be well wo nh it. External recruiters ortcn hav_c more c~t~nsi" c nct\~ork~

of potential cand idates to tap for job openings. Many of these rccruuc rs spec,ahzc in pano~ul ar

types of candidates o r industri es, which can gi ,·c forms greater access to larger. m ore highly

q,aiified applicant pools. Howeve r, external recruiters g_enerally Jack the depth of know ledge

about an organization 1ha1 internal recruiters possess. Obv,ou,ly, thrs docs not mean t hat c'1cmal

recruiters are unable to identify good potential applicants . h dots mean thal the !i nn needs 10

spend more time communicating recruiting-relevant information to them. .

Providing external recruiters \\ ith conti nuous feedback about the qual11y of their pr evious

hires is an imponant step toward improving the staffong process. Generally, the Jongcr-1cm1 th e

relationship betwee n an organization and an external recru iter is. the 1ic:11er t_hc recru iter wtU be

able 10 identify and a11rac1 hi gh-potential talent for the company-:-espe~1ally of he or sh~ rece ives

feedbac k from the firm. Unfortunately, many organizations provide their external rec ruiters wi th

little feedback. · • .

1 · · f an run as high as 40 percent of a new hire s fi rst year

Bcca.usc cx tcrn_a r:ccnutmg ccs c . . 1 ru1tcrs to 'oin their internal rccnm•

compensauo n, organ11a11ons ha\'C begun hrnng cxterna ~ ff J f 500 who use Linkcd ln ing siaff In jus t six years GE has built an inlcmal rccrumng

513 0 . . · 1 . 1

and B~chOut to fill mo,; of its openings. including about 10 percent of ,1s semorhpro _c ssa:\

. also able lo complete most scare cs '" a u and executive posit ions. These recru iters were 1

·, rs need GE still relics on 73 d , h 170 days mosl ex terna rcc ru, c ·

ays, compared wuh I e average . h specialized jobs. b ut it has

outside recruiters whe n req uired fo r confident,al sc~ esborbvcry·n• this recru it ing tale nt in-

00 ·i1· car 1n search ,ccs Y n ng, ~

saved approximately S I nu ton a Y d h .1. J'kc 10 w ork at GE they have also

ho B h . belier undcrstan " all ts r • use. ccausc l e recruuers now . , 5 5

. .1 1 't is Coca-Colas internal recru iters

been able 10 find hires who belier fi t tts culture. '"~' ar y .. 1

't'ng Coca-Cola executi ves hired f • 1 b I cxccuuvc rccru1 1 •

who do approx imately 95 pcrccnt? 115 g 0 a 'rd f· 1

and arc half as likely 10 leave as those

by its inside tea m arc hired approximate ly one•l ht . as er h h ,6

hired by externa l recruiters. and candidate di versity ts twice as rg .

Chapter 7 • Rccnutrng 179

180 au,..,, 7 • R,cruiun& other Factors Influencing • Recruiter's Eff

ectiveness

~.bn f:tctors can influence a f\.-Cru11er's ctTccu, ·cncss and performance. Some of th

roo. ~ rontrollobk by the rccnurcr. and orhcrs arc nor. There ore son _,c ,iruarions •~Sc rac.

. . , h h ,-en rhc mosr ralcnrcd n.'<·ru11er w,11 ha, ·e d1fficu/ry 1dcnr,fyino loin,

po:,.,0005 ,or ~ ,c . c aniJ .ii

ing qualified applksnrs. For example. • poor c~ploy cr repula!Jon due lo lack of fu nd,n lrac,.

>UbsWJti.tl job sm,.ss h.l,·e ere.red serious recru,un_g challenges fo~ l~c U.S. FOO<J •nd g iJld

Adminl.Slnllioo. In odd,uon. rhc time-consuming hmn g process thar ,sn I recruircrs· ~ Dn,g

couscs" 10 nuss our on good eoodidores " ho :i.ren'r w illing 10 "air Lha1 long ro learn ; u1r ofr,,

rhc Job." Figure 7. / ,llusrr.ues some of 1he pnmary fa ctors rhar have an impacr on I.he

I they g"

ocss of recrujrcrs. Ne:<1. "e discuss each. cffcc1f\r.

THE UUIOII MAIIJCET Swpluses and shonagesof1'1le nl can ha ve a large impac1 on how ClTcc

m.cnurers are. Their skdls ore hkcly ro be rested when I.he labor marke t 1s 1ighi and . b ~,-,

l . I . b . . l · Jo S<ck,

h.:ive the IW<wy of choosmg from among mu Up e JO oppon unrucs. n lhrs suuation "

" ill need ro "sell" Lhc job and orgonization ro poten tial applicants. Of course wh ' r~"'"

. . . . , en Job,

=. orgaruzaoons generally h.l, c an easier ume ot1racung qualuy raleni. If a compan . Ott

only ,mplo)<r m ro"·n. rccruircrs will also have a m uch easier lime artracri ng applica >

15 th,

JD a loose labor market in which applicanrs ore plenti ful, rccruircrs somerimcs find ii d nfliis. e.,.

- ~- - k . h . . ' ieu/f ro

oruacr the rigb1 land ofraJenL AJrbough rbe I:""." mar ·c1 s c arac1cnsrrcs can affccr rhc Challen

of their assignmcnrs. rccru11crs sull have a big 1mpacr on I.he success of most recruiting clTons.g,

THE ORGANIZATION 'S OfARACTERl~TlCS In add ition ro I.he stare of the labor markc~ 1h,

nature o_f lhe organization in rerms of ,rs srze ~•d v1S Jb1l11y can also mnuence I.he cffecrivcnt5.1

of rccruucrs. Smaller. lesstr-known orgamzauons o ften have a harder rime recruiting. in

b<cJWSC poientiaJ app/Jcanrs h.:ive nor heard much abo ur lhc company and either never hear.:

job opponunioes or choose 10 apply elsewhere. Whe rbcr the linn is seen as a desirable plac

woo: will also influence iis ability 10 ar1rae1 po1cn1iaJ applicanrs. F or example. recruiters f: 10

organization Iha! lwjus1 been responsible for a large environmcnla/ disaster arc likely 10 have'"

hard~r time at~ting applicanis rban recruiters for a socially responsible company rhai cnga~

m philanrhrop,c acun ues. A recru11cr can do a greaJ d eal 10 educate rargered applicanrs abour 1hr

nature of rbe work and organi,.ation and pul I.he ftr111 o n an applicant 's "radar screen," so ro spc,t.

THE CHARACTERISTICS OF THE JOI The nature o f rbe job being filled can also influence a

recruiter's success. Some jobs arc less desirable bec ause of rbc work I.hey invohc, rbeir loca-

tion. hours, and so forrb. For example, recruiting f or nigh! shifts and rcpc tiri vc work can be

more d,fficu/1 rban recruiting for day shifts and for j obs requiring a variery of s kills and ae111,1.

tics. Attracting applicanrs for a posirion rba1 pays le ss than comparable positrons in 1he same

Tht Labo, Mariel

Co" orlcrs

The Orgamzuuon ·s Char.u:tcnsucs

llmng Managers

FIGURE 7•1 F actors lnfluencmg a Recruiter's Effectiveness

TI1e Chnrac1erist1cs o ftl,e Job

-

gcograPhic arc• will also be harder. Improving Job char actrrisr .

and rctcntJO~ cffo~s. Trucking comp3ny U.S. Xprcss rdcmific d ics can of1~n enhance recruiting

d(i,·erdissausf~cuon. To bell~~ at~ract and retain i 1s dn"crs, U poor d1rcc11ons as n .lop cu~sc of

perform by adding global pos111oni ng devices 10 all f .S. Xpress made rhe Job ea<ier 10

haffC'CS 1hal its recruiters wi ll be successful by • 0

'.b trucks. Clearly, a 11rm can improve the

~Ing 10 rm.•s . improving rJ-c eharac1ensrics of ,he jobs ihey arc

Hl"IIIG MANAGERS Once a new employee S1'1r1S , k h

itself. and orgonizati onal policies and pmciiccs usu all"::s~

15 or her bo~s. c? workcrs, the ~ork

,cc::rui1cr on outcomes such as job performance R y me much grca1cr 1111ponancc 1h:1n 1he

Ir .1. .. hiring managers w11h \\.'horn they work ·d ccruuc

rs can only do so much 10 a1trac1 t3lcnt .

. u"" o not rcmfon:c the orga ·. · · d · b' I

the cffortS of even the most 1alcn1cd recruiter may be was1ed For exam ;1zauon s . ~sm1 , II~,

rnight t,c very enthusiastic about a potential oppor1 . r. • • P ~- a prom,smg recruit

, . . unny aitcr mcctmg with a recruiter but be

nrmcd off by an unpro1essional hmng manager In facr /'

recruiting beha vior exhibi rcd by h' · · ' a pp reams Scem to be more put off by

paor . . mng managers than by rccrui1crs. Hiring managers must

scercc~1.ters as partners and reinforce rather than un< lcnninc rhcir efforts.

.H1~ng . rnana~crs al s?. need 10 unders1an d the compcicncics, srylcs. and traits the

orgamz.auo~ 15 scekms. if hmng managers are scre ening for chamc1crisucs d1ffercn1 1han 1hosc

Jr<ing rccrulled for, a large numbe~ of q_ua/ified cand1d a1cs nrc likely robe rejecred fo r 1hc wrong

':asons. On~ large U.S. company 1dcn11ficd a group o fhinng manogers lhar had Lhc highcsr can-

didJIIC rcJccuon rares. Ir rurned o u1 rhc monagers had been rcjeering qualified cand,daics due 10

reasons unrelated 10 lhc firm 's se lection cri~eria i ncluding iooppropriatc dress, lamucd eye con•

r,cL and poor poSlurc. The company dercrmmed 1har rhc fi nancial cosr of 1his mi srake amoun1cd

ro over $ 100,000 in applicant processing and candid are asscssmenr. not indudmg 1he cos, of

losing people who would have been good hires.

In addition lo qualified cand1dares nor being recruite d and hired, if rccru,1ers fail ro make

hiring managers aware of lhe basic _legal rcquireme nrs they need ro foll ow during a staffing

effort. rhe ftm1 can be hu wuh lawsu11s. In one of irs judgmrnis. the U.S. Coun of Appeal< for

the Seventh Circuit concluded tha1 leaving manager s with hiring authonty in ignorance of 1hc

basic fea tures of discrim ination laws 1s an "cxtr.to rdinary mistake" for a company 10 makc."'

9 Of

course, recruiters usually receive legal trJining with regard 10 discriminacion lnwi,,, bu1 hiri ng

managers arc sometimes overlooked dcspile their bei ng inregral 10 rhe rccru iring process.

Because lhe hiring manager will be lhc supcn•isor of new hires, she or he wi ll also play

a large role in lhe applicanrs· decisions. En listing lh e highest levels of managemenr as recruit-

er> can also help a11rac1 lop 1alen1 . Ralph Larsen, fo rmer CEO of Johnson & Johnson. rravelcd

ro key college campuses 10 rc:cruir rop raleni. 50 Because rop research 1alenr is di ffic ult 10 find

and a11rac1, California business leaders solicited rhe governor's help in recruiting top 1alcn1 1ha1

could produce more innovations and products for C alifornia's high-tech indusrries. California

Governor Arnold Schwarzenegger called lop profess ors across lhe United Stares 10 offer rhem a

chance lo work for 1he Uni versity of Cnhfomia. 51

COWORKERS Jusl as hiring managers can dissuade candidares from accep1ing job offers, so can

lhc candidates· prospective coworkers. Po1en1ial hi res oflen seek our current and pa.1 cmploy-

,es 10 learn aboul 1he realities of 1hc job and orga nizat ion. Thus, every employee and former

employee can serve as 3 recruiter, and oflen do w hether rhcy intend 10 or 001. The Container

Store's en1husias1ic employees do a greal job conve ning rbe company's customers in1o_cmploy-

m . However, if in another organization cusromers cons isrently he_ar employc~s complain of low

pay, poor working conditions. and bad supcn•ision, 1hc y arc nol likely 10 se nously consider 1he

organizarion as a potential e mpl oyer. Unhappy emp loyees are nol hkely 10 refer fne nds and fam-

ily members 10 an orgnnizarion in which they do nor enjoy working. nor plan for len

gthy careers

wilh the organizarion themselves. Because any employee can affect a po1en1ial appl

icanr's decision 1~ pursue_ employment

with on organization ii is wise for companies 10 recognize emp loy~•• potc nrral r~cruuing

· ' · · 1 · positive Giving employees in fomm•

rmpac1 and do wha1 they can 10 ensure 1har 1hcir 1m pac rs . · . . d .

· • h I place ,n 1he organrzarron an recru11-

11on about how lo refer a po1enrral employee ro I c co~c . h He ler1 P11ckard ' or

' · · r t5' 10 foOn3ll00 !)1!3rc · W • ' I'

rng marcrials 10 distribute can focilrlalc opp ,can • nd sending small teams of

example, invesrs a considerable amount of time an d money training a

Chapter 1 • Rcmiiling 181

182 Chapter 7 • R("CJUiun~ , 0 n~ ruil thdr fulUJ"C coworkers. T

h_c idea is to g ive appfica

cns1m .. ""Crs and mana~crs_ 1 . 11

re 50 th.:al ihc y con make rn fo m1cd decision

s ab " Ls a ~Ilse

of ti1 ,, irh tht.' orgamzauon !,Cu u

ou1 Pllrsu1

•· Ii • ·00 op.vv1 um 11 cs.--

ng

b~ tnn SJ ,_.. r wly hin:d ~rso n's coworkers con also affect a

, .

The clunK'tensucs o a ne ,,- .

-.:cruucr'

- lfco" orkcrs don't suppon a new hin : 's efforts. to pcrfo nn hrs or her

best, lhe new h, s ' ""·

= hi h porenuaJ Co" orkcrs somcumes pn:ssure each orher lo ma in,,.• rt •,11

norll ,·e up lo sorer · . . be

.. l.UJR c

. 1 1 d d,scourogc new hin:s from try ing

10 come nu e busters" b •11.11,

producuon e~•e s~n u·on nom1 s eo,, orkc rs or learn members

can a lso create an y c-'c~.

,ng the group s prvuuc · . . th h

h unple

. , lcomc new lure mcre.litng e c .onces t

at he o r she w'IJ a.s..«

environment ,or an un,, " · · ' . .

• quit Th

someumcs happens if the group's pn: fcrn:d cand1da1e ". nol ~ho,

cn. The g roup migh1 al . ij

ro help a new hire succeed on the job. despite_ ~c_pcrson s ab1l11y

a nd mo1iva1ion lo do so SO r~

,llll ti., unin1enu onal. bur II under scon:s why II s ,mponan1 for H

R personnel lo follow u~ ~•

nc" h, n:s. The goal is 10 cnsun: t hat they ~ave_ rhc tools, _Ir.li ning

, and s uppon rho, they nc 111,

succccd. In , hon. n,cn,itcrs can h elp ,dcnufy h1gh-_po1enual empl

oyees, bu1 employees nc,: lo

resoW't'Cs and opportuni1y 10 11,·e up 10 Uleir porcnual.

~

TRAINING AND DEVELOPING RECRUITERS

If dJ~ercnl rttl'Wtcrs ~o nor loo~ fo r tile sa~1c compclencics, v~Jucs,

and experience in potential

• pphc4J1 ts, mlllly qualified applic ants arc likely I~ be o verlooked

, and many undesirable ap I,.

Cllllts on, likely 10 be encouraged 10 apply. Rccniuer training and

developmen t helps I P

. . o--cons1stcncy m lt'nns of what rccruucrs screen for and the messages they commu nicmc about the job and company.

NOl muc~ rcsearc~ exists a~ur f c a mount of trainin~ recru~r~rs ":cei,

•e . hu1 surveys sugcesr

thaJ m:iny rN'.fllHers rcce1,·e very li ttle. J When they do rccc1\'C u.:un

mg, u l ends to focus on ad .

,SU'3ri,·e lllld procedural {paperwo rk) issues."" However, the resea

rch 1ha1 docs exist has m:•·

possible 10 idenufy training areas tha t an: likely 10 make recruiters

more e ffec tive. Table 7. 2 su 11

nwizcs lhcsc key ~ . Nc.'(l. we discuss each in more detail.

n,.

Recruiting Knowledge

A rccnu1er's knowledge can be enh anced in a number o f ways. Fo

r example. when UPS w.

lyzed the characr~ri5lics of_all o f the workers in one or_ its dis

tricts, ii found 1ha1 cmploytt,

tended 10 cluster into fi ve d1Sunc 1 groups. By u nders1and,ng the

demograp hic and psycholog,.

cal charac1~ris1ics o_r each grouJ >--lheir ages. career stages. and

so fonh-and by identifying

the type of in fonnauon each gro up responded 10 . UPS was able 1

0 trai n recruiters lo tailor thcu

recruiuncor p11chcs lo appeal 10 a pplican ts from each group.

55

Interpersonal Skills

Recnin ers can be trained 10 deve l op bcucr interpersonal s kills and

behaviors. Because applicanli

~1th lmutcd mfonn_ation about th e organi,ation 10 which they arc

applying may infer charactcns-

ucs oflhe orgamz.11Jon from the1r exp:ricnce wuh the recruiter. n.,--

cruitcrs sho uld be u-ajned in hov.•

10 reflect th~ company 's culture and values, how 10 project warmth a

nd empa thy . 11nd how roga,o

10 appl,cnnl s trust Tr.umng can also im prove a rccruirer's Jistcning and co

mm unic.11ion skills.

Presentation Skills

Prcscnuu on ~k.J l/s c.10 be helpful lo rccnmcrs a11cndrng j ob fairs,

recrui ring o n college campuses.

or mal.Jng 3 " } son of fonnal prcsc niat,on o f l

hc organization 's job op portun ir ics. Many potential

■(-j:j,pj Recruiter Training Areas • Rtcru1tmg knowledge

• Interpersonal sk,lls

• Presentation skJ/ls

• The organization's goals and r ecru,t1ng objectives

• legal issues

Multiple assessmen ts

• Applicant att raction

-

.nn1ican1s ' fi rsl exposure 10.an or gan1z:11ional reprcscn10.1ivc is at

fi .

.,., u·on is sloppy or docs n t com mu nicarc cnou('l'h . a

onnal prescn1auon. If the pre•

senra . . . . . e- meaningful rnfonn I' h

P ly 10 1he orgon1 za t1on.

1 rarnrng can eve n improv .a 10n, t cy may decide nor

10 ap e 3 " mfonnaJ pnch 10 u po1cn1ial r

ecruit

Th• organization's Goals and Recruiting Objectives

o<t imponanr than a recru iler' s background or whether h

. .

M organizatio n is thar she or he has a s trong sense of the orl ; 0

~:cruu~r 15 internal _or cx1cmal ro

~ recruiting objecti ves. For example. Canada 's Scoriabanf G at,o_n s goals. bu

siness ~rr.uegy,

"' all aspects o f ils staffing pro gram. Diversity objccti rou

p integrates us diversuy goals

1~10 d sclec rion program for both us h1r' vcs arc a

~art of its recrui tment. inter•

view, an . . . mg managers and recnmer

s. Hinng m.:anagers learn

proPriate quesu ons 10 ask 1n a se lection in1crv1cw as \\ ell .

. . .

apdh•crsc workforce. 56 as rccru11mcn1 strategics fo r creatin

g

11 Rccr_u!ring q uickly 3 1 the lowest cosr

r_cquires different rccnurer skills and behaviors than

doCS rccru1u ng for the top talent avai lable m a given

profession. In some cases. the recruiter

will be expcc1cd ~~ evaluate and.scre en applican ts. In ot her words, he

or she will serve the dual

purposes of r~cru111 ng and se lect mg. In other cases, the recruiter w

ill be expec ted 10 only ans"'Cr

general questions posed b~ recruu s or IO focus on s1imula1ing 1arg

e1cd people's in1eres1 in 1hc

pasilion. Fortuna1~ly, both mlcrn nl and ex1emal recruiters can be e

nsily trafoed wirh regard 10 an

organiiation 's business s1ratcgy and recruiung goals.

Leg1I Issues

LegaJ training i~ critical 10 cst~b .lis_hing and mainrainmg a consis

tent, effective recrui ting and

.applicanr..scrccnmg system. This 1s rmportanr if an organization ever h

as 10 defend us rccruning

and staffing practices in a court of law. For example. as you learned in

Chapter J, 1hc Nauonal

Labor Relations Act (NLRA) ex 1ends many rights 10 workers \\'

ho wish 1o form. join, or sup•

pon unions. Employers also cannol d iscri minate aga.ins1 pro• un ion ap

plicants . .. Salling'' occ ur.)

when union organizers seek jobs al a nonun ion company in order

ro persuade the \\Orkcrs 10 join

1 unfo n. 57 Because nn emp loyer violates

Secuon 8(a)( J) of rhc NL RA by mal ing s1a1emen1s

(hat union applicants will not be hircd,

58 inrervic\\'ers must be trai ned in how to appropnate ly

rcsp:,nd 10 salting 1ac11cs.

Salting is only o ne of 1he many lcJ!al si1uations fim1s have 10 dca

.l with. Finn s also ha, c to

minimize lhe chances that any ill egal discri minatory rccnuri ng is

laking place. T raining can also

help recruiters become aware o f any biases they have and give th

em too ls to minim11.c lhe hkch•

hood that they wi ll discriminalc un intentionally.

59

Multiple Assessments

Recruilers and hiri ng managers c a n also be trained to assess candi

dates for po~it io ns other

than the one curre ntly being fill ed . Even if rhe company isn' t cu

rrently looking for a panieulor

candidate 's skills and expert ise , rhe company may need these c

ompe tencies in lhe futu re or in

a job other than 1hc one being re cru ited for. In addition 10 trainin

g rccruners about huw to pro•

file candidates nor curren tly be ing hired and assess 1heir fi t wi

th multiple po~iri ons, rcc ruuers

can be trained in rhc c reation an d use of a special 1.:a lcnl dat.:abasc

tha1 might be refere nced in

rhc fut ure for other openings. T hrough relationship mmkcting.

recrui ters can keep in con1ac1

" 'ilh candidates in the database and mainrni n their in1crcst in

the company. much as Valero

Energy docs.

Applicant Attraction

After identifying where good np phcanl~ a.re, rccruj ters can the~

~ trained _10 d1sseminn1c e ffcc•

live recruiting messages to activ e job seekers as well as to passiv

e JOb c~nd1date~ t.o a1Lracl th~m .

As we have mentioned, passi ve j ob candidales o flcn require more

act~ve rccnmmg. Atte nd ing

trade shows and professional conf ere nces and nc1working w11h po

rc nual appllcnnls can hel p a

~ cniilcr develop rela1i onships w i1h them rhar can be rapped in th

e_ fut ure . How ro sran c~nvers,~-

lions with poten tia l applicants a nd how to tactfully in troduce th

e tdca of _consrdcn_ng ullcmor, c

employment opportunities with rhe recruiter's organiuuion can

be prnc~1ce~. Trmnrng can also

enhance recruiters' persuasion s ki lls and ability to sell 1hc j ob a

nd organ1La11on.

Ch3plcr 7 • Recruiting 183

184 Chapcer 7 • R<l.."TUIIU\$

RECRUITING METRICS . .

h i ,clcd ihe righl rccnutcrs and u-:uncd 1hc111 well• St

Ho"' docs a fimi know_if II

as~ \c1udc hiring speed, number of hires ach ieved andard err,

• , enn:d recnuuns rnctncs 1 • be , I h IJCr rec ·

cicnC)·OI\ lure Allhough these mem cs ca n usc,u, t cy arc not alwa . l'll11er,

ll!ld thc 3\ct'llge cost per · •·· the bcsl recrui ting ou1comcs to trac k. Take for c Ys lied 101

NJSincss'ssu,uegy :snd may nol"" . · xamp1

. lh4 assembled a recruiting team 10 a1trac1 senior soft ware . e, 011c

maJor so.fiwDTC co~~yb -~ Because the cyc le for hiring these indi viduals can archnee1k

the ke) cmplovccs in 1IS us, · · be f . b th exceed ,

· urc iis recrui1ers on the num r o JO s ey fill as mu h •lie

'"ars. the firm docs no1 mras . h h c as on •·

· 'tied 'ndl dual s they identify and the relauons 1ps I ey erea1e with lh 60 1,~

nurnbcr of quail 1 1 VJ . the cm.

lndero. because some positions ha"e a grealcr •~pact on . company lhan do Others

. .,. . •• 1- key positions more hcaV Jly in their overall assessment of h • SO!ne

finns pnonllle or "'c1.,, . ti , . . ow ~ 1

,ndlnduaJ rccruiiers ha,c performed. Ho"·e,~r, 1 f a '"'.1 _s resources arc hm11ed, the com e I

. ly the suifline resulis of 11S key po s1uons. Because the pcrforrnan• ilaJly

somcwnes :i.ssesses on • , ki .th d 'ffi 1

.. -core,

. be compromised when !hey re wor ng w, 1 ,cu t hinng manage eq

grc31 rccrullers c:sn . • 11 bl rs. SOtnc.

times firms make adjusuncnis for lhis foctoras _"cll a s other uncontro a c factors rccrui1ers race.61

The following is a list of sU11teg1c metncs one HR expcn recommends mcasuring:62

• ,v,., /tin job µrformanct: The on-the-job performance ratings for ne w employees

6 10 12 months after being hired .

• Nt., hirt failurt rat~: The pereen1age of new hires in key jobs who were tcrrninaicd Or

asked 10 leave. • Turno>tr of nt., hirts: The percentage_ of emp

loyees who volu~tanl~ quit wiihin ih,u

first year, or the average 1cnure of new hires com pared lo the finn s 1yp1cal lenure.

• Manag,r slllis/«tion: The perceniage of key m anagers who arc sat isfied wilh the hiring

process and the candida1es.

• Ntw hirt sans/action: The perecn1age of appli cants and new hires in key jobs who ar,

sausfied with the hiring process.

• N,., hirt tim~ to productivity: The time i1 takes for new hires 10 mce1 1he linn 's minimum

OUlpul Slandanis.

• Training sucuss: New hires' scores on any man da1ory ini1ial 1rainin!! 1es1s 1hcy arc gi"'"

Tracking the ou1comes rccruilers achieve can h elp a firm 10 idcniify areas tha1 can be

unpro,·ed. If lhe best rccruilers can be identified. it can also be possible lo idcniify what makes

them successful (profile them) and use this inform a1ion when hiring and !raining 01hcr recrui1m.

Setting Recruiters' Goals

Recruiters' goals must be consis1cn1 with the orga nization's objectives and staffing stra1cgy. Ao

organization usually selS specific goals for their rccrui1ers' activities al job fairs. conferences,

interviews, and so fonh. including communicatin g the employer's value proposi1ion, screening

candJda!es, and generating candida1es· in1crcs1 in 1he position and organita1ion. For a recrui1er10

pursue the organization's goals, the organization 's goals mus1 be known by 1hc recruilcr and be

consisteni with !he recruiter's personal goals. Re crui1crs are likely 10 have their own goals and

mou,auons. including being liked, hiring people from their alma ma1ers, and enjoying a break

from !heir normal work routines. 63 Mon iloring their behavior is usually very diffi

cuh for orga·

mzauons, panicularly when lhe rccrui1cr is worki ng off-site. This makes it even more 1mponan1

lha1 goals of rccrui1ers are aligned with the goals of their finn s.

Many rccrui1ers know ,·cry li1tlc about !he succes s of their recruiting cffons other lhan ihr

number of positions Ibey have filled, their averag e time-to-fill for a given position, and so fonh.

Ho"cver, _an or~anization's rccru11ing goals arc li kely much more complex. Ah hough many pos·

sible metncs e.us110 evalua1e rccrui1ers' cffec1ive ncss, their pcrfonnance is nol likely 10 change

un less they rcce,"e feedback as 10 how they arc doing and how they can

improve. Giving _ihem

feedback also helps lo reinforce wh.11 they' ve lear ned through training and helps rccrui1crs ,den·

ufy and self-correci their performance shoncom ings. Without this f~cdback. rccrui1ers cannOI

know wha1 they should be doing differently.

. For th

e_fccdback 10 be mos1 effcc1ivc, clear goals 1ha1 arc based on

1he organizaiion's key

recruiung obJcnr1 es should firs1 be sci for recru, 1crs. If 1he organi za1ion is in1crcstcd in hiring

customer sen 1cc rcpreseniati" 1 ff · 'blc 1hC

es O sia a new 1elcphonc center as quickly as poss, ·

pony's goals balancing hiring speed wilh acce I bl .

cornblished- Jf the open posi1ion is a "feeder posi ti P ~-

1 c levels 0 '. Job performance should be

;::s linked to new hire promo1abili1y may also ~\c~;d:;orc 1mponan1 posi1ion, rccrui1cr b()lh the intended and unintended consequences of

O 1

· 11 is imponant 10 1hink through

h viors and outco mes arc being motivated Giv' ny goa_s 10 ensure tha1 the proper rccrui1er

~ \e 10 their goals can help them undcrs;and :~ rcc~ ncrs feedback on their performance

re auf recrui1ers' development needs 81 1 cy need 10 do differently as well a,

ldenll Y '

GIVlll9 Recruiters the Incentive to Meet T heir Goals

()nC siudy found that only about onc-fou nh of i n-house rccruii . .

On !heir own, rather than company- wide, performa

nce levels 61 cTrsoorccocf111•c ihncenuve pay b?5cd

h I . . co, owcvc

r, rccruucrs

.~ rewarded for s on-1crm goa s such as the n umber ofJ'obs ihc fill h aJ

~· . . . . y I or I e 101 compensa-

uon of the people thcy recru n. If hinng speed is all 1ha1 is rewarded, the quali1y or a firm's new

hireS is likely to be lower lhan if boih new hire qua n1i1y and qual11y arc rewarded. Al Ad\'anccd

Technology Services _ (ATS), a company 1ha1 _m ainlai_ns ~omplex foc1ory equipment for major

manufac1urers ,nclud,~g Honda a~d GE, qualny or hue 1s more imponan1 than 1hc number or

hiteS or the umc to hire. Accordingly, ATS rccru i1ers arc cvalua1ed on their hires' one-year

reiention raies. 65

Given 1ha1 the rewarded behaviors and ou1come s arc 1he ones recrui1crs arc mosl likely 10

~uc, it is impcrati_ve 1ha1 the fi'.111:s incen1ivc ~ys1cm be well designed and well 1cs1cd before

being rolled oul. llus can help chmrna1e any un1n1 cndcd consequences or the new sys1c111. For

,:.xample, a sludy of how Navy recruiters rcac1cd 10 a rccrui1ing incenu ve plan 1ha1 included

quoias, prizes, and other s1andar?s found 1h31 re cruiting producti\'IIY was highcsl in the period

imrnedia1ely prior to lhe quo1a/pnzc cu1off dale a nd lo" eSI immcd1a1ely aflcrward. Additionally,

the average qualily of 1hc people recrui1ed fell as the cu1off dale approached,6

6 which was not the

foieot of the incentive sys1cm.

Although recruiting produc1ivi1y as measured by the 101al base compensation of new hires

and the speed with which 1hcy are rccruilcd can b e cn1cria 10 use 10 re"•ard recruncr.., using 1hcm

in isolation docs not mo1ivatc rccrui1ers 10 hire the bcs1 possible 1alen1. An cffcc1ive inccn1ivc

sys1cm aligns lhe goals of Ilic organiza1ion with the recruiters' goals. Rewarding recruiters for

recruiting good employees who remain wilh the f irm and perform well can do a great deal 10 ahgn

the hiring goals of the organi1a1ion with the recru i1cr's personal goals. For example, the 1clccom-

munica1ions company T-Mobile gives i1s rccrui1c rs quancrly bonuses pegged 10 their individual

performance goals. The goals, which musl supp on 1he firm's corpor:uc-wide goals, arc drafled

by recruiters and approved by T-Mobilc's mana ~crs.67 If a recru11ing function is 1ca111 based '. i1

is imponant 10 link the 1eam·s rewards 10 beha11ors 1ha1 suppon 1hc effecuvcncss of the enurc

1eam. A balanced inccn1ivc plan 1ha1 considers all the organ1za1ion·s long-1crm and shon-tcrm

s1ta1egic hiring goals will beuer mo11va1e recruilc rs 10 mccl the organ1,a1ion' s muluplc goals.

GLOBAL RECRUITING

Organizations must sometimes recruit talent fro m other countries. This 1ypically requires_ both

a global markc1ing and applicanl a11rac1ion str a1cgy as we ll as shared services, rnduding a

consistent cmploymenl brand and a centralized 1echnology sys1cm: It is al so_ helpful if leaders

lhroughou1 the organi1a1ion use a consb 1cn1 lang uage when drscuss1ng 1alcn1 issues, and~ co'."·

d h Id 68 C nd1da1e processing and hmng acuv,ucs

mon process for assessing 1alen1 aroun I e wor • a . (fl

· · · · d liancc arc 1yp1cally managed locally.

mcluding sourcing, cand1da1e evaluauon. an co mp

DEVELOPING APPLICANT ATTRACTION ST RATEGIES

1 slale in lo sufficient numbers of quality appli -

Having a great job oppor1uni1y docs nol a ways t ran . . be' c they arc willing 1o apply. One

. d ihosc oppor1un111es ,or .

cants. Applicants must be a11rac1c . 10

70 d b P rofessor Sara Rynes suggcslS 1ha1 apph-

popular model of applicanl auracu on devclop c Y the iypes of rewards the firms offe r

. . ·. I employers 10 assess

cants gather informauon about poienlla . . . ments They also look for signals 1ha1

and 10 determine whether 1heir skill s mccl thc Job s require tion This helps po1cnual applica

nlS

help lhem identify 1hc cu hurc and climale of ih e organilll ·

Chaplcr 7 • Recruiting 185

.... I I I I I I I

186 C'lur<rr 7 • Rc,.-nimng

J\U GE

lll!,t.\1)

<L<..<c>s !heir lokcly fit " i1h the JOb and lh~ finn. When applic~nts ~ aurac1ed lo a r,

= mon: hkcly 10 apply for jobs, ;]C("epl JOb offers. and rema in wnh the company o,~• lhc)

1'c.,t. "c discuss !he role of organizational image . employer brand, and the recruiting

m: ~ni,

10 applicant aurncuon. !sig,

Developing the Organiut ion's Imag e a nd Bra nd

Given lhc limiled amount of informatio n most applicants have early in the jo

b search

mmaJ ap1plrcotion decisions arc largely ba sed on general impressions of organil.'.IC

Pr0ccs~

11 . • , . If d . od

ional a1,~-

ti, encs,. 1 E>e,y orgamzauon has an una ge ,or 1tsc an its pr ucts, whether it

is ""'·

ords . th I l . d h

proactl\,

eslllblrshing it or noL The firsl" or images a' come o mm w en som

eone thinks in

a parucular company generally n:Oecl l he company s image. However, the im

age 3 abou 1

-• · · f h · · JlCrson~

:lboui :lll organiz:mon is his or her cencrw 1 mpn:ss1on o l c organrzauon based 00

boih , . h • • , · be

,e,1,0,.

and facts. and may nol be aecurale. An organ1zauon s ,magc may positive

or ncgativ .,

or strong, clear or vague. and images ca n va,y from person to person and chan

ge o,•er Ce, ~fal: . . . . 0 . .

14 b h •me.

Orgaruzauonal images can in ucnce rcc ru,ung outcomes ut ave been fou

nd

XTOSS subgroups of individuals. In one study, corporale executives and colleg

e under lodd,rr.,

. . . ral l . . 75 E . b d th · ·

gra uai,s

disagreed 10 lhe,r ove corpor.llc ima ge raungs. xccut1vcs ase cir i

mage asse

oo economic perfonnancc indicators and deutiled knowledge of lhc companies

in !heir ,:men~

College studen ts' image assessments, o n lhc olher hand, tended lo be innucnced

more h USlr)

b , ·1· ·lh ·•- · · ( ·

• od ca,,11 y exposure 10, or ,am, mnty WT • uic or

gan1zauon using 11s pr ucts, knowin g some .

works !hen:. scciog lhc organization's adv enisemcnts, CIC.) .

76 Not s urpri singly, bei ng :nc •ho

10 a gn:aler amounr of positive infonna 1ion aboul lhe organization enhanced

the organi · •~

. I d . ased d d ' . . f

za oas

image as an cmp oyer .~ mere un ergra ualcs_ •~renuons o pursui

ng cmploymenL n

College undcrgraduales image assessm ents of organ1zauo~s as employer, were

found 10 be

malleable and_ 1ndependen1 of !heir asse ssments of lhe orgamzalion 's corpora1

e unage, suggm

tng th.u orgaruzauons !hat do not have high-profile corporale images may sr

ill be able 10 c .

pelC successfully for undcrgradua1c s1u~ enrs in -~ • i~itial s1ages of !heir job c

hoice 1hrough 0 :

use of rccru,tmenl messages lha1 eSlllblr sh a posiuve image for lhe organi zatio

n as an emplo

Because dilTcrtnl subgroups of people base !heir corporate image assessm

ents on diffc~%

factors, ~,ITen:nt mc1hods may_ meet "'.i lh differing success in ahering an org

a niLalion's imlgc

among d11Tcn:nt groups. and d11Tcn:n1 m fonna11on aboul the organ ization ma

y need 1o be pro-

vided to appeal 10 different types of recr uits.

a T)fflho/,c r,aMn of aJJ IN mfonnatJD ,r

N1ftl'l«tdtoaC'lJr"9Xll'l, or ttsprrx !»cu

. A brand _is a symbolic p1c1urc of all lhe in fonnation connected 10 a company o

r its prod-

ucrs. indudmg IIS image. Organ11ations of1cn lry lo link !heir images and con

sumer brands wilh

!heir b".51ncss s1ra1cgies. For example, for many people Nieman-Ma.rcus, Go

ldman Sachs, and

~ITany s p~bably conjure images of elite. high-quality, and expensive product

s and semces.

1/hc_n you lhmk of Walman and Dell Co mpu1cr you probably lhink of low-co>

I goods and higfi.

effic1ency work processes. These compa nies crca1ed consumer brands for them

selves 1hat renec1

f~lll'W I EH BRA \'D

r rjluu llh.J/Ot'OMpan ~c,J/rff ,nu n

tmpf0Jrr m1d l,rlp1 fl'JCl!Ulj r mun w/

and ruunof par rp11011rv/" fk1t,, 11 l14r 10 11 orl:. tlwrr

their business stra1co1cs Bra ds , . .

~ · n arc o,1en rcprcsenled by s ymbols mcludmg name,. logos, slo-

g~. or designs. Image and brand rcco gni1ion are crea1ed by the accumulati

on of experiences

w11h lhc specific product or sc . bolh d. " . .

. rv icc, 1rccuy rclaung 10 its u se, and through 1he influence of

communicauons. adverus1ng. des ign. an d media exposure. 7S

Deve loping the Organization's Em ployer Brand

Finns oflcn crafl emplorer bra ds n naJ and ex,crnaJ · . "

10 re Ccl ••h31 lhey offer as employers a nd 10 manage inter·

pcn:cpuons of wha1 ii is like I k the 1ht

que511on .. Wh v should I k 1

, 0 war re. An employer brand answ

c~

. , \\ Or ICre , .. and innuc I ' . . . b 79

Many faerors, includ, · . . . • nces pcop e s mlcnlJ ons 10 apply fo

r JO s.

ronmc ntaJ aec,dcni, and ng recogn u ,on '" bcs1 employer'' surveys, ethic

s vioh11ions. cn11•

· corpora1e ph1lan1hrop f' ·1· ·el)

and nc¥a ll\cly Mosi pco I Y, may a ,eel an organi zation's imag

e pos1" !O

Re . pc wan1 lo be me mber f . .

. c

sean: h has consis lcnily fou nd lhai lhe s O an organ1zauon 1hat has a favorab

le ,mag ·

more people are likely 10 .d more favorable a company'

s image and brand an:, !he cons, er the orga n, zai· .

d iu

n:cru11ing ad,cnisc mcnrs 11 TI ion a11ract1vc as an employer and rcs

pon to

. · us suggc;is that n 1

· h " cal

or noncxment brands "'II h ewer or esscr-know n organi1a1ions wll

ave grca1cr d1flicuhy · . . ·unrnl

source,, such as ne " spape d . a11rac1ing apphcan1s us ing passive rc

cru1

fa1orably 1hou• h1 of Co r a ,cn,scmc nts, lhan organiau ions !hat are more

widely known and

• · mp.1n1cs such as JB~I J h 1. , of

· 0 nson & Johnson, and Nike invc sl 3 ~

,.oncY buildi~g and main1ain ing a ccnain employer brand. Rich Fl

,

·•CC nres1den1 of world wide human rcsou-e ocrsch, McDonald s exccu-

a•-t .. •·- " s. stales .. I re 11 1>c1·

ploymcnl brand thu1 you can have is o ne where 1

• a Y icve !hat the s1ronges1

~,·rcompanies. Our goa l is lo continue 10 build lliatcmp o

yefes say 18 ~Y arc proud 10 work for

,~ . . sense o pnde .. -

AUracung 1hc nght employees and m ain1ainin th · ·.

~vel is an imponanl pan of building and supponing

8 0

fi cir ,com mllmcnt lo pcrfonm al a high

, :•cwisc the strength of 1he consumer brand plays ''."' s CUSlomer brand fo r i

1s producrs.

.... ' an 1mponant f · · ·

le 10 work for !he company. Once emp loyed lhe .d h ro ~ m anract,ng

lhe right

::;';epu1ation helps main1ain !heir loya lly and co~mi:;;,• ~

1 c! s,han: in lhc company 's exicr-

pr1ll!lises 10 its ~uslomcrs.83 . en 10 c ivcr on lhc company's brand

An effecuve employer brand d1ffcremia1e s 3 finn fro ·1

. . .

. 1 . 1

. . m Is compeu1 ors and 1s appealing 10

, ... cicd apphcanlS. 11s a so cn11cal 1ha1 lhe company dcliv · 1

' .

-• er on its emp oyer brand promises In

ihe ase of Vauh.com and 01her ln1crne1 sires where employees h h •

. . ·

r, . . s are l cir experiences w11h one

onolhcr, "'.h~I a ,nn prom1~es versus delive rs to i1s employees will generally be wide

ly known.

If people 1010 an organ1 zauon ex~cun g that the finn holds cenain values and

will provide a

coruin 1ypc of employment _cxpenence, lhcy an: likely to lcaYc if their expectation

s arc nol met.

Theg~ of employer brao di~g. ,s 00110 fool po1cn1ial apphcanrs bu

t to effectively communicarc

ihe rum ~ ~cssagc of what ll 1n1cnds 10 pro vide as an employer.a. As one employer bra

ndi ng

expert said, 'The purpose of the employe r brand proposition is not to invenl a fu n

hcr set of val-

ues. bul to h_clp 10 en su re thal lhe purpose and v alue slatcmcnrs tha1 currently ex isl an: 1

ranslarcd

inlo something relevant and meaningfu l lo employees. and made consistent wi

th the values !he

organization wishes to project exicrnall y."85

Jo Piclc~, global vice presidcnl of rccru itmenl for Philips in the Netherlands, ,

talcs, .. In

my view, winning lhe war for 1alcn1 mean s primarily focusing on retention of you

r curren1 talenr

and following lhal, building a slrong posi tio n in your key labor markers. Therefore.

a brand that

~ only visible in external communicatio ns is less valuable than a brand 1ha1 is tr

ul y lived in side.

Each and every employee should ac1 as an ambassador of your brand and 1ha1 requ

ires a strong

and recognized inlernal and external employ ee value proposition:·

36

Lucy Chang, lalcnl acquisition senior manager for Sun Microsys1ems. Hong

Kong, adds,

"I am a strong proponcnl of employer branding. Ir is the basic fundamenlal of

any n:cruitmenl

slllllegy. You have 10 know who }OU an: as a company, your messaging, and wha1 is

your competi-

tive advantage agai nst 01hcr companies. Ir is a long-1cnn s1ra1cgy, which I lhink

many compan ies

fail to recognize. •-8 7 Table 7-3 contains some popular compa

nies and !heir employer brand slogans.

It can be wonhwhilc fo r any organization 1 0 evaluate its brand among its 1argc1ed a

pplrcnnt

pools and take slcps 10 make ii as slro ng and positive as possible before laun

ching a recruiting

campaign. One study fo und lha1 the 1hre e most cffcc1i,•e brn nd,ng lechniques u

sed 10 appeal to

college graduates were buildi ng relations hips wi1h key fac uhy, appearing al camp

us career fairs.

and supporting lhc activities of student org anizations on campus.

88

Many organizations spend a lol of money to II)' to infl uence !heir ove rall image

and their

lnnd as an employer. For example, Hewle u-Packard, Home Depot, and McDona

ld's have all

run lelcvision adveniscmcnrs designe d solely to promole their brands as e

mployers. Merrill

Lynch spent around Sl50 million in a single year in image ad, to reinforce i

ts new brand as a

lccb-savvy company. 89 Even as early as 1990, U.S. companies

spenl over Sl.4 billion on adver-

tising intended just 10 crea1c a favorabl e impression of ihcmselvcs.

90 . . . .

If an organization wan1s lo distinguis h itself as an employer, focusmg on m

flucnc,ng ns

symbolic meani ng as an employer ca n be an effective s,rarell:

91-for examp_lc, _whether 1hc

company is lhoughl of by applicanls as 1rendy, prcsligious, or mno,·auvc an

d ns_ Jobs thought

of positively in lcnns of lhcir focalion . pay, and benefits. Given the power n:

peuuvc marketing

NtM!ii• Employer Brand Slogans Johnson & Johnson: •small Company

Environment, 819 Company Impact"

Eli Lilly: "lnnova11on Has a Face: Our P eople"

Medtronic: "Caree rs with a Pass,on fo r Lile" •

h M k o,Herence ,n Your World

Abbott Labs: "Inspired to Ac ,eve. a ea

Sharp: "From Sharp Minds Come Sha rp Products"

Chaplcr 7 • Rccruiling 187

188 0Llp1cr 7 • RC\..TWling d • .. lo)'CCS should be trained in ho w 10 cons isicnily

m c,;·::. ... '3g:cs h.1,c. n."C'nJl~~rs and :: 1:\Cry opponunity. One expert belie ves that !Ila na :ncJ clrarlt

promo« 111< e_ mplo) cr • bran 1 . 1,.. , srunc ""Y t

hey would market their produ 1 8 rs •hoo1d

. ·c· 10 app 1can :; u,1; . . . cs to

marke t their comparu :; ers nn:n themselves with a bnef pnch des igned 10 nttract tal Ct.1:-.torn.

ers.. He. suggests_ ~h:u m::;:;! rcneur's piich, this speech should be concise and co,n t~' at the drop o l • har. Like an . PH .. ·i· the comMny different? Whal is its vis ion ? Wh pc hns. '"

d . • Id . th • ques uo ns: o, ... :; ,..- · a1 1s it :>uou ,:iru \\'Cr \;., Wh should a 1alcn1cd person join? \Vhat bcne~L'li d ocs the compan scorn.

pcuu,cud, ~nuage . bYI. hi a positi\'C employer brand lakes time to do we ll Yof frr't)2

f>roacu,dy csla 1s . ng . d' . • and can . Q_l In addition 10 developing the image and_ lhc bran mg s tr~tcgy, pnnt advc . _be

c."<pen~t, t!. ,·y b ·,e .... dio and television commcn:.·1als. and e ven articles in laroc, d rtJs111g campa.iS?ns. 11 l e SI • ... · • , ( , be . o e

Ola • ~ - ., Th• Boston Consulung Group s "ww. g.c om) sue for new c g,.

zincs may ~ crcntcu. ... .1 1 . o nsulta

and F,-dcralc:d Ocp:utmenl S1ores's Rerailology (www.rc1ru o ogy.com ) sue for college rtcn,'b ing arc good examples of how to promote a de sirab le ~mployer ~rand on lin e. l'he "work

.in n.

G 1 .. 'deos o n YouTubc pro mote Google as a unique expcnence where you "cnjo Rai

00 : c ~ do it and the people you d o it with." Some organizatio ns· product ad Y '4ha1

you 0

·. " Jedi~ yo~icro;ofl and Siemens. arc designed clearly to attract talented people veni.sc. mcn ts. 1.nc u ng . . . C T . 1

to ...,art there. Because they can highlight the orga~1 uiuon ~ ac1 111cs, c~ p oy~cs. c ustomers, Produ

cts,

:ind work processes. employer brand advertiseme nts can be effcct1 vc l~.s ho wn o n_ tclcvisio n. i0o

Comparu'cs including VcriLon and Home Depot have dc_vclopcd TV comm~n:ials " that "sell~

their employer brands 10 viewers. Employer brand ndvcrt1sen:-~nts c an be pan,cularly hclpfo J for

smaller or Jcsscr• known organizations that lack name recogmuo n.

Clc,·eland-bascd J,;ink National Caty Corpor_,nfon e valuates job c andidates by sceins ho..

they perform in a computerized simuJauon of_spccdic !~b-~latcd tasks. The s imulation also re in.

forces the company's br:ind by showing rccru1':' what II s hke to be an c ~ployec a r the eompan) ,

One company representative states. "We think It crea1es a unique 1mprcss1o n that lets us sta nd OIJt

among o ur peers in the indusuy .. . . It gives us a way to share o ur story and what we· re aJI abouL ~

Magazines and other publications and orga nizations periodically assess employers in rcnns

of how good they 3l"C to work for. This can significantly enhance a firm's empl oyer brand. F onllnt

muazines an nual lists of lhc "100 Be.st Companies 10 Work For" and the " Bes t Compan ies ro,

1'-fi~oritics," Worki ng Motlru m,1gazine's annual li st of the ·· 100 Best Compan ie s for Work ing

Mot.hers," and the Amcric311 Association of Ret ired Persons ' list o f the " DeM Employ ers for

Worke rs over SO" arc good examples of such assessments. How an o rgan i1..a 1ion is reput ed 1o

t:ret11 ilS employees is likely 10 have a particularly sLrong effect o n how likely it i'li to aurac t apph-

canlS. This explains why many organizations are cager 10 appear o n lists s uc h a~ these.

But being an employer of choice can create challenges as well as o ppo r1un i1ics. Many

organialions arc not prepared 10 handle the increased vo lum e o f job app lica nts resulting from

being named an em pl oyer of choice. In the month following the a nnounce ment 1ha t E dward

Jone s was number o ne on For11me magazine's annual " 100 Bes t Companies w \ Vork For" IISI.

the number of job inquiries jumped by nearly 63 percent. The company claims lhat it w as ill!

because o f the Fortun~ slory and that II did no thing different in its o utreach act1\ itics. 95

The increased j ob seeker intercsl resulting from a positive brand is not nccc~sarily a nega•

tfre., but ii docs increase the burden on the organizati on's selection system. There i;; no gu arani«

that more apphcams mean higher applicant quality. However, engaging in a targe ted rcc ruillng

cffon 10 fi ll a particular opening can help a firm manage the number o f applications ii rc:cc 1, es

and increase the quality of its applicant pools. Meanwhile. the organita lio n' s posi ti ve empl oyer

brand sho uld a.Jlow it 10 improve us in1crv1c w and job offer acceplancc r~ucs. Another d o wnside

of such lists is tha1 once a company 1s on a "best companies to work for" lisl, it ri sks ncgali\ 'C pu~

hcity and negative reactions from existing employees if it later falls o ff the /is l. Al1houg h many

cmpl~)ers ~uvely try to be named 10 these lists. the compcli1io n for de velo pi ng e ... cr•,·rcat i\'~ 3nd

c,cr•mcrcas mg employee benefits rnighl not be so mething the organization wants to com mn 10·

1lus chapter's Develop Your Skills fear ure describes how 10 de velop a n employer brand .

De ve loping the Recruiting Message

Like a_ finn 's rccruuc rs. ima~c. and employer brand. 1hc recruiting message comrnun ic arcd 10

po1enual applicanLs will affec l rJie number and lypcs of them rhar wi ll apply. In additio n 10 com·

munrcau ng the na ture of the job oppor1unity that the compa ny is offering the message can create

or rcnect the co mpany's hra.nd as well. •

-

Rather than sim_P!Y Mating the core requirements o f the O . . .

\'C to cran the rc~~1ung message in the most appcalin and pen J>O_sn,on. n can be more cffe c•

U • n of the rccnuung message or ad can affect the g effective way. E ven the physi ca l

de,Slg • success o r a cam · Companies Lhal deve lop rcc ru iung campaigns and ads i pa_ign:

res,carth on how well d iffere nt rccru11ing mate ri als attra th or organizations have conduc1cd

nd djng 1hc different styles of 1hc ads colors fonts ~t . c aue nt ion of pote ntial applicants-

i ll es (in the case o f print ads).96 More rig~ '~~ s~zcs as we ll as how they're positioned OIi pag I n'als is l:ic king though rous, sc1enufically grounded research on rccruil•

""'"' ma e . . In any case, th e factors th m affcc1 what docs and d . .

rapidly. What was nove l and ffi· • , ocs not get lhc attenuon of applica nts can change . . c cCU\C a year ago may be obsolete today. TI1crcfo

rc,

a11y conclusions researche r~ draw from research s~ch as lhis arc likely 10 ha\'c a short lifcspan.9 7

Moreover, ~cause ~ompcltl ~rs can copy_an organization's recruiting programs, a fi rm co nstan tly

peeds to be 1nnovau vc whe n 1~ comes to Hs recruiti ng campaigns.

In t_cnns of the_ message Itself, unde rSlanding lhe goals and values of the taq:;cted applicants

and crafung a rccrullmen l mcssag~ that a_ppcals to lhcm is especially critical in a compctiti \'c

ruring market. Succcssf~I co~lparncs arc increasingly adapting their employer brands 10 1ar gct

different 1:irgeted rccrulls w11h . different values. needs. and ambitions.98 For example, ol der

workers' lifestyle goals often _di ffer from Ge neration Y's lifestyle goals, and highe r. achiev i ng

coUegc studen~ place greate r 1mp?nancc on interesting and challenging work than do other SIU·

dents,99 Stressing_ 1.hc mosl .ippcahng features of the job being recrui ted fo r should improve the

organization's ab1llly to aurac1 each suhgroup of po1cnt ial applicants. Recruiting brochures that

highlight how impo':ant_ ,_ca":~ork and divc_rsily arc to the finn can have , he cffcc1 of a1trac ling

more women and m1no n 11cs . S1ateme nts 1n a nc,Hpapc r ad abcmt company pol1c1es. sched ul-

ing flexibility, and a t~g~1cd 1 ~~ual o pportunity stateme nt ca n similarly innucncc older workers·

aitraetion to an organ 1zauo n. UK re1ailcr Tesco e xplicitly divides its potential fronthnc recruits into three segments:

those joining stra ight fro m ~c:1100 1, students looking for parH ime work , and graduates. A sc p a•

me section of the compa~6~s ~ cb s i_1c is devoted to each group and prese nts rccruiti~g matcr_i- als tailored to that group. - Oil SCr\'1ces company Schlumberger became one of the rndu:;t

ry s

leading recruiters of female engineers by introducing flex ible work practices a nd communicating

them during its recruitme nt c ffons. 103

Allhough the re arc rc lat i\'cly few studies on the best types of infonnation lo include i n a

recruiting message, taken as a whole the research sugscsts that rec ruiting matc ritils shou ld be

informative, address a range of job or organization characleristics. and pro\'idc specific in f or·

mation about those characteristi cs. 1°" Mo re detailed job postings have been found to be usefu l

in "weeding out" unqu alified arcplica n1s 1hrough sclf•sclcction, increasi ng th e efficiency o f the

recruitment nnd hiring prcx.·css. 05

DEVELOP YOUR SKILLS

Chapter 7 • Recruiting 189

How to D evelop an Empl oyer Brand?

A positive employer brand differentiates you as an employer An

employer b ra nd should capture the essence of w hat 1t 1s like to

work for your company and appeal to prospective employ~iis

Here are four steps in developing a pos1t1ve employer brand

values. culture, and image to appeal to potential appt1•

cants as well as current employees

1. Analyze the current percept ions of your target audience

Answering q uestions such as " Why should I want to work

for us? " or "Why are we d ifferent or unique as a place

to work? " can help you understand your strengths as an

employer and 1dent1fy the cha ractenSlics you want to play

up in your brand Because people often stay at an organi·

zat1on for the same reasons they Joined It m the first place,

understanding w hy employees stay can also help an rg•· nizat1on 1dent1fy its compet1t1ve advantage as an emp eyer

Afign your employer brand w11h your firm's pohC1es. pra~;

t1Ces. culture, and values Use aspects of the corporauon

Communicare your story clearly and consistently Generate

favorable publlc,ty such as news stones about your orga·

niza tion featured 1n various media Incorporate employer

brand elements into the firm's 10b advertisements an d I product packaging, and encourage emp loyees to spread

the b rand via word of mouth Consider sponsonng schol•

arsh1ps, events, or donating products or equipment t o

unrversit1es at whJCh you would like to ponray a str ong

employer b rand

4 Measure and Improve your branding effon by periodically

repeating step 1 to see whether peop le' s perceptions of the I company have changed Estabhshing metrics up front can

help you assess whether or not your efforts are working

190 Onprcr 7 • Rcmuons

-\f...o. :i...~ "'c mcnuoncd earher . pro"iding morr or less info

m1ation in the rccn, · .

~•· ~or Job hsung has oo:n found 1 0 have an elTecr on whelhcr

or no1 applicants 'llng Illes.

10 an orean,,..u on. 101 GencrJI od.s ihor includ

e limited job a11ribu1es hav e rhc POien( 1

"'•11 appJ}

• I I ( I" IS b I h

,a 10 ap

to • "ide ,,llfic1y of job appli canis and i;encrarc a o o ap

p ,can , u I ey also le nd . JlCaJ

lhc number of unqualified or inappropnalc applicants. Ad

s such as lhcse ca n also be 10

•0crt'l!c

. . . b h . unap,,.

. ,

ro job sc,ckcr> "'ho are highly focused ,n !heir JO scare s

1ra1cg1es. ..,,8

Information lh•t is pru1iculn rly unusuol or exll'Cme com

pared ro the other j ol, altc

rends 10 rm:hc crealer auenlion lhan a11nbu1es sc

r nearer ro average levels . 103 Pr ?1•11,,,

rcscan:b evidence -;.iso sugges ts lharjob seekers use a subs

et of the 101a] number of O '-""''"ill)•

. r, . . II rgan,z.,ti

or !ob char.lcrcrislies"' n_on c?".'pcnSlllory screening ac

tors. reJcc_t,~g a employm ent Op DnaJ

niues rhal do nor moe1 lhcir mmimum slandards on lhesc

charac1cnsucs, and arc wi ll ' Portu.

~-/Ts among olher ch11 r.1Cteristics. In panicufor, 511

/ary levds, 109 loca1ion, 11 0 ~~~

1 ~ "'al-,

Job1'' = common noncompcOS11lory screening ,·anables for whi ch other job and O

YP< or . .

rgan,zati

f.rrors cannot make up. Allh ough no JOb fac1or ,s a nonc

ompcnsa1ory screen ing va rj bl OOaJ

j°!' seekers. re~an:h has fo und lhal jobs lend 10 be reje

cle~ more frequ~ntly if lhe y f:il; for all

nun,mum n-qu1rcmcn1S on lh esc fac1ors regardless of 01h

er JOb characlenstics. 11 als o

O lll<er

some Job f.rtors, panicularl y high compenS11tion levels,

can offse1 less desirable fe aiu seems Iha,

and organiz.ition. For e>am ple, high compensation leve

ls have been found lo offse i ,t s of a Job

effect of employmen1-a1-w1 I I s1a1emenrs,

112 and having an explici1 EEO po licy has ~ ncgarn,

ro belp offset the ncg_aciv~ ef fect ~f applicatio~ q~cstion~

lhal could appear discrimin aia'" ~~nd

Pro>1d.ing spcc,tic 1nformauo n about a JOb s locauon, the 1

ype of job, and salary ,'Y:

recruiunenr maleriols can 511 ve organizations the lime and

expense of process ing an d e,cls "

C:llld.ida1es who arc ullima1 ely no1 likely 10 accep1 job

offers once they learn lhis i i scree~••g

Providing more infonnation and pro,•iding more speci

fic infonnation (e.g .. lhc ex" om,auon.

salary rather lhan ~competiti ve salary'") have been found

10 inOuence the decision 10 aci

1 sianmg

Oll!aruzati rr, I · • be th 'f •

app Y roan

_ on. . I IS 1mponan1 10 re".1em r al I some po

1en11ol applican1s are not li kely 10

ul .

_=rely accept Job offers or 10 silly w,lh lhe organ,zauon a

s long as the organi,aiion w o Id l'k

11

IS 001 neccss:irily a limiialio n for recruiting praclices 10 d

issuade lhese people from eve u i' c. ,r

Table 7-4 summarizes the pr actical implica1ions of recru

iunenl research findings. r rs r app Ying.

Developing Realistic Job Previews

When commu_nicating the n a1ure of lhe work and the or

gani2111ion, organiza1ion~ have a cho,c,

of how obJecuve 10 be. Som e organi2111ions embellish l

hc nalurc of the work and lh - · •· r

'4 0rking in 1h · · ak ' ·

e •=IIY o

. . e organ,zauon, m mg the Job seem far more

posi1ive and e njoyable lh an ii ncccs-

sariJy is. As ''° have menuoned, research has fo und lha1 slan1ing recrui1in

g informaiion can b,

■HaiJjj Practical Implications of Recruitin g Research Findings 116

The fo_llow,:g is a summary of lhe practical steps firms s

hould take to improve 1hei r

reau,tmg errorts:

• ~'':' ~Cl\Jfi 11~rs who are personable, inf

ormative, and lrustworthy.

a. e a inns 1mnal recru111ng a ct,v 1 (b h

, ,th) ' •es roe ures, on-campus r

ecruiting effons and so

p° /s attral ct,ve to cand1da1es as lhe firm 's la1er recruiting activities

,

rov1 e app ,canls wilh enoug h accura1 . i b

.

1ha1 they can assess their fit. e ,n ormai,on a out the job

and organ,zat,on so

• Ensure lha1 all !he firm's c ommun1cati

.

image and attractiveness a I ons send a pos,uve messag

e about 1he company's

P s an emp eye,

• rov1de clear, specific, and com le1e ' i . .

.

prevent candidaies from k P n ormai,on •n recr

u,1ment materials and mes sages 10

C ma mg erroneous inferences

reate a pos,twe organ,zat,on al ima .

the reC1\J11ing effort. ge in lhe minds of applican

ts, both before and dunng

• ;espond dq u,ckly lo appl1 ca11ons and inquiries

rea1 can ,da1es fairly and co nsiderate! h .

Enhance applicants' percep1 o f' y I roughout ihe

recruiting process.

s f , ns o ,a,rness tra n .

,

• ect,on procedures keep ca d'd • ' recru,te

rs to explain the company s

Co . ' n , ates informed d

'd

mmunica1e values of lhe I h , an avo, c

ommunication delays.

...rnnienial 10 an orguni,ario n. 11 7 Pan,cularl .

.., • 1h · b · Y '" a strong J ho

CS exist if e JO ,s nor wha1 lhey expected

•. a r marker "hen o 1h . b .

U • •

, conned" 1 er JO opponuni-

.,,d leave lhc organ1za11on. A 2012 survey of 2 300

cmp oyccs arc likely 10 pc ~ I

... ,reniploycr choice and 88 pc1wnr were look· , new

hires fo und tha1 51 r on n poor y

uJl, . . ·mg to mak

percent regretted

th•I ,he hinng proccs~ did no 1 realistically or accurnr I d

e a change. Their chief comp laint was

()thcr organ,w uons op1 10 d i sc lose 10 a 1

. c Y cscnbc the job I rs PP ,eanis as r, I . ·

as""«,ble 10 reduce lhe chan ce thai lhe applicants 11

11 _e po1cn11ally undesirable ,nfo nnai

.,.,- 1h 'f h . . w, lose IOI •

,on

.. nr~ly ar' r e orgamza 11on told applicants h .

crest ,n rhc position. The fce h ng .

r • b n,· , " ar II wa,, real! l'k

,s

not wanl lhc JO . IS ,ocus o n getting candida1

y ' e ro work !here lhey wo uld

, h th . es 1o accep1 · b f ' .

•

undcrsiandmg w ar cy arc gerrmg themselves .

Jo o ,crs w1thour their thor oughly

• d . · 1010 can be •

.

J,elpcand1da1cs un ers1and th e organllation and 'ob C

_misguided. 01hcr companies 1ry 10

81/!'CI (hnp://can:crs.crackcrb arrcl.con,) ha,c PJI .. omp

anics, hke rhe res1auran1 chain Cracker

. 1· h . ' u m1ernc1,.·e fear

.

patcnual •PP ,canls lo I c ir cu llure and give the . . .

ures on rhc,r Web s11cs roexp osc

Realistic job previews (RJ Ps) involve ; in sight Int~ wh

at iris like ro work 1hcrc.

nrgative infonna1ion 10 job candida1es. Rather the presen

iar,on of bo1h posi1ivc and p otentially

by presenting lhe job oppon uni1y in the mosr pos:~~rr

ti, lo sell 1_hc_m on the job and company

cnr an hones! and acc ura1c p iclure. g

· reahsoc Job previews stri ve 1o pres-

The mosl common mistake made when initiall d

. . .

,s a 1endency lo emphasize o nly 1hc po reniially neg 1

.Y ~velop,ng a reah st,c recr ui ting message

. a 1vc ,carures of · b 11

,s nOI IO prcsenl a ncga11 ve pic1urc but 10 present 1

. . . a Jo · le purpose , however,

· · · a rea ""' ptcrurc of 1h · b

·

porenuolly pos,uve and po1 cn1inlly negative aspects .

ob' . e JO . prescn ung both

Prospcc1iv e applicants 10 self-selcc1

inlo or oul of '" ~d !CCl l\'e • way as poss ible 10 allow

. cons1 cr.u1on for lh · ·

a11ribu1es of a Job are, by n a1ure. objeclive, and an

sitiv . c posu,on. Aspects and

should be left 10 the applican t For example. rather r~a':s,

aii:,::ietu_vc 1n1c~rera1ion of rhem

municating lba1 1hc organiz. 11ion is particularly seek'

d \ . he Job IS high pres sure. com-

ume urgency would be mor e appropria lc. ,n

g eta, ·oncnied people wit h a sense of

There is no such thing as a " 'bad job," only a bad · b ,

· .. .

h · •

JO ,or a pan,cular 1nd1v1du al 01vcn his

or er 1n1ercsls, compc1enc 1es, and values Presenting

b' • . , . 0

d I . I If .

. o icc1ove m,orm ar,on about a posi1ion

an em ng peop e sc -selec 1 inlo i1 knowing wha1 1he Jo

b wi ll rea l I L . I 'k h 1 .

,L. · h · b d · · .

Y "" 1 c c ps get them 1n10

""' ng I JO s an increases lhe hkchhood tha1 once cmp

lO)'cd lh II , · •

-r. II · ey "'' slay 1n !hose Jobs a

nd

.,.. .. o'."' we . The goa~ 1s n oi ro dc1cr candida1es by fo

cusing on fociors lhn r mi hr be rcei ,·e<l

negau ~ely, bul _10 pro_v,de ac ~uralc 1nform?ri?n about 1h

e job and organi,aiion. rf9 1B M\ career,,

Web sue hii_s highly in_1ernc 11vc mull,mcd,a mcluding

"day in rhc r,rc·· videos, Di , live char

busrness-un,1 specific 1n fon na1 ion, and nash video.

120 Some companies ev gg ·d 1

- •

,·idco lours of !heir faci li1ic s .

en prov, c on me

U a c~m'."on reason for emplo yees leaving the organization

is tha1 the job isn ·1 what lh ey

upec1cd, lh•~ 1s a good sig n 1ha1 the recruiting messag

e could be improved. Finns that experi-

ence such a s11ua11on c an or ten use an RJP 10 1ry 10 red

uce 1heir turnover ralcs

_John Wanous.'2 1

a professor of managemen l and human resources, h,;.

idcn1ified three

funcuons Iba! are se rved by an RJP:

1. St/f-stltclion: Giving ap plicanis a more balanced pic

1ure of1he job and organizat ion allows

lhem lo opl ou1 of the appl ication process if lhe oppon

unity is not a good march fo r them.

RJPs do not necessarily m ake large numbers of appli

cants more likely 10 drop o u1 of the

application process, and 1h e applicanls likely lo be Josi

after communica1ing realis tic infor-

mation abou1 lhe job and c ompany are no1 likely 10 ha

,•e been successful hires any way. m

2. Vaccina1um: RJPs may work by "vaccinating" em

ployees" expcc1ations and allowing

lhcm 10 develop copi ng m echanisms 10 deal wilh unp

lcasan1 or uncxpec1ed aspcc 1s of the

position. When cncounler ing 1hcse aspccls on rhe job

, 1he employee is prepared for them

and is less ncga1ively affec 1ed by l11em.

3. A commi1me111 lo /Ire cf roice: If e mployees are in

fom,ed abou1 1he negati ve aspects of

a j ob before 1hey acccpl employmcnl, 1hcy can no1

claim 11131 lhey did not kn ow about

lhem. 123 Thus, 1hey may be more co

mmiucd 10 1he choice 1hey have made-tha1 is. rhcy

may be more inclined 10 slay in 1heir posilions because !

hey realize 1hey willingly a ccep1cd

lhe job despilc knowing i1 s realities. '

2'

appl1can1. irm t at are cons,sten1 with

the values and need s o f e ach When the Swedish home

furni shings company /KEA en lcred 1hc U.S. marke1.

many

new hires qui1 aflcr a few monlhs due lo 1hc differen

ce be1wccn IKEA ·s values a nd lhe 1ypical

Chapter 7 • Rccru i1ing 191

REAUST/C JOB PREV IEWS (RJPSJ

pr0\1dr bo11t /HJJlfllt wuJ fHlll'llllally

nr,;a11, r 111fomiurw11 lu Jo b rond1dor,s

192 C'h.J.r(a - • RC\.-rwon,g

c.x :-ctat1o ns o f U.S. cmplo)C'C>. One orlhe issues w as thal IKEA: val ues eq ua lity and docs n .

e,:,:, 0

·cc:s ob utlcs or clear JOb de.scnpuons. To reduce the h igh turno ver rate , IKEA c Otg1\c

,u ~ 1.~1unJg ),tr,11egy from o ne focused on hiring the b est qualified pco ~lc to c rnphas1ZJ~gcd

co mpanv ·), \a,lucs and providing RIPS to let poor fits s clf•sclcct o u~.,;lu s successfull y log ~

rumo,e; rates and helped IKEA open ~verul su~cc.ss ful _ ~ .S . s tores . - Apple's \ Veb ~lie ; clld

IL dear that it IS lookrng for h:u,J\, o rkmg. comm1t1 cd md1v1duals wn h a s trong a u cn11 on lo d ~ t\

c,~o S) stcms' Make Fncnds @ C & o program use~ cmploy_cc volunteers lo answer Pho e1ai1

c•mwl qucncs from Job seekers who would hkc more m fom,a~on a~~t working at Cisco I)( or

G1vmg applicants the o pponunity to sc l~•sclcct o u t o! the lu~ng p rocess if the)' do

p:rcea\c themselves to be good fits with the pos 1u o n or or ganrzauon inc reases the li~elih not

the applicants uhmtately hm ... ~ will be good fits and will be ben~r employee s as 3 resuJ~ th.i!

the rcla U\Cly lo w cost associated Y.1lh the d~vclop ment o f an ~P. they may be useful for o,rv:n

niaLao n.s try mg to red uce tu mover rates for Jobs w hich depart.mg cmplo) ecs say were not v.t;

they cxpcc1C'd y. hen they accepted job o ffe rs. .

S o me companies have used RJ~s to c o u~tc r m_ac curatc cmplo~•c r _,~ages. Fast food gian,

M c Do nald" s has rcsponJed 10 cnllcs in Lhe United K ingdom w h o claim ll tS a poor Cntpl

fau nchin o 3 poster campa.ig n using the slogan --N ot bad ror a McJob," >whic h deta ils the ~! crfiby

■ . th . --~

and ncx1blc hours the c omP3ny offers. It 1s th~ first L~mc c company h as tne d 10 combai lhc

neg auve mi)Conccplion s that have been associat ed with the title " McJo b" ever s ince the 1

was used by Douglas Copeland in tus bcs t•.sel ling n ove l Ge11e"'!tio11 X: Tales f or"" Accele-,:;:

Culture. A l\kDonaJd' s execuuvc bc lie,·es that a hu ge gap exis ts between the extern al PC:rcc

Lio n and the internal reality of workrng at McDonal d ' s and st.ates. ·•Our e mployer reputation is~

J ustified: y.e have to accept that this association c x1st.s and correct it: -1

26 n 1

C o mm unicating a realistic picture of the job docs no t have to be expens ive o r difficul

The focus 1s not o n aspects of the Y.Ork that are already .visible. o r o b v ious . to .:i.pplicants. bu~

o n aspects o f the work not likely to be known by a n o u tsider- say. the fas t pace of wo rk. high

perfo m mncc expec tations, pay , and benefits. The process of c o mpiling infonna1 ion about thc ,ob

o r organiatio n that c.and1d.:i.1cs will find mo re and less attractive begins wiLh unUcrstanding what

the firm "s c urrent empl o yees lake and d1s hke about the job. Surveying them m ig l11 indicate th:it

they like. say , the .:i.bovc•averagc pay, rclati\cly low cducationaJ requirements . generous benefits

and the fac t that they are done with work by 2 p. m ., w hi ch allows the m time to spend w ith thci;

farru lies o r to work at .second jobs. lnfom1a uon c ollcc1cd fro m e mployee s who recentl y n:si~ncd

can help a firm undcrstnnd what they dtd and d i dn ' t like. All th is in fo rmatio n ca n the n be syn-

thes ized into a rca.Jis tic rcc ruiung message that is not so lengthy that it overwhe lm); applicants.

Of course . the best thing to do with a j o b that h as p otential ly undesirable c haracteristics 1s

to take the necessary steps 10 improve 11 before recruiting cand idates. Perhaps poo r s upervisors

can be tr:une d . pay and benefit leve ls can be raised . or s afety and worki ng c o ndi t ions can tx

impro ved. In o ther words, providing rcal1~tic job infom,ation about a bad joh is no s ubstitute for

providing a bcncr, more appealing j o b opponunity.

Developing Self-Assessment Tools

In add ition 10 trying 10 recru it candidates wi th a particular p ro file o f c hnra c tcri st ics , orgam•

,.au o n_s c~n taJ..e .steps to make it eas ier for app hcants 10 se)f. as scs s their fit wilh the job and

o rg_a~1za11o n. Bc ca u~ believing Lhat they arc a good fit w ith a compan y ' s c u lture and j ob o ppor·

tunn ies t~proves a Job ~eekcr· s a llraction to the org an ization , many org a ni1ati o n.s try to enable

appli cants self.evaluauo n of their fit with the c o mpany . Companies inc luding M c Donald's,

\ Valmart. a nd Ho me Depot provide in fom1aL1 o n abo ut the o rgani zation 's culture a nd values and

have crea1eU in1erac1ive sc lf•asscssment tools to he lp candidates ~akc this asse ssment.

So me organ i,.atio ns provide .:in online questionn aire that gives us ers feedback about thclf

degrc~. of fit "ith_ the j ob and o rganiza tion. 127 ZipRccruitc r and B right. com o ffer a "Bright

Score feaiurc g iving P~tc ntial job applicants an instan t score of their fit w ith a c o mpany 's job

d~scnpti o n b~d on the ir work experienc e, skil ls, a nd education.12s Prospect ive e mployees can

~ so use on-sn~ c o ~pui crs to learn about a.n o rgan ization a nd its j ob opportun ities , take sclf-

a~~e ssrn~nts 10 idc~ufy lh~1r fit wi th the comp an y' s c u lture. read job desc ripti o n s , review currcn

l

Jo openings , a nd 1mmcd1ately app ly fo r j o bs.

T o ensure an ho ne st sc i r s hould be ano n mou -~ scss mcni o n the par

t of the potential applicant. s cJf.asscssmenlS

Y s . M orco,cr, tJ, e company sho uld not use this in forma t ion to ~ rccn

!TOr

,pPhcanis. Toe bes t use of suc h _a tool is to help po tential a lie

y is a place whc~ the y a.re likely to enjoy working. If ~ p ant~ de1enn1nc \lihether the co rn-

~ paor (i t and d~c 1dc~ not to ~pply, she and the o rganiia:te nll al ~ppt i:ant perceives he r~ctr

:i pun;ui ng " 'h at 1s ult11natcl y like ly to be a poor match. · n can save 11me and reso urces by

TIM ING THE DISCLOSURE OF INFORMATION

ncr the lirm has idcnufied the mo re• and \css•a lt.raclh·e as A de(1sion needs to be made about when to eommun1cat lh_p

e_ct; o f the JOb and ihc o rg an i1.a1ion,

1 t of the rec ruit.i ng message is likely 10 change ove r ,e is ;n ormauo n to apphcanlS. 11\C co n•

" " h IS the i' ob tille. the gener:11 nature and respo b •l~c. ocusing initi.:i.lly o n broader issuc,i;,,

sue ns1 1 1t 1cs o f the j ob d h · b' 1

Al the in itial stage of making co ntact with u pmcntial rec ru·1 h . an_ t _ e J~ _s oca11o n.

h 10 q · ckl d n .

1 · t c commu mcatto n 1s m1endcd 10

a]loW cac. party u~ . Yan .. COSl•c ecu~cly a..,scss t he general like lihood o f a fit betwee n 1hc

applicant s ~o~pctenc acs , valu~s. ao d cxpcnences and the orgnn11a1ion' s partic ular o b o n

in s

If the orgam zau o n has an opening for an accoun1.:i.nt but the potent· al r ha J r g .

tod an in1crest in marketi ng. the recruiting c ffon is no t likely 10 be

I appdi~n~ ~ a b~c grou

nd

As the fit between the rcc ruil and the Job begins lo loopkursbcuc,, ur_1 ~r y cnherhpart~ .

. • · d . . e r , m,onnauo n I at 1s

more detailed ,s pr~vide about thc Job s rc~uirements, responsibil ities, autho rity leve

l. and

a(lvanccmen~ potcnual. J ob can~~dai~s ~ e lypically inter ested in learning all 1he)' can about the

organizatio n s s trategy and ~s n10n m _,ts market . the firm"s a\'nilab lc training programs, trave l

requirements , and the stability o f the JOb and co mpany. Candidates may also be inte rcs1cd m

learning what they can about t~c organ,_zatio n' s ,·a lues andeulturc, and the rec ruitment message!'!.

from the company c an_ be ~c signed to mf~nn the ca ndidate about these issues bo1h directly and

indirectly. Compe ns ation issue s ca n he d iscussed a t any time but arc o flen reserved for la te in

the recruitment and hiring process. Figure 7•2 summ arizes the type or infonnation candid.:i.tes

generally look for earlier versus later in the recrui ting process.

We have disc u ssed how applicants interpret recr uitment experience s. including perceived

recrui ter competence and recruitment de lays, as sym bolic of brooder o r gan11.atio nal charac ter•

isues. An o rganization that docs not keep its word regarding when it will he commumc ating

with applicants or whose inten•icwers arc unprepared a nd overschcdulcd is sending a d iffe rent

message to recruits than a n organi1a11o n that is o r ganized, professional, a nd keep), its word in its

interactions with job candidates . It is imponant that recru ners be tr:uncd in Y.hat to tell recruits

and how to identify issu es of imponancc to eac h ca ndida1e. Some candidates will be foc used

on the organization ' s com pen satio n and incentive s ystem. while others will attend more to the

opponu nitics for training a nd dc,·clopment and job ad\'ancemcnt. It is difficult 10 anticipate

all the issues cand idates may want to hcnr about. Pro viding a communication channel through

which condidates can learn m o re in fo rmation and ask questio ns, perhaps via a We b site o r phone

number, can help balance 1hc n eed 10 provide en oug h informa1ion with the need to not provide

too much informa tio n , w h ich cun be both expensive ond generally unnece ssary at the early stage

of the recruiting proce ss.

Earlier in the rccnutmg process

FIGURE 7 -2

La1cr m the rccnmmg prOCC'iS

Job offe r details and company bcncfiu

More detailed mfonnauon aboul the Job' s requirements, rtspons1b1\1t1cs.

authority lc\·cl, ad,anccmcnt po1cn11:1I.JOb

and compat1)' stab1ht)', and lhc rirm·s ,·ah.Ki ll!ld culture

tnfonn::mon about the candidate 's potcn11al Iii \\tlh lhc JOb du ties

and comJ):lfl)

Orond infonnnuon iiboul the JOb and romplO)

1nformatlon Sought at Different Times in the Recruit ing Process

Chapter 7 • Rccruiung 193

194 OupiN 7 • R(\..TU1t1ng

IIECJlt·m., 'G GLW£

ACHIEVING RECRUITMENT CONSISTE NCY

Rt'XTUiuncnl .1t.·1ivities Jay the fou ndation for~ .consis.1cndy adminis~cred, cfticicnr, and le

dcfrnsibk staffing elTon. Developing_ a recr uru~g g urdc and following the EEOc·s bc<t galiJ

Li1..--es n:larcd 10 tt-Cruiu ng are part of this found a11on.

Prac,.

Dev.loping • Recruiting Guide

A rttrujling gwde is a fonnal document 1ha1 d e rails rhe process to be followed wh

o fa,,,.,/d,,nuw-,,ud>nu,ls,J,,,

r,rrrcu 1a b.- fi.Jlo-vd•llim11jin.

f"r'rr.J:, joratJ lf'"~

recruits for an open position. 11 should address bolh inrcmal :md cxrcmal recruiting en a

firm

A m:ruillilcnt g uide clarifies compony poli cies and procedures relating to the budg:.

roc""<,.

ties. tim~Jincs. sraff members ~sponsible for recruiting. legal issues. a nd lhc s pecific st s,

ac-1z,,,.

mken lo fill positions. By srandardizrng the recruiti ng procedures used by the organi,a

:r ' 0 be

g uide hdps clarify which employees are cxp cc red 10 pcrfonn wh at roles during the rec

on, th,

I . . r . d ni11mc111

process and helps 10 ens ure thaJ all rho re cv anl recruu rng po rcres an procedures are t 11

during the process. This can help the organiz ation recru it in the most effecti ve, legal mao

owed

derailing "hat is and is nOI acceptable recruiting beh avior. The p olicies and procedures d/"e.r by

in the g uide also help coordfoare the cffons o f a finn's inrem al and c x1ernal rec ruiters 10 SC

nbcd

lhey are nor ar cross-purposes with one an oth er.

ensurt

Following the EEOC's Best Recruiting P ractices

As we discussed in Chapter 3. m~y legal iss ues :ire involved in recru iting and stafling. Table 7.5

summanzcs an EEOC rask forces best p ractice ideas in the area o frccrui1mcnt.

129

•{j:j•ff j EEOC Best Recruiting Practices Firms actrng consistently with EEOC best

practices do t he following; 130

• E~blish a policy for recruiting and hiring, incl uding the c riteria , procedures, respons,b

/e

1nd,v1dua/s, and appl1cabtl1ty of drvers1ty a nd affirma tive act·ron initiatives.

• Engage in short-term and long-term st rategic planning.

• Identify the appl,cable bamers to equal e mployment opportun;ty.

• Specify Ule firm 's recruiting goals.

• Make a road map for implementing the p lan.

• Ensure that there is a communication netw ork that can be used to notify in terested pe

rsons

about the fimi's job opporn mit1es. The commun rcatron network shou ld include advert,s,ng

within the organtzat,on, within the genera/ m edia, and med,a that focus on minorities

people wtth disab1lit1es, older people, and w omen.

•

• Communicate the competencies, skills, a nd ab1l1ties required for available positions.

• Communicate about fam,Jy. fnendly and w ork.friendly p rograms.

• Where transportation is a n issue, conside r a rrangements with the local transit auth

onty,

PartJC1pate in career and job fa,rs and open hou ses.

Werle w,th professiona l assoc,a tions, civic associations, a nd educatio nal 1nst1tur1on

s to

atuact m ,nom,es, women, people with d 1sab ,l1ties, and/or older people.

• Prov,de recn.uters. employees, and search firms with inst ructions to recruit d iverse

candidate poofs and e,cpand the company's search networks

• Partner with organizations d e d icated to se rving d iverse group. s.

Use mtemsh,ps work-stud c d h 1

intere sted and 9uaflf1ed ca~d1~~~~;.an sc o arsh1p programs to attract and pursue

Develop and support educaf I b

institutions tha t can rov,de ~na program s; ecome more involved with educationa

l

talent pool. p t e company with leads used to recruit a more di verse

En sure that personnel ,nvolved I h .

of th e ir equal employ n t e recr uiting and hiring process are well traine

d in terms

Become more mvol ::;enthopportuntty resp onsib,1,t,es.

d iverse candidates v in 1

e community to improve the company's ima ge and attract

• El1m,nate p ractices that e xclude d Evaluate the firm·s manage ~verse c

a nd1dates or crea te barriers for t h e m .

employment opportunity 9 ::~~ l e progress they make toward the com

pany's equal

-

Sodaf Me dia Recruiting at United Pa 1 • rce service

To t,eetcr otilize s~ial m~i~ .in iu rtcruiting efro ns. UPS ere

center of irs rccnuung acuv1t1es. The videos it po sted aied a c_arccr'i W<:b site 1hat became the

\,je~·cd by over I mi llion people in one month duri ng a ::te ~Veb

51_1~ profiling different Jobs "'ere

driving traffic to its careers si1e through prini ads as :ell a:ohda~ hinng scason.

131 UPS lhcn began

it,oo&h drivers and package handler.. '-'Crc lhc lar gei d. m_obi/e apps and tex t messaging. Even

utilize this tech nology when job seeking and learni ng a:O't~~ 11\t35 clear that they '-'ere willing to

To cvaJuntc the effectiveness of social media as . :

people clicked fro m social media to an "apply no w" 1~~•ting

source. UPS measured how many

hOW many finished one, how many " ere iniervie" 'cd a d,~g page, how m~y staned an application.

('00\'Crsion ratio of created applications to hires from f ac:OO:t mlny ~·ere hired. ~PS fo und th:u the

onlinc ,nedja. The interview lo hire ratio or 2:1 als o indicarcd th andhTwmc.r "ere t w1~c that or a11 othe

r

way was very good. IJJ 31 1 c quuli1y or apphcunts sourced 1his

, u:5's rccn11ting budget r h~ng('d from 90. ~rrc.nt in print media in 2005 lo 97 percent in social

media in 20_10. UPSJobs on Facebook. conuunt ngJob listing and links as we ll as 3 variety or video

s

and fnte~uvc content, has ,over. 55,000 likes. The c omJ)Jny al.so uses Twiuer 10 prm idc imcrcstin

informauon on the company s ph,lamhropic work or 01hcr topics.'''

g

UPS now has a staff th.al mterJcts wi1h candid ates \'ia Twiner and Faccbook. and has also

de,·cloped a calendar for postJ~g u~tcs to ~~I infom ution out wiihout oveNhelming fo llo'4crs.' J6

When UPS began o fonnal social media rccnutmg strategy in 2009. only about 100 people "'ere hired

through the effort. In 201.2. the number or hirc.s through its social media rttruitmcni cffort.s reache

d

at,oul 6,000, and subslanll~lly lo"cred the overal l cost per hire. in Hiri ng speed and quali ty has als

o

Improved, and the con version ra1e of applications 10 hires fro m Faccbook and Twiucr arc higher tha

n

rrom other sourccs. 118

To reinforce their employe r brand and 10 fin d rhe best matches for their cu lture and busi•

ness, the company also built an on line applica Lion 1h:u includes questions asking job cand ida

tes

10 revcaJ their favori te Conraincr Store produ c1 and additional que stions designed to delve

into

their comm un ications ski lls and o ther characte ristics. Using the Web sir e also helps the can

di-

dale I= more about the compony and beue r prepare for a possible inrcrview. 'They're no

r j ust

wandering into the store and till ing out a n application," the company's director of recru

iung

and training says. ' They arc taki ng 45 minu tes or so to prove their interest. h has height

ened

the quality o f the ca nd idates." 1110 store ma naJers, in tum, arc able to quickly respond 1

0 each

applicant wilh a lelle r tailored to the sil uttlion .1 9 This strategy he lps to persuade candidates

that

!he company is a good Iii for their interests and needs .

Summary

Chap1er 7 • Recnutrng 195

The purpose of recru itment is 10 genernte and maintain the inter-

est of desirable polen tial employees. An org anization's recruit·

mcnt messages, how ii ha nd les its recruiti ng process, and the

behaviors o f its recrui1ers can all inOuencc its current and future

hiring effec1iveness and have spi llover effe cts as well. Trealing

potential applicanlS a nd employees as pote ntial customers can

enhance organi1.a1ional hiring success as w ell as organizational

perfonnance.

each recruiter' s strengths and limi1a1ions. Th is knowledge can

be used in making recruiting assignmcnlS a nd identify tmin•

ing and developmen t opponunitics that can im prove internal

recrui ters' effectiveness over time. Because all rhc recruiting

metrics can be collected and processed ccntr:1 lly. using interna l

recruiters can a lso facilitate recrui tment eval u ation.

The ques rion of who should recruit for a p anicular posr•

lion is not one to be raken lightly as the choice affeclS rhe

speed and q uality of the staffing ini tiative. The lirsl decision an

organizarion needs to make with regard to who should rec_ru,t

is whether rhe rcc ruircr should be intern al or the organrza·

tion should ou1sou rcc its recruiting activit.ics an d use external

recruiters. The fac l 1hal inrernal rcc ruirers generally do more

hiring for an o rgan ization 1han do ex terna l recrui rers ca_n also

mean tha1 more in fo rm ation is available to rhe organr zauon on

As discussed earlier, Lhc recrui tment infonn ation com-

municated by the organization and ils recru iters must be per•

ccivcd as credible if it is to innucnce ap plican t attraction.

Perhaps ensuring the c rcdihility of 1he recr uiti ng information

rccei ved is why applicants have been foun d to generally pre•

fer meeting with multiple organi zational repr esentatives durin.g

the recruitme nt proccss. 140 Some research has fo und that applt-

cants pe rceive job incumbents to be more lik eable. knowledge-

able, and trus tworthy sources or job infom 1ation Lha~ formal

rccruilcrs. Applica nts also report themselv es more likely to

consider accepting a job offer,, hen the in rom 1atio n source was

-

196 Clur<o- . • R('\"rulltl\!'

!lll 111,.imt, .-n1 r:uhcr lh.in a n,-ru11er. " 1 The pcrccl\cJ s1a1us of lhc f"I"-"' do111;: lhc n,-ru,un~ ma) oJso 111nuencc applicant rc.;,.;oon.-. On.: >1uJ~ found that Job utlc ,nnu.:nr..-d pen'Cpuons oi 101(':f'\l(\\Cf 1."'0ffiJ"'l((l',."(.' ,uch that \\ hen the IRlCC"\iC\I.Cr \\ Q..\ IIIUNU,-o.l onl~ ~) OJJTIC , apphC!llll 1mpn:.s1on., \\CIT ic,s ra,or• :iblc lhJn "hen the uric ··n'Cn u un~ d1rcc1or"' " JS 3ho ll-'Cd.

142

Unronun.lld~. "h) some ;;_-cru11cr.. ou1pcrfom1 other... nnJ r,en uho .1n ~-;in1zatmo·s be-st rocnute-rs are, are quc.suons romp,liucs do not Olten a.l Organtznuons can sclccl and u-:un l\'\""Tlllta,; JUSI llS elTccU><I) a., th<) C!lll sclcct and lr:lin p..-oplc

Takeaway Points

I. R=u,ung helps l firm build 3 sllhl< :ind LJlentcd group of anplo)('C) ,.bo ronltlbure 10 its n11'-'i1on and b~1ncss i.tr.urgy R=uucn do so by ron-<rung the lcods generated dunng sourcing 1010 Job arphc:uns. gcocrauns mtm~I m the comp:in) and HS Job~. Jn.:1 f'C1"l'lJ,ng c:indid:llc, 10 OCC<pt mended job offm

1. Rrcnutment sp1llOH'1' ctTCCIS an: lhc effects of rrcru,ung 1h:1t go bc:)roJ LI>< !"l"'CUl:u sufling effon. When an unhappy Job e:ind1 - cb:r IClJs pou::ruul customers or Job •pphc:in15 aboul • bld n,cnul• ID£ c.t~ u C3n h.J,c Jn cff«1 on ho\\ Jnrxtcd 10 lhe firm f= 3pph C1111S ,.,IJ be. the 011an1L:ll1ons paform:incc. and the

Discussion Questions

1. \\n) u It 1mporuru Lh3J. organ11Juons conunue 10 actn e ly recmu JOO c:mJJd.ltcs c,cn after they ha1e applied'

.!. If ~ou "~tal 10 rcque'St fundang 1rom ) Our CEO to c, alu31e 11nd 1mpro,, the quiln) of JOUr company's recruiters. how "ould )OU pcr<u:,de him or her tluJ doing so " ould be a good 1nvcsuncn1°

J. \\'Jul =-ru11erchlr.lcten.ucs mo11,r 10 )OU "hen )OU arupply1ng for ,job? \\11) • l\luch do nor mailer much or 31 all' Why nor?

Exercises

1. S1rc1rg_, £.ums~ Lu,ury Limou.sinc is 3 thriving business that operates a limousine sen 1cc in 3 large metropolitan area of o, er 800.000 people. Cuslllmm ,::,JI 2~ hours in advance 10 schedule• hm, a nr and dm ,r for anything from ndcs 10 ond from 1he airpon 10 fun n1ghts on lhe to"n. Because Lu,uf) Limousine's dn\Cfl arc the only cmplo)cc,, "ho cu<1omm sec facc-10-facc. they mu<t be profes>1onal. be lno•lcdgclble •bout 1hc cit) 's rood.I and fastest routes 10 key locations. and represent the comp:iny • ell. LJ1cly. the company's "help • anted"' o,hcmscmenl5 in the local paper h:11en'1 bctn a.ttracllng the number of quality dri,crs ii needs. In response to this situation. Lu.AUi) Limousine has decided 10 con- duct a mass nwlmg C3mp3.ign and send a rccruitm~nt brochure 10 coch horn< m the meuopohl:in area. The company hopes 1his will impro,c ll5 Jb1 ht) to rcmut quJIII) drl\crs

The follo-. mg Job rcquiremcnl5 :ind rt\\asds em1 for the dn,er·s Job Dmcrs must Jal be 01,r 21 )cors of age. (b) poss a •nllrn ttsl about local roads and high•ais, (cJ possess a 1Jl1d com- 1ncrc1al dm o-'s license. (d) h:l,e a good dmmg record (no mo1ing ,iol:uions in the la.st thrtt )em J. (e/ be 3blc 10 read mop,. :ind (f) be cuuneous r--:o prr\ ious limou sine cJ.mmg experience is required Tiic JOb is p:111 time. 1at)1ng bet• ccn 10 oud 35 hour, po-week. The

folhng other posiuons. 1l1us: the failure of r,0115 10 be their n-cru11crs' sktll, and disseminarc rccruiung be nctm,'-\ ., easy 10 n-cufy Bccau,c apphcanrs often ,nrcrp

51 Pl"ac11ct,

char.icrensucs and bch3' 1ors as signals of broader rbei rccn.,~, . . JO OO(j

mzauonal chJr:1Ctensucs. II " 1mponant that lhoughi be org1. 10 the sclccuon of rccru11ers. Organ1za11ons should g"•n rc"ard and provide fcedb:ic k 10 rccruircrs 10 ,n .. also lllJn

' , , ~xin11l ' effccuvcncss in aurJcUng desired apphcanis. lmplem c llicu

• en1ing apphcanr auracuon st1111cg1c~ and ~cvclopi ng a rccru,un &~ will also enhance a company s ab1h1y lo meet 115 rccru . g &U1<Jr

111ng goai,

company's 3b1ht) lo rttru11 the unhapp) job candidate 1 posiuon and do business " 1Lh 1hc candid:11c or a fu11.1rc

J . R«runm should_be person~blc._informa'.ive. and 1ru>1• onh .i. Applicant ,:mracuon strategics include 1mpro\ mg an or )

uon's image 311d its brand as an employer. and 1hc nature ganJJi. and timing of the inform1:uion prcscnrcd 10 rC'c.-ruus . · rtalisrn,

s. Developing a recrui1mcn1 guide and folio" ing the EEOC·, br rccnuung praruccs can help a company administer its rccru st

acu, 11ies more eon,.;1en1ly and legally by formal11ing lhe 11 1""'Q

:ind practices 10 be follo•ed during recru1uncm po ,a.,

- 4. Does an ?rganilltion's image or iis br:ind as an employer nlfra

1t.s tUtracuvcness 10 you as an employee or a potential cmplO)rt" Whal ekmcn1s of its brand mauer 1hc most to ) nu,, Why?

S. Whal could • r«rull<r do 10 in1crcs1 you in applyi ng for I com, pany )OU have never hc:ud of before? Whal 1ae1ic, or ,nfomwioo might pcrsu3dc )OU lo npply?

drfring can occur 24 hours a dly. sc,cn dl) ~ a \\ Cfk The "age 1s SI 0.00 per hour plus ups. Tips arc highly variahlc: about 15 pr1r1111 of cus10111Cr, provide no tips. 50 percent prmrde lip< of ohoo1 I0prr· cent. and 35 percent pro1 ide tips of 15 percent or mon:. Drhen m gfrcn thrcc da}S of 1r:iining by an experienced dmer. afltr • hich they mull poss a ndc-along tcsl conducted b) 1hc owner ol Luxury Limousmc. Drhcrs rccchc a paid onc-\\ cd. , acation afltf I.In) hour.; o( \\ Ork in a 52-"cek period. Another hcncfil I! ll1,t drivm often hear of orher job opponunitics from rhcir cu,romrD Anyone could be a cusiomcr. from celebrities 10 high school prom dates Traffic accidents and bn:akdo• ,is can occur. :ind uamc can be challenging. Although most cus1onicrs arc friendly nnd enjoi1hl~ SOIIIC become intoxicated and cnn be difficult 10 dcJI " ith.

Prepare i. o ver,ions of the recruiting brochure. The fir>t should carry a reali11ic message. and the second a uadiuon•I mes· sage. The brochu,c will be a single. 81/2" by 11 " piece of pap.~ folded in half. with one of the outside halves being used forthc mJJI· ing and n:1um 3ddrcsscs. Your goal is 10 auract safe dri1Crs • hO "'U execute Lux ury Limousine's strategy of providing reliable, high· qualuy 1r:in,pona1ion :ind excellent customer service. Rcnicmb:r, 1hc goal is to communic:uc a realistic message. nol a negnihc one.

'fh<n, prepare • scp>rnte n,pon m •hich . . a) •tueh of the I• o brochun,s • ould likely anract you_ 1ndicaie ~ts. (b) whether the quohl)' of oppliconis allract':' Job apph- ~"er and why. and (c) other rccommcndauo•• Is hkely 10 Ill"' , •u ) OU hJ,c for e,11ing more and bc11cr Job •pphcanis g<n•

[)e1·tloP Your Skil/J E'..,nri,o· This chapter's Dc, el y . I- featUre presented four s1<ps for de.eloping• po op our Skill,

..... d. Working In a group of three lo five siudc s,111-. cmploier

.,._. • 1

, b • n s. use this pm. COSS 10 design an emp OJ er randing s1ra1egy ror a •ob hcl

be De · J dbyonc ofyoorgrouf mcm rs .. . scnhe lhe brand you •ould hke 10 cre- lle. and oothne the aetiv111c_s you • ould unden:ike 10 •stablish lhat illlllge aJ1l()ng 1nrgc1ed applicants for your chosen Job Be

10 sh alC your ideas • Ith the class. · l'f"Parcd

(AS[STIJDY

Rock Blocks is a concrete manufacrunng company. The com- pany has been in busi_ness for over 60 years, and furn ishes concrete blocks for building and landscape use. Rock Blocks IS owned and operated by rhe third gener:iuon of the founding family and has over 600 employees. Cus1omer demand for the company's producl5 is g~wing. but Rock Blocks is havi ng difficull}' aurncung and hinng enough manufacturing 131cn1 to keep up with demand. The company 1yp1cally posts openings for ilS specially positions on Internet sites including Monster. com and iis own careers site, bur the quality and quanury of applicanlS has been fa lling in recent year,;.

Accordingly 10 compan y president Roy Hanby. "conm1c manufacturing isn' 1 a poput:u cmcr choice. Unless someone has family or a friend working in the indusu;·. ii can be hard

10 convince them of the polcnrial of the job." Hanby explains

Semester-Long Active Learning Project

Building on your work for this project in the l,sl ch,pt<r, research. describe. and critically analy1e the alignment hc1"ccn existing rccruil- lng practices and the staffing ne,-ds of this key position. Recommend aJ1ema1i,e recruiting s1ro1cg1c<. methods. 1:irgct opplicanis. appropna1e J<CNilen, the training r.-cn1i1ers should recci1<. :ind how they should

Choptcr7 • Rc:cru11ing 197

J. O~nmg V1gnnr, £.r,rr,.st nus chapter's opening "lgnt'IIC dcscnbcd United Pnrccl S.rvlcc's social m<dio recruiting strale• gics Working alone or in groups of lhrct 10 fi,c s1udenu. 30.S'-'er the follo,...,ing questions Be prepared to sh:irc your answers "'1th the closs. I. Wh, 1 m<lncs do you suggest UPS 1rack 10 opumi,c its use of

social media in sourcing 1alcn11 2. What arc some ad,•M1ngc.s and disadvantages of UPS using

socinl mcdi3 almost nclusivcly to source drivers and package handlrrs•

3. What other sourcing strategics for dmcrs and package hll'l- dlm do )OU think would be dTccuve for UPS?

that stoning salaries and career growth potential arc high, and many employees feel proud having made something 1ha1 many people wi ll sec and use and that will be ,round for a long umc.

Questions

I. How can Rock Blocks increase the number of people that apply w11h the company? How con rcalisuc job prc,•ic" s be used to incre.ue interest?

2. Why do you think 1ha1 potential applicants m1gh1 nol be cnlhusiasuc about the idea of applying for jobs wi1h Rock Block>? Whal can recruiters do 10 change 1hcse perceptions?

3. Create a brief employer brand--0ncn1ed newspaper advcnisemcn1 for a basic manufactun ng posiuon for Rock Blocks.

----- ---- be rc,\ arded 3nd c,•alu1ucd. UMng \\ h:11 }OU learned 1n Chnpter 3. 1dcn- tif)' how your recruiting plan will cnublc the company lo comply \\Ith EEO and other legal requirements Abo. dc\ clop a ~mnplc m.•,~spa- pcr ad for the posi11on tha1 ioc-orpormcs both the- complrl)'<. emplo) cr

brand and a rcahslic Job preview

Case Study Assignment: Strategic Staffing at Chern's

See lhe •ppcndix 01 the hack of the book for this chopter's Case Study Assignment.

Endnotes I. "J'rack 10 Hire: UPS Speaks Value in Social Medi• at Som !

Recruiting Strategics Conference this Janu:iry." PR N, ,., Channtl. November 27. 2012. hupJ/•w"' pm<"_schanncl .eom/2012/ I t/27/1rack-10-hire-ups-1peak1-,••lue-in-soci;' -mcdia-a1-soclal-rttrui1ing-s1ra1cgics-confcrencc-lh11-JanUlll}' .

f IS ·a1Rccrui1ingS1ra1eg,,. 2. Broua1.L .. "Oneof1heM0S1 Succcss u oc, ml UPS," Unk //uma,rs. M:irth 28. 2013. hupJninkhumansco blog/onc-of-1he-mos1-succcssful-social-rccru•llng-,ir.ucgy•ups.

3. Mann. D A, "UPS. Other Firms Increasing!) Use Socia_! Media as Recruiting Tool," December 7. 2012. hup://\\ " " .h11Joumals .com/sanan10nio/prin1-cd11ion/20 1211 2/07/ups-01hcr-fi rm) .jncrc,singly-u,c h1ml7pagc=nll

4, ?(X)j Wauon \\'latl fl1unnn Cop,wl /11dtJ. Rtporf ..

5 G • al S F "llllmg ""h the Hoochos ,1 the Conuiner Store.

c. ' ' 8" \Voriforrr Mtuwgtmttll . Augu~t 2003 SO- -·

198 Oupi,r7 • RC\:JU1lllll'

6. Pf<ifcr. J. ~ Susain1N< Comp,.-uu,< Ad,llllllS<

Throu£h tb< EffC\."tl'< ~•~...-mau oi ""'1pl<. • ,1ra,J,m, of

1/arugnnou Eunm,. 9 (1995). 5.S-o9. .

7. Gulh. S \l. Plullip,. J ~L JllJ Kim. ~I. S.. "StrUlcy,<

RC\.~llnenC A \lull,J<,·,11~,~-u-,."To"l'r<"' in K. YT Yu

>no.I D ut-1< (C\l,.~ ~ Oofonl Han,Jboo/,. of RmwrmtnJ. :,.,,. Yen.· OuOI\! l·a.--.rsor- Press.

s. In \\'oss. D. -A\ OIJ ~ !lllJ Pr.ii R<ICruibnS." Ta/tnl ,1/ancg,.mnaz ,VaJ(Ollr. ~ ~11. .:0-23

9. -C.,Hir< Firm\\ 1m~bjorRC\.-ruitm<nL" nnls. • £n,rrpn.,rRrnt

•A•Car. a-..-...cru,,-prisc:w,·c.rom.'cn/:ibouL us/OMOU"'""mcntS

.html.

10. Sulh,-.n. J. "H"" a Foonc, CEO Bwll a World.Class R<ICruinng

DepJrtmau." ~ Rrmut111g Erchangt. 5<1"<mbcr 19.

::OOS. hl!J,.I"'"" ~19/ho"<i-formcr«o-bu~t-a ·• -.rl:kbss•l<\.-ruJtl/\..~-

11. R)l><S. S. L · R:m,itmco1. Job Choi«. and Post-Hire

Comcquen.-...,. In ~l D. ~ >no.I L .\I. Hough (eds.).

H.mdboc,I. of /nd,,smal and 011ani:at1ooal P~rhlJ/ogy (2nd rd.). P;iJo .\ho. CA. Consulw,;: Ps>cbolorui> Press. 1991. 399-J.J.I.

I! Su3. A. ~l :md L'gg,ni,-:K L ··Scqucno:il 311d Combined Effects of R<Craitm<nt lnfomurion on Appllconl Reaciions:·

Journal of 8 ,a,nas and P~cholog_,. 15 (WIO): 351-365. 13. Ba5Cd oo Hl"k. R. tl. Tllr RtrrwtrMnt Funruon. New Yorlc:

Aodem, of Mll!l3l!Cmatl Association. 1967.

I~. For ~ =-"~ <hscus.sioo of Lhc role of fairness in Lh< 1COt11ung and staffing process sec Arvey . R. D .. and Sackell.

P R. ·rmncss in S<lcctloo. Cu,reu Developments and Pm;pea,,,s." lo~ Sduruoand\V C.Bonn311 (C'ds.). P,noMr/

S</Lr1100 in 011an=io,u. San F=sco: Jossey-Bass.

1993. 171-102; Gillil3nd. S. w. and S1ttttcr. D D .. "Causes :md Cons<qi= of App!Jcnm Fairness." In R. Crop311zano

(ed.~ Justiu III tlrL Worlq,IDr,. Vol. 2. Mahwah, NJ: Erlbaum.

2001. 175-195: Ryun. A. M. 111d PI0)han. R. E. "Applicants'

Prn:rptions of Selection Procedures and Decisions: A Critical

Relicw and Agmda for th, Furure. • Jounwl of Managrmtnl,

16 (200lr. 5~. 15. Sdileicbcr. D. J. Vcn.bllrnmani, V. V .. Margeson. F. P , and

Campion. ~LA. -SO Yw Didn't G<t tb< Job .. .Now lVha!Do You

Tlunl:' Eumuung ()ppatumt)-io-Pafonn Fairness Pcrctptions."

P,rsonn,t PS)rhlJIDgy. 59 (Aununn 2006). 559-590.

16. R)l><S. S L and Conna1y. M L "Applicant Rc:ictioos 10

Ah<mam< S<la:tion Procedures: Jo11mal of Busin'1s a11d P~rhlJlog_,•. 7 (1993). 261-277. P!ullips. J. M . and Gully. S. M ..

"Fairness Reaaioos 10 Personnel S<lcctJon T <ehmqucs in

Sin~apon: and Lh< Urulcd Sl1lles." lnrU1ll111ona/Jouma/ ofH1u11ll11

R,soun:, .\lanag,maiL 13 (2002): 1186-1205: Slcincr. D . and

Gilliland. S. W .. "Fairros Reactions 10 Personnel Scl<CtJon

Techmqucs in Fr:ina: and Lhc Unuol Sillies: Jo11mo/ of App/i,d

P~chlJlo!{), 81 (1996): IJ+. 1-11.

17 Phillips and Gully. ·· FOJ mcss Reacuons 10 Pcoonnel Selccuon

Techniques in Singapore and th< Lnu<d Slfilcs."; St<incr and

Gilhl.lnd. "'Frum<» Rcacuons 10 l'<:Mnn<I Sela:tion T cchniqucs

on FrJOce and the Unurd Suics •

18 Rynes. S L. BretL R. D. Jr. :ind Gcrlun. B . me lmponancc

of Rccn11tmcn1 in Job Choice· A D1 ffcrcn1 Way of Looking:·

Perw n11,/ PS\chology, -1-1 (1991 I 487-521.

19 Gilliland. S W . me Pmei, ed F:um<ss of Sclccuon S\lt<ms

An Organ itltiOnJI Justice PerspcctJ\c,"ArudemJ o/Mann~em, 111 R,om 1•. 18. 4 (19931 69-l-73J. Ph,lh ps and Gull). "Faimc«

Rcacuons lo Pc!l)Onncl SC'IC"C'tion TC"Chniqucs m Sing3porc :111d 1hc Um1cd Stares "

, 0. Golu. 5. M .. anJ G1annan1omo. C. M .. "Rccnu1e, F

and Atuaction 10 the Job· The Mcdiaung Role r "Ctidl""1 Abool ihc Or),'lfl1"11ion:· Jouma/ of Vocur,o, of lnr,

-16 (1995) 109-11 8. Lidcn. R. C .. and PaNJns, C ,al< ~~hai,.,,

Study of Job Appll':'"1 lntervic" Perceptions. A /\ ~,.., 0pponumues. and °' mogrnphic Charnc1ens1ics.. ~., p,_,.hology. J9 (1986). 109-123: Taylor. M s .:., P,"""",, • . • ~ .. B<n>n,_ T J.. "OrganLZJIJOnal Rocruumcm Ae11viucs and A_ '.'"''Cl\

Reactions 31 D1ffcrcn1 Stages of the Recruitment 1'Ph""1b'

Pmomrrl PS)rho/08).' -IO ( 1987). 261- 285: Rynes, t~- ~hU<r. fl E.. "R<1Crull<r and Job lnflucnccs on CancJ L, "°II

Employm<n~" Jo,imal of App/i,d f S)rlwlov. 68 0 9~ d.ut. r0r

I~ .. Homs. M. M .. anJ Fink. L. S .. "A Field Study or }l ll6,.

Reactions 10 Employment Opponumtics· Docs the R PfJIICarj Make a Di/Terence'!" P,no1111,I PS)-rlwlov•. 4011987). 7

ccn,,.,,

21. Rynes. S. L . 311d Barber. A E .. "Apphcant Attraction St 6.5- 7&1

An Organ,zational Pcrspccuvc." Acad,m v of Man riucg,,. Rn·,,,.·. I 5 ( 1990) 286-310. ag,..,.,

22. Sullh an. J . "Best Rocruiting Practices from the W ,

Most Bu£Jncss-Likc Recruiting Function, Pan 3 .. £/ Orld 1

R,rnurmg £rcha11g,. October 3. 2005. ht;p:/t:''.'"""

. nct/2005/ I 0/03/ bcst • rccru i ling- practices-from-the ~."' "'

-mos1-business-like-rccruiting-func1ion-pan-J/. · ~orlds

23. S1evens.L. "Too M311yCmdidalcs?" ERE.net, September I. ~

hllp://www. ere. ne 1/ 2008/09/0 I / 1 OO· man Y•candidat"

-no-problcm/#more-380 I.

24. Gluock. w .. "Recruiters and Exocuti,·es: How Do They I\II Job Choice?" Jo11mal of Coll,g, Plac,m,m, 34 ( 1973)· 77.7;

15. Rynes. Bn,tz. and Gcrhan. "The lmponance of Rccruitm<ni m

Job Choice." 26. "Bill Gl!cs, Co-Founder Microson Corpor:uion," Rtrnu~,

Maga;,n, 011/111,. Apnl I . 2003, www rccruit<T'.co,nl

magazinconlinc/(µ(} I 03.top IO_ I .cf m.

27. Rynes. Brct.t. and Gerhan: " fhc lmponancc of Rocruitm<nt in

Job Choice." 28. Rynes. S. L.. Hcncman. 1-1. G.. 111. and Schwab. o. P ..

"Individua l Reactions 10 Organizational Recru11ing : A Re\/,-:

Prrso1111,I PS)·c/10/ogy, 33 ( 1980): 529-542.

29. Ibid 30. Brcaugh. J A .. Rtcrullmt'fJI: Scit11rr and Pr<1ctir,, Bostoo

PWS-Kenl Publi shing Company. 1992: Hawk. The Hrcn11tmt111

Funrt,on; Connerley. M. L.. and Rynes. S. L . 'The ln0ucnct

of Recruiter Charxteristics and Organizational R<eruiuncnt

Suppon on Percci, ed Recruiter Effectiveness: Views From

Applicants and Rocruiters," H11ma11 Helmio11s, 50 (1991)

1563-1586: Goltz and Giannan1onio, "Recruiter Fricndllness

and Auraction 10 the Job.": Powell. G. N .. "Effocts of Job

Attributes and Recruiting Practices on Applicant Dccis,oru

A Comparison," l'usunnel Psycholagy. 37 ( 191!4): 72 1- 732.

Schm,u. N. and Coyle. B. IV .. "Applicant 0..-cisions in th<

Employmcn1 Interv iew:· Jo11mal of Applt,d PS)cho/og).

61 (1976): 184-192: Ta)lor and B<rgmann. "Organization~

Recruitment Ac11,i1ie< and Applicants ' Reactions at DifT<1<nl

Stages of the Recruitment Process.": Alderfer. C. P .. and McConl.

C G .. "Personal and Situational Factors in the Recruit,nctll

ln1m iew." Jo11ma/ of Applied f'sychology, 34 ( 1970): 377-385:

Harris and Fink. "A Field Study of Applicant Reactions '° Emplo)•mcnt Opponunitics.": Maurer. S. D .. Ho"e. V .. and Let,

T. W , "Organizational Rocnoi1ing as Marketing Managcmcnr

An l111erdisc1plinary Study of Engineering Graduates:· p,rso,wl

PS)·clw/ogy, 45 (1992): 807-833: Rynes and Miller. "R'""'' 1"

and Job Influences on Candidates for Employment.": Turt,J/1,

r

-

D B., and Doughcny. T. W . "lnflu<ncc,, or Canipus R . ~ ApPlicartl Altr.lCtion 10 Finns." llrodrm> of M ccruumg /OIJf71Jll, 35 ( 1992): _739-765: l idcn and Parsont:;t;,;;~ 5n,dy of fob Apphcan1 lm~rvicw Perceptions, Ahemath < apportUll'ucs. _and Dcmograp~,c Charac1enstic, •·

)I R)11CS- "RCC":'11me.~1. Job Choice. and Post-hire Consequences."

32. Rynes and Mille~: Rocruuer 311d Job Influences on Candidates for Employment.

)). Rynes. ~re':' and Gcrhan. "The lmponancc or Recruitm<nt '"

JobChOICC. )4, 1\lrban· D. B .. Form. M. L , and Hcndnekson. C. L .. "A pphcam

AIU1CtiOO 10 Fir~s: Influences of Organization R<putmion.

Job and Orgamzauonal A11nbu1cs, and Rocru11er Bch:ivion •

Joumal ofVocario110/ B, hal'lor, 52 (1998): 24-44. ·

)5. Maurer, Howe. and Lee. "Organizational Recruiting as

Mlll'keting Management."

)6. Adapted from Barber, A. E .. Recn,11ing fmp/oytts: /ll{ffl'ldi,a/

ond Orgoniwional Prrs/>frliv,s, Thousand Oaks. CA: Sag<.

1998, )7. Rynes. Heneman. and Schwab. "Individual Reactions 10

Org1lnizational Rocruiting."

)8. Rynes. Bretz. and Gerhan. 'The lmponancc of Recruitment in

Job Choice." 39, Rynes. Heneman. and Sch,.ab. "Individual Reactions 1o

Organizational Rccruiling."

40, Jones. D. A .. Schulz. J. W .• and Chapman, D. S .. "R« ruiting

Through Job Advcnisrments: The Effects of Cognith·•

Elaboralion on Decision Making," lmernatio11al Jolmwl of

S,l«tion and Asswm,111, 14. 2 (June 2006): 167-179.

41 . Royal, K. E .. and Austin. J .. "Evaluation of a Hypoth<ti<al

Company Rocruitcr by Management Students."' P,yc/10/og,ral

Rtports, 70 ( 1992): 89-90. 42. Stolberg, S. G .. "Saved by the Cell," R111gm ,\/ago:int, Fall

2003: 2&-45. 43. Fishtt,C. D .. llgcn. D. R .. and Hoyer, IV. D .. "SourccCr<d1bili1y.

Jnfonnation Favorabi lily. and Job Offer Acrcptancc," Aradtmy

ofManag,mt11t / 011noal, 22 (1 979): 9-1-103.

44. Koller. K .. T/,e L,ad,rs/11p Far1or, New Yo,l: The Free Press.

198&. 45. Hymowitz, C. and Green. J .• 'These Days. Anybody Can

Headhunt," B/oombrrg811smmll'ffk, Janua,y 21-27. 201 3. 19.

46. Ibid 47. Tuutti. C .. "Workforce Challenges Continue lo ltarnp<r FDA,"

fClV, November 27. 2012. Available onl ine: hllpJ/fc\\ .COml

articlcs/2012/11 /27/fda-workforcc.aspx.

48. Huff, A. "!l's All in the Cab." CCJ Maga:int, December 2006.

www.ctruckcr.com/opps/ncws/aniclc.asp?id=56838.

49. Moth" v. Phillips Chrvroltr /11c .. 269 FJd 771. 2001 U.S. App.

(7th Cir. 200 I). 50. Thunderbird. "Recruiter Profile: Johnson & Johnson. In Search

of Leaders .. £-Th1111dtr Nms. J311uary 2003. "ww.1hu ndcrbml.

edu/abou1~us/1hundcrbird_ncwslc_thundcr_news/jan_ 2003/

rccru iler_profile.htm. 51. Lavelle. L.. "Come 10 Cahl• l•Faw-Nia." Bi1Jillm\Verk.

June 26. 2006: 12. s I r 52 Fombru n. C. J .. Tichy. N. M .. and Dc\'annl, M. A.. ,ra ,g,

l/1111U111 Reso11rc, Ma11ag,111tlll. New York: John Wiley &

Sons. Inc .. 1984. R ruiting ,n 53. Ryn•• S L and Boudreau . J. W .. "Co llege ec h - . .. . . ~~-Large Organi,alions: Pracuce, Evaluauon.

I . 39 (1986)' 72 9-757.

Implications:· Prrso1111,I Pr)c/10 °K>• . · s .. 54. Rynes. "Recruitmen t. Job Choice. 311d Posr-h,rc Consequence .

Chlptcr 7 • Rccruuing 199

55 llammonds, K. l·I . "Handle with Cote." Fas, Company. August

2002 102-107, 56 "2007 Traini ng Top 125," Trai11111g Maga:,,o,. Mlfch 2007.

www lrainingmag com/managcsmar1cr/i magc s/pdfs/2007

Topl25.pdr 57. DiCcsare. C. 8 . "Salling-Union Organi,crs Win Righi Not

10 Be Discrimina1cd Against in Hiring-The Law at Work,"

Mo111/,/y /..obor R,i•itw, April 1996, hup://ftndaniclcs.com/p/

3111clcs/mi_ml 153/isJ>4_v l 19/ai.18355639.

58. E>tcrior Systems. Inc. and Op<rati,e Pl:ist<r<rs and Cem<nt

Masons International Associuuon of United S1atcs and Canada.

AFl,.CIO. Local 8. Case -1-CA-29852. 59 Byham, W. C .. "K«ping Job Candidates from B<eoming lost

Hires.·· f/R Magocin,, December 1990. 52-54.

60. Lcll:ow. D.. "Proacth·c Rccn11Ling Metrics." ERE.net.

December 13. 1006. h11p://www.cre.ne(i2()()6,IJ 2/IJ/proaC11\'C·

rccruiting~mctricsl. 61. Sulliv:10. J.. '1'hc Recruiter's Scorecard: Assessing the

Effectiveness of Individual Recru iters." ERE.net. October 27,

2003. www.erc nelianicles/db/61A88F9B B9CB463FAA83 12

AB2D518837.asp 62 Sullh311, J . "The Top Str:ueg,c R<eruiting Metrics.'' EREncl.

September 29. 2003. "ww.erc.nclianiclcs/db/ I C703C7D79424

10ABAC2AC28B698FE84.asp. 63 Barber, Rerr1111,ng Employns. 64 Staffing org and the Hum311 Capital M<trics Consonium.

1004 Runm,ng Mttncl and Ptr/on11a11u Btnclimark Rrpon.

Willow Grove, PA: S1al'fing org. Inc. 2004. 65. Hansen. F.. "R<crUiting Inside th< Loop," \Voriforc,

Managtmtm Onhnt, Apnl 2008, hnp //www.v. orlr.forcc.com/

scr1ion/06/ka1urc/25/45/83/indcx.h1ml. 66. Aseh. B J .. "Do lnccnti\C's Mauer? The Case or Novy R<eru11crs:·

flltl11J1ria/ and /..obor Rtlatw11s R,i•itw, 43 (1 990): 89S-106S.

67. Hirschm:in. C .. "Incentives for Recruiters., .. HR Maga:.ittt,

Nove mber 2003. 86-92. 68. Caner. L .. "How Bank of America Dc\Clops Lcadc,,.hip Talent

Around the World," Ta/em Managrm('nl Maga:.mr. April

2012: 18. 69 Donovan. K. M .. "Build a Wonmng Global Rocruiting Strategy."

Tal,111 Mar,agtmtttt Maga:.ml'. July 2012: 24-27.

70. Rynes. "R<erui1mcn1 .JobChoice. and Po,t-HircConscqucnces"

71. Ibid. 72. Sec Barber. Rernm ing £mployus. 73. Tom. V. R .. 'The Role or Personality ond Organi,auonal

Images in the Recruiting Process." Orga11i:.mional Brlta,·ior

011d H1u11a,1 Dmsio11 Proanes, 6 ( 1971 ): 573-592.

74. Allen. D. G .. Mal\10. R. V .. and Otondo. R. F .. ·-Web-ba>td

Recruitment: Effects of Information. Organi1.ational Brand. ltld

Attitudes Tov.a.rd a Web site on Applican1 Attrxlion." Jounwl

of App/,,d l'syrhology. 92 (2007): I 696-1708. 75 G3le\\ ood, R. D . Gow311, M. A .. and Lau1enschlagcr. G. _J ..

"Corporate Image. Rocrui1mcn1 Image. and Initial Job Choice

Decisions." Aradtmy of Mcmag,111,111 Jounwl. 36 (2003)·

414-127. 76. Ibid. 77. Ibid. 78. KOllcr. P .. and Pfocnsch. W .. 8 18 8rm1d Ma11agemtlll.

New Yo,k. Spnnger. 2006. . 79. Lcmmink. J.. Sehuijf. A.. and Streulcn<. S.. The Role

r Corporate Image and Company Employment Image i_n

~,plaining Application Intentions:· Jo11rnt1/ of l:.ro11om1r

Psychologr. 24 12003): 1- 15. G>te\\Ood, R . "Corporate tm,ge.

200 Ch.lp<cr 7 • Rmu,un~

Ro::ruianau I~ snJ lniusl Job Choi~ [)(\.-isions. - Arodem,·

ofManag,mrnt Jcwnal. 36. 1 (Apnl 19931: 414.

SO. T,jfd. H • !Uld Tumc-r. J. C.. 111, Social ldcnuty ThCOI)' of Groop Behmer.- In S. IVon:hd and W. G. Ausun (em.).

Psw-lwlog__v of /,urrgnJfl{) Rrlanons. Vol 2. Chicago: Nelson-

Hall I 985 7-14, 8 I. Go!c" o..-xt. Go"-.n. anJ uurc:n.<chlog,r. ·-co,por.uc lmlg<.

Rrouitmenr Im>£<. !Ind lniri:il Job Choice Dc<.isions.: Turban.

D s_ 311d Gi=ing. D \\' .. -Corpora,< Soci!l Performance and ~oruJ A=•-cness 10 Prospccthc Employccs.-

A rodmn ofMcnag~n1 J01Jmal. -1() ( J 997): 658-672.

81. ~l,uqua. J •• "\\ be:,, Br>nd Alooc, 1sn·1 Enough." IVorliforrt

Managnrvn1. Man:h 13.1006: I. 39-41. www.,. orkforcc.com/

m:hivc/fc3111ref1.if.!.9/58/iode, .php?ht=mcdonald\l, 20s\l, 20

rncd003ld~:!Os. SJ. Bsrrov. . S_ !Uld Mosley. R.. Tht Employtr Brand: Bringing

IN & sz of Brand .VanagrmLtU to Proplr 01 Work. New York:

\\'iley.~ 84 s.m,,.. 311d ~loslcy. ~ Emplowr Brand. 85. )hid.

86. Bcmord Hooe, Glolx!J KCl"·ori<. ·-CJolx!J Employer Br.uid Srudy ,.

Si. Ibid.

88.. :-1ACE. -:1009 Recruiting Bcnchrn31ts Survey.· October 1009,

hnp:/1"-,.·" .ll3C<" eb.org/Rcsc:u-ch..asp.,•&&JwEXAQUFa W5k

ZJi.gflmdZnR+IX5+1X42NH4hljEy~IH4hfkZhbHNJftF+N34

h.fjFN&lffi loo6dAJAJ<m+vLE91V96rulQ=.

89. G.isp:uinio. C.. - M<:rriU Lynch Wants Kew Ads 10 Airer hs

SLlid lrn.,gc. - Anan Wall Strw Jouma/. January IJ. 2000.

""'" .c.,prrssindi.l.com/fe/d.li.ly/20000113/fco I 30?..5.hrml.

90. Ah"=. P. IL ~ Adn,tising Su"·ey: Mllg3Zines. TV

Top ·90 Media Lists. - Publk &iaJum, Journal. 47 ( I 99 I): 14-15.

91 For funber inform:uion abour lhe role of instrumenr:il fu nc•

tions JDd symbobc mc:mings :issociated " ' lh brands. and abou1

illlll!'( brandmg in general. sec Lic'<ns. F .. and Highhousc. S ..

111c Rcl:llion of lnstrumcnlll.l and Symbolic Auribu rcs 10

a CompJny's Anrxtheness as an Emplo)er." Ptrsonn, I

Psychology. 56 (:!003): 75-!02: G:uuner. B. B .. and Levy. S. J ..

11r Produa and I.be Brand. - Han•ard Busintss Rtv;l!w, 33

(1955): 3J-39: Keller. K. L . Strattgic Brand Managemem .

Upper Saddle Ri•'er. NJ · funtice Hall. 1998: KalZ, D .. 'The

Functional Approach 10 lb, Srudy of Auirudcs;· Public Opinion

Qunnul_1 , 14 t 1960): 16J-20-I. Aal.er, J. L.. "Dimensions of

Brand Pcrson•.hry.- Journal of Marketing Rtstarch. 3~ (1997):

J.1 7-356: Aa>.er. J L. 111c .\IJllc:,i,le Self: The Role of Self-

e.tpl'C)iion in Persmmon.- Jounw/ of Marl..t'lmg Rl'.uarch.

93 Producr branding books including Strat,•gic Bra,,d M

Bm/d,ng, Mrruuring, and Managing Brand F.qu, a,,a8t~

Lane Keller or Th• 22 l111111111abl, Laws of B, / by k ... ,,

Build a Produr , or S,n•;ce into a World-ClaJs :: ,,,g· 110\i. ,0 and Al Ries pro•i dc a good 01 ervicw of branding

0nd by Lau,,

94 Ruiz. G.. "Job Cand1da1e Asscssmcnr Tesrs go .

Worlforr, Managtmtnl 011li11, . January 2008 h Vr nua1:

. workforcc.com/scc1ion/06ffca1urc/25/3 Jn 9tindc, ·h Up.//,,,

95 Lachnir. C .. "Ready for !he R~sumt Deluge " ii' · ;: 1

2002· 16. ' or ~orr,., Jul)

96. Redman._ T .. a nd _Mauh~:"s. B. P .. "'Advertising for Eft

Manage:nal Rccru11.mC'nl. Jou ma I of General Maua rttJic (1992): 29-1-1. gtmt•t, 18

97 Ibid. 98. Gulhrid~. M .. Komm. A. B .. and Lawson. E .• "Makin T

a S1.r:ucgic Priority ... Mr KinJry Q1Ja rterly. Janu g aJcni

hups://www.mckinscyquarrerly .com/Organi,ario~ 200!.

Making_1alen1_a_srr.11egic_priori1y_2092. •lenu

99. Trank. C. Q .. Rynes. S. L.. and Brcrz. R. D Jr .. "An r,cti

Applicants in !he War for Talenr: Diffe rences in W ng

Prererenccs among High Achie\'ers," Journal of Bwmns ort

Psychology. 16. 3 (2001 ): 331 - 345. aoJ

JOO. R.au, B. L . and Hyland, M . M .• "Corporate Teamwort

Diversir y S1aremen1s in College Recru irme nr Brochures: Er! and

on Auraction:· Jo11mol of Applitd Social Psychology 33 ~ (2003): 2465-2492. ' ' •

IOI. Rao: B. L.. and Adams. G. A .. ·:Auracting Retirees 10 Apply.

Desired Organrzauonal Characren srics of Bridge Employmen1, -

Jo11mal of Orga11i:ational Bd,m•ior, 26 (2005): 649~.

102. Gulhridge. Komm. and Lawson. "'Making Talcnr a Suar- Prioriry." ·•·'

!03. Ibid. 10-I. 105.

Sec Barber. Recruiting Employtts.

M~, N. A .• and Bell. J. A .. "Effccli\'encss of Specificiry m

Rccrurlm(nl Ad1•ertising:· Joumal of Mmwg,•m,111, 12 (1986)

425--132.

106. Sartain, L.. Schumann, M .. Bra11dfrom rh, Inside. San Franci,co

Josscy- Bass. 2006; Aa.ker, D. A .. Ma11ag111g Brand &,u,Q· Capitali:.mg on the Value of a Brand Namr, New York · The

Free Press. I 99 I: Keller, K. L .• "Conceprualizing, Measuring.

and Managi ng CuSlomer-bascd Brand Equiry;· I-JO:

36 Cl999J • 5-57. K:uz. D . "The Func1ional Approach 10 rhe

SrudJ of ~-11,rudes -. Durgcc. J F .. "Undemanding Br.ind

Pcrsonalu). Journal of Cons11mer ,\larl.L11ng 511 988)· '1 -'5·

Cobt•Walgrcn. C. J .. Ruble. C A.. and N~nlhu, N . .-.~B,.";,,j

Equuy, Bran~ Prrference. and Pu1chast Intent " Jo11mal of

Adi,nmng. > (1995): 25-l(); Keller. K. L . "Concepruah,ing,

~le3Sunn~. and Marogmg Cusromer-based Brand Equ11 - Jo11nwl of Mar<ellng. 57 (1993)· 57 J-'1· E ,,. y. 5,. au J --s d Eq . . -·· rucm, T .• and

O,erman. S., "Show Off Your Brnnd:· Staffing Managtmtn,

2. 2 (Apri l- June 2006). www.shnn.org/ema/s m/articlcs/2006'

apriljune06cover.asp: Hornung , M .. '"The Case for Emploia

Branding," Bemard Hod,s Group, April 2007, www.ho<ks

. com/publicalions/inrerviews/homung .asp.

I 07. Barber A. E .. and Roehling, M. v .. "Job Postings and 11< Decision 10 lnrerview: A Verbal PrOlocol Analysis:· Jo11malo/

Applitd Psychology, 78 ( 1993): 845-l!56.

I OS. Ibid: Rynes, S. L., Schwab, 0 . P .. and Hcneman. H. G .. "The

Roi~ of Pl) and Maiker Pay Variability in Job Applicaiioo

Decisions," Orga11i:.arional Beha vior and f/11ma11 DrriJUJII

Processes, 31 (1983): 353-364. , . . ran UH) as II S1gruJing Phenomenon," Journal

~fC011sw11er PS)cholog)', 72 (1998)· 131-157. Plummer, J T

I fow Pcrsonaluy .\ lakes a Difference." l ouma/ of Ad1,ni~i11 .,

R,ua~clt. 40 (2000J. 79-l!3: Tom. "The Role of Pmonalir an!

OrgamzatJOnaJ Image~ i.n the Rc-cruiting Process." Y

Q~ La)nc. A .. 'The Care and Fecchng or Talem," Ftilt Com n

Oc1oh<r 2000. ""w.f3S1compan) .com/an icle'12000, ipal/ >· _kas1rn html. ac'I

109 Rynes, Schwab. and Heneman. 'The Role of Pay and MaMI

Pay Variab iliri• in Job Applicalion Decisions." _ 11 O. Batbcrand Roehling. "JobPoslings and the Decision 10 Jnlef\'i<" ·

~ncs. S. L .. and Lawler. J .. "A Policy-Capturing lnl'ellig:uion ~ 1 Role of Expcc1ancics in 0..--cisions 10 Pursue Job Allernaui cs.

Jo,,mal of Applied Psicholog)'. 68 ( J 983): 620-63 I. 111

· Rynes and Lawler. "A Policy-Capturing Jnvesrigarion of•~

Role of Expcc1ancics in Decisions 10 Pursue Job Allernalll CS

r

I 12. Sch"_ocrcr, C .. and Rose~, B .. "Effccu of Employmenr ar w ,11

Policies and Com~nsa.~1on Pohc1cs on Corporate Ima c and

Job Pursuil ln1cnL1ons. Jounro/ of Appli,d p . 1 g (1989): 653-656. S)C wlog)'. 14

JIJ. 5,1<s. A. M •• Leck. J. D .. and Saunde rs. D. M .. "Effects of Applicalion Blanks and Employmenr Equuy on A Ii

Rcaclions and Job Pursun lntcn Lions," Journal o/Or a, .~P cant

Brharior, 16 ( I 995): 4 I 5-430. g 11 •"

110 "

01

114 Barber and Roehl i ng. --Job PoSlings and lhe Decision 10

Jntcrvicw."

115_ Based on Chapman. D. S .. Uggmle, , K. L ., Carroll, s. A ,

pjas,nun, K. A .. and Jones. D. A .• '"Applicanr Allraction

Organization and Job ~~oicc: A Mc1a-analy1ic Review :~

the Correlates of Recru11rng Ou!comcs." Joumal of A.pplitd

PSJ•d 1ology. 90 (1 995): 928-9-1-1: Brraugh. J. A .. •nd Srarke. M ..

•·Research on Employee Recruirmcnr: So Many S1udies. So

Many Remaining Queslions:· Journal of Managrmtnt, 26. 3

(June I, 2000): 405--134: Taylor, M. S .. and Collins. c. J , ''Organi1.ationaJ Recruitment Enhancing the Intersection

of Reswch and Pr.icrice:· In C. L. Cooper and E. A. Locke

(eds.). l11d1utrial tmd Orgw11;:atio,iaJ Psychology: LJnki,,g

Th,ory wirh Praelic,. Osford, UK: Black"ell. 2000, 304-330:

Ryan. A. M .. and Tippins. K. T .. "Aurac1ing and Selecting:

Whal P:sychological Research Tells Us," llunUJ11 Rtsourcr

Manag,m,nt. 43. 4 (Winier 200-I): 305-318.

116. Based on Chapman. D. S .. Uggcrslev, K. L .. Cam,11, S. A .

Piascntin. K. A .. and Jones, D. A .. "Applican1 Auraction 10

Organizalions and Job Choice.": Brcaugh and Siarkc. "Rcsc:arch

on Employee Recrui1mcn1.": Taylor and Colli ns. "Organi,.aiional

RecrwtmcnL ,.

117. Phillips, J. M .. "EffcclS of Realisric Job Previews on Mul1iple

Organizalional Ourcomcs: A Mera-Analysis:· Acadt111)' of

Manog,mt nl Joumal, 41 ( 1998): 673-690.

118. Kranz, G .. "New Employee,: 'We Were Jobbed Abour This

Job." Workforce.com, Febru:iry I, 20 IJ. sysrcmic di scrimina•

lion: a process or prncticc di scriminates against s1gnitic:u1t num-

bers of applicanlS or employees.

119. Ibid. 120. Sullivan, J .. "A ma,ing Prac1ices in Rccruiring-ERE A"ard

Winners 2009." ERE.ne1 . 2009. hup1/www.crc.ne112009/04/20/

amazing-practiccs-in-rccrui1i ng-ere-award-winncrs-2009-pan

-2-of-2/#morc-7569. 121. Wanous. J. P .. Orga11i;:a1io11al Emry: Rrrroitmtnt, Stlrr1io11,

and Socialhatio11 of Newcomers, Reading, MA: Addison-

Wcslcy, 1980 . 122. Phillips, "'EffcclS of Reali>1ic Joh Pre•·iews on Mulliplc

Organizati onal Outcomes.··

123. Wanous, Orga11i;:atio11al Entry. 124. Salancik. G. R.. and Preffcr.J.. "A Soci•I lnforma1ion Processing

Approach 10 Job Auirudcs and Task Design," Mm1msrra1r,·t

Sci,nc, Q11artuly, 23 ( J 978): 22-1--253.

Chaprcr 7 • Rccruiring 201

125 Chen. X. and Tsui, A. S . "An Organ izational Pcrspccth·c

on Multl-Lc\·cl CulluraJ Integration: Human Resource

Management Practices in Cross-Cultural Con1exts," In Francis

J. Yammarino and Fred Dansereau (cd ). Multi-Uvtl /ss11,s

in Social Synt11u (Research in Multi Level Issues. Vol. S).

Emerald Group Publishing Li mired. 2006. 8 1-96.

126. "McDonald's Recrui1mcnt Drive Hits Back at Critics."

Pt rso1111rl Today. Apri l 21. 2006, www .pcrsonneltoday.com/

An1clcs/2006/0U21/34977/~lcDonald's+rccruitmentMri \'C+hit

s+back+al+critic.s.htm. 127. Dineen. 8 . R .• Ash. S. R , and Noc. R. A .• "A Web of Applicanr

Attraction: Person-Organization Fil the Context or Wcb--ba.scd Rccruilm(n1:· Journal of Applitd PS}~lwlogy, 87 (2002): 723-734.

128. Marlts, S.. "ZipRc:cruircr Adds New Candid•rc Scoring

Feature," Recruiter.com. April 16. 2013. http://www.rccruitcr

.com/'J/ziplttl'Uiler-adds-ncw-candidate-scoring-featurc/.

129. U.S. Equal Employmenr Opponunity Commission, Besl

Practices or Pri vntc Sector Employers. 1997, www.ccoc.gov/

aboutceoc/1ask_rcpons/pr:lctice.h1ml. 130. Ibid. I 3 I. Broo:u. '"One of !he Mosr Successful Social Recruiring Srr.ucgie,:·

IJ1 Ibid. 133. Raphael. T.. " fracking Social Medi• Rc:cruiring a,

UPS:' ERE.nc1. Scprcmber 13. 2010. hup://"ww.ere

.net/20 10/r1J/13hracking-social-mcdia-rccruiting -at-ups/'!utm_

source;ER£+Mcdia&:utm_eampai gn=4736099db6-ERE·D•il y

-Soc,al-Media-Recrui1ing&u1m_mcd ium=email#morc-l 4735.

I 34. ·-rrack 10 Hire: UPS Speaks Value in Social Media at Social

Recruiting Stra1cgics Conrercncc this January:·

135, Brouat. "One of the Most Succc~srul Social Recruiting

Strategics." 136. Mann, D. A., "UPS, Orhcr Firms Increasingly Use Social ~kdia

as Rccruiring Tool. .. 137. Ibid. 138. Brouar. '"One of rhc Mosr Successful Social Rccruiling S1ra1egies."

I 39. Tanner, L.. "Net Advantages: Online Recruitment Saves in Time.

Costs.'' Washi11g1011 Business Joumal. Nm·cmbcr S. 2004. " 'WW.

bizjoumals.com/washing1on/s1oricsl2004/l l/08/focus2.h1ml.

140. Lumsden, H .. "The Planr VisiL A Crucial Arca of Recruiting:·

Jo11m al of College Plac,m,iu, 27 ( 1967 ): 74-84: Do"ns.

C. W .. "Perceptions or 1hc Selection lnlen·icw:· Pusom,el

Admi11is1ra11011, 32 ( I 969): 8-23. 141 . Do wns. "Perceptions or lhc Sclc-ction Interview.''; Fi sher, llgc11 .

and Hu)er. "Source Crcdibiliry. lnfo rmarion F3\'0robili1y. and

Job Offer Accep1ance:· 142. Rogers, D.. and Sincoff. M.. ··Favorable Impression

Charac1cris1ics or the Recruitment ln1en•ie:"cr," Ptrsow,el

l' S}·drology. 3 I ( 1978): 495-50-I.