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CHAPTER 5

Recruitment of Applicants

Learning Objectives

Understand the three key stages of recruiting.

Know what sources and information influence applicant choices at each stage.

Recognize differences across candidate “type,” such as college graduates, employed (passive) job candidates, and nontraditional workers (women, minorities, disabled, veterans, older candidates).

Understand how technology and globalization impact recruiting.

Recognize the impact the applicant pool (size, quality) has on the quality of selection decision.

Recruitment of Applicants

Recruitment is a distinctive process that is separate from, but parallel to, the selection process

The more successful the recruiting process, the more the firm benefits from rigorous selection – larger applicant pool

Recruitment critical to the organization because success of a company closely related to the quality of its workforce

This chapter covers the best recruiting methods, use of new technologies – Internet, social media, key prehire applicant reactions and attitudes

This chapter primarily focuses on external recruiting – requires generating interest when bringing a job opening to the attention of potential applicants not currently working for the organization

A Model of the Recruitment Process

The recruitment process proceeds through a few well-defined sequential stages:

Attracting and capturing the interest of potential applicants

Maintaining applicant interest

The organization’s decision to extend a job offer and postoffer closure

The model recognizes the shifting contextual factors and applicant perceptions of organizational activities across these stages.

A Model of the Recruitment Process

Stage 1: Attracting and Generating Interest

Stage 1 involves a number of key organizational decisions:

Establish its recruitment objectives – number of acceptable applicants, meeting the organization’s legal and social obligations, increasing the success rate of the process

Strategic decisions for reaching objectives – type of applicants to pursue, target applicants broadly or focus on person-to-person methods, message orientation

Create a level of attraction for applicants to consider the firm’s job opening – organizational reputation, organizational size and age, profitability, life cycle of firm and industry, product awareness, location, organizational social relationships, “celebrity effects’

A Model of the Recruitment Process

Stage 1: Attracting and Generating Interest (cont.)

Applicant attraction also affected by job seekers’ desires, values, self-image

Experienced workers react differently than undergraduate college students

Persuasion

Does the applicant pay attention?

Does the applicant understand the message?

Does it lead to relevant behavior change so that the applicant applies for the job?

A Model of the Recruitment Process

Stage 1: Attracting and Generating Interest (cont.)

Targeting strategies:

Types of individuals willing to apply or accept a position if offered – certain demographic groups or those with certain psychological characteristics

Recruit broadly or to uniquely qualified people

Experienced workers?

College students?

Passive candidates?

A Model of the Recruitment Process

Stage 1: Attracting and Generating Interest (cont.)

The recruiting message:

Recruit with a positive message or a realistic one which allows job seekers to opt out

Decide how much job information to give

For targeted recruiting:

For applicants with high cognitive ability, describe job as challenging, stimulating, requiring intelligence, etc.

For applicants high in conscientiousness, use reliable, works hard, well-organized, self-disciplined, etc.

To attract conscientious racial minorities, use innovative and progressive

A Model of the Recruitment Process

Stage 1: Attracting and Generating Interest (cont.)

Recruiting methods – effectiveness of recruiting methods revolves around three issues:

Media richness – multiple informational cues

Media credibility – expertise and trustworthiness

Degree of attention required during information processing – central processing requires more

Importance of organizational reputation, PJ (person–job) fit and PO (person–organization) fit shift during the process

Considerations when evaluating recruiting methods – employee referrals and walk-ins, use of more informal methods has potential to create disparate impact, magnitude of different methods tends to be relatively small

A Model of the Recruitment Process

Stage 1: Attracting and Generating Interest (cont.)

Recruiting methods (continued)

The takeaway point regarding recruitment methods is:

Use informal, personal recruitment methods in cases in which voluntary turnover is a problem during employees’ first two years of employment

However, a cautionary note: minorities use formal recruitment methods more frequently than informal ones

A related point: word-of-mouth information about jobs and employers also has been identified as an important source of recruits

A Model of the Recruitment Process

Stage 1: Attracting and Generating Interest (cont.)

Recruiting methods (continued)

Ways to use the Web for recruiting:

Posting jobs on a company’s home page

Posting jobs on websites devoted to job announcements – GlassDoor, Indeed, Monster, Vault

Posting links to a job advertisement on social networking sites – Twitter, Facebook, YouTube

Screening for applicants using available search options on business social networks – LinkedIn

A Model of the Recruitment Process

Stage 1: Attracting and Generating Interest (cont.)

Recruiting methods (continued)

Ways to use the Web for recruiting – best results:

Use individuals – current and past employees – who know your organization and the job to refer applicants

Develop a recruiting website

Use employee testimonials

Find active candidates

Find passive candidates

Recruit passive job candidates

A Model of the Recruitment Process

Stage 1: Attracting and Generating Interest (cont.)

Recruiting methods (continued)

Research indicates that 77 percent of employers recently reported using social networking sites to research job candidates

More than a third (35%) reported finding information that led them to not hire a candidate – professional image, company culture fit

May result in disparate impact

A Model of the Recruitment Process

Stage 2: Maintaining Applicant Interest

The organization must manage three aspects of recruiting well:

Recruiter has to be an effective administrator of this process

Two-way communication eases applicant anxiety

Think strategically about the information conveyed – applicants begin to transition from focusing on organizational reputation and attraction to fit with the organization

A Model of the Recruitment Process

Stage 2: Maintaining Applicant Interest

Applicant self-selection

Applicant can decide to withdraw from further consideration – poor fit based on perceptions of job

Fit perceptions may be incorrect

Firm must present accurate fit information during recruiting process

Fairness of recruiting based on perceptions of:

Procedural justice – consistency of administration

Information justice – provision of (un)timely feedback

Interpersonal perceptions of justice – how recruiter treated the applicant

A Model of the Recruitment Process

Stage 2: Maintaining Applicant Interest

Recruiter characteristics

Recruiters usually influence early opinions and behaviors of recruits

Recruiters who have race and gender in common with applicants may have some influence

Job and organization characteristics have a stronger influence on recruits than do recruiters

Training of recruiters important

Recruiters often seen as less trustworthy and credible than members of intended work group

Recruiters perceived as competent, informed, trustworthy, warm, personable, concerned are regarded favorably

Recruiters can have a strong, negative influence on applicants

Recruiters vary in the way they mix recruitment and selection components of applicant interviews

A Model of the Recruitment Process

Stage 2: Maintaining Applicant Interest

The on-site visit also matters

Communicates more useful comprehensive information about the job, work group, organization

Details of the site visit that matter to the candidate:

Likability of the employee hosting the visit

Opportunity to meet high-level executives and interact with potential supervisor and coworkers

Visit arrangements for a more effective site visit – hotel accommodations, well-organized schedule, being able to bring a spouse

A Model of the Recruitment Process

Stage 2: Maintaining Applicant Interest

Internal selection

Identifying pivotal jobs that are critical to the firm’s strategic goals

Multinational enterprises rely on expatriates to fill top job in overseas affiliates

Hiring interns – internship seen as a “working interview”

Internal recruitment nominated by a supervisor affected by:

Whether supervisor is reluctant to lose a good employee to another department

Whether supervisor sees value in establishing network across the firm

A Model of the Recruitment Process

Stage 3: Securing Offer Acceptance and Postoffer Closure

Factors that may influence the applicant’s decision:

Research indicates that early in recruiting compensation (71%), organizational culture (63%), the work itself (52%), and benefits (52%) would be important factors in future job choice

After the offer was extended and accepted, these factors not as important as anticipated

Compensation before hire – 71%

Compensation after hire – 19%

A Model of the Recruitment Process

Stage 3: Securing Offer Acceptance and Postoffer Closure

Administration of recruitment

Proper administration of this complex process will significantly improve it

Prompt responses by the company to the applicant indicate that the company is efficient and a desirable place to work

Highly qualified applicants who have multiple job alternatives are most strongly affected by delays in communications

A Model of the Recruitment Process

Stage 3: Securing Offer Acceptance and Postoffer Closure

Technology’s role in recruiting

Using the Internet for recruiting improves speed, efficiency, and effectiveness, but

Legal issues – discrimination and invasion of privacy

Practical issues – sifting through a larger pool of applicants

Scientific issues – increase the number of highly qualified applicants

Organizations must present website content in an easily usable, interactive, yet engaging manner

A Model of the Recruitment Process

Stage 3: Securing Offer Acceptance and Postoffer Closure

Global recruiting

Two critical issues that are likely to affect global recruiting success

Cross-cultural differences and variations in socioeconomic conditions across regions

Use of referral programs is much higher in some countries than in the U.S.

Which recruiting method is more frequently used differs for blue-collar jobs versus white-collar jobs – again, these practices can differ country to country

A Model of the Recruitment Process

Stage 3: Securing Offer Acceptance and Postoffer Closure

Recruiting metrics

The last part of recruiting is to determine the results of recruiting – the number of people who applied, their skill levels, their diversity, the time it took to hire recruits, how many actually became employed. Several metrics suggested:

New employee job performance

New employee turnover

New hire failure rate

Manager satisfaction with new employees

New employee training success

Cost per hire

Summary Recommendations for Enhancing Recruitment

Carefully consider the sometimes-competing objectives of attracting versus selecting job seekers

Identify specific objectives of a recruitment program

Formulate a specific strategy for accomplishing recruitment program objectives

Ensure that recruitment screens reflect the desired job-related characteristics of candidates

Identify who represents the potential applicant population

Use targeted recruitment to identify underrepresented protected groups

Develop a recruitment website that is attractive, easy to navigate

For organizations using websites and who receive large numbers of résumés, consider using résumé screening and tracking software

Evaluate an organization’s image being communicated by recruitment and related media

Summary Recommendations for Enhancing Recruitment (cont.)

Consider using recruitment websites for organizations searching for employees

Recognized that all your employees are “recruiters” – encourage referrals of potential applicants

Select recruiters who can play an important role in attracting initial interest in organizations on characteristics associated with dealing with people

Use technology to aid in recruiting, but use more personal means of communications to contact applicants

Use RJPs (realistic job previews) – positive results more likely to occur

Use metrics and other measures to evaluate recruitment programs and identify “what works”