Continuous improvement and innovation project
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RecruitmentPracticesReport.pdf
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Australian Recruitment Practices: A Literature
Review on current Australian recruitment
practices
for
Australian Workforce and Productivity Agency
By
Denise Jepsen B. Psych (Hons), M. Org Psych, PhD, PGCert HE, MAPS, FAHRI,
Martha Knox-Haly BA (Hons), MA (Hons) MBA PhD MAPS
and Daniel Townsend BA(Hons) BA Psych
Macquarie University North Ryde, New South Wales 2109 T: (02) 9850 7111 F: (02) 9850 7433 www.mq.edu.au ABN 90 952 801 237 Macquarie University CRICOS Provider Number
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Contents
Executive summary ...................................................................................................................... 6
1 Introduction ........................................................................................................................... 9
2 Main Recruitment Strategies ............................................................................................... 10
2.1 Use of technology ........................................................................................................ 10
2.2 Outsourcing, insourcing and private recruitment agencies ........................................... 15
2.3 The ‘war for talent’ ....................................................................................................... 17
2.4 Other trends ................................................................................................................. 19
3 Sector, Skill and Geographic Differences ............................................................................ 21
3.1 Health Care and Social Assistance sector ................................................................... 21
3.2 Retail and Hospitality sectors ....................................................................................... 26
3.3 The Construction sector ............................................................................................... 27
3.4 The Manufacturing sector ............................................................................................ 30
3.5 Education and Training sector ..................................................................................... 31
3.6 Professional, Scientific and Technical sector ............................................................... 34
3.7 Skill level and geographic segmentation ...................................................................... 36
4 Recruitment Drivers ............................................................................................................ 41
4.1 Drivers in general ......................................................................................................... 41
4.2 Drivers across different sectors .................................................................................... 41
4.3 Supply and demand across sectors ............................................................................. 41
5 Social Media ....................................................................................................................... 43
5.1 Social media in recruitment .......................................................................................... 43
5.2 Recruitment social media examples ............................................................................. 44
5.3 Recruitment agency use of social media ...................................................................... 44
6 Workforce Planning ............................................................................................................. 45
7 Applicant Skills .................................................................................................................... 46
7.1 Traditional job search techniques ................................................................................. 46
7.2 Access to organisational information ............................................................................ 47
7.3 Online interviewing....................................................................................................... 47
8 Skills Mismatch ................................................................................................................... 49
8.1 Overskilling and skills mismatch in Australian labour markets ...................................... 49
8.2 Recruiter awareness of skills mismatch ....................................................................... 49
8.3 Skills assessment in top 20 ASX listed companies....................................................... 52
8.4 Skills mismatch summary ............................................................................................. 54
9 References ......................................................................................................................... 55
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Appendix A: Project Aims, Methods, Limitations, Future Research and Authors ........................ 65
Appendix B: List of Generalised and Specialised Job Boards .................................................... 69
Appendix C: Key Findings on Australian Health Workforce Shortages ....................................... 72
Appendix D: HWA Health Sector Workforce Reports ................................................................. 73
Appendix E: Recruitment Sourcing Strategies by Sector ............................................................ 75
List of Tables Table 1: Recruitment Processing and Sourcing Metrics ............................................................. 14
Table 2: Search Parameters for Use of Competencies or Skills Assessment ............................. 51
Table 3: Evidence of Skills Matching in Top 20 ASX Listed Companies ..................................... 53
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Executive summary The major trend in recruitment in the last ten years is a shift towards online resources. We
identified four specific trends emerging from online advertising of job vacancies:
Job boards – and their broad reach to large numbers of job seekers – now play the role that
classified newspapers once did. Generalised and specialised job boards advertise vacancies
across all industries and sectors, skills levels and employment types.
There has been an increase in vacancies advertised directly by an employer on their
corporate, careers or vacancies websites. This strategy reflects an increased emphasis in the
reputation (or ‘brand’) of employers who are seeking high quality employees.
There is a rise in the number of job search aggregator (or metasearch) sites that crawl the
web for vacancies. These sites find vacancies on job boards, employer, or recruitment
agency sites and present them to the job seeker in a single search.
Employers directly posting their vacancies now seek to optimise their employment websites
so aggregator services can find and re-distribute their vacancies.
Social media is playing a large and increasing role in recruitment. LinkedIn is increasingly used
by recruiters to advertise vacancies to professionals. Other social media sites, e.g., FaceBook,
Twitter are important tools used by recruiters mainly to refer personal or professional networks to
a vacancy advertised elsewhere. Social media is also used by many employers to research
particular candidates applying for roles. In turn, job seekers conduct Google searches on
potential employers, or use crowdsourced forums such as Whirlpool or Glassdoor to research
employers, employment practices, recruitment practices and even interviewing questions, styles
and insights. These web resources result in a new transparency in the recruitment process for
stakeholders such as employers, applicants and recruitment agencies.
While information sharing is positive for the efficiency of recruitment processes, Australian
recruiters are still developing the ground rules for ethical and legal navigation of these resources.
Issues such as privacy for applicants and candidates, and ownership of networks developed as
part of the work role, are still being worked through. The challenge for policy makers is to get the
right balance between transparency and applicants’ rights to privacy, secure information
management and clarity around information ownership.
Access to online resources raises concerns about inclusion of some employee sectors in the
employment market. The inclusion of groups with low levels of digital literacy such as older or
Indigenous workers, workers from a non-English speaking background, as well as rural and
regional workforces remains unresolved. Print media still plays a role in unskilled, and rural and
regional recruitment. Print media is an important aspect of employer branding, especially for
larger employers in the public and private sector.
Employers are increasingly likely to use recruitment agencies. The recruitment industry has
worked hard to adapt to an online environment, new national workplace health and safety laws,
introduce a code of ethical practice and educate its members about non-discriminatory practices.
The implication is a market ‘shake-out’ as the recruitment industry undergoes a process of
professionalisation. Professionalisation is being driven by market forces and the Recruiting and
Consulting Services Association’s efforts to build industry credibility, quality and ethics.
The science of recruitment has broadened to include the ‘science of recruitment sourcing’.
Previously, psychometrics of candidate assessment (interviewing, testing, assessment and
decision making, for example) were the focus of the recruitment process. Now, there is an
increasing focus on the source of the recruitment pool. Many employers use multiple
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simultaneous recruitment sources such as social media, job boards, their careers website, print
advertising, and industry and personal networking. Sophisticated employers who aim to
maximise the return on their recruitment time and dollar investments conduct ‘yield analyses’ to
evaluate which channels yield the highest volume of suitable candidates.
Traditional recruitment has relied on mass recruitment and print campaigns, with an emphasis on
education as the solution to unskilled workers. Unskilled recruitment also now occurs via job
boards and recruitment agencies, but there is limited information around these recruitment
processes. Workers in unskilled jobs with less than Year Ten education are at greatest risk of
reporting under-utilisation of available skills. Similarly, although there is evidence of larger
employers with a substantial rural workforce pursuing targeted recruitment programs, rural
recruitment in manufacturing, retail and hospitality, construction and professional, scientific and
technical industries remains a question for future research.
In terms of economic conditions, the construction, manufacturing, professional, scientific and
technical sectors have reported skills shortages, with fluctuating recruitment expectations. These
expectations have been influenced by both global and local economic conditions. Owing to
depressed economic conditions, the construction, manufacturing, higher education and health
were able to attract skilled labour from overseas.
There is a proliferation of targeted recruitment campaigns and workforce planning at a sector or
industry level. There are positive targeted recruitment initiatives in the construction,
manufacturing, education and training industries. The health and social assistance sector and the
professional scientific and technical sector have the most developed organisational competency
frameworks or capability assessments linked with professional qualifications and adherence to
professionally-endorsed work standards. ICT appears to come closest to specific capacity and
skills assessment through sampling of online contributions to developer communities.
In terms of how recruitment is segmented by industry and skill, it would appear that the health
care and social assistance sector, and professional, scientific and technical services sectors
have the most strategic approaches to recruitment of skilled labour, followed by education and
training, construction and manufacturing. Retail and accommodation and food services seem to
make the most use of informal social network recruiting but this is poorly documented. Skilled
and professional recruitment seems to rely on specialised job boards, organisational
advertisements, recruitment agencies, overseas advertising and recruitment
There is evidence of under-utilisation of candidate pools such as disabled workers, older workers,
overseas qualified professionals arriving through the generalist skilled migration stream, youth
and Indigenous applicants.
The issue of poor fit between applicants, employees and job requirements is a significant
problem in the Australian labour market. The Recruitment and Consulting Services Association
continues to address the skills mismatch issue and raise awareness amongst their private
employment agency, company and professional membership. However, evidence on corporate
practices, job search, private and public sector websites indicates a low level of awareness of
this issue amongst recruiters more broadly. This implies that even though online resources
provide the possibility of information transparency, the right type of information is not flowing, or
is not being processed well amongst recruitment process stakeholders.
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It is often the case that professional practice is ahead of the literature. Although Australian
scholarly and professional researchers have created a body of knowledge on many aspects of
Australian recruitment practices, there are many more research questions to be addressed. Our
overarching concern is that current scholarly and professional literature does not reflect current
recruitment practice. As a result, this report includes some references that may be regarded as
light, weak, or perhaps dated where there were no other sources available to make the points we
felt were important to include.
The report highlights there is limited Australian rigorous research that systematically reviews:
1. Workforce planning, at organisational level within specific sectors or industries. The absence
of systematic surveys across sectors - other than health and other critical government
workforces - makes it difficult to conclusively comment on the adoption of workforce planning
strategies within specific industries.
2. Recruitment drivers by:
a. Geography, e.g. rural and regional areas
b. Skill level, e.g. unskilled, skilled, graduate and executive recruitment
c. Industry or sector, e.g. manufacturing, social assistance, retail, hospitality, and
d. By employer size, e.g. small business.
3. These research gaps dovetail with a research gap in another critical mechanism for
promoting effective labour market operations - that of incorporating objective skills
assessment during the recruitment process. Objective skills assessment could contribute part
of the solution to over-skilling, perceived skills shortages and under-utilisation of particular
candidate pools. Although there is some evidence of skills assessment in trades and IT
recruitment, it is unclear how widespread this practice is, or what recruitment drivers would
prompt its application. A systematic survey of formalised skills assessment during recruitment
by Australian employers is required.
We commend this report to you.
Dr Denise Jepsen, Martha Knox-Haly, Daniel Townsend
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1 Introduction
Australian employers have faced a unique set of constraints with a tight labour market, economic
pressures and volatility after the recent global financial crisis (GFC). In response, recruitment
practices have been adapted, as strategy theory and the resource-based view of the firm would
suggest:
Recruitment strategies can give a firm a competitive advantage (Wernerfelt, 1984)
Competitive advantage through recruitment comes from internal capabilities and firm
attributes such as employer branding (Barney, Wright, & Ketchen Jr, 2001).
Key drivers behind shifts in recruitment practices as employers aim to achieve competitive
advantage include cost and efficiency and product differentiation (Schuler & MacMillan, 1984;
Wright & McMahan 1992).
Cost and efficiency drivers include e-recruitment systems to manage high volume
applications, while product differentiation includes drivers such as employer branding (Wright,
McMahan & McWilliams, 1994).
Strategic human resources suggests an organisation’s strategic plan and key markets will
determine the labour market and job families from which an employer needs to recruit. To
maximise a flexible workforce and ensure person-culture and skills fit, employers should develop
a set of organisational competencies (Delahaye, 2011). These competencies are the core skills
and attributes to be held by every employee. Strategic human resources and organisational
flexibility are germane to introducing formalised workforce planning and skills assessment. Both
the resource-based and strategic human resources views have gained increasing acceptance
both academically and in practice (Progoulaki & Theotokas, 2010).
This project examined the literature on current Australian recruitment practices, defined as:
‘those organisational activities (such as choosing recruiting sources, developing
recruitment advertisements and deciding how much money will be spent) that influence
the number and types of individuals who apply for a position – that also affect applicants’
decisions about whether or not to accept a job offer.’ (Chapman, Uggerslev, Carroll,
Piasentin, & Jones, 2005)
Full project methodology is in Appendix A. This report addresses the following questions:
1. Main recruitment strategies: What are the main strategies employers use to recruit, inform
and attract potential employees? How has this changed over time?
2. Segmented recruitment: How are employer recruitment techniques segmented by industry,
skill and geography?
3. Recruitment drivers: What drives employer decisions to adopt particular techniques? What
impact do economic conditions have on sourcing strategies?
4. Social media: What has been the impact of social media on employer recruitment practices?
5. Workforce planning: What are the workforce planning implications of employer strategies for
sourcing employees?
6. Applicant skills: What strategies do individuals use to find information about jobs they or are
best skilled for?
7. Skills mismatch: How aware are recruiters of the possibility of skills mismatch and how are
their recruitment practices tailored to minimise this?
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2 Main Recruitment Strategies What are the main strategies employers use to recruit, inform and attract potential employees?
How has this changed over time?
The objectives of a professional recruitment strategy are to attract the right number of high
quality, qualified applicants, to provide a positive experience for applicants, and to strengthen the
employer brand in the labour market (Curtis, 2013). Recruitment strategies should be determined
after job analyses highlight the required skills and capabilities, job and person specifications for
the vacancy or vacancies (AHRI, 2013). Best recruitment practice is to consider both internal and
external strategies. For external recruitment, all advertising media including print, online and
social media should be considered. Recruitment sources should be evaluated based on the
quality and quantity of applicants (Curtis, 2013). Ideally the process should be delivered by
qualified organisational psychologists or qualified HR professionals, perhaps with the assistance
of marketing professionals to identify which media are most suitable for target applicants.
The level and type of position generally determines the advertising mix. A broad mix of sources
(print, job boards and social media) helps maximise the potential recruitment pool for generalist
positions (Employment Office, 2012). For executive and specialist positions, preferred channels
appear to be niche job boards and publications, career websites, online advertisements,
executive recruitment agencies, and social media (e.g., LinkedIn) (DDI, 2012). Some employers
recruit for person-culture fit and to develop a candidate data base (Stop screening, 2011). Often
in aiming for person-culture fit, 'communication skills, initiative, ambition, integrity, ability to fit in,
customer service skills and the ability to take responsibility' are prioritised over technical skills for
senior roles (Dillon, 2008, p.101).
The main trends in recruitment are identified as:
Use of technology
Outsourcing, insourcing and private recruitment agencies
The ‘war for talent’
Devolving HR responsibilities and
Recruitment in small business.
2.1 Use of technology
2.1.1 From newspapers to online advertising
Recruitment sourcing strategies have altered rapidly since 2000, with print media formerly the
dominant form of recruitment advertising, to the internet being listed as the best source of
information for Australian job seekers in the 2005 Going Global Career Guide. Carless (2007)
noted that some 70 per cent of employers were using some form of online recruitment by 2005.
Pressures for cost efficiency encourage employers to pursue cheaper online (‘do-it-yourself’)
recruitment channels (Boedker, Vidgen, Meagher, Cogin, Mouritsen and Runnels, 2011).
The most recent (December, 2013) ANZ Job Advertisement Series illustrates the comparative
strength of online advertising and the dramatic shift away from newspaper job advertisements.
Although both newspaper and internet advertising has fallen since the GFC, newspaper
advertisements have fallen substantially more than internet advertisements. The average number
of newspaper advertisements per week in major metropolitan newspapers fell around 72 per cent
from 19,283 in 2007–2008 to 5,382 in 2012–2013. Over the same period, the average number of
internet job advertisements fell by only around 40 per cent from 225,785 to 135,729 per week
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(ANZ, December 2013). These internet advertisement figures refer to vacancies advertised on
the Seek.com and federal government’s jobsearch.gov.au job boards.
2.1.2 Online job boards
The online job board is used in a similar way to classified job advertisements in daily newspapers
in the past. A job board is an online presence where the employer (generally) pays to advertises
or posts one or more vacancies. These advertisements are substantially less expensive than
print media, are fast and easy to publish, and are easily searchable by job seekers around the
world.
The broad reach of generalised job boards (e.g., Seek, MyCareer, CareerOne and
Jobsearch.gov.au) generates large numbers of applicants, many of whom are unqualified and
inappropriate for roles for which they have applied. Narrower or more specialist searches
including niche job boards tend to result in more appropriate vacancies – closer occupation
matches – for specialist roles. Examples of around 66 generalised and specialised job boards are
listed in Appendix B.
In June 2013, Robert Walters Recruitment surveyed 700 candidates and 400 hiring managers
about their recruitment process preferences. In spite of falling vacancy numbers on job boards,
more than 40 per cent of managers and candidates expressed a strong preference for continuing
to advertise and applying via job boards, 24 per cent of employers intended to use a recruitment
agent and only 6 per cent of employers intended to advertise on LinkedIn (Earl, 2013).
There is evidence that even job boards may be waning as the prime recruitment source:
A ‘substantial fall’ in number of vacancies placed with Seek (Seek, Sept 2013)
Vacancies for Seek, MyCareer, CareerOne and Australian Job Search (Dept of Employment)
job boards fell by 17.4 per cent in 2013 (Department of Employment Internet Vacancy Index,
October 2013)
MyCareer moved to free advertising in July 2013 (Dept of Employment, January 2014)
2.1.3 From job boards to careers/vacancies websites and search engine optimisation
Two other trends may account for the fall in advertised vacancies on job boards. First, there has
been an increase in the use of corporate careers/vacancies websites. In the last few years,
corporate employers have increasingly by-passed the high-volume job search boards by posting
their vacancies on their own dedicated career, jobs, or vacancies websites. Often referred to as
‘direct sourcing’, this level of control on the applicants’ perception of the firm may form part of an
employer branding strategy. Examples of corporate careers/vacancies websites showing how
employers in the highly competitive professional consulting firms use their websites to encourage
the best applicants to apply for and accept jobs with them include Ernst & Young
(http://www.ey.com/AU/en/Careers), Deloitte (http://careers.deloitte.com/jobs/eng-AU) and
KPMG (http://www.kpmg.com/au/en/careers/pages/default.aspx).
Second, job board aggregators are now appearing in the Australian recruitment marketplace.
Reflecting the changing nature of advertising vacancies, these are websites for classified
advertising metasearches that search for (‘crawl’) and summarise relevant information from a full
range of sources including job boards, social media (such as LinkedIn) and corporate or
employer sites. Examples include Indeed (au.indeed.com), Gumtree (gumtree.co.au) and
Adzuna (adzuna.com.au). The Adzuna website claims:
We gather over 500,000 ads from hundreds of job websites… - almost every job ad in
Australia. (Adzuna.com.au/connect.html)
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Although there is no professional or academic literature to support the claim, employers with
corporate careers/vacancies websites are encouraged to optimise their websites for search
engines and aggregators that pick up the vacancies (see, for example, adzuna.com.au/ contact
us). The potential irony of aggregator websites is that the broad re-distribution of corporate
careers/vacancies listings may result in similar high-volume numbers of applications as occurred
when job were advertised directly on job boards.
The trend to corporate careers/vacancies websites, combined with the use of aggregator
websites appears to be at least partly responsible for the decline in jobs being advertised on the
popular job boards such as Seek, MyCareer and CareerOne.
2.1.4 Optimising vacancies for mobile phone use
An additional consideration for employers advertising vacancies on careers/vacancies websites
is the increasing use of smartphones for job search. The number of Australians using
smartphones to access social media and browse online has increased by 67 per cent from 2012
to 2013 (Sensis, 2013). The mobile phone is increasingly used to search for jobs, with a 103 per
cent increase in usage from 2011 to 2012 (JXT, 2013). Job seekers often look for vacancies
while on public transport as well as at all times during the day and evening (JXT, 2013). With
14.5 per cent of all internet page views now on a mobile device, employers who advertise their
vacancies on web pages not optimised for mobile browsing will miss recruitment opportunities
(JXT, 2013). Optimising for mobile browsing includes mobile detection, consideration of loading
speed, and simplified design for thumbs-only typing and searching.
Beyond design issues, a challenge facing many employers and recruiters is the ability to upload
a resume using a mobile phone. Currently there are few recruitment platforms that allow an
applicant to attach or upload their resume when responding to an advertised vacancy using their
mobile phone. Instead, applicants are often required to start the application process by entering
their details using their mobile phone, and then complete the application when at a computer that
allows uploading.
It would be expected that within the next few years there will be a range of products that allow
seamless job search, application, and resume uploading functions from mobile devices although
there is no Australian literature on this yet.
2.1.5 Emerging ‘science of recruitment sourcing’
An emerging trend in the professional consulting literature is what we call the science of
recruitment sourcing. This is based on early organisational psychology research on recruitment
sources and selection methods. Scientific analysis of recruitment and selection data aims to:
Maximise the number or percentage of successful hires (‘true positive’ hires, those who were
hired and perform well on the job)
Minimise the unsuccessful hires (‘false positives’, those who were hired but did not perform
well on the job)
Minimise the non-hires (‘false negatives’, those who would have been successful, but were
not hired, excluded by the recruitment process) and
Maximise the successful non-hires (‘true negatives’, those who were not hired and would not
have perfomed well on the job).
While this analysis of the recruitment and selection function is an established practice that
sophisticated employers, organisational psychologists and consultants have long used, new
technologies have complicated, speeded up and lowered costs in the recruitment process to the
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point where these types of analyses are now available to a broader range of employers
(Employment Office, 2012).
An illustration of how the ‘science of recruitment sourcing’ works is as follows. An employer may
use multiple recruitment sources such as LinkedIn, Google, Facebook, YouTube and traditional
print media in a campaign to recruit one or more employees into one or more roles. The number
and quality of applicants sourced through each platform is monitored during the campaign. The
mix of recruitment strategies may be adjusted according to the results (Recruit-Advantage, 2012).
In some cases, the advertising mix is adjusted in real time, during the recruitment campaign.
Traditional metrics include assessment of volume, time, quality, cost and satisfaction (ANAO,
2008), but advances in HR information systems and communication technologies have led to the
adoption of a wider variety of recruitment metrics (Wilkes, 2013). The decision to adjust
recruitment sources may be based on metrics such as the number of ‘hits’ a recruitment source
is receiving, the dwell time on a careers site compared with the click-through rate on a job board,
or the quality of the applicants from a particular source. The analysis may reflect, for example,
either the immediate ratio of job acceptances to offers made for particular recruitment sources, or
may be reflected in the standard of performance of the new recruit/s at some time after
employment.
The more usual use of recruitment metrics in the past has been to analyse particular parts of the
selection process, such as the contribution to the quality of the final hired personnel that is made
by conducting formal interviews, job sample or other tests, use of psychometric assessment or
other parts of the selection process.
There is a possibility that integration of quality assurance, skills assessment and psychometrics
in recruitment processes could address skill mismatches between job seekers and placements
(Wilkes, 2013). The emerging trend of the science of recruitment sourcing reflects a growing
recognition that a recruiter’s future viability will be based on data analytics (Numbers the Key,
2013). See Table 1 for a list of recruitment metrics.
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Table 1: Recruitment Processing and Sourcing Metrics
Metric Measure Traditional approach Applicant tracking
system
Volume Candidates’ offers
accepted ratio
Post recruitment
evaluation
Real time
Internal/External
candidate ratio
Post recruitment
evaluation
Real time
Recruitment source
breakdown by
recruitment channel
Data captured manually Real time evaluation of
channels
Time Average time to fill
position
Post recruitment
evaluation
Quantitative evaluation
of sources used
Interviews per vacancy Post recruitment
evaluation
Real time
Quality Offer extended vs.
interview volume rate
Post recruitment
evaluation
Real time
Offer-acceptance rate Post recruitment
evaluation
Real time
Turnover rate of new
recruits >1 year
Post recruitment
evaluation
Aggregate candidate
profile used to
quantitatively evaluate
recruitment sources
New recruits
performance ratio
Performance
management data
Satisfaction Turnover rate of new
recruits <1 year
Post recruitment
evaluation
Use data to generate
profiles to predict
organisational fit of new
candidates
Retention rate Post recruitment
evaluation
Cost Recruitment cost per
vacancy filled
Post recruitment
evaluation
Real time
Recruitment cost
breakdown by source
Post recruitment
evaluation
Real time
Employer
Branding
Passive applicant leads
generated through
published media
Applicant feedback
forms
Real time
Satisfaction with
recruitment process
Applicant feedback
forms
Post recruitment
process online surveying
Social media traffic to
candidate ratio
NA Real time
Employee referrals
acceptance rate
Ongoing Ongoing
Social Media Employer brand
awareness
NA Monitoring relevant
social activity
Sources: (ANAO, 2008; Minchington, 2013; Wikes 2013)
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2.1.6 Applicant tracking software systems
Often known as e-recruitment, applicant tracking software has emerged to manage online
recruitment activity. With a Seek advertisement generating hundreds of applications from around
the world, IT systems are usually used to triage and manage the volume of applications and
resumes. Applicant tracking software is recommended to conduct the initial deep cull when large
application volumes are received (Anthony, 2013).
Given the absence of peer-reviewed literature on this topic, Wikipedia provides a useful
description of applicant tracking systems:
The principal function of an applicant tracking system is to provide a central location and
database for a company's recruitment efforts... Data is either collected from internal applications
via the applicant tracking system front-end, located on the company website or is extracted from
applicants on job boards. The majority of job and resume boards (Monster, Hotjobs, Career
Builder) have partnerships with software providers... Recent enhancements include… platforms
that allow companies to score and sort resumes... allow applicants to be sourced from the
company's own database of past job applicants.
Applicant tracking software offers new metrics to improve the chance of better applicant to job
and organisational fit. An US industry survey indicated that 60 per cent of shortlisted candidates
had existing data within the recruiters’ database (Mare, 2013). The software can download from
sources such as LinkedIn, career and job websites and create profiles for potential future
applicants (Mare, 2013). Examples of systems include Taleo, Vagas, Job Partners, SharePoint
and Action HRM. These systems can help increase diversity and engagement of different labour
force segments by broadening and monitoring the recruitment mix (Cockroft, 2013).
These software platforms tend to be provided as cloud-based systems. Cloud-based technology
refers to IT services provided over the internet, anywhere at any time. Cloud-based services
allow, for example, recruiters to access their applicant database from any internet connection,
rather than being restricted to the employer’s IT network.
The newest software platforms are capable of predictive technologies to automatically create
psychometric profiles to assess a jobseeker’s organisational, cultural and job fit for new positions
(White, 2013). The challenge is for recruiters to be competent and knowledgeable to be able to
cull candidates on relevant job factors (Anthony, 2013).
2.2 Outsourcing, insourcing and private recruitment agencies
Outsourcing of human resources functions has been a hallmark of evolving strategic human
resources agenda over the previous twenty-five years (Weisner and McDonald, 2001, Boxall and
Purcell, 2003). The role of recruitment agenciesis set to grow, as organisations increasingly
outsource the recruitment function (Holland, Sheehan and Cieri, 2007).
Sheehan’s (2009) online survey is one of the few large-scale studies (1,372 responses) on
outsourcing of the human resources function in Australia. Sheehan identified the three areas of
recruitment and selection, training and development, and HR information systems as the most
likely functions to be outsourced to external agencies or consultants. Outsourcing consultants
demonstrated similar qualifications, but more varied business experience than in-house HR
professionals. Larger and private sector employers were more likely to use contracted human
resources professionals in recruitment and selection than smaller or public sector employers.
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The APAC Market Pulse Study (2011) found the majority of executives in Australia, Hong Kong,
China and Singapore were considering outsourcing the recruitment function (Outsourcing on a
roll, 2011).
We note also the trend towards outsourcing casual, project-based work through services such as
Freelancer.com for professional services and Airtasker.com for “home and office” services. We
found no material on Airtasker.com or Freelancer.com.au in the recruitment literature. It is
unclear what role, if any, these crowdsourced outsourcing websites may be having on
recruitment of casual employees.
2.2.1 Recruitment process outsourcing and insourcing
Recruitment Process Outsourcing refers to the process by which an organisation outsources all
or part of its recruitment function and is defined as:
… A form of business process outsourcing where an employer transfers all or part of its
recruitment processes to an external service provider. An RPO provider can provide its own or
may assume the company’s staff, technology, methodologies and reporting. In all cases, RPO
differs greatly from providers such as staffing companies and contingent/ retained search providers
in that it assumes ownership of the design and management of the recruitment process and the
responsibility of results. (RPO Association, 2013) http://www.rpoassociation.org/what-is-rpo)
Despite being a major growth area, there is no Australian peer reviewed literature on the use of
recruitment process outsourcing (as distinct from the use of recruitment agencies, discussed
later). Examples of agencies providing recruitment processing outsourcing services include Hays
Talent Solutions (hays.com.au), HrX (hrx.com.au), hyphen (hyphen.com.au, part of Adecco
Australia).
It is useful to note also the trend towards insourcing of the recruitment agency. Insourcing –
sometimes also called ‘employed consultant model’—refers to a recruitment agency providing
their own recruiters to work in the location of the client employer. The agency recruiter looks like
an organisational employer to applicants, although the recruiter’s actual employment relationship
is with the recruitment agency. We found no Australian literature on this issue.
2.2.2 Private recruitment agencies
Recruitment agents have played a key role in decreasing costs and increasing the efficiency of
the recruitment process in Australia (Hall, 2004). Australian recruitment agencies typically consist
of three modes, each now facing new strategic issues. Broadly, these firms focus on:
Sourcing of temporary or casual employees
Outsourcing some or all recruitment processes for permanent employees and
Traditional specialist labour placements and recruitment (Hall, 2004).
Recruitment agents vary in size and scope and may provide any or all of the above services.
2.2.3 The recruitment agency industry
The Recruitment and Consulting Services Association (RCSA) represents more than 3,000
recruitment individuals and organisations, and is an influential stakeholder in the recruitment
sector. The RCSA has been driving a push for increased credibility and quality of service delivery
(Crawley, 2012, 2013).
RCSA reports on the Fair Work Australia Ombudsman’s audit of 1600 employers indicate a 76
per cent overall compliance for awards and pay laws, with 88 per cent compliance amongst
labour hire firms. Accounting and office services achieved a 73 per cent compliance rate,
17
indicating that there is still room for development in this aspect of the recruitment industry
(Crawley, 2012).
Specialist labour hire firms have faced issues relating to improving the skill fit of job seekers,
especially in the construction industry in Victoria (Rimmer & UnderHill, 2005). The RCSA has
directed considerable effort to safety and workplace issues that were potentially caused by skill
mismatches with labour hire in the construction industry (RCSA, 2013a).
The RCSA has provided members with training in non-discriminatory recruitment practices,
including age discrimination. A specialist in mature-age recruitment has referred to rampant age
discrimination in Australian workplaces (Burgess, 2008). The suggestion that agencies prefer an
even more narrowly-defined and younger age bracket for particular occupations than employers
continues to be a challenge (Bennington, 2001; Encel, Nelson, Stafford and Field, 2010). These
potentially discriminatory practices are highlighted in a personal account by a 53 year old human
resources executive who described applying for 68 vacancies and attending 12 introductory
interviews with recruiters over eight months. Hall (2013, p.14) listed the ‘too’ category of
rejections: ‘too old’, ‘too experienced’, ‘too many years with one company’, ‘too intellectual’, ‘too
smart’, ‘too international’.
Recruitment agencies specialising in IT recruitment have been described as ‘victims’ of new
social media technologies, where LinkedIn users bypass traditional job boards and recruitment
agencies (Woodward, 2013a). These agencies have been criticised for treating the global pool of
IT candidates as a homogeneous group, and for failing to make creative use of social media in
candidate sourcing (Earl, 2013).
Additional factors, such as the emergence of sophisticated metrics, improving compliance, RCSA
implementation of a Code of Ethics, an ethical complaints register and social responsibility
awards, suggest there is a concerted effort to professionalise the recruitment industry. The
RCSA’s Pearl Mentoring Programs, RCSA Training Centre, university-linked curriculum and
Workforce Information Line are further examples of professionalisation initiatives (Crawley, 2012,
2013).
2.3 The ‘war for talent’
In the context of relatively low unemployment compared with the USA, the UK and Europe,
Australian employers have adopted multiple strategies to attract the best candidates.
2.3.1 Employer branding and employer of choice
Employer branding refers to those activities designed to enhance an employer’s image as a
sought-after employer. Being recognised as an ‘employer of choice’, a ‘great place to work’ or
otherwise a top employer not only gains increased attention, but improves the likelihood of being
able to attract higher quality applicants, and having job offers accepted by higher quality
candidates. Employer branding increases the quality and quantity of applicants. A good employer
brand will differentiate the employer from competitor employers, and can also help to retain
current employees.
Employer branding increasingly uses social media and crowdsourcing to engage jobseekers
directly through career information sites. Glassdoor, for example, gathers applicant and employer
evaluations of 250,000 companies, jobs, salaries and interviews (see Glassdoor.com.au).
Nicholson (2013) supports the idea of employer brand perception impacting their application
decisions. That survey of 700 jobseekers and over 400 employers found professionals look
online for information about organisational culture (35 per cent), career opportunities (15 per
18
cent), and existing staff (11 per cent). Likewise, 42 per cent of employers believe information
provided online and on social media gave job seekers key insights that shaped their decision to
apply to their company. Social and online media provide new opportunities for employers to
improve the scope of sources used to target candidates (Nicholson, 2013).
There is just one academic study relevant to this topic. A survey of 1372 Australian human
resources professionals found 76 percent said that becoming an ‘Employer of Choice’ was an
important issue over the next five years. The authors of the 2005 survey said this sixth-place
ranking meant employer branding was ‘not a significant issue’ when compared with the top
ranked issues such as organisational strategy and integration (Holland, Sheehan and Cieri, 2007,
p.253). There is no updated research of similar quality that gives us more recent data. However,
based on seminar and conference agendas, we believe employer branding – including employer
of choice initiatives – is an increasingly important long-term recruitment strategy for employers,
featuring high on many employer’s wish lists.
2.3.2 Employee value proposition
Australian HR practitioners frequently use an Employee Value Proposition (EVP) as part of a
recruitment strategy. The purpose of an EVP is to represent the employer branding so current
and potential employees can see the benefits of working for a particular employer (Lau, 2009).
By presenting a clear EVP, employers hope to attract and retain talented employees (Lau, 2009).
An EVP appeals to external applicants by communicating aspects of the employment experience.
An EVP can increase the size of the passive pool of applicants (those who approach employers
directly) and applicants’ response to recruitment activities (Lau, 2009).
While employee turnover is generally lower in the utilities sector, companies such as Sydney
Water have faced difficulties managing an ageing workforce facing retirement. Employee
turnover is expected to increase for critical roles such as water and civil engineers, with 35 per
cent of staff in key roles expected leave in the next ten years. Sydney Water’s strategy to
address both the industry skill shortage and the difficulty in attracting younger workers has been
to develop an EVP that communicates with and attracts jobseekers. Since 2008 Sydney Water
has won a variety of employer of choice awards reflecting their success in communicating the
key benefits and rewards they offer and employer commitment to employees (Goddard, 2011).
Other employers who have won employer of choice awards have developed a clear EVP that
engages jobseekers online and on social media. For Deloitte, for example, social media is a key
opportunity to engage jobseekers and communicate key aspects of organisational culture,
flexibility, career development, continuous learning, teamwork and the importance of their
employees (Deloitte, 2013). Clear, accessible material in the careers and ‘come and work for us’
section are important for applicants. Another consideration is an employer’s reputation for ethical
practice and social responsibility both locally in its home community and globally (The rules of
attraction, 2012). Strategically, a strong EVP means Deloitte is more able to select higher quality
candidates who are more likely to accept Deloitte’s offers over offers from rival firms.
The Australian Defence Force has created an EVP around the broad community and the value of
defending one’s country. This EVP also emphasised the scope for career opportunities in skilled
roles and flexibility for working parents (Operation recruitment, 2010).
19
2.3.3 Employer awards
As briefly referred to above, there are a relatively large number of awards and titles available to
organisations that enable qualifiers, finalists and winners to claim some type of externally-
endorsed ‘employer of choice’ status. The decision to participate or nominate in awards
processes often forms part of an employer branding strategy.
The awards tend to be either competitive (requiring nomination and normally a fee), based on
internal employee surveys benchmarked by consulting companies, or nominated by government
agencies. Awards may be made to individuals, teams or organisations using a variety of methods
and measures to determine finalists and winners. Award logos are frequently included in
recruitment advertisements as a means of informing and attracting potential employees.
Examples of awards of this type include:
BRW Best Places to Work (http://www.brw.com.au/lists/best-places-to-work/2013)
Dream Employers (http://www.dreamemployers.com.au/)
Great Place to Work (http://www.greatplacetowork.com.au)
AON Hewitt Best Employers
(http://respond.aonhewitt.com/content/ANZ_2013_Best_Employers_home)
Workplace Gender Equality Agency – Employer of Choice for Gender Equity
(http://www.wgea.gov.au/lead/wgea-employer-choice-gender-equality-citation)
Australian Human Resources Institute (AHRI) Excellence in HR awards
(http://www.awards.ahri.com.au/).
Glassdoor’s Top 50 Best Places to Work (glassdoor.com.au)
Winning an employer of choice award is an acknowledgement of the variety of factors drawing
jobseekers to industries and particular companies other than salary package (HCA, 2013). The
Randstad award 2013 was awarded to the ABC for developing the capacity to attract jobseekers
across the whole population with particular success in recruiting women and older workers (HCA,
2013). The main attraction drivers for the ABC were job content, learning and career
development opportunities, a strong workplace culture and work-life balance (HCA, 2013).
These awards, particularly competitive awards, appear to reflect a generally tight labour market
and employers’ need to distinguish themselves to attract high-quality applicants.
2.4 Other trends
2.4.1 Devolving HR responsibilities
The structure of HR teams in an organisation may be centralised (one central HR unit services
the whole organisation), decentralized (multiple HR units, each services their local part of the
organisation), or hybrid (some centralised and some local HR functions). Beyond the HR
structure, however, in some organisations, responsibility for some HR functions have been
moved from HR teams and ‘devolved’ to business unit line managers. Line managers have
usually been involved in the hiring process, but a devolved model puts line managers at the
centre of the recruitment process. In a devolved model, HR units are advisors rather than
recruiters. All four models (centralised, decentralized, hybrid and devolved) are used by
Australian employers.
One study illustrates the relative importance of recruitment in a devolved HR structure. A survey
of 381 South African and 653 Australian line managers from a range of industries reported that
line managers were taking greater responsibility for generalist HR functions (Vermeulen, 2003).
20
Despite the utility of recruitment and selection in shaping organisational culture, both Australian
and South African respondents saw recruitment and selection as the ‘least important area’.
Respondents instead gave priority to training and development, industrial relations, HR
information systems and occupational health and safety.
Although there is no scholarly evidence, we believe devolved HR structures have become more
popular in the ten years since that study was conducted. Recently emerged cloud-based
technologies have given line managers easy (‘anywhere, anytime’) access to powerful and user-
friendly software to help manage many HR functions. Differences in employer attitudes and
recruitment outcomes between centralised, decentralised and devolved structures, if any, are yet
to be identified. For example, we do not know if line managers continue to see recruitment and
selection as an area of low importance compared with other HR priorities, or whether or when
line managers prefer to outsource recruitment and/or selection to employment agencies.
2.4.2 Recruitment in small business
There is a relative lack of attention given to understanding recruitment practices in small
businesses, which represent the bulk of Australian businesses. Recruitment is an ongoing
challenge for these employees as they compete for skilled staff against better-resourced
recruitment strategies of larger firms.
Two Australian studies refer to formalising HR practices in small firms. Kotey and Sheridan’s
(2004) study compared recruitment and selection, training, and performance appraisal amongst
micro, small, niche and medium sized firms in Queensland. There was more documentation and
formalisation as firms grew in size, with an initial rapid increase that slowed as firms consolidated
their growth. These findings led Kotey and Sheridan (2004) to argue against standardised
recruitment and HR practices in small businesses. Bartram (2005) found the increase in
formalised HR practices in small firms has been in response to industrial relations reforms over
the previous decade.
One Australian study examined recruitment strategy in small business. Barrett, Neeson and
Bilington (2007) interviewed 27 small business owners in Victoria’s Latrobe Valley, participants in
a government-funded small business assistance program. Those with formalised HR practices
directly linked to business strategies were found to be better at marketing their employment
opportunities to potential candidates. Use of formalised HR practices was also correlated with
business growth. The authors noted this was a motivated and educated sample, and the
conclusions may not be generalizable.
21
3 Sector, Skill and Geographic Differences How are employer recruitment techniques segmented by industry, skill and geography?
The six largest industries based on employee numbers are examined in this section. Each
industry has a unique profile of recruitment strategies and means by which job seekers research
employment opportunities. Each section includes comments on the literature available under the
following categories, where available.
General recruitment trends
Rural recruitment trends
Overseas recruitment
Skills segmentation by level, e.g., skilled, unskilled, professional level
Impact of economic cycles on recruitment.
While it is possible to comment on industry level recruitment drivers, there is limited information
on organisation-specific drivers within a given industry.
3.1 Health Care and Social Assistance sector
The Health Care and Social Assistance sector has been separated into literature available on the
Health Care sector and literature available on the Social Assistance sector, as the former is
relatively well documented compared with the latter.
3.1.1 Health Care: General recruitment trends
There is a large body of high quality literature on the health care workforce in Australia, much of
which refers to both recruitment and retention. Consolidated, comprehensive and up-to-date
information on the Australian health care workforce is available from Health Workforce Australia
(HWA). The following sections refer to HWA 1 as well as other sector-specific literature.
The main health care industry recruitment drivers are demographic (an ageing workforce and an
ageing population), the growth of medical specialisation, and a rapid evolution of medical
technology (Garling, 2008). These drivers have led to simultaneous workforce shortages through
retirement of health professionals along with a growing need for their services. Other industry-
level drivers include the uneven distribution of health professionals in rural versus metropolitan
areas, growing pressure for specialisation, and supply bottlenecks and vacant positions caused
by education inefficiencies.
Health care workforce shortages have been steadily increasing since the 1980s, and reflect a
global crisis across a number of western economies (Wellard and Stockhausen, 2010). This
shortage has led to a far-reaching program of review and workforce planning led by Health
Workforce Australia (HWA). HWA has outlined a strategy of implementing and supporting
productive workforce models with the specific purpose of improving recruitment and retention of
health professionals. A recommendation that impacts recruitment is the call for better
coordination between employers, educators, government and trainees through a National
Medical Advisory Training Network (HWA, 2013a). In particular there is a call for improved
efficiency around training and recruitment for nursing and medical interns.
1 Based on recommendations from HWA, we have directly reviewed: A Summary of Health Workforce 2025 – Volumes
1 to 3; Health Workforce 2025 – Doctors, Nurses and Midwives – Volume 1; HWA Strategic Plan 2013 – 2016;
National Rural and Remote Health Workforce Innovation and Reform Strategy; Growing our future: Final report of the
Aboriginal and Torres Strait Islander Health Worker Project.
22
In 2001, the NSW Department of Health introduced the first of a number of proactive recruitment
strategies designed to increase the available health professionals workforce. One strategy is the
Western Sydney Health Nurse Ambassador Project (Bryon and Lane, 2002). Under this program,
nursing ambassadors are selected and trained before attending schools, universities and nursing
industry expos. The program’s objective is to increase the number of school leavers and
university students entering the nursing profession.
At a broader level, internal recruitment is a common strategy across all states. Student nurses
tend to use workplace placements to find suitable jobs. There is a suggestion from nursing
student surveys that this strategy has varying levels of effectiveness across nursing
specialisations. For example, there is a chronic shortage of psychiatric nurses, which is not a
popular specialisation amongst nursing students (Happell and Gough, 2007). There has been
some success with structured residency programs with inductions and orientations that built
student nurses’ sense of competence. These programs were successful in building a future
labour pool (Happell and Gough, 2007).
Gaynor, Thompson, Gallash and Stewart (2008) began collecting longitudinal data on nursing
students from 10 Australian universities as part of a joint UK, Australian and New Zealand
governments project. The study’s objective was to develop a workforce planning model based on
the most effective recruitment channels for retaining skilled nurses, and to predict future labour
force fluctuations and shortages. The preliminary report on establishing a minimum demographic
profile for nursing students did not contain data on actual recruitment channels.
Cleary, Happell and Hosfall (2012) have developed a theoretical framework around factors
potentially attracting or deterring student nurse applicants. Acceptance by qualified nursing staff,
workload, hospital culture, supervisory support and appraisal of positive outcomes for mental
health are some issues in student nurses’ choices in applying for placements.
The majority of West Australian registered nurses indicated they chose their careers because
they wanted to care for patients, and only a minority of nurses had selected the profession on the
basis of extrinsic rewards (McCabe, Nowak and Mullen, 2005). The study noted generational
differences in nurses career choices. Older nurses (40+) trained through the hospital system
indicated that instrumental aspects such as salary and future earnings were most important in
chosing their career, while younger, university-trained nurses highlighted the importance of
responsibility, autonomy, pleasant working conditions and the opportunity to work creatively.
Appendix C contains key findings from HWA’s Australian Health Workforce Shortages (2012)
report, and Appendix D lists a number of other potentially-relevant Health Workforce Australia
documents relating to the health workforce.
3.1.2 Health Care: Recruitment of rural health care workforces
Health workforce shortages are particularly acute in rural Australia. Rural areas are heavily
reliant on locums, drive-in-drive-out and fly-in-fly-out, contract and temporary workers, student
trainees and overseas trained health professionals (HWA, 2013b). Recruitment for public health
in remote locations has been competing with the mining industry. A number of studies have
examined rural health care workforces and programs.
Proactive programs to encourage student participation on rural practicums, such as in Western
Australia and South Australia, have been found to be positively correlated with the intention of
pursuing a career in rural health practice (Hemphill, Dunn, Barich and Infante, 2007). The
programs identify and support students in remote, rural and regional communities who are
23
interested in pursuing a career in medicine (Emery, Hurley, Williams, Pougnault, Mercer and
Tennant, 2009). A Rural Workforce Agency scheme supporting recruitment and retention of rural
nursing and midwives commenced in 2012 (HWA, 2012b).
The West Australian Health Department uses a multi-level recruitment strategy consisting of
workshops and presentations on application processes, as well as tutoring/mentoring programs
for students in entrance examination preparation. Applicants are then recruited for rural
internships. A longitudinal evaluation of this program indicates it has been successful in boosting
the supply of rural health professionals (Emery et al., 2009).
Hemphill et al. (2007) examined recruitment marketing strategies for rural medical practice when
they surveyed rural GPs, medical students and regional administrators in South Australia.
Results demonstrated merit in promoting rural practice with a form of structured succession
planning. Tailoring recruitment campaigns using market branding practices around the actual
medical practice, rather than the region, were successful.
Buchan, Nacarrella and Brooks (2011) predicted that by 2014 there would be a 170 per cent
increase in medical graduates, which would ultimately reduce reliance on overseas recruitment.
That study does not distinguish between workforce shortages in metropolitan and rural
communities. Given the declining numbers of young people in rural communities, it is
questionable whether increased student numbers alone in metropolitian universities would be
enough to resolve recruitment challenges in remote areas.
HWA (2011, 2013b) has specifically addressed attraction and retention of the rural Indigenous
health care workforce. Problems with recruitment and retention of Indigenous health workers are
partly caused by inequities in housing, pay and employment conditions. Locally-customised
recruitment programs for specific Indigenous communities were recommended (HWA, 2011).
Workplaces with greater success in recruiting Indigenous health workers were found to be
characterised by cultural awareness and respect, valuing of Aboriginal and Torres Strait Islander
health workers and positive multidisciplinary relationships. These workplaces had strong
leadership with Indigenous managers and programs for long-term commitment to the
professional development of individual Aboriginal and Torres Strait Islander health workers.
Workplaces with these characteristics seem to have achieved ‘employer of choice’ status
amongst Indigenous health professionals HWA (2011).
While there are areas of overlap with rural workforce issues, provision of services to remote
Indigenous communities has some unique challenges that inform the recruitment process (HWA,
2013b). In addition to the usual reliance on drive-in drive-out, fly-in fly-out and overseas-trained
health professionals, remote communities rely heavily on a core workforce of Indigenous health
professionals. There have been recommendations for targeted health workforce recruitment and
employment skills in young people, males and former Indigenous health workers to address this
particular workforce planning requirement (HWA, 2011). Examples of targeted programs include
the National Health Heros program (see http://www.healthheroes.health.gov.au/), which provides
career information to Indigenous health professional job seekers.
3.1.3 Health Care: Overseas recruitment of health care workforces
Reliance on recruitment of overseas-trained health professionals has increased with one in four
Australian doctors, and one in six nurses holding overseas qualifications (Buchan, Nacarrella and
Brooks, 2011). The majority of the literature in this area relates to employment or retention,
rather than recruitment, of overseas health professionals.
24
There is a small body of literature on the source of Australian overseas-trained health
professionals. Buchan (2004) found Australia and Norway recruit nurses from other high income
developed economies while the United States, United Kingdom and Ireland recruit nurses from
lower income economies. New Zealand is a particularly important sourcing country for health
professionals. Migration away from source nations is an important ethical issue, as Australia is a
signatory to The Pacific Code of Practice for the Recruitment of Health Workers (2007) and the
World Health Organisation Code of Practice on the International Recruitment of Health Personnel
(2010).
Emerging ethical issues around overseas health professionals include unfulfilled training
promises and recouping costs from health professionals for services not provided (HWA, 2012b).
Health Care: Skills segmentation and recruitment of health care workforces
Specialist health care job boards often include less skilled jobs. They include but are not limited
to Australian Healthcare and Hospitals Association, HACjobs (Health, Social Services &
Community sector), NSW Health, HEALTHposts.com.au, Nursing Jobs, Nursing Careers Allied
Health, PsychXchange (Psychology), South Eastern Sydney Area Health Service and Nursing
jobs – Perth.
Generalist, lower skilled jobs are also advertised on relevant state department or private hospital
websites. Appendix E illustrates some of the recruitment sourcing strategies used in the
Australian health workforce.
3.1.4 Social Assistance: General recruitment trends
Recruitment strategies in the social assistance sector are not as well documented as the health
care workforce. There is a scarcity of information about recruitment in rural and remote areas,
overseas recruitment and skills segmentation. The lack of information on recruitment in this
sector is potentially problematic, as the sector includes many not-for-profit (NFP) employers who
are increasingly delivering social services in Australia. Recruitment can also cover paid
employment and intensive volunteering work, such as foster parenting (Kurnuszko, 2008).
Operational-level employees are often attracted to working in NFP organisations because of the
opportunity to assist others and redress social inequities. For these employees, the traditional
values of charity, care, human rights and relationships are the main priority. These values are
often used by NFP workers to justify accepting lower wages (Cunningham, 2001).
However, the social assistance sector is transitioning from being traditional and institutionally-
oriented to being more market-oriented and competing for funding. These changes are reflected
in recruitment advertising for NFP executives. Green and Dalton (2007) analysed 512 recruitment
advertisments for NFP executives between 2002 and 2006. They found increasing use of market,
rather than values-oriented language. Close to 80 per cent of advertisments required business
experience, compared with 54 per cent requiring NFP sector experience. A third of advertised
positions asked for qualifications, while sixteen percent asked for business qualifications
specifically. Business experience was the overwhelming criterion. This recruiting of experienced
business executives can be a potential disjuncture between NFP executives and their workforces
who are often motivated by different values (Green et al., 2007).
We were unable to source evidence of rural or overseas recruitment strategies or skills
segementation in the social assistance workforce. Appendix E lists some recruitment sources
and strategies for the social assistance sector generally
25
3.1.5 The impact of economic cycles on health care and social assistance sector
recruitment
As the health care sector is strongly positioned in the public sector, it is somewhat protected from
economic cycles. However the GFC, with associated waves of retrenchments and public sector
cuts in Europe, Britain and America, resulted in Australian health employers being able to attract
more skilled labour.
26
3.2 Retail and Hospitality sectors
Both retail and hospitality (a sub-sector of the Accommodation and Food Services Industry)
sectors use a variety of recruitment strategies such as job boards, Facebook, recruitment
agencies and frequently rely on informal social networks.
In the hospitality sector, accommodation and food services have the youngest age profiles,
relying on school leavers, students and part time workers. This workforce is characterised by low
levels of formal education qualifications (AWPA, 2013b).
3.2.1 General recruitment trends in the retail and hospitality workforces
Two studies examine a combination of both retail and hospitality workforces. The first study
(Treuren, 2007) looked at how 117 undergraduate students (of whom 72 per cent worked in
either retail or hospitality) gained part-time or casual employment. Around 81 per cent found their
jobs through strong family or social ties, where a third party secured the job opening, and many
did not go through a formal job application process. Around 70 per cent had obtained information
about their employer through friends already working there.
The second study of both retail and hospitality looked at the employer’s perspective. Smith and
Kemmis (2010) conducted four focus groups of retail and hospitality employers from
supermarkets, hotels, restaurants and florists across three Australian states, supplemented with
a small telephone sample of employers. Industry experience was the overwhelming employer
consideration for recruitment of most occupations.
There are a number of studies examining the retail sector only. The lack of formality of
recruitment strategies in retail is reflected in the Australian Centre for Retail Studies (2006)
research on career paths in retail. No participants viewed working in retail as a long term career
option. HR managers in retail described themselves as ‘falling into the role’ through part-time
work while at university (ACRS, 2006, p.2).
Despite older evidence that retail HR managers could not rely on recruitment agencies,
particularly in rural areas (ACRS, 2006), recruitment agencies such as Hippo deliberately focus
on young job seekers looking for casual and part-time work, providing services to major retailers
such as Woolworths and Rebel Sports (Lindhe, 2008).
More recently, Hall and van den Broek (2012) demonstrated aesthetic labour as a dominant
recruitment strategy in Sydney’s retail fashion industry. Aesthetic labour refers to tacit or implied
recruitment based on physical appearance, including age, communication style, body type and
gendered presentation. Additional stratifications within the recruitment process were found to
favour applicants aligned with the firm’s branding, market orientation and target consumer groups.
Similarly, AWPA’s retail workforce review noted use of social media such as Facebook and
LinkedIn in sourcing employees who ‘fitted the brand’ (AWPA, 2013a, p 30).
3.2.2 Rural recruitment of retail and hospitality based workforces
There is limited evidence on recruitment strategies for rural and regional retail and hospitality
workforces. Recruitment from social networks is used in rurally-based service firms. Cameron,
Miller and Frew (2009) examined recruitment strategies in small family-owned and managed
service businesses in rural and regional Australia. Some employers used relationship marketing
through social and community networks among existing employees. This has been presented as
an under-used strategy.
27
3.2.3 Overseas recruitment in retail and hospitality
This is another under-researched area of recruitment.
The use of short term foreign labour is a frequent practice in some industries. Job boards (e.g.,
jobsearch.gov.au, www.youthcentral.vic.gov.au, gumtree.com.au, simplyhired.com.au,
ringabackpacker.com.au) advertise jobs for travellers, while Youth Hostels Australia runs an
ongoing recruitment campaign for overseas travellers to work in their hostels. Employment
opportunity for travellers is showcased through Expos such as Adventure Travel and
Backpackers Expo, Work and Travel Expo and the Reinvent Your Career Expo.
Overseas recruitment in the retail sector tends to be used where there is a lack of local
candidates for executive roles and some roles (e.g., executive merchandisers) may be filled by
overseas applicants (AWPA, 2013f).
With respect to the hospitality sector, there is some pre-GFC evidence that restaurants hired
specialist chefs through 457 visas to fill specialist positions (Khoo, Voigt-Graf, McDonald and
Hugo, 2007).
The Sydney Bar Tender Exchange is a Facebook page with 3,636 members. The page is
connected with the Global Bar Tender Exchange which also has Facebook, Twitter, LinkedIn and
blog connections. These social media channels form a job sourcing forum for overseas and local
members who want to work in the Sydney bar industry.
3.2.4 Skills segmentation and recruitment in retail and hospitality
It is unclear how skills segmentation interacts with choice of recruitment strategies in either retail
or hospitality sectors.
Attraction and retention of skilled workers for higher level administrative and management roles
seems to be a particular challenge. AWPA (2013a) notes the sector is challenged by young
workers’ perceptions that the sector is only for short term, casual, low skilled employment
opportunities, and unable to offer long term career paths (AWPA, 2013a).
3.2.5 Impact of economic cycles on retail and hospitality recruitment
With respect to the hospitality sector, recruitment agencies are still used for executive and
management recruitment in this sector and this does not change with the economic cycle. As
recruitment agencies provide catering and wait staff for large events, the economic cycle would
be expected to have a significant impact on the hospitality sector, however we could not find any
research evidence on this topic.
Appendix E lists recruitment sources and strategies for the retail and hospitality industry.
3.3 The Construction sector
The construction sector has been characterised by a volatile set of recruitment drivers. We found
no peer-reviewed research on recruitment in the Australian construction sector, but recruitment
drivers (such as demand from China and interest rates) are well documented in other sources
such as recruiter surveys, media articles and job board advertising.
According to AWPA (2013e), the skills shortage in the resources sector has eased, and ‘the
proportion of occupations facing shortages is now at the lowest level since 2007’ (AWPA, 2013c,
p.2), as many large projects shift from a construction phase to operational phase. This transition
is expected to end around 2018. The challenge now facing the resources sector is to build a
skilled operational workforce (AWPA, 2013e).
28
3.3.1 General recruitment trends in the construction workforce
The construction industry has historically been characterised by fierce competition for skilled
professional staff, however as the construction phase of resources project eases (AWPA 2013e),
skills shortages start to ease and construction workers become available to other sectors. We
could not find research on recruitment issues addressing these changes in the employment
landscape.
There is limited evidence of recruitment in the construction industry more generally. Seeking
employer of choice status led to research collaboration between Watpac Construction and the
University of NSW (Sedighi and Loosemore, 2012). From 26 international universities, 160
undergraduates were surveyed about what would encourage them to join a construction
organisation. Students identified positive workplace relationships, being able to learn on the job
and being in a workplace that was passionate about the work. These results have been used to
shape and influence the content of recruitment campaigns.
A similar vein was evident in Australian Rail Track Corporation’s recruitment drive for engineers
on the Hunter Valley Rail network upgrade. The campaign represents employment as a rare
opportunity for diverse, professionally-challenging engineering work, while pursuing a positive
community lifestyle based in the Hunter Valley (The Newcastle Herald, 2012).
Sunindijo (2012) conducted a survey of 273 project personnel across three large construction
companies, with a view to informing recruitment strategies around leadership capabilities. The
study concluded there was a relationship between emotional awareness, political astuteness,
transformational leadership and effective project management. It was suggested that recruiting
strategies incorporate processes to capture candidates with these qualities. An organisational
reputation for good leadership was found to add to perceptions as an employer of choice.
3.3.2 Rural recruitment of resource project construction workforces
Larger mining employers in regional Queensland and Western Australia reported such workforce
shortfalls that they were recruiting fly-in-fly-out workers from around the world for specialist roles
(Miners search, 2011). Use of fly-in-fly-out (and drive-in-drive-out) workforces in the mining
sector has led to a widely discussed concern that local communities adjacent to remote mining
projects miss out on employment and economic benefits.
As a response, Andrew Forrest’s Australian Employment Covenant has an objective of creating
50,000 sustainable jobs in the mining industry for local Indigenous Australians. The number of
vacancies filled through this program was 9,500 (Closing the Gap, 2012) and more recently since
the program expanded to incorporate the Generation One initiative in late 2012, there have been
12,000 committed jobs filled (http://www.fiftythousandjobs.com.au/). Challenges for this scheme
include developing cultural competencies, social networks and the calibre of jobs.
3.3.3 Overseas recruitment in construction
As indicated above, at times there has been a disconnect between a locally-available labour
supply and the labour used in construction projects. One media report demonstrates the activities
of a single large construction employer. In 2008, the Australian construction firm, Leightons, won
$3 billion worth of road construction contracts (Leighton offers UK roadbuilders work down under,
2008). Recruitment conducted through Hays Construction GlobaLink Division in London included
online and industry journal advertisements. Leightons conducted a recruitment drive in the UK for
25 road building professionals (such as construction managers, engineering managers and site
managers).
29
In a undertaking in October 2008, the ‘Down Under Expo’ was conducted in Dublin (Smith, 2008).
This was a careers expo and recruitment forum for industry employers and immigration agents
looking for skilled Irish workers and professionals. The event was timely for those skilled trades
and professionals starting to be displaced by the GFC. The event offered a particular opportunity
to Australian construction employers, given Ireland’s own construction industry had been badly
impacted by a credit collapse.
These types of international recruitment initiatives have also been pursued in the mining
resources boom, which had resulted in historically low levels of unemployment (approximately
2.8 per cent in 2008) in states such as Western Australia (Milman, 2009). In this sense the
economic circumstances of the GFC opened up access to an international labour pool.
3.3.4 Skills segmentation and recruitment in construction
Labour hire firms and job search websites are used for both skilled and unskilled recruitment. In
the construction industry generally, the highly ranked job search websites are Careerone, Indeed
and Gumtree. Specialist mining sector job search websites include Mining Employment Services,
Mine Jobs, Skye Recruitment and NRMjobs (Environment, Water and Natural Resource
Management sector).
Highly skilled professional labour is sourced through a combination of aggressive local head
hunting by dedicated recruitment agencies and overseas recruitment by specialist recruitment
agencies. Professional overseas candidates are sourced by agencies such as Job Capital and
Hudson Global which specialise in specific overseas markets. Again this topic could benefit from
more detailed research on how unskilled workers are accessing job information both locally and
internationally.
Appendix E provides information on the different recruitment sources for the construction industry.
3.3.5 Impact of economic cycles on recruitment in construction
There is some literature on construction industry recruitment referring to around the time of the
GFC. Although perhaps less relevant, these references are included for the sake of
completeness:
Even during the mining boom, there have been limited periods of depressed recruitment
demand, such as in the six months following the GFC. Declining confidence was attributed to
the anticipated fallout from the GFC. Declining confidence and large private sector contracts
resulted in construction companies losing profitability as their assets were devalued
(Thangaraj and Chan, 2012).
From November 2008 to September 2009, recruitment levels were estimated to be down by
around 20 per cent, with 6000 West Australian workers losing their jobs (Milman, 2009).
The October 2009 Manpower Employment Outlook survey canvassed 2,779 employers in
construction and mining. This survey reported a fall of 6 per cent in employment demand
across all states and territories other than the Northern Territory (Mining and Construction
Employment Confidence Down, 2009).
Recruitment demand in construction responded positively to the introduction of economic stimulus packages in the second half of 2009. The progression of additional Queensland oil
and gas projects sparked a recruitment boom for human resources professionals, recruiters
and change agents on these projects in the last quarter of 2011 (HR Jobs Go East, 2011).
30
3.4 The Manufacturing sector
AWPA (2013d) notes that the manufacturing workforce tends to be male-dominated, older and
employed on a full time basis. Nearly half the workforce (45 per cent) does not possess any
formal qualifications, with a further third of the workforce possessing VET qualifications.
Recruitment drivers in Australian manufacturing include overseas demand and emergent
technologies. The Prime Minister’s Taskforce on manufacturing noted that Australia’s
manufacturing sector’s competitive edge lies in low to medium technology, with a dominance of
small to medium firms (Prime Minister’s Manufacturing Taskforce, 2012). There has been limited
emergence of niche, highly specialised, technical and innovative manufacturing in
pharmaceuticals and biotechnology (Anderson, 2013; AWPA, 2013e).
3.4.1 General recruitment trends in the manufacturing workforce
Overall manufacturing output and employment levels have not kept pace with broader economic
indicators since 2002–2003 (AWPA, 2013e). This economic trend impacts the industry’s ability to
recruit graduates who regard the sector as being in a state of decline (AWPA, 2013e). Certain
manufacturing sectors have experienced substantial growth as they meet demand from emerging
Chinese markets for pharmaceuticals, biotechnologies and foods. There has been a
corresponding surge in recruitment demand for experienced executives and skilled technicians in
these segments (Anderson, 2013).
AWPA (2013e) notes that historically universities have played a minor role in providing skilled
labour for the sector, but this is likely to change as increasing job complexity requires higher skills.
General manufacturing industry feedback suggests a reluctance to invest in intensive training
(AWPA 2013f). There are however specific examples of the sector forging relationships and
involvement in the education and professional development of science and medical staff through
research programs and institutions on campus (e.g. Wollongong University’s Innovation Campus,
CSIRO, ANSTO and University of Queensland safe food production) and funded internships and
scholarships (e.g. Boeing, BHP, GE, Unilever). The food and pharmaceuticals sectors are
responding to skills shortages by recruiting from adjacent sectors and providing intensive training
(Anderson, 2013). Other examples include training and outreach programs with schools and
registered training organisations (Acil Allen, 2013).
Despite a third of manufacturing workplaces being located in rural areas, there is little information
about specific rural recruitment practices.
3.4.2 Skills segmentation and recruitment in manufacturing
Michael Page Recruitment surveyed 3,200 employers, with 48 per cent of respondents predicting
a professional skills shortage in the next twelve months (Johnson, 2011). The food and
beverages and pharmaceuticals manufacturing sectors were using recruitment strategies offering
5–10 per cent above market salary, and advertising the chance to work on interesting projects or
in people management.
An AiGroup employer survey highlighted particular struggles to recruit technicians and
professionals with sufficient STEM (science, technology, engineering and maths) skills (AiGroup,
2013).
Popular job search websites for manufacturing jobs include tradeyourjob.com.au,
jobsearch.gov.au, Careerone and Mycareer. Engineers, skilled trades and apprentices are also
being sourced through career expos such as National Careers and Employment Expo, Skills
Employment and Career Expo, Engineers Australia Careers Expo, Victoria Jobs Expo and
Queensland Jobs Expo. There appears to be little research that systematically explores how the
31
selection of recruitment channels is adapted for skills segmentation. Appendix E summarises
recruitment sources for the manufacturing sector.
3.4.3 Impact of economic cycles on recruitment in manufacturing
According to Johnson (2011) recruitment demand in manufacturing sectors such as automotive,
aerospace and chemical manufacturing was still suppressed at the time of writing due to the GFC.
By contrast, recruitment need increased in areas not impacted by business cycles, such as food
and beverage and pharmaceuticals manufacturing. This fluctuating recruitment need created
pressures for labour force flexibility, which the sector has resolved by accessing available labour
from adjacent sectors through local print media and job search websites such as Seek.
For example, British Aerospace Engineering retrenched 450 workers in Victoria after losing a
maintenance contract, but won the contract to run the Defence Aeroskills Training Academy in
Wagga. Much labour was sourced locally, believed to come from the former training centre run
by TAFE NSW Riverina Institute, which itself had retrenched 114 staff after failing to win the
contract (Gleeson, 2013).
3.5 Education and Training sector
The education and training sector incorporates primary, secondary, and tertiary (vocational and
higher) education. Public sector recruitment of teachers and academics is conducted by internal
recruitment officers who advertise online and in print through job-seeking sites, organisational
websites and industry journals.
3.5.1 General recruitment trends in the education and training workforce
Australian teachers have cited behaviour problems, workloads, class sizes and poor pay as the
key reasons for leaving. This has prompted debate about the need for an integrated strategic HR
management approach which attracts candidates with good working conditions, career
progression, well developed performance appraisal systems and performance-based pay. Delphi
groups were conducted with teaching experts from public, Catholic, independent schools and
academe to scope HR practices such as performance-based pay, career progression, effective
performance development and fair performance appraisals. They concluded that working
conditions and HR strategies were the two key features in recruiting and retaining teaching
graduates (Ashiedu and Scott-Ladd, 2010.
Public sector teaching executive roles were mainly filled through internal recruitment when
Gronn and Lacey (2006) interviewed public sector teachers who aspired to become school
principals. Respondents from across three states said an internal recruitment process was akin
to principals cloning their successors in their own image. The results suggested a risk-averse
recruitment approach that worked against organisational renewal. There is a lack of evidence
about recruitment of school leadership roles in independent and private schools.
Special education teaching also has recruitment difficulties. Thomas (2007) predicted 70 per cent
of Victorian special education principals and 40 per cent of teachers were eligible for retirement
before 2012. In 20 per cent of Victorian special education schools, fewer than half the staff had
special education qualifications, while in another 43 per cent of schools, half to three quarters of
the staff posessed relevant qualifications.
Bagilhole and White (2008) examined academic recruitment processes at each level of academic
management in UK and Australian universities. They concluded that gendered recruitment and
selection strategies were having an adverse impact on the potential candidate pool by excluding
female academics. In particular, the study noted the exclusion of female academics from informal
32
professional networks and research collaborations which later became the basis for applicant
pools for senior academic roles.
The crucial nature of camaraderie in recruitment to higher academic executive functions is
evident in O’Meara and Petzall’s (2007) study of Australian Universities’ Vice Chancellor
recruitment. The relationship between Vice Chancellors and Chancellors was identified as a
highly influential factor in recruitment, selection and appointment to Vice Chancellor roles.
3.5.2 Rural, remote and regional teachers
Like state-based health employers, public education departments have faced a challenge
recruiting teachers in rural and regional locations (Locke, 2008). Again necessity has demanded
innovative recruitment strategies. This is particularly the case for Western Australia, which has a
high proportion of schools in rural and remote settings, and where teachers are leaving education
to pursue careers in mining. As with West Australian health, the education sector has tentatively
begun to consider the explicit use of strategic HR management strategies in workforce planning
and anticipating future recruitment needs. This study was sparked by an earlier survey of 1,299
Australian teachers by the Australian Education Union in 2006, which indicated that a quarter of
new teaching graduates were planning to leave teaching within five years. This increased to 43
per cent of the West Australian sample reporting turnover intentions.
Other initiatives include rural practicum schemes. The West Australian Department of Education
and Training (WA DET) have collaborated with the WA Chamber of Minerals and Energy on
funding the Student Teacher Rural Experience Program (STREP). This scheme financially
supports student teachers who want to complete their last practicum in a rural or remote
education district. Student teachers are given a stipend and return travel costs. Locke’s (2008)
evaluation indicated this program was a positive experience for the majority of students, with 75
per cent of STREP participants reporting a preparedness to seek a rural teaching position. The
scheme continues to offer final year student teachers a practicum in rural and remote schools.
Sharplin (2010) has evaluated research on a less intensive, one week variation of rural teaching
placements, called the rural field trip program. Six years of data indicated 92 per cent of
respondents’ views of what was involved in rural teaching had changed, and 65 per cent of
participants indicated a positive intention to seek out rural teaching posts.
3.5.3 Overseas recruitment of education workforces
We were unable to source information about overseas recruitment of primary and secondary
teachers in either the public or private sector. Tertiary academic teaching however is frequently
based on an international labour market. Positions are regularly advertised in academic
networking sites, particular to each discipline or sub-discipline, in academic job search sites,
emails, listservs, international publications and university websites.
3.5.4 Skills segmentation and recruitment in education
Unskilled labour such as school cleaning is generally conducted by contracted employees
through skillhire agencies such as Spotless Cleaning, who advertise vacancies on their website.
Skilled and semi-skilled positions such as teaching, teaching assistants and clerical staff are
advertised on Departmental websites.
3.5.5 Impact of economic cycles on recruitment in education
The education and training sector is counter-cyclical. A loosening of the labour market followed
the GFC with waves of retrenchment from universities and schools in Britain, America and
Europe. Australian-trained doctoral graduates in economics, business, behavioural and social
33
sciences competed against experienced international academics with a track record of
publications. As a result of increased research competition, concerns have been expressed
about the level of teaching training of the many local PhD students who aspire to an academic
career (Jepsen, Varhegyi, & Edwards, 2012). Addressing these questions still requires
systematic exploration of the role of overseas recruitment in the education and training sector.
34
3.6 Professional, Scientific and Technical sector
Recruitment drivers in this area include an ageing workforce (particularly in finance and
engineering), a rise in demand for highly skilled workers to create and manage increasingly
specialised scientific knowledge, and the demand for work-life flexibility. The latter factor is
leading to recruitment around job sharing and part-time work options for older workers who are
not yet ready to retire, but wanting to reduce their work commitments.
3.6.1 General recruitment trends in the professional, scientific and technical workforce
The level of recruitment for financial institutions and law firms has been volatile over the last six
years. For example, the financial planning industry expanded substantially in 2007, when
financial services employers were struggling to recruit suitably qualified staff. Large providers
such as AXA and AMP were drawing on their internal labour markets and retraining employees to
enter financial services. Other large and boutique financial specialists used specialist recruitment
agencies (Money Management, 2008). Growth of superannuation funds and an ageing workforce
requiring superannuation investment advice were key recruitment drivers for financial and legal
firms. As with manufacturing and construction, recruitment contracted during the GFC. This trend
began to reverse in late 2009 and continued through 2010 (Levy, 2009; Tydd, 2010).
Recruitment drivers for engineers and technicians have already been described in the sections
on the construction and manufacturing industries.
There is evidence that workforce flexibility is a major recruitment driver in science. A survey by
Kelly Scientific Resources suggests 19 per cent of science sector employers were planning to
increase temporary and contract employee roles. Active monitoring, engagement and listing of
temporary employees in a candidate data base have been promoted as solutions to workforce
flexibility challenges (Temp explosion, 2011). Temporary employees are sometimes referred to
as the contingent workforce.
There was a particular intensification of professional standards for law firm recruitment from 2009.
Top-tier law firms (such as Mallesons and Sparkes Helmore) prefer inhouse recruitment teams
and use specialist agencies as a backup strategy for high volume recruitment (Tydd, 2010). In
addition, corporate clients became more discriminating about which law firms they hired. For
example, General Counsel for Commonwealth Bank, David Cohen, stipulated that service
providers must minimise fee increases, offer more than pure legal advice, understand the
business and avoid institutional level conflicts of interest (BRW, 2008). These types of
requirements from powerful corporate clients must now be factored in when building an applicant
pool for corporate legal advisory roles.
Specialist scientist recruitment websites include Research Gate, ScienceAlert Jobs, Science
People and Evolve Scientific Recruitment. Highly ranked job search websites for lawyers include
lawyersweekly.com.au, seek.com.au and monster.com. The Institute of Chartered Accountants
has listed Careerone, Jobs.com.au, MyCareer, Seek and LinkedIn as preferred job search
websites for accountancy roles (ICA, 2013).
Around 70 per cent of information and computer technology (ICT) employment is contract-based.
ICT recruitment is conducted through global channels and can incorporate an element of skills
assessment. For example, online recruitment platforms such as Top Coder, Guild, Remarkable
Hire and Talent Bin identify candidates on the basis of their contributions to developer
communities. Experience is also prioritised, with applicants ideally having two to ten years’
experience (AWPA, 2013g). Increasing the amount of experience required results in situations
where only small numbers of applicants (5 to 10 per cent of all applicants) were considered
35
suitable for developer programmer, software engineer, business analyst, systems analyst and
analyst programmer roles. There are additional difficulties in sourcing candidates with adequate
communication skills and cultural fit with the employer (AWPA, 2013g).
There are assertions that the ICT industry is discriminatory and ageist, and that the industry is
erroneously excluding mature age candidates who might possess adequate soft skills (AWPA,
2013g). AWPA has suggested developing a candidate data base of suitable mature age ICT
workers to counter problems of ageism (AWPA, 2013g).
A survey of 895 finance and IT professionals by Balance Recruitment found 30 per cent of
applicants felt they had first-hand experience of racism (Colour makes its mark, 2012). This
survey does not identify which recruitment channels were most likely to be associated with these
types of experiences.
3.6.2 Rural recruitment of professional, scientific and technical workforces
We were unable to find material specifically addressing this question.
3.6.3 Skills segmentation and recruitment in professional, scientific and technical
workforces
Ekanayake and Subramaniam (2012) surveyed CEOs of 179 Australian biotechnology,
accounting and law firms. They concluded that recruitment, retention of skilled staff and
reputation were the three largest risks faced by these firms. Half the sample adopted an
integrated enterprise risk management strategy (ERM) around reputation management,
recruitment and retention. This meant recruitment was initially dealt with in strategic planning
forums, with different scenarios and the probability and tolerance for risk being explored. Part of
an ERM approach is to measure and monitor risk management strategies. The study does not
report recruitment sourcing or recruitment monitoring strategies. This research indicated that
recognised qualifications and capacity to adhere to professional codes of practice and service
delivery were a key recruitment requirement.
Paradoxically, this adherence to locally-defined codes of practice contributes to a disjunction
between a potential labour source and employers who are seeking skilled professional labour
(Cameron et al., 2013).
It is not clear how this sector recruits for unskilled positions. Recruitment sources and strategies
for the professional, scientific and technical sector are summarised in Appendix E.
3.6.4 Impact of economic cycles on recruitment in professional, scientific and technical
recruitment
Recruitment expansion in 2007 was followed by the GFC and waves of financial specialist
retrenchments from October 2008 to the first half of 2009. This trend started reversing in late
2009 (Levy, 2009). Increased recruitment activity continued in 2010 for both financial and legal
professions (Tydd, 2010).
During the European currency crisis of 2012 Australia was perceived as a ‘safe haven’.
Expatriate Australian finance professionals began returning home, and professionals started
declining overseas roles they had already accepted (Instability Shakes, 2012).
36
3.7 Skill level and geographic segmentation
3.7.1 Recruitment for unskilled positions
Education remains the primary tool for reducing the proportion of unskilled workers in the labour
market domestically (Hagan, 2011) and internationally (Lerman & Schmidt, 2005). Continued
increases in the level of education attainment, with a 5 per cent increase in students completing
year 12 or obtaining a certificate II qualification since 2001 (ASIB, 2012 pg76) and a 10 per cent
increase in the number of tertiary graduates during this period indicates progress reducing the
numbers of unskilled workers in the workforce (Stanwick, Lu, Karmel & Wibrow, 2013 pg11). The
focus of addressing industry-level skill shortages includes partnerships with domestic and
international educational institutions for the attraction of jobseekers for key specialist roles such
as engineers (Hagan, 2011). There is little Australian academic literature however addressing the
recruitment strategies targeting unskilled labour and this remains is an area for potential future
research.
The traditional approach has been mass recruitment campaigns online and printed media
(Employment Office, 2012). Organisations such as McDonalds in the fast food sector have user
employer branding to communicate employee value propositions (EVPs) that focus on education
and career development opportunities to target, attract and retain high school students
(McDonalds, 2013). By adopting a model of career development focused on education, the
McDonald EVP matches the expectations of its target job candidates.
Attracting appropriate unskilled labour has contributed to serious safety challenges in the
construction sector (Rimmer & Underhill, 2005). The Recruitment and Consulting Services
Association (RCSA) has worked with members and workplace health and safety authorities to
address potential safety issues with inexperienced unskilled workers. Considerable progress has
been made, but it highlights potential problems when shortages of unskilled labour lead to
relaxed recruitment standards to achieve minimum candidate pools (RCSA, 2013b)
Within the agriculture sector, especially in regional Australia with fewer education and career
development opportunities, the current strategic recruitment focus has been on casuals such as
backpackers (Redfern, 2013). Temporary work visas have been used for seasonal unskilled
labour, and widening the 457 visa eligibility has been called for (Redfern, 2013). Changes to
visas however continue to pose significant short term risks for the industry going forward (RCSA,
2013a).
Employment agencies offering training, education and job placements play a major role in the
labour force strategy for finding placements for at-risk groups such as disabled and long term
unemployed (ASIB, 2012). A major issue is whether the efficacy of such programs can be
improved, with data indicating only 46.7 per cent of long term unemployed and 42.3 per cent of
jobseekers with disabilities remained in education or employment three months after using
employment services (ASIB, 2012). Only 30.7 per cent of the most disadvantaged job seekers in
a Job Services Australia (JSA) program remain in employment after three months (AWPA,
2013h). The JSA program demonstrates better performance than the prior Personal Support
scheme, with superior placement outcomes for all categories of disadvantaged job seeker, and
waiting lists eliminated (AWPA, 2013h). Challenges for the JSA scheme include provider
performance management systems that encourage a ‘one size fits all’ approach to job seeking.
These are inappropriate for groups with complex disadvantages that require personalised case
management approaches. Other problems include a focus on short term employment, lack of
resourcing, incentives for employers for sustained employment and funding to support
participation in vocational education and training (AWPA, 2013h).
37
Long term unemployment is often a result of repeated failures by multiple systems designed to
prepare and support individuals for citizenship and adulthood. Multiple contributing factors
generate serious disadvantage, requiring a serious response through a holistic, integrated and
sustained long term investment strategy (more than 26 weeks support for job seekers). Better
integration of training and workplace outcomes, and employer involvement in program design are
also needed (AWPA, 2013h).
3.7.2 Sourcing skilled labour from overseas
In 2011, Manpower Australia’s Talent Shortage survey ranked Australia fourth out of 39 countries
for talent and skills shortages, with skilled trades having the most critical shortage (Where are the
Tradies, 2011). Recruitment sourcing for skilled trades and professionals has become a global
undertaking. For example, data from IMMI (Khoo, Voigt-Graf, McDonald and Hugo, 2007; IMMI,
2013) indicates a steady increase in Australian employers sourcing skilled labour from overseas
through 457 visas. Employers tend to sponsor skilled labour on the basis of qualifications from
other developed countries such as Japan, Germany, Ireland, South Africa and Canada (Khoo,
Voigt-Graf, McDonald and Hugo, 2007). India has been recognised as a key source of IT workers
but the UK is Australia’s top source country due to recognised equivalency of health
professionals’ qualifications.
Larger employers tend to make use of recruitment agencies that specialise in a particular
occupation and national labour market. Smaller employers in the retail, accommodation and food
services sectors tend to source workers from non-English speaking or less well developed
countries, such as Japan, Korea, China, Hong Kong and India (Khoo et al., 2007).
Cameron and Harrison (2013) established from a survey of 1,045 members of the Australian
Human Resources Institute that skilled immigrant employment tended to occur in larger, goods-
producing organisations, but was less common in not-for-profit and smaller regional
organisations. Sponsorship of 457 visas was the domain of larger regional organisations who
could afford to pay above-market rates, a practice less common in the public sector or small
businesses.
There have been documented cases of visa holder exploitation and questionable expenses
collection practices (Chanesman, 2013; Marshall, 2013). The application process has been
described by some sponsoring employers as ‘arduous’, although this process has the quickest
processing time frame of all the skilled migration pathways (Right of Entry, 2013). Difficulties with
sponsoring processes were illustrated by a case study of Teys Bros, which had to recruit 500
overseas-based skilled meat workers in a 12 months in 2005. The company was required to
submit visa applications and participate in the approval process, as well as report or record
payment of travel costs, employee relocations and changes to their duties (Millen, 2010). There
was a relaxing of visa rules in 2011, facilitating Perth employers sponsoring of overseas workers
for permanent residency in Australia (Visa rules, 2011).
Visa rules change in response to particular circumstances. Equivalent industrial conditions,
training contributions and current job descriptions for those employed under 457 visas are now
required (Indigenous Employment, 2013; Seeing clearly now, 2010) , sponsoring employers are
required to advertise for local labour, except for exempted occupations (Jockel, 2013). The Living
Away from Home Allowance (LAFHA) which had generous tax exemptions for expatriate
Australians and 457 visa holders, was abolished in July 2012 (Hardman and Cafe, 2012). LAFHA
was part of the recruitment attraction strategy for sponsored employees. The full effect of the
removal of the tax free LAFHA is still unclear (Expat LAFHA, 2012).
38
3.7.3 Local skilled labour sources
Cully’s (2005) evaluation of employer responses to local labour sources indicated that vocational
qualifications are not always the most important consideration for employers during recruitment.
This detailed analysis was based on job advertisements, ABS Labour Force Survey data, and
employer and recruiter interviews. Although employers were interested in recruiting applicants
with vocational qualifications, the desire for local workforce experience carried greater weight. As
an added factor in some occupations, formal schooling carried greater weight in recruitment
decisions than possession of lower level vocational educational qualifications.
Rural Australia faces a particular shortage of agronomists, sales professionals and other
specialists. In an effort to address this problem, agribusiness Elders mounted a mobile careers
showcase (‘No need to bail to the city’), a system of traineeships leading to professional career
paths (Pollock, 2011).
3.7.4 Implications of ageing engineering workforce
A preference for local experience also impacts on recruitment of skilled workers or professionals
with overseas qualifications. For example, it was anticipated that by 2013, the attrition rate of
professional engineers would be twice the available stock of Australian graduate engineers.
However, immigrant engineers in Australia have found it difficult to obtain employment in their
chosen profession. A study of 53 engineers attending a Skillsmax jobseeker program for
immigrants (Cameron, Joyce, Wallace and Kell, 2013) found the pathway that engineers used to
migrate to Australia was a determinant of whether appropriate employment was obtained. All
respondents were born in non-English speaking countries, and the majority possessed post-
graduate qualifications. The engineers had travelled to Australia through the generalist skills
program, and were not specifically sponsored for their skills under a 457 visa. Of these engineers
72 per cent were unemployed, while 35 per cent had been unemployed for 1 to 4 years. Of the
unemployed engineers, 55 per cent had applied for jobs in rural Australia and 67 per cent had
applied for fly-in-fly-out mining roles. The most common reasons these engineers were not
recruited included rejection by recruitment agents for a lack of local experience, being over
qualified, or not having local qualifications (Cameron, Joyce, Wallace and Kell, 2013). As
applicants they also reported a lack of acknowledgement of online applications. Many
respondents noted they had not experienced these difficulties in applying for professional roles in
the United Kingdom (Cameron, Joyce, Wallace and Kell, 2013).
3.7.5 Graduate recruitment
Australian graduate recruitment generates high volumes of applications. The Australian
Association of Graduate Employers reported an average of 2,023 applications per graduate
position (Carless, 2007). There appears to be no Australian information on how many
applications a graduate must submit before they find appropriate job opportunities.
In one of the few peer reviewed academic articles on graduate recruitment sourcing, Carless
(2007) noted that employers have had to formalise their application processing systems to cope
with large numbers of graduate applications. Carless (2007) surveyed 50 graduate recruitment
coordinators from a range of sectors. On average recruitment coordinators received 1,245
applications, with the highest levels of graduate recruitment occurring in engineering, followed by
law, IT, banking and finance, accounting, marketing and human resources.
Two thirds of respondents managed recruitment internally, while the remaining respondents use
external agencies. Relationships with external agencies tended to be short term, with a mean
duration of 2.4 years. By 2005, the company website had replaced traditional print brochures as
the most popular form of advertising communication with graduate applicants (Carless, 2007).
39
Other favoured sourcing methods included campus visits, related websites, brochures, work
experience or internships, followed by advertising on preferred associate websites and industry
journals. Applications were most commonly submitted through the company website.
Johns, Teo and Harrington (2007) explored the congruity between graduate recruiters and recent
graduates’ perceptions of the recruitment process, with responses from 52 graduate employers
drawn from the Australian Career Opportunities Guide. Employer data was supplemented with
survey data from recent graduates. Graduates identified most useful jobs information sources as:
online advertisements through job seeking websites
recommendations from friends and family and
employment directories.
Graduates also make use of the Australian Association of Graduate Employers website, which
has an annual listing and award for the top 100 graduate employers each year. By contrast,
graduate recruiters saw the most useful sourcing strategies as:
in-house presentations
friends and family introductions
print media.
This example demonstrates many employers were not reading the shifts in the external labour
market at this time.
It is noteworthy that the data from Johns et al., (2007) was collected in 2003, whereas the
Carless data was collected in 2006. This indicates the possibility of a relatively rapid transition to
online recruitment as the main recruitment strategy for graduates. Further differences in
perceived source strategy noted in the Johns et al., (2007) study suggest graduate recruiters
were slightly behind graduates in understanding the importance of online advertising as a
recruitment strategy.
Specialist graduate websites include Graduatejobs, Graduate Careers, Graduate Opportunities,
Unigrad as well as Virtual Careers Fair.
3.7.6 Executive recruitment
Executive recruitment is most likely to involve recruitment agencies, because agencies potentially
offer confidentiality, discretion and independence from internal organisational competition around
the recruitment process.
Fish and Mackim (2004) surveyed 109 Australian HR professionals from a range of industries on
their attitudes to advertised generalist recruitment agencies versus specialist executive search
agencies. The study covered attributes such as industry knowledge, confidentiality, rapport,
communication skills, ethical behaviour, access to market, size of data base, research capability,
discretion, use of psychometric tests, optimum time with client and use of extensive selection
techniques. Employers reported negligible differences between the two types of recruitment
agents, and both lacked necessary attributes. Largest areas of dissatisfaction were around
market knowledge, understanding the employer’s needs, candidate database quality,
communication skills and understanding the vacancy (Fish and Mackim, 2004).
External recruitment is not the only solution considered to solve workforce shortages. Blue chip
employers (e.g., Westpac, Lend Lease, Wesfarmers) develop internal leadership pools as part of
an integrated talent management strategy (War for Talent, 2013).
40
3.7.7 Geographic segmentation
The majority of the literature reviewed refers to metropolitan areas. As referred to in the Health
Care and Social Assistance section, there is substantial research on attracting employees to
remote, regional and rural areas. Similarly, the Education and Training sector also refers to
remote, regional and rural teaching issues, given difficulties attracting school teachers outside
the cities, and the attention paid to this issue by many Australian education departments and
others. Only a small amount of literature was found relating to remote, regional or rural
recruitment that was not part of government essential services.
The agricultural sector began experiencing a crisis sourcing seasonal and other workers during
the mining boom. In 2008, the National Farmers Federation declared recruitment to be at crisis,
claiming over 100,000 rural vacancies could not be filled. One suggested resolution was that
agricultural employers should cooperate with local mining employers in creating labour pools
(ABC 2008). Examination of recruitment practices in remote areas such as the Kimberleys
suggests while 60 per cent of employers use one formal recruitment practice, 40 per cent of
employers are relying on word of mouth and social networks to find candidates (DEEWR, 2012).
Although recruitment difficulties are a common complaint amongst employers, only 39 per cent of
the local Indigenous population were employed. One in six employees were flown in to work in
this region.
Local government sometimes steps in to assist non-metropolitan communities with recruitment
issues. Benalla (VIC), Shoalhaven and Eurobodalla Councils (NSW) have worked with the
Department of Education, Employment and Workplace Relations to create job generation,
recruitment and candidate education campaigns in local communities. These campaigns involve
advertising the need for jobs in the local community while establishing a shopfront where
applicants are trained in resume and interview skills. The Benalla campaign created 31 jobs, with
21 being filled in 18 days. The Shoalhaven and Eurobodalla Shire campaigns generated 273 jobs
and 151 jobs respectively (Williamson, 2012). A targeted job recruitment evening is held annually
for school leavers in Toowoomba each year as a way of directly linking school leavers and local
employers (InBrief, 2008).
41
4 Recruitment Drivers What drives employer decisions to adopt particular techniques? What impact do economic
conditions have on sourcing strategies?
4.1 Drivers in general
The choice of recruitment strategy depends on the economic health or availability of finance for
recruitment purposes. Page (2011) noted internal recruitment teams were less expensive if
proper recruitment processes were followed from the outset. Internal recruitment teams could
represent the employer throughout the process and provide candidates with accurate answers.
The drawback may be when current employees seek promotion. External recruiters removed the
risk of such conflicts, but were more expensive and can undermine loyalty to the organisation.
In terms of the impact of economic factors on choice of recruitment strategies, there is some
evidence from organisational websites that large employers have a preference for using internal
recruiters. However when there is an economic boom, these firms are likely to either source high-
volume recruitment to preferred recruitment agencies or identify additional recruitment agencies
who can handle the volume. A high Australian dollar has impacted profitability of many Australian
producers, which has impacted funding for overseas recruitment (Slow Progress, 2012).
4.2 Drivers across different sectors
Economic conditions have affected each of the six industries differently, with retail, manufacturing,
and construction having the greatest exposure to economic uncertainty. Regulating 457 skilled
worker visas has been an ongoing recruitment issue especially in the mining sector. New
regulations have posed challenges for the specialist recruitment firms in these sectors.
Education and training, health care and social assistance, and the professional scientific and
technical industries face ongoing issues attracting specialist skilled employees. As a result of
poor economic conditions globally, the availability of skilled international appointees has
increased for Australian employers (Lau, 2009). Reversal of the long term brain or talent drain
with skilled labor returning to Australia was limited by job freezes due to uncertainty, especially in
the professions. The need for customisation and production agility in specialist manufacturing
(e.g., food) resulted in increased use of temporary employees (Temp explosion, 2011).
The underlying drivers of employer decisions to adopt particular recruitment techniques have not
changed greatly from seeking competitive advantage through cost savings and efficiency.
However the strategic mix for recruitment activities is shifting towards developing employer
branding and acquiring employer of choice awards. While large professional and public sector
employers have been the first to significantly invest in employer branding, there is little literature
directly addressing the drivers of adoption of new recruitment sources, including social media.
4.3 Supply and demand across sectors
Medium to long term supply/demand recruitment drivers appear to be:
Heath care and social assistance: supply-side issues with key skills and capabilities at
multiple levels
Retail trade: demand-side and flexibility issues
Mining construction: demand-side issues due to economic uncertainty and supply-side issues
relating to specialised labour requirements
Manufacturing: structural labour demand and flexibility issues
Education and training: supply-side issues of labour with key skills and capabilities, and
42
Professional, scientific and technical services: supply-side issues in attracting and retaining
specialised skilled labour.
The key drivers of the evolution of recruitment practices appear to include labor market forces,
the impact of extreme and long-term economic conditions and new recruitment strategies.
43
5 Social Media What has been the impact of social media on employer recruitment practices?
5.1 Social media in recruitment
Social media such as Twitter, Facebook and LinkedIn are emerging as core platforms for
attracting and recruiting candidates (Numbers are the key, 2013). Social media and new
information technology platforms, having been discussed as a recruitment strategy since at least
2007 (Owen, 2007), are the biggest areas of recruitment practices growth in Australia. However,
the impact, efficiency, and return on investment of processes involving social media are still
being determined. Literature on the topic is patchy and dates quickly, with sometimes apparently
contradictory results from different research methods and rapid changes in the environment.
For example, the rate of adoption of social media in Australian recruitment was said to be
hindered by difficulties demonstrating return on investment and effectiveness of different
recruitment channels in a 2011 report (ASB, 2011). Similarly, Australian companies have been
reported as slower than other countries to integrate social media into recruitment practices, with
an industry survey indicating 26 per cent of companies use social media (Stafford, 2012),
compared to 92 per cent of US companies (Jobvite, 2012).
However, adoption of social media by Australian employers grew rapidly in the 2012–2013
financial year, according to the 2013 Yellow Pages Social Media Report. This report indicated
more than 60 per cent of employer respondents used social media for recruitment, with
smartphones as the preferred delivery vehicle (Barker, 2013). The survey identified state-specific
preferences for different forms of social media. NSW respondents indicated a preference for
LinkedIn, while Victorian respondents preferred Twitter.
Social media use in recruitment is expected to continue to grow, with two thirds of Australian
employer respondents indicating social media needed to be part of a company’s recruitment
strategy (Sensis, 2013). Despite continuing outsourcing and cost reduction trends, new
technologies provide an opportunity to engage with and improve inclusion of job seekers. AHRI
has argued that effective interweaving of multiple social media channels is an essential part of
creating an employer of choice brand (Social Media, 2012).
The need to communicate, the need for clear social media policies and the need for updated
privacy policies are important considerations (HCA, 2011) as more employers use social media
for recruitment activities. For example, there is debate in the human resources practitioner
literature around the legitimacy of asking to see an applicant’s personal Facebook page.
Conversely, when an applicant has chosen public display settings on their Facebook page, some
argue that employers are just as entitled as any other party to view this material (Harnessing
social media, 2012). Reports of the Telstra’s Cyber Safety survey of employer respondents
indicate almost half had rejected a candidate based on negative online material, while a third had
offered positions based on positive online material (Telstra, 2012).
The advent of cloud computing and search engine optimising raises issues of ownership and
data management across social networks (Macy, 2012). For example, recruiters may be unclear
whether their ‘friends’ (Facebook), ‘followers’ (Twitter) or connections (LinkedIn) are regarded as
personal or business contacts by their employers. Ownership of these social networks becomes
important when a recruiter with a database of specialised contacts changes employer. The law is
still evolving around social media, commercial ownership and intellectual property. A recent high
court case in the UK concerned a Hays employee using his personal LinkedIn network to
approach Hays’ employer clients for his own business (To Tweet, 2013). The UK High Court
44
upheld the commercial ownership of Hay’s contracts. Similar trade restraint cases have occurred
in Australia (HRX Holdings Pty Ltd v Pearsonoldi HRX v Talent2). Other potential legal concerns
around social media include the misleading use of endorsements, breaches of confidentiality and
failure of employees to update their LinkedIn profiles after being retrenched (Ticehurst, 2013).
Although we found no literature on listservs, we are aware listserve formal networks are widely
used by in-house recruiters to advertise jobs to subscribers in different professional sectors (e.g.,
higher education). We found no literature on the use of emailing management software.
5.2 Recruitment social media examples
Examples of social media use in recruitment, with sources where available, include:
LinkedIn: LinkedIn has 4 million Australian members, around 80 per cent of Australia’s
professional population (The ‘in’ crowd, 2013). Jobseekers use LinkedIn to research
employers and individuals, and to broadcast job requests. Employers use LinkedIn to post
vacancies, conduct targeted searches, contact potential employees, develop talent pools, and
conduct background checks on applicants. The ‘endorsement’ function, directly linked to
search engines, determines how frequently an individual will appear in searches (Boyd,
2013a). The recruitment plugin enables an 'apply with LinkedIn' option on a company
website, customised questions, and integration with applicant tracking software (LinkedIn,
2011). Many large employers (e.g., EBAY, IAG, Vodafone, Rio Tinto, Deloitte) use LinkedIn
as a key recruitment channel (Missing link, 2011). LinkedIn is limited by the relationship skills
and quality of relationships driving these networks (Find your own, 2012).
Facebook: Corporate pages promoting the employment brand are intended to be ‘liked’ by
members of the public and prospective job seekers who wish to stay in touch and up to date
with the organisation. Recruiters may post vacancies with links to corporate websites, and
conduct background searches on applicants.
Twitter: Employers may tweet links to job vacancies to followers
Pinterest: Although traditionally used by artists and craft makers, Pinterest is occasionally
used to post job vacancies to personal networks
Instagram: Job vacancies are occasionally posted on this personal social networking site that
is based on uploaded photographs
KiK: This networked messaging system is similar to texting and may be used to share job
advertisements with personal networks.
5.3 Recruitment agency use of social media
Institutions such as AHRI and the RCSA are playing a role in guiding and providing support on
social media’s role in the recruitment process (AHRI, 2013). Employment and consulting
agencies in particular are using social media to connect with diverse corporate client user groups.
While the majority of cutting edge HR information system have been developed by large
international HR recruitment processing outsourcing firms (RCSA, 2013a), Australian based firms
such as HrX are emerging as well. New systems allow for tailoring of strategies using a mix of
bulk or targeted candidate sourcing, blending traditional and internet recruitment sourcing
techniques (DDI, 2012). Technologies allowing more targeted recruitment have the potential
benefit of higher quality applicants, lower turnover, a higher rate of job acceptance and reduced
time-to-fill open positions (Compton et al., 2009, supported by international references e.g.,
Chapman & Webster, 2003). Recruitment sources (e.g., LinkedIn, Twitter, newspaper
advertisements) can be segmented and analysed as separate talent pools for targeted sourcing
to increase the match between candidates and positions and to evaluate the effectiveness and
quality of each recruitment source.
45
6 Workforce Planning What are the workforce planning implications of employer strategies for sourcing employees?
Skills shortages have led to calls for more effective integration between education and labour
sourcing, and a more strategic approach to recruitment (Koutsogeorgopoulou and Barbiero,
2013; Delahaye, 2011).
There is little recent Australian professional or peer reviewed literature on workforce planning
implications of recruiting or sourcing potential employees. However, there are many examples of
employers using targeted recruitment techniques to access their potential workforces. Many of
those examples have been used elsewhere in this report, e.g., health care section 3.2.1.
The February 2013 World of Work report indicates just over 53 per cent of respondent employers
include their human resources staff in workplace planning (Opportunity for all, 2013). This is an
improvement on ten years ago, when companies rarely engaged in strategic human resources
practice and recruitment (Millmore, 2003).
New technologies allow employers increased flexibility in recruitment programs and to target
specific segments of the work force. Benefits of targeted recruitment strategies include increased
quality of new employees, with 30 per cent of firms indicating more productive workers hired, 45
per cent lower turnover, 30 per cent reduced time to fill positions compared to industry averages
and 25 per cent higher acceptance rate for job offers (DDI, 2012).
The Department of Defence has reviewed its recruitment strategies to address issues of
governance, removing organisational barriers and streamlining processes, developing key
performance indicators and improving performance and efficiency (Roche, 2010).
A number of organisations have workforce planning initiatives to assist work-life balance for their
older workers. The push for flexibility dovetails with initiatives pursued by employers such as
Roads and Maritime Services and Victoria Roads which face dramatic loss of experienced
workers to retirement. These organisations have conducted workshops for older professional
engineers to help plan flexible work options as an alternative to retirement. These initiatives are
critical for these employers as 80 per cent of external and internal recruitment could be expected
to come from applicants over 45 years (Mature age, 2012)
Financial institutions such as NAB are also confronting the issue of an ageing workforce. NAB‘s
workforce planning revealed employees over the age of 55 tend to have 15 years or more tenure,
representing a substantial level of intellectual capital. To this end, NAB put 600 employees and
250 managers through a ‘My Future’ workshop, which helped older employees to develop flexible
work-life options while continuing to work (Mature age, 2012).
46
7 Applicant Skills What strategies do individuals use to find information about jobs they are best skilled for?
Individual job applicants have been substantially impacted by new technologies. Providing
applicants with the right information about finding job opportunities and building their ability to
effectively navigate the labour market is important to ensure they have access to, and are able to
apply for suitable vacancies. Literature on Australian job seeker skills is limited.
The number of young people reporting being under-employed or not fully using their capabilities
continues to increase (Stanwick, Lu, Karmel and Wibrow, 2013). Although policies to increase
the qualifications of job seekers have been successful, a gap still exists where industries and
tertiary educators could work closer together.
There is emerging overseas evidence that while Gen Y is regarded as a digitally literate
generation, they are poorly prepared for using social media for job hunting (Manroop and
Richardson, 2013), and deliberate inclusion of social media education and job hunting has been
recommended in Canadian university and vocational education.
Marginal and at-risk groups have a lower level of engagement with online services than others,
highlighting the relevance of traditional support services, recruitment processes and sources. As
indicated elsewhere, social media is a challenge for less digitally literate groups, as recruiters
frequently expect all applicants to engage with new technologies (Armitage, 2012). Applicants
who are not comfortable with online searches or applications are disadvantaged by the high
proportion of jobs being advertised online.
The challenge for policy makers will be to ensure the inclusion of labour market segments which
are more likely to have low digital literacy workers, unskilled workers, workers from non-English
speaking background, and rural and remote workers (Bowles, 2013).
7.1 Traditional job search techniques
There are thousands of books, websites and other sources providing information to job seekers
and given the volume, a comprehensive review of the literature on this topic is not appropriate.
Information for this section is taken from a variety of sources including myfuture.edu.au,
jobsearch.about.com/od/findajob/tp/jobsearchtechniques.htm and learn.linkedin.com/jobseeker/.
It is tempting to suggest that job search is dominated by young people using their mobile phones
to search the web for relevant vacancies. However, we are reminded that traditional job search
techniques are still relevant today to the majority of job searchers:
Resumes are still being used: Applicants still usually need one or more up-to-date resumes
for different types of job applications, although some IT and other roles may require a
portfolio of work samples. Social media sites such as Facebook and LinkedIn may be used as
informal CVs or resumes by job seekers as they look for work.
Personal networks: Personal and professional networks have always been used to seek help
in finding work. These networks now often exist more formally through LinkedIn for
professionals, and Facebook for non-professionals, skilled and unskilled job seekers.
Cover letters: Cover letters are still often required when applying for a role, however today’s
cover letter is frequently emailed with a resume attachment. It is worth noting many young
people do not use email, preferring Facebook to connect with potential employers. Lack of
email means many recruiters contact applicants by text message.
47
Job advertisements online: As discussed earlier, job searches are predominantly online on
job boards, job board aggregators, or direct employer careers or vacancies websites.
Job advertisements, newspapers: Newspapers are still used by the passive job seeker—the
job seeker who is not actively looking for a new role but may be interested in particular
opportunities if presented. Specialist newspaper advertising on different days of the week
focus on recruitment in different sectors, for example, the Sydney Morning Herald has
focussed employment days for government, health and education vacancies.
Screening interviews: While the interview is still the most widely used selection tool, sought-
after professionals going through the selection process can become impatient with multiple
interviews or drawn-out recruitment processes. High quality candidates with multiple
simultaneous applications are likely to decline a job offer from employers they perceive as
having excessively long recruitment processes and interviews (Outsourcing, 2011).
7.2 Access to organisational information
The manner in which job seekers access the internet points to the importance of employer
branding and corporate communications. Holland et al., (2007) cited evidence from the Talent2
market pulse survey of 527 job seekers. This survey noted 73 per cent of job seekers ‘Googled’
the company CEO. Search results had a significant bearing on whether they submitted an
application or accepted a job offer. Holland et al., (2007) cite the example of Macquarie Bank
being recognised as a prestigious employer, but potential graduate recruits are aware there is
little room for a life outside of work.
Glassdoor.com.au is a free jobs and careers website providing information about jobs,
companies, salaries, interview questions and other useful job search information. The information
is ‘crowdsourced’ anonymously from employees, job seekers and sometimes employers
themselves. This is a popular information source for job seekers who seek the ‘truth’ behind
employment opportunities.
User-driven websites like whirlpool.net.au have emerged to become informal hubs for jobseekers.
Whirlpool originally only offered IT sector job boards but has grown to provide user-driven
discussion boards across a range of industries. The website brings together current jobseekers
and employees on areas including graduate recruitment, general jobs and education and career
development across all sectors.
Given the volume of applications made by many job seekers, there are now job search tools (and
‘apps’) to help the job seeker to manage their job search. Examples from the USA include
jibberjobber.com and becomed.com. Again, no literature is available on this topic.
7.3 Online interviewing
Online interviewing is used by a number of Australian corporates as part of their hiring process.
Example of online interviewing providers include InterviewStream (see: interviewstream.com)
and HireVue (see http://hirevue.com/).
There are a number of ways this system might work, but essentially the recruiter programs
interview questions into the system and the applicant ‘takes’ the interview remotely, at their
convenience, using a webcam to record their responses. Interview questions may be open timed
(the interviewee takes as long as they need to respond to the question) or may be fixed (a limited
period is available to respond to the question). The recorded interviews are viewed by the
recruiter (or their delegate) and screening or culling decisions are made. The same system may
be used for live or group interviews or other ways that assist in remote interviewing.
48
There are concerns over the use of video interviewing, based on the qualifications (or lack of
qualifications) of the person doing the screening and the criteria used for screening out
applicants. One quote from a supplier website highlights both the time savings associated with
this method, but also the risks:
On-demand digital interviews mean you can interview only the candidates you want,
whenever you want – just like streaming your favourite movie. Bored? You can even
fast-forward through the slow parts. [emphasis added] (http://hirevue.com/how-it-
works/whomever/)
However we recognise that the traditional job interview is already often subject to poor practice in
other ways.
Apart from sales materials we found only one paper on video interviewing systems in Australia.
Online interviewing tools have been used to assist university students to overcome interview
anxiety. Using the interview practice module and being able to see themselves on screen, the
system has been able to provide positive interview simulation experiences (Rockawin, 2012) to
graduate job seekers.
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8 Skills Mismatch
How aware are recruiters of the possibility of skills mismatch and how are their recruitment
practices tailored to minimise this?
8.1 Overskilling and skills mismatch in Australian labour markets
The emergence of widespread skills mismatching in the Australian labour market suggests there
may be a problem with the type of information obtained in the recruitment process and how
workforce skills are evaluated. A particular challenge is the lack of formal skills assessment
during recruitment, a focus for this section.
Over the last thirty years, Australia’s labour markets were deregulated in acknowledgement of
the need for organisational adaptivity and job fluidity. A correlate of organisational adaptivity is
the increasingly rare phenomenon of lifetime employment with a single employer. Policy
responses included the promotion of ‘lifelong learning’, increased school retention and
participation in education and training across all OECD counties (Mavromaras, McGuinness,
O'Leary, Sloane and Fok, 2010). Motivations for this policy include that education provides a
protective factor against long term unemployment. Mavromaras, McGuinness and Fok (2009)
note during healthy levels of economic growth prior to the GFC, the paradox of simultaneous
skills shortages, highly qualified pools of labour and skills mismatch began to emerge in Australia,
Britain, United States, Denmark, France, Ireland, Italy, Spain, Greece and Portugal.
Being over-educated is a distinct phenomenon from being overskilled (Mavromaras,
McGuinness, O'Leary, Sloane and Wei, 2013). Overskilling refers to incumbency within a job,
which does not require or promote use of all the incumbent’s skills. Overskilling is associated with
adverse labour market outcomes such as wages penalties for the overskilled, labour market
scarring (persistence of disadvantage from skills mismatch), reduced job satisfaction and higher
levels of turnover (Mavromaras, Mahuteau, Sloane and Wei, 2013; Mavromaras, Sloan and Wei;
2012a, 2012b). Absence of formal skills assessment can be a particular problem for first time
entrants into the workforce, who are already struggling to overcome a lack of experience
(Stanwick, Lu, Karmel and Wibrow, 2013).
Much of this macro-level literature is concerned with defining and mapping overskilling. Particular
concerns have been expressed about skills mismatching in graduates, as that labour pool is
regarded as the most productive by virtue of high education levels (Mavromaras and
McGuinness, 2007). Labour economists have viewed recruitment as a potential corrective or
adaptive strategy for labour market distortions (Behrenz, 2001).
There is no peer-reviewed literature or other evidence that systematically assesses awareness of
skills mismatch, or use of corrective strategies by recruiters.
8.2 Recruiter awareness of skills mismatch
Awareness of skills mismatch and strategies to resolve this are only addressed in a piecemeal
fashion at this point. We explored possible responses to these questions at three levels:
Is there evidence from job search websites of skills or competency assessments?
Is there evidence of specialist recruitment agencies who work with groups vulnerable to over-
skilling (i.e. migrants and young people) using competency assessment?
Do skills assessments or industry competency frameworks exist, and what evidence is there
that in-house employers use these frameworks in recruitment?
50
These questions are addressed in the following sections.
8.2.1 Specialist websites
The first approach was to examine whether specialist job websites incorporated online skills or
competency assessment during the initial search for matching positions. It is apparent there are
no formal skills or competency assessments occurring on these websites.
A list of job search websites related to each of six industry sectors is provided in Table 2, along
with analysis of any competency framework or skills assessment found on those websites. Of 31
sites analysed, 25 did not have any search parameters for competency or skills assessment.
NSW Health and Career One websites were exceptions by incorporating either a competency
framework or a skills search component, which may be regarded as initial steps in skills
assessment.
8.2.2 Specialist recruitment agencies and targeted interventions
The second source of data on the role of recruiters concerned specialist recruitment agencies
and targeted interventions for groups that are most vulnerable to skills mismatch (migrants,
younger workers, disabled workers and workers with short tenure).
Beginning with a review of combined skilled immigration, recruitment agencies (such as Job
Recruit Australia, Konnecting Recruitment and Job Capital) ask applicants to complete a skills
assessment as part of determining eligibility for skilled migration. Various occupations have a
requirement for certain levels of vocational English proficiency. This skill is assessed through the
International English Language Testing System.
Agencies that specialise in apprentice recruitment, (such as Gforce Recruitment, Continuing
Apprenticeships Placement Service, and Skillhire) do not conduct skills assessment. Instead,
these agencies may conduct an aptitude assessment during the selection phase, after
recruitment.
A focus on agencies specialising in temporary (or contingent) staffing may provide some insights
into skill evaluation strategies. The websites for large temporary agencies such as Adecco,
Hudsons and Manpower indicate they conduct aptitude testing and use validated selection
methodologies. There is little information available on the development, rigour and content of
these methodologies.
Specialist employment placement services for disadvantaged workers report varying levels of
outcome success. The Australian Social Inclusion Board (2012) reviewed social inclusion
outcomes for long term unemployed. As previously reported, only 46.7 per cent remained in
employment, education or training three months after using employment services. Similarly, 42.3
per cent of workers with disabilities were still in employment, education or training three months
after using employment services. In contrast, labour force participation of single parents
significantly increased after use of employment services. While these figures do not present a
supportive argument for specialist employment services, it must be kept in mind that there are
multiple levels of complexity around the sustainable placement of long term unemployed or
disabled workers.
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Table 2: Search Parameters for Use of Competencies or Skills Assessment
Industry Job Search Website Competency/Skills Assessment Search
Parameters
Health Care &
Social
Assistance
Australian Healthcare and
Hospitals Association
No
HACjobs (Health, Social
Services & Community sector)
No
HEALTHposts.com.au Site promises job descriptions, but no skills or
competency assessment components
Nursing Jobs-Career One There is a search parameter for skills, but no
assessment or competency assessment
Nursing Jobs- Seek No
Nursing Careers Allied Health Site promises jobs that match skills, however
there are no skills competency ass’mts.
PsychXchange (Psychology) No
South Eastern Sydney Area
Health Service
No
NSW Health Job descriptions and competency framework
available, but no skills or competency ass’mt
Nursing Jobs Perth No
Kylie Hammond Recruitment No
MyCareer Provides candidate opportunities to enter
their skills, but no assessment component
Hospitality &
retail
westjobs.com.au No
www.skillsone.com.au No
Construction Au.indeed.com No
Workpac.com.au No
Skyerecruitment.com No
MRMjobs.com No
Gumtree.com.au No
Manufacturing Tradeyourjob.com No
Jobsearch.com.au
(Part of careerone.com)
Search parameter for skills, but no
assessment or competency assessment
Education and
Training
Teachersonnet.com No
Unijobs.com.au No
australiateachers.com No
Professional,
scientific and
technical
Seek.com.au No
Monster.com is also part of
careerone.com
Search parameter for skills, but no
assessment or competency assessment
lawyersweekly.com.au No
LinkedIn No
Research Gate No
Science job alerts No
Sciencepeople.com.au No
Evolvescientific.com.au No
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8.2.3 Skills assessment in job advertisements and recruitment platforms
If recruitment is to achieve its strategic purpose and recruit on the basis of organisational
competencies, systematic and valid skills assessments are required during recruitment. In theory,
such an exercise should partially resolve skills mismatching. The large extent of skills
mismatching implies this type of strategic workforce planning and organisational competency
development is not routine.
Sophisticated candidate management platforms such as modules within Oracle, PeopleSoft and
SpringBoard are used by large employers to record and manage candidate information and
resumes. Those systems tend to have high level rather than skill based fields when the systems
are used for external recruitment. The capacity for a competency database or skills assessment
in these systems is tailored for and managed by the organisation. Employers tend to use more
powerful skills databases for existing employees, especially where assignment flexibility is
required to manage client projects (e.g., management consultancies, professional service firms).
Thus, the sophisticated use of the competency elements of recruitment databases tends to be
restricted to internal project recruitment rather than recruitment into the organisation. We were
unable to find literature addressing this topic.
8.3 Skills assessment in top 20 ASX listed companies
Job advertisements on websites of the top 20 ASX-listed companies and seven government
departments were examined. Reports from workforce productivity agencies were examined for
insights about skills assessment in small businesses and regional employers. Results are
provided in Table 3. Again, none of these recruitment channels contained a skills assessment
component.
Several blue chip employers such as ANZ and Santos use a strategic recruitment approach, with
an implication of skills assessment. It is difficult to determine the exact recruitment approach from
the organisational websites only.
The analysis in this section is indicative only, and does not constitute a survey of awareness or
practices amongst recruiters about skills mismatch. These indications suggest the high
performing employers and agencies that are using competency assessment appear to be the
exception, rather than the rule.
53
Table 3: Evidence of Skills Matching in Top 20 ASX Listed Companies
Companies Evidence of skills matching in job advertisements
AMP No, there is an emphasis on qualifications for financial roles
ANZ Refer to skills knowledge and experience, but no skills assessment
BHP Billiton No, but competency assessment is used by their preferred recruitment
agency HrX during selection
Brambles Ltd There is no job search capacity on the company website
Comm Bank There is a general statement of duties, but no skills matching
CSL Limited No evidence of skills matching in advertisements
Macquarie Group
Limited
Does not post job advertisements, no reference to skills matching in careers
advisory section
NAB Ltd Skills categories, but no skills assessment capabilities
Newcrest Mining
Ltd
There is a reference to knowledge, skills and abilities in job advertisements,
but no skills assessment capabilities on the corporate website.
Origin Energy Ltd Refers to knowledge, skills and abilities, familiarity with competency based
training in several roles, but no skills assessment component on the website.
QBE Insurance
Group Ltd
There is a very general description of required abilities in job advertisements,
and no skills assessment component on the website.
Rio Tinto Ltd All potential applications required to register on Organisational website, and
only provided with job titles. No apparent skills assessment component.
Santos Limited No reference to skills in job advertisements or skills assessment, but strategic
recruitment approach by describing job families, and contextualising positions
within departments and the organisation’s strategic mission.
Suncorp Group
Ltd
Detailed position descriptions, person specs, knowledge, skills, behavioural
competencies, outcomes and job tasks. Strategic workforce planning
approach within org competency framework, but no skills assessment.
Telstra
Corporation Ltd
No reference to detailed tasks or job specifications, but general candidate
requirements, and general description of why Telstra is a desirable employer.
Westpac Banking
Corporation
There is simply a general description of what a desirable candidate would be,
and there is no skills assessment on the Organisational website.
Westfield Group There is no job search function on the Organisational website.
Wesfarmers Ltd No current vacancies, no skills assessment component on the website.
Woolworths Ltd Job advertisements refer to key responsibilities and desirable criteria, there is
no skills assessment component on the Organisational website.
Woodside
Petroleum Ltd
Job advertisements have a brief listing of required skills expertise, but there is
no skills assessment component
Jobs NSW -
NSW Govt
This website lists the public sector capability framework, and job ads list
tasks, skills and desirable criteria, but no skills assessment component.
Job Search
Careers Victoria
Difficult to access job ads, as search parameters require knowledge of the Vic
public service grading system, but there is no skills assessment component
Job Search Qld Job advertisements describe broad criteria, but no skills assessment
South Australia Difficult to access job ads, as search parameters require knowledge of SA
public service grading system, but there is no skills assessment component
Jobs.WA.Gov.Au Job advertisements provide a very brief description of the tasks associated
with each position, and there is no skills assessment component.
Careers with the
Tas Govt
Job advertisements provide a very brief description of the tasks associated
with each position, and there is no skills assessment component.
APS Jobs (Comm) Brief tasks, classification and department description. No skills assessment
54
8.4 Skills mismatch summary
Raising awareness of potential skill mismatches has been a focus of the Recruitment and
Consulting Services Association in recent years. Recent data (ASIB, 2012) has suggested some
success of these targeted initiatives although it is unclear whether this approach addresses
broader skill matching across sectors in Australia. Other than health care, there is limited skills
assessment by corporates and the public sector.
Focusing on agency regulation appears to be only part of the solution, as the majority of
employers still use internal recruiters. Well-developed competency frameworks, easily adaptable
for skills assessment in recruitment, have not been pursued. Suggested resolutions have
included creating skills manager positions, developing competency databases and conducting
organisational skills audits (HRM May 2012d). Another difficulty in implementing a competency
framework strategy for recruitment is the shortage of qualified organisational psychologists who
specialise in skills, competency and aptitude assessment of candidates (Mavromaras et al.,
2013b). There are just 341 organisational psychologists in Australia (Psychology Board of
Australia, 2013).
A further difficulty lies in the marginalisation and discounting of the recruitment process by the
majority of employers. Mavromaras et al., (2013b) suggest skills mismatch was often a function
of job inflexibility rather than individual motivational characteristics. There may be a need to
develop insight and creative capacity around work organisation, job design, and the central role
of recruitment in developing a positive organisational culture. As long as recruitment is outside
the realm of core organisational considerations, interventions at this point may be of limited
efficacy.
55
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Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of management, 18(2), 295-320.
Wright, P. M., McMahan, G. C., & McWilliams, A. (1994). Human resources and sustained competitive advantage: a resource-based perspective. International Journal of Human Resource Management, 5(2), 301-326.
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65
Appendix A: Project Aims, Methods, Limitations, Future Research and
Authors
This project addressed the following questions:
1. Main recruitment strategies: What are the main strategies employers use to recruit, inform
and attract potential employees? How has this changed over time?
2. Segmented recruitment: How are employer recruitment techniques segmented by industry,
skill and geography?
3. Recruitment drivers: What drives employer decisions to adopt particular techniques? What
impact do economic conditions have on sourcing strategies?
4. Social media: What has been the impact of social media on employer recruitment practices?
5. Workforce planning: What are the workforce planning implications of employer strategies for
sourcing employees?
6. Applicant skills: What strategies do individuals use to find information about jobs they or are
best skilled for?
7. Skills mismatch: How aware are recruiters of the possibility of skills mismatch and how are
their recruitment practices tailored to minimise this?
Each of the report sections addresses a separate research question. The nature of the research
questions means some sections are longer and stronger than other sections. The absence of a
well-established body of literature was a particular challenge, which we sought to resolve by
drawing on respected industry publications and sources. Some research questions clearly
overlap – for example, the main recruitment strategies section and the social media section
overlap considerably. Three research questions – recruitment drivers, workforce planning and
applicant skills – have been addressed indirectly throughout the report, in addition to their own
direct but necessarily shorter sections. This is due not only to the relative lack of relevant
literature directly addressing the first two of those topics, but because those topics are subsumed
within the other research questions. It is also important to stress this report is a literature review
only, examining existing research resources. It is distinct from a research project that builds an
evidence base.
Where relevant, the following particular recruitment methods have been included:
Advertising: local and national newspapers, trades magazines, radio, generalist job search
websites, job boards, job banks, social media.
Agencies and organisations: targeted minority recruiting, private employment agencies, state
employment agencies, temporary help agencies, universities, community organisation
partnerships, technical community colleges, search firms, careers fairs.
Professional recruiting associations: including conferences and organisations that support the
recruitment industry.
Key Australian academic and practitioner literature was examined both generally and by sector.
Targeted searches for reviews of the following skill levels were conducted:
Unskilled recruitment
Skilled recruitment
Graduate recruitment and
Executive recruitment.
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The report focusses on the top six sectors by employment numbers (Deloitte Access
Economics, 2012, output model, October) as follows:
Health care and social assistance: 1,296,700
Retail trade: 1,238,400
Construction: 1,051,700
Manufacturing: 982,700
Education and training: 883,800
Professional, scientific and technical industries: 855,300.
Most references to Internal recruitment, including recruiting prior employees (‘boomerangs’),
employee referrals, job posting to current employees, internships, unsolicited applications,
word of mouth, and walk-ins have been excluded. The volunteer workforce has also been
(generally) excluded.
Methodology
A range of sources were considered, including peer reviewed scholarly research and ‘grey
literature’. Grey literature is defined as
‘ … document types produced on all levels of government, academics, business and
industry in print and electronic formats that are protected by intellectual property
rights… but not controlled by commercial publishers i.e., where publishing is not the
primary activity of the producing body.’ (12th International Conference on Grey
Literature at Prague, December 2010)
Detail of the types of documents searched and reviewed for this project include:
1. Peer reviewed literature:
a. Australian and international peer reviewed literature, 2000 to 2013.
b. Data bases including EBSCO (all data bases), specific searches on Business
Source Complete, CINAHL (Cumulative Index to Nursing and Allied Health
Literature), Computer and Applied Sciences Complete, Econlit, Education
Research, ERIC, Psychology and behavioural sciences complete.
c. Keywords including Australia and recruitment, job recruitment strategies for
employers, retail and hospitality industry and recruitment, construction industry
and recruitment, health and social support industry and recruitment,
manufacturing industry and recruitment, professional, scientific and technical
industry and recruitment, education and training and recruitment.
2. Newspaper reports:
a. Factiva – all publication sources, Australia, 2007 to 2013.
b. ‘recruitment and Australia (date range: 01/01/2007 to 01/11/2013)’ (94,862 hits).
c. Refined search ‘employment recruitment and Australia (date range: 01/01/2007
to 01/11/2013)’ (152 hits), and
d. Third search ‘job recruitment and Australia (date range: 01/01/2007 to
01/11/2013)’ (160 hits).
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3. Industry and trade magazines, journals, websites:
a. ABI/Inform Complete for surveys of recruitment sources, recruitment channels
online, offline, print, limited to peer reviewed and full text.
b. Search terms included ‘Australia and recruitment 2007 – 2013’ (117 hits), and
‘job advertisement sources’ (22 hits).
c. HR Monthly, (Australian Human Resources Institute) 2010 to current
4. Publicly available reports – public sector, including State and Federal government
departments and agencies, e.g., Health Workforce Australia, AWPA.
5. Publicly available reports – private sector
a. Management consultancies e.g., Deloittes
b. Specialist recruitment consultancies, e.g., Hudsons, Manpower Australia,.
c. Individual corporates e.g., Brambles, Commonwealth Bank
6. Social media sites such as Twitter, LinkedIn, FaceBook, Pinterest, Kik, other
7. Online sources, including corporate websites and blogs
8. Key search terms included:
Employer Branding
External recruitment
Grey nomads
Industry branding
Internal recruitment
Job seekers
Overskilling
Resource based views (RBV)
Recruitment outsourcing firms (RPO)
Strategic human resources
management
Traditional labour supply firms
Temporary worker agencies.
9. Job advertisements on the websites of the top twenty ASX listed companies and seven
government websites were examined for the skills mismatch question.
Limitations and future research
Although this report provides a comprehensive report of Australian academic literature,
practitioner literature, government and industry reports to address the research questions,
there are several limitations that arise beyond practical time and scope constraints. First, our
search was restricted to the years 2000 onwards, and in some instances the mid-2000s. Yet
much material, generally reflecting technological developments, appears to be out of date
against our field observations.
Second, we highlight that much peer-reviewed recruitment literature is generated
internationally, yet recruitment in Australian faces substantially different circumstances to
most other countries. An obvious example is our relatively low levels of unemployment place
us in a ‘war for talent’ where employer branding and employee value propositions are
important yet undocumented features of our recruitment landscape, especially compared
with the USA. Third, we have focused on recruitment practices rather than vacancy statistics.
We have not included the vast amount of labour market data or analyses in this review of
current Australian recruitment practices literature.
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Beyond the areas for future research identified in the report, the following are some broad
areas also requiring exploration through primary research:
The barriers for employers and recruitment agents to adopting:
o New IT and cloud-based recruitment systems that can bring rigour while
delivering value to employers
o Emerging technologies to address quality assurance and new metrics, and
enable evaluation of new recruitment sources.
Implications of new technologies for recruitment at different levels:
o Workforce: The potential of new recruitment sources to address over- and under-
skilling
o Regulators: The role of regulators in providing frameworks for including at-risk
groups with lower technology adoption rates
o Employers: Emerging guidelines, policies and codes of practice on social media
as a recruitment source. Employer policies will shape how new platforms are
used to engage job seekers.
o Job seekers: How social media, crowdsourcing and internet-based media shapes
job seekers’ expectations and strategies.
The extent to which employer branding and employer of choice awards affect job
seekers in different industries.
Authors
Chief Investigator: Denise Jepsen, BPsych (Hons), MOrgPsych, PhD, PGDipHE, MAPS,
FAHRI is an organisational psychologist with extensive research and consulting experience
in organisational behaviour and human resources. Denise is an international award winner
for her careers research, has written one book on local government and four books on
career transition. Denise is an academic at Macquarie University where she teaches HR,
including recruitment and selection. This project falls within Dr Jepsen’s broader research on
employee attitudes, workplace relationships, recruitment, careers and older workers.
Co-investigator: Martha Knox-Haly BA (Hons), MA (Hons), MBA, PhD, MAPS is an
organisational psychologist and author of three books examining the link between industrial
relations, human resources management practice and human resources risk mitigation. Dr
Knox-Haly’s writing and practice is based on stress investigations in Australian workplaces
between 1995 to 2005. Her areas of specialisation are prevention of occupational stress,
prevention of bullying and performance management systems.
Co-investigator: Daniel Townsend, BBA(Hons), BA Psych is a human resources and
organisational behaviour researcher at Macquarie University who has investigated areas of
organisational learning, team dynamics, organisational socialisation and onboarding. His
PhD research focused on the impact of human resource practices on how newcomers adjust
to becoming productive members of the organisations they join.
Reference: Jepsen, D. M., Knox-Haly, M., & Townsend, D. (2014). Australian Recruitment
Practices: A literature review of current Australian recruitment practices Australian Workforce
and Productivity Agency. Sydney: Macquarie University.
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Appendix B: List of Generalised and Specialised Job Boards Business and government
APSjobs - positions vacant in the Australian Public Service.
Australian JobSearch - Australia's largest free online jobs board.
Australian Local Government Job Directory - vacancies in Local Governments across
Australia.
COMjobs - job vacancies for professional communicators.
Defence Jobs - Portal for the variety of jobs available within the Australian Defence
Forces.
Arts and design
Arts Hub - For the arts and cultural industry.
Education
Teach.NSW - The website for the NSW Department of Education and Training.
Health
All Jobs Health - Jobs board for medical, nursing and healthcare admin and
management vacancies
AustraHealth - Recruitment Agency for nursing jobs in Australia and the Middle East.
Chemskill - Servicing the scientific, medical and technical industries.
Carecareers.com.au - Jobs portal and resource for work in the disability and community
care sector in NSW
HACjobs - jobs in the health, social services and community sector.
Healthposts - A health job and resource website.
Healthwork - advertises nursing jobs across Australia.
JobSeeker - specialises in community and not-for-profit jobs in the health and social
services.
Jobs4Careers - jobs specialising in pharmacy.
NursingJobs - Vacancies for the nursing profession in Australia.
Sports Employment Australia - Specialist recruitment consultancy for sports, recreation,
events, leisure and entertainment industries.
Sports People - Lists jobs in sport, fitness and coaching.
Information sciences and engineering
Finite IT - Recruitment Agency specialising in IT.
Gurus.com.au Search for IT jobs or post your resume online.
IBM - Global
Jobreel – IT industry job board and job news.
Law
NSW Law Firm graduate programs and summer
clerkshipshttp://www.lawsociety.com.au/community/forlawstudents/GraduateEmploymen
tClerkships/index.htm
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Science
Australian Natural Resource - Links to Australian natural resource and environmental
jobs.
EnviroJobs - Vacancies in environmental fields.
NRMjobs - job vacancies in the environment and natural resource management fields.
WaterJobs - jobs in the environmental and natural resource fields.
ANSTO - Australian Nuclear Science & Technology Organisation www.ansto.gov.au
All sectors
ABC Careers - ABC is Australia's only independent, national, commercial-free
broadcaster.
AC People - provides career development advice and job search information.
AllJobs - one search job engine gathered from other major job sites.
AllRailJobs - jobs in Australia in all railway disciplines.
Australian Jobsearch - Search thousands of jobs across Australia.
Byron Employment Australia - Over 80,000 jobs across Australia.
Careerjet - An employment search engine for Australia and worldwide.
Career One - Search for jobs or post your CV online.
Careers Online - Career research, resume help, job hunting tips, positions
vacant/wanted and more.
EthicalJobs.com.au - ethical employers from not-for-profit, business & government
sectors.
Find a Babysitter - An online introduction site for babysitters, nannies and parents.
Help Around the House - Register for employment for odd jobs e.g. gardening, cleaning,
ironing, laundry.
HomepageDaily Jobs - An employment search engine for Australia and worldwide.
Indeed - search engine for employment from various job boards, newspaper classifieds
and websites.
Jobaroo – Multi-industry job website focused on seasonal and temporary positions.
Jobsguide – Source of in depth information for jobseekers regarding careers and
education and training
JobServe - JobServe is a multi-industry job website, covering 17 industry sectors online.
Jobstralia - Search engine for jobs in Australia.
LinkMe - Search for jobs or upload your CV for employers to find you.
Lifestyle Careers - Niche market advertising of flexible employment and work at home
positions.
Locanto Jobs- Locanto is a free classifieds website which allows people to post, browse,
and find part-time and full-time jobs in any city. Users can also post their resume and
directly contact employers on Locanto.
MyCareer - Search for jobs or post your resume online.
Monster
NowHiring - online employment solution for job seekers, freelancers, employers and
recruiters.
OneShift job board- online listing of casual, part time and temporary jobs.
OzFreeOnline: Multi-industry free job board
Pedestrian.TV - search engine for job seekers
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Positions Vacant - largest audited privately owned job board in Australia.
Quest Employment and Training Solutions - Find a job or look for training.
Skills Connect - a vendor neutral online resource procurement service whereby allowing
our clients to match up with the appropriate candidate looking for a
contractual/temporary role.
Seek - Job listings and career resources.
Seek Campus - Find entry-level positions and graduate jobs, apprenticeship, traineeship
or cadetship.
The Re Generation - an online skills market.
Unigrad - job search website for vacation and graduate positions.
UniJobs - Australia's University jobs website.
Who’s Hiring – Job, careers and employment directory.
Youth Challenge Australia - Volunteer agency empowering youth and supporting
communities in Indigenous Australia, the Pacific, Latin America and Asia.
Source: http://www.canberra.edu.au/careers/students/employment/jobs-sites-australia
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Appendix C: Key Findings on Australian Health Workforce Shortages Key findings in a recent (2012) analysis of the nursing and medical workforce found:
‘There will be a highly significant shortage of nurses (109,000 by 2025)
The supply of doctors is stable now but there will be a shortage of 2700 doctors by 2025
There will be insufficient postgraduate medical training places for the number of graduates
seeking them
The current training system is creating bottlenecks and is inefficient
There is uneven distribution of the medical workforce across Australia affecting rural and
regional communities
Australia will continue to remain highly dependent on migration of international health
professionals.
There are not enough general practitioners and some other medical specialists in regional
and rural Australia
Some medical specialties are more popular than others from a career perspective
A growing trend towards specialisation and sub-specialisation means we don’t have enough
generalists.
The specialities that will be in shortest supply by 2025 if reform does not take place are:
Obstetrics and gynaecology
Ophthalmology
Anatomical pathology
Psychiatry
Diagnostic radiology
Radiation oncology.
The supply of cardiology, gastroenterology and hepatology, neurology and surgical specialties is
currently adequate, but projections show there will be more of these specialists coming through the
training pipeline than we need.’ (HWA, 2012)
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Appendix D: HWA Health Sector Workforce Reports Relevant publications currently available on HWA website (https://www.hwa.gov.au/publications):
Health Workforce Australia Annual Report 2012-13
Study of Patterns of Health Profession Migration
Health Workforce Australia Annual Report 2011-2012
Health Workforce Australia Annual Report 2010-2011
Health Workforce Australia Annual Report 2009-2010
Health Workforce Australia Strategic Plan 2013-2016
Health Workforce Australia Work Plan 2013-2014 (.pdf)
Health Workforce Australia Work Plan 2012-2013 (.pdf)
Health Workforce Australia Work Plan 2011-2012 (.pdf)
Australia's Health Workforce Series:
Doctors in focus
Health Workforce by Numbers
Nurses in focus
Health Workforce 2025 - Volume 1
Health Workforce 2025 - Volume 2
Health Workforce 2025 - Volume 3
Mental Health Non-Government Organisation Workforce Sector Project:
A Snapshot of the Mental Health Non-Government Organisation Sector (.pdf)
Non-Government Organisation Mental Health Service Provision (.pdf)
Funding the Mental Health Non-Government Organisation Sector (.pdf)
Mental Health Non-Government Organisation Workforce Characteristics (.pdf)
National Cancer Workforce Strategy:
NCWS planning and data inventory
NCWS literature review
NCWS environmental scan
National Cancer Workforce Strategic Framework
Other potentially relevant reports:
Patterns and determinants of medical and nursing workforce exits
The effects of medical graduate expansion on doctor’s working patterns
Medical Physicists Workforce Report
Strategic Study of Postgraduate Medical Training: Baseline Report
Growing Our Future: Final Report of the Aboriginal and Torres Strait Islander Health Worker
Project
Aboriginal and Torres Strait Islander Health Worker Project Environmental Scan
Aboriginal and Torres Strait Islander Health Worker Project Interim Report, June 2011
Final Report of the Caring for Older People program (2010-11)
Extending the Role of Paramedics fact sheet
Medical Graduate Competency Framework Report
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Oral Health Project Scope of practice review
Physician Assistants report Volume 1 - Final Report
Physician Assistants report Volume 2 - Literature Review
Rural and Remote Health Workforce Innovation and Reform strategy.
We also note the large number of other organisations with health workforce interests, each of
whom publish regular environmental scans, workforce statistics and other workforce updates.
Organisations such as the Community Services and Health Industry Skills Council
(http://www.cshisc.com.au/), Australian health Workforce Institute (http://www.ahwi.edu.au/) and
Australian Institute of Health and Welfare (http://www.aihw.gov.au/health-workforce/) plus many
others provide extensive information and reports on many aspects of the health sector. Indeed,
HWA aim to consolidate information and data from the variety of sources in the health sector.
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Appendix E: Recruitment Sourcing Strategies by Sector Sector Dimension Response or examples
Health Care
Specialist recruitment
agencies
(locally and overseas for
health)
Medirecruit Australia (www.medirecruit.com)
Ochre Medical Recruitment (www.ochrerecruitment.com)
Plexus Medical Recruitment (www.plexusrecruitment.com)
Healthcare Recruitment Australia (www.healthcareaustralia.com)
Careers Expos AMA Careers Expos
Monash Careers Expo
Royal Australasian College of Medical Administrators (expos in each state)
Australian College of Nursing Expo
Social Media All state health departments make use of
Twitter, Facebook, LinkedIn, Google plus
and email as contact points.
Internal recruiters Yes for all state health departments
Student placements,
internships, practicums
Yes for all state health departments
Specialist job search
websites
Australian Healthcare and Hospitals Association
HACjobs (Health, Social Services & Community sector)
NSW Health
HEALTHposts.com.au
Nursing Jobs
Nursing Jobs: Perth
Nursing Careers Allied Health
PsychXchange (Psychology)
South Eastern Sydney Area Health Service
Major metropolitan
newspaper advertising
Yes
Local newspapers Yes
Organisational websites Yes
Professional newsletters Yes
Overseas recruitment Yes
Retiree bank/grey
nomads
Yes
76
Sector Dimension Response or examples
Social
Assistance
Specialist recruitment
agencies
Kylie Hammond Recruitment
Parkhouse Bell
Careers Expos Yes
Social Media Facebook, LinkedIn, Twitter, Reddit, Tumblr,
google+ plus and email
Internal recruiters Yes
Student placements,
internships, practicums
Yes
Specialist job search
websites
HACjobs (Health, Social Services & Cmmty)
Carecareers
Development Gateway
NCOSS-Council of Social Services NSW
Ethical Jobs
Probono Australia Jobs Board
www.nfpjobs.com.au
Major metropolitan
newspaper advertising
Yes
Local newspapers Yes
Organisational websites Yes
Professional newsletters Yes
Overseas recruitment Unclear
Use of retirees/grey
nomads
Unclear
Retail and
Hospitality
Specialist recruitment
agencies
Retailworld Resourcing
Frontline Hospitality
Benchmarque Hospitality
Hospitality Recruitment Solutions
Careers Expos Adventure Travel and Backpackers Expo
Work and Travel Expo
Reinvent your Career Expo
Social Media Twitter, Facebook, LinkedIn, Pinterest, Google+
Internal recruiters Yes
Traineeships, work exp Yes
Specialist job search
websites
www.skillsone.com.au
westjobs.com.au (for Perth and WA)
jobsearch.gov.au
www.youthcentral.vic.gov.au
gumtree.com.au
simplyhired.com.au
ringabackpacker.com.au
Major metropolitan
newspaper advertising
Yes
Local newspapers Yes
Organisational websites Yes
Professional newsletters Yes
Overseas recruitment Yes
Retirees/Grey Nomads Unclear
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Sector Dimension Response or examples
Construction
Specialist recruitment
agencies
Construction Recruitment
Conduit Recruitment
Hays Recruitment
Hudson Global
Job Capital
Careers Expos Engineers Australia Careers Expo
Queensland Mining Expo
SACOME Mining Careers Expo
Mining and Gas Jobs Expo Queensland
Chincilla Careers Expo
FOGS Indigenous Employment and Careers Expo
Skills Employment and Careers Expo
National Careers and Employment Expo
Reinvent your Career Expo
Social Media Facebook, Twitter, Google plus, LinkedIn, email
Internal recruiters Yes
Student placements,
internships,
apprenticeships
Yes for engineering and project management
staff, with apprenticeships for skilled trades.
Specialist job search
websites
Mining Employment Services
Mine Jobs
Skye Recruitment (mining jobs)
NRMjobs (Environment, Water & Natural Resource Mgmt sector)
Careerone, au.indeed.com, Gumtree.com.au
Major metropolitan
newspaper advertising
Yes
Local newspapers Yes
Organisational websites Yes
Professional newsletters Yes
Overseas recruitment Yes
Retirees/Grey Nomads Unclear
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Sector Dimension Response or examples
Manufacturing
Specialist recruitment
agencies
Hays
Hudson
Horner Personnel
Australia Personnel Global
Adecco
Drake Industrial
Careers Expos National Careers and Employment Expo
Skills Employment and Career Expo
Engineers Australia Careers Expo
Queensland Jobs Expo
Social Media Facebook, LinkedIn, Twitter and Email
Internal recruiters Yes
Student placements,
internships, apprenticeships
Yes
Specialist job search
websites
Tradeyourjob.com.au
Jobsearch.gov.au
Careerone
Mycareer.
Major metropolitan
newspaper advertising
Yes
Local newspapers Yes
Organisational websites Yes
Professional newsletters Yes
Overseas recruitment Yes
Retirees/Grey Nomads Unclear
Education and
Training
Specialist Agencies
Careers Expos
Education careers fairs
Graduate careers fairs
EdFest Careers Expo
Teachers Assn of Aust Careers Expo
Social Media All universities, TAFE and state Education
and Training Departments use Facebook,
Twitter, LinkedIn, blogs, email
Internal recruiters Yes, highly formalised and structured
process around processing applications.
Student placements,
internships, practicums
Yes, with particular emphasis on rural
placement programs
Specialist job search
websites
Teachers On Net
UniJobs
AustraliaTeachers
Major metropolitan
newspaper advertising
Yes
Local newspapers Unclear
Organisational websites Yes
Professional newsletters Yes
Overseas recruitment Yes
Retirees/grey nomads Yes
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Sector Dimension Response or examples
Professional
Scientific &
Technical
Lawyers
Recruitment agencies
Hudson - Legal
Michael Page
Burgess Paluch
Australian Recruiting Group
Legal Practice Intelligence
Hays Recruitment
Lawyers
Careers Expos
Sydney Graduate Fair
The Big Meet
Law Careers Fair
University Graduate Careers Fairs
Lawyers
Job search websites
lawyersweekly.com.au
seek.com.au
monster.com
Accountants
Recruitment agencies
Michael Page
Hudson-Global Resources
Adecco
Hays Recruitment
Accountants
Careers Expos
Graduate Careers Fair Day (includes on- campus recruitment)
CPA Australia Careers Expo
Accountants
Job search websites
CareerOne
Jobs.com.au
MyCareer
Seek
Scientists
Recruitment agencies
Kelly-Scientific Resources
Q Recruitment
Hays Recruitment
Science People
Scientists
Careers Expos
Medical Sciences Careers Fair
Graduate Careers Fairs
Scientists
Job search websites
Research Gate
Science Alert Jobs
Science People
Evolve Scientific Recruitment
Social Media Facebook, LinkedIn, Twitter and email
Internal recruiters Yes, very structured recruitment process
Student placements and
internships
Yes
Major metropolitan
newspapers advertising
Yes
Local newspapers Unclear
Organisational websites Yes
Professional newsletters Yes
Overseas recruitment Yes, among top tier firms, working on
international projects and collaborations.
Retirees /grey nomads Unclear
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