Strategic Value of Employee Benefits Programs Instructions



Evaluating Corporate Recruiting Plan

Roscoe P. Coltrane

Hazzard County University


Dr. Courtney Hammonds

January 18, 2021



This report examined current and past theory on recruiting strategies and processes to emphasize

the importance and relevancy of effective selection processes for competitive business

organizations. Gatewood, Field & Barrick (2016, p. 36) uses the word “formidable” to indicate

the arduous nature of conceptualizing and developing an effective selection program.

Particularly, the authors as well assert that the difficulty level in developing sound recruitment

and selection processes is compounded when consideration is given to the adherence of certain

laws that impact hiring and selection. This report recognizes the need for effective recruiting

plans as a critical organizational strategy aimed at attracting top quality employees. It also makes

the case that targeted recruiting must have as its foundation processes and programs that strongly

address underrepresented groups in hiring. The report finally recognizes that no recruitment

strategy or plan, whether from the private or public sector can truly be effective or add overall

organizational value if those developing such strategies lack knowledge of how laws affect

selection and hiring.


Evaluate the Merits and Limitations of Recruiting Plan

Selecting and acquiring top talent has never been more important today for organizations

seeking competitive advantage. Thus, the need for an effective recruitment strategy and plan is

essential for acquiring and retaining top talent (Brazeel, 2010, p.1). The overall effectiveness of

the organization’s recruitment plan is even more important when consideration is given to the

need to recruit across levels. Rashmi (2010) believes most organizations will probably have

structured recruitment and selection processes but knowing how the processes are applied across

levels is essential. The processes (or program) may differ in:

o sources of recruitment

o advertisement content

o application methods

o selection methods, and

o closure methods (p. 121).

Understanding the merits and limitations of organizational recruitment plans will increase the

likelihood that HR teams will develop strong recruitment and selection processes.

Recruitment Plan Evaluation – Foxconn

This report assumed that like most major organizations Foxconn is making significant

investments in major new operations. To support this endeavor, they have determined a need

exists for additional employees with specific knowledge, skills, and abilities. Such experience is

needed to meet the demands of high-performing teams. An evaluation of the current recruitment

plan for IT and engineer positions reveals Foxconn’s current plan utilizing college job fairs,

internships, professional organizations, and executive recruitment. The recruitment plan for

administrative and distribution center entails sourcing from local newspapers, point-of-sales


advertising, and internal job referrals. As a result of these findings, this report recommends

eliminating across each plan college job fairs and local newspapers.

As far as IT and engineer positions, they are usually considered high-profile or high

performing positions thus, professional organizations, executive search, and even internships

must remain part of the current recruitment plan. The latter of the elements can also be a cost-

saving measure in terms of salary and benefits. Rockwood and Hermans (2020) also states

“Intern hiring was expected to increase 2.6 percent in 2019 from the previous year” (p. 68). The

authors also made a point that pools of highly motivated interns are available. Each element will

likely continue to be successful and can also be leveraged by the recruitment plan for

administrative and distribution positions.

On the other hand, the likelihood of on-site college job fairs and local newspapers

continuing to be successful are rather slim. With the existing Covid-19 concerns across the

nation, it is easy to speculate that the lack of willingness to participate in such a job fair event,

particularly at rented facilities or on site, exists with both candidates and the hosting

organization. With respect to using local papers as a source for recruiting talent this approach

may be seen a limiting strategy for two reasons. First, there is some research suggesting that

newspapers are no longer a primary sources of information, thus many people are no longer

reading newspapers. It is worth mentioning the following:

The estimated total U.S. daily newspaper circulation (print and digital combined) in 2018

was 28.6 million for weekday and 30.8 million for Sunday, down 8% and 9%,

respectively, from the previous year. Weekday print circulation decreased 12% and

Sunday print circulation decreased 13% (Pew Research Center, n.d., sec. 2).


Based on the overall analysis for this report’s section on evaluating the recruitment plan, a

general recommendation might be that Foxconn leverage the plan elements for the IT and

engineer positions and morph them into the administrative and distribution positions plan.

Recommending Plan for Successful Research-Based Recruiting of Targeted Groups

Organizations evaluate recruiting effectiveness to see how their recruiting efforts

compare with past patterns. They also do so to make comparisons with other organizations.

Recruiting strategies take into consideration a number of EEO and diversity considerations and

therefore the need for HR leaders to address target groups, such as underrepresented candidates

has never been more important.

Recruitment of Targeted Groups: A Brief Analysis

This report contends when organizations apply specific practices aimed at recruiting

targeted groups such approaches tend to make the overall workplace more functionally creative

and innovative (McKay & Avery, 2005, p. 332). The term “targeted groups” takes on different

meanings with respect to the overall goal of recruiting top talent. Target groups could be candidates

with specific expertise and experience regardless of race, color, or national origin. However,

targeted groups may also be candidates that have previously been underrepresented but now the

goal of recruiting is to close the gap between majority and minority representation. To emphasize

the importance of closing selection gaps three underrepresented target groups are worth discussing,

minorities, women, and disabled candidates.

It is important to understand and discuss the topic of diversity in organizations to appreciate

the need to better represent minorities, women, and disabled candidates, especially when seeking

top talent. Diversity simply put is the existence of differences in people (Lussier & Hendon, 2019,

p. 95). When organizations understand the significance of a diverse workplace and its impact on


creativity (thinking uniquely) and innovation (creating new processes), they begin to recognize the

value of minority, women, and disabled worker representation across the organizational landscape.

It is also critical for management and HR teams to understand current legal mandates that impact

policies and practices used to recruit talent including Americans with Disabilities Act (ADA), Age

Discrimination in Employment Act (ADEA), Equal Pay Act (EPA), and Pregnancy Discrimination

Act (PDA] (Gatewood, Field & Barrick, 2016, p. 35).

Recommendations for Targeted Search Success

One recommendation for enabling targeted search success to ensure adherence to

guidelines derived from law and hiring practices is to ensure HR managers remain abreast of

both current and guidance on diversity and inclusion and the previously mentioned laws in this

report. This is especially needed as HR departments seek to modernize and reform assessment

and hiring of job candidates (Federal Register, 2020, para 2). Regular policy reviews and

strategic planning meetings will be beneficial. Another recommendation for enabling targeted

search success to ensure adherence to guidelines derived from law and hiring practices is to

ensure HR teams are knowledgeable of other key laws and current best practice affecting

targeted groups. Joubert (2020, p.11) believes that such understanding of key laws and industry

best practices positions HR to be a more effective business partner when sourcing top talent.

As a final recommendation

As a final recommendation it will be necessary to simply maintain effective internal

management principles around planning, organizing, leading, and controlling. Through these

principles management teams and HR leaders stay abreast of the changing landscape of the

organization but also to their own accountability for avoiding discrimination in hiring and by

targeting groups normally considered underrepresented. Talent acquisition is one of the most


important HR functions in the department and not understanding how prevailing laws impact that

function places the HR team at a disadvantage for adding value to the organization.

Identify Impact of Legal Environment on the Recruiting Process

Gatewood et al, 2016 provides an informative perspective on Federal laws that must be

considered by HR practitioners when formulating strategies to develop recruitment and selection

processes. Some of the laws noted include the civil rights act of 1991, age discrimination in

employment act, Americans with disabilities act, immigration and control reform act, and several

executive orders (p. 107). This report focused on the latter, executive orders in the federal

government, since they are centered on race, color, religion, sex, national origin, handicap, or

age. The primary focus are executive orders 13087 and 13672.

Executive Orders and Impact on Hiring, Recruiting, and Promotion

Executive orders 13087 and 13672 came about due to the need to make more specific

guidance related to Executive Order 11478. In other words, the executive order needed to be

updated to clarify and make additions to current characteristics (race, color, religion, etc.). Thus,

the essentials of orders 13087 and 13672 can be simply summarized as follows:

o Executive Order 13087 Signed in 1998, this order amends Executive Order 11478 to

include sexual orientation.

o Executive Order 13672 Signed in 2014, this order amends Executive Order 11478 and

11246 to include gender identity (Gatewood et al, 2016, p. 110).

The selection of executive orders 13087 and 13672 for this report was important because each

makes clear the apparent need to highlight the terms sexual orientation and gender identity—and

rightfully so. Look no further than the recent Supreme Court ruling that federal civil rights law

recognized to protect gay, lesbian, and transgender workers (de Vogue & Cole, 2020). The


actions by the courts to emphasize such fair treatment is not just beneficial support for

employment candidates in the federal sector, but as well, the private sector.

Finally, it is recommended that federal government agencies ensure adherence to

executive orders derived from law and hiring practices is to ensure department managers remain

abreast of both current and prior executive orders. This is especially needed as these departments

seek to modernize and reform assessment and hiring of federal job candidates (Federal Register,

2020, sec. 3). Regular policy reviews and strategic planning meetings will be beneficial. Just as

critical for agencies and organizations to understand and leverage executive orders so is dealing

with perceived human resource business partner issues derived from legal implications.

HR Issues and Law Implications

There are two issues that immediately come to mind that HR leaders encounter. The first

is clarity of federal laws versus state laws. The second issue derives somewhat from the first and

it centers on challenges and constraints for recruiting.

HR Issues with Federal Vs. State Laws

HR support departments in organizations must be well-versed on both federal and state

laws, especially when they govern how employment processes are applied. “The U.S.

Department of Labor (DOL) administers and enforces more than 180 federal laws. These

mandates and the regulations that implement them cover many workplace activities for about

150 million workers and 10 million workplaces” (DOL, n.d., para 1). The website lists several

laws that impact employment and the laws apply to things like wages and hours, workplace

safety and health, workers compensation, and family and medical leave to name just a few. Lack

of understand and applying these laws to organizational strategies and policies are certain to lead

to HR issues.


HR Issues Due to Organization Challenges/Constraints

Challenges and constraints refer to internal organizational actions that can challenge the

implementation of a sound recruitment process. While there may be many challenges or

constraints, three come to mind and they include (1) budgetary constraints, (2) lack of strategic

acuity by HR teams, and (3) applying laws appropriately (Lussier & Hendon, 2019, pp. 169-

170). At first glance one may ask how do federal or state laws impact these challenges and


First, all internal budgets to support HR activities should always be created to not only

ensure necessary jobs are filled, but they must also be planned around the required tasks HR

assumes to ensure legally administered programs, especially those that are jurisdictional (Lo,

Mackay, & Pio, 2015, p. 335). Second, federal and state laws impact how HR teams

strategically understands the laws and strategically communicates and implements the programs

derived from those laws. Finally, the third constraint flows with, and derives from the second

challenge or constraint. However, extra emphasis must be placed for pay equity and other

programs when organizations operate either nationally (across state borders) or globally.


It is important for businesses and their owners to develop and continue to foster good

recruiting plans in efforts to ensure both organizational success and legal compliance. HR teams

in organizations play a major role in that endeavor as they must effectively attract and retain top

talent. Although administrative and legally mandated tasks are important, HR’s strategic

contribution should also add value to the organization by improving the performance of the

business. As such, improving the performance of the business requires a strategic HR

management approach (Mathis, Jackson, Valentine & Meglich, 2017, p. 47). This means, as


derived from the previous discussion herein, HR must appropriately conceive and implement

recruitment practices and programs that are well within the parameters of federal employment

laws. Planning must also address the “jurisdictional nature” of business operations as

employment laws apply differently across regions and borders.



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