recruiting

previous employees

"Boomerang" employees more common

Employee Referrals

employees refer friends, family, and previous coworkers Referrals tend to be above average performers and stay longer Not free (most companies pay bonus) and can perpetuate imbalances

Job Fairs:

events involving multiple employers, usually sponsored by a city or industry Can generate a lot of candidates in short period of time at a low cost Since anyone can attend, quality issues

interactional:

fairness of the interpersonal treatment and amount of information received during the hiring process Honesty, respect, recruiter warmth, and effectiveness of information

post jobs online

integrated with major job boards (Monster, Indeed, etc.) Manage candidate applications Parse CVs/resumes via key words Contact candidates via email

Selling the job and company

Employer Branding EVP Screening Interviews and other screens (e.g., assessments, drug tests, background checks, etc.) Communicating with candidates Managing "paperwork"

three types of fairness

distributive, procedural, international

Professional Associations

e.g., SIOP, Institute for Electrical and Electronics Engineers, American Marketing Association Member database, screened for credentials, conferences Can be low cost, but not fast

Screen candidates

Administer assessments Schedule interviews

Goals of employer brand:

Emphasize company's values Achieve reputation as employer of choice Recruit / retain employees

DEMO

an applicant tracking system

Search Firms

"headhunters" that seek out candidates who meet company's requirements (contingency vs retained) Can be only way to source some top level talent Expensive

From lowest richness/credibility to highest

Advertisements Recruitment brochures Organizational websites Videoconferencing Direct contact Richer, more credible sources tend to be the most expensive per applicant contacted

wide adoption

All large companies and more than half of mid-sized companies have an ATS Web has made applying for a job easy, stimulating demand for ATS' (and assessments)

rich media

Allow for timely personal feedback Provide ample information Customized to user needs

other

Applicant tracking systems Recruitment process outsourcing

Signaling

Because people often have limited information about organizations and jobs, they may rely on the recruiter's traits and behaviors as signals of the company, the job, and their chances of getting an offer A gregarious recruiter may be taken as indicative of a fun culture A minority recruiter may signal the firm's demographic diversity A recruiter's bad day may suggest to a candidate that he/she bombed the interview

Applicant tracking systems, typical features/ benefits

Cloud-based, enhancing upgrades, maintenance, accessibility, scalability; most are also mobile Candidates apply online via a bespoke application form

Sourcing

Definition: identifying and locating high potential recruits Done for internal as well as external job candidates Involves the analysis of different possible sources of recruits to identify those best able to meet the firm's staffing goals

step 2

Evaluate recruiting source effectiveness: Where applicants discovered the vacancy Where top candidates discovered the vacancy How many recruits each source generated What quality of recruits each source generated, and what was the range of recruit quality from each source What were the demographics of the recruits from each source Yield ratios for each source Conversion rates from applicant to hire for each source Absence and turnover rates by source Job performance by source Promotion rates by source Data relevant to other staffing goals

Desirable Recruiter Characteristics

Familiarity with the job, organization, and career options Good listening skills Good communication skills Good social skills and self-confidence Intelligence Enthusiasm about the job and company Integrity, trustworthiness, credibility Great detail and follow-up

Message content should appeal to the goals and values of the targeted recruits

Google's message was smart people, challenging work, free time to explore, fun, women-friendly, and nice perks

Credibility

Honest Accurate Thorough

employer branding

Image of the organization as a place to work in the minds of employees, potential applicants, and other stakeholders Expresses employer's value proposition (WIFM?) Culture Career opportunities Rewards (comp and benefits)

Applicant reactions to recruiters

Influence of recruiter vs. job characteristics Influence of recruiter on attitudes and behaviors Demographics of recruiters Influential recruiter behaviors Warmth and knowledge of the job

Schools: colleges, universities, trade schools, etc. Low cost, targeted Not on demand; competition for in demand talent; no experience

Internships used as recruiting ("try it before we buy it")

Open recruitment Targeted recruitment

Key KSAO shortages Workforce diversity gaps Passive job seekers or non-candidates Former military personnel Employment discouraged Reward seekers Former employees Reluctant applicants

Applicants can overwhelm popular employers;

Most companies save resumes into a data base and can do key word searches at any time in the future

self assessment tools

Perceiving a good fit with a company's culture and job opportunities improves a job seeker's attraction to the organization Bad fits self-select out Self-assessments should be anonymous and not used for selection Online self-assessments

Goal is to ensure people perceive fairness (of all types) relative to the factors described previously.

Possible spillover effects? Don't/stop buying your product or service Say negative things about your company to others Refuse to consider another job when it becomes open Consider filing a lawsuit against you for discrimination

applicant reactions to organization characteristics

Prestige Reputation for treating employees well

step 3

Prioritize recruiting sources based on hiring goals and recruiting source effectiveness Identify all sources that seem to produce applicants fitting the profile Then delete those that do not meet your need for cost, speed, etc. If quality is the most important goal, college hiring might be the preferred source If hiring speed is more important than quality, job fairs might be better

Creating a sourcing plan step 1

Profile desirable employees to identify promising sources What do successful current employees in targeted jobs like to do? How you might reach them if you were to try to recruit them now? Where do they like to go? What media do they use? What organizations do they belong to? What events do they attend? How did they first learn of their first job in your firm?

to recruitment process, applicant reactions

Relationship of screening devices to job Delay times in recruitment process Funding of recruitment process Credibility of recruiter during recruitment process

Web crawlers

Sites that continually search for people with desirable talents and sell access to recruiters

Non-compensatory screening factors should be communicated to facilitate self-selection

The job's location, the type of job, working conditions, etc

Government Agencies

US and sate governments provide services for various groups (e.g., veterans, disabilities, youth, etc.) Cost vs quality

applicant reactions to job characteristics

Wages Opportunity for growth and development Interesting characteristics

Sourcing Nontraditional Applicants

Workers with disabilities Older workers Welfare-to-work

Organizational Image

a general impression based on both feelings and facts What comes to mind when you think of Nieman-Marcus, Goldman Sachs, and Tiffany's? The more favorable a company's image, the more people are likely to consider the organization attractive as an employer and state a willingness to respond to its recruitment advertisements Organizational images differ across subgroups of individuals

recruiting

activities that convert the leads generated during sourcing into job applicants, generate interest in a company and its jobs, and persuade candidates to accept extended job offers

Career Sites

almost every Company's website has pages devote to finding a job Can be low cost and very effective; tied to ATS; allows presentation of much information about the company/job

Employer Image

attitudes toward and perceptions of the organization as an employer Employer brands reinforce the employer image

top reasons offers are rejected

bad interview process hiring managers lousy attitude mediocre offer offer letter without a phone call first too-long hiring process lack of feedback

Procedural:

beliefs that the policies and procedures that resulted in the hiring or promotion decision were fair Respect applicants' privacy, avoid delays, use job-related assessments, give fair opportunity to perform

Networking sites:

leveraging personal connections to generate applicants (e.g., LinkedIn, Facebook, Twitter) Low cost, fast, targeted, and can access passive candidates Use exploding and services expanding (e.g., Tomigo, Careerarc)

Reporting

monitor and report on costs, activities, results Integration with other systems such as HRIS, company website, etc.

distributive

perceived fairness of the outcome Did you get the job or promotion?

Competitors:

poaching talent away from competitors Good way to fill key jobs and potentially harm competition Can result in lawsuit if those hired had contracts or noncompetes

realistic job previews

provide both positive and potentially negative information to job candidates Rather than trying to sell the job and company by presenting the job opportunity in the most positive light, realistic job previews strive to present an honest and accurate picture The goal is not to deter candidates by focusing on factors that might be perceived negatively, but to provide objective information that job candidates can use to self-assess their fit with the job and organization Improves retention in most cases

Internet Data Mining

searching new for passive/inactives Boolean searches: technique that allows a search to be narrowed by using special terms before the key words Flipping or flip searching: identifying people who link to a web site E.g., link:siop.org NY consultant

Applicant tracking systems

set of processes and collaboration tools to help employers manage recruitment and hiring efforts. From providing applicants a way to apply to jobs online to managing and tracking interview processes, think of applicant tracking systems as supply chain software for hiring

Internet Job Boards

sites that allow companies to post openings and job seekers to post resumes General sites (e.g., Indeed.com, Monster.com, LinkedIn.com) or targeted sites (e.g., hirediversity.com; gaywork.com) Typically generates many applicants but low yield (few hires); "post and pray"

observation

solicit people you observe doing a good job Cheap but random

Geographic targeting

sourcing recruits based on where they live Can focus on the local labor market Can focus on labor markets in locations similar to the organization's location in terms of city size, cost of living, climate, recreational opportunities, etc. Can target individuals likely to find the firm's location attractive Lower-level positions in an organization are typically filled from the local labor market, and the geographic boundaries tend to widen as the position moves up the organization's hierarchy