Chapter7HRM634.docx

Chapter 7 External
Recruiting

Recruiting

· Definition: 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
Recruiting can be done by recruiters, hiring
managers, or employees.

Recruitment

Application Reactions

An important goal of recruitment is to give every
applicant a positive feeling about the organization.
Organizational and individual perspectives are both
relevant.
1. Effective recruitment requires considering the
2. applicant’s perspective and needs
3. Both parties are pursuing a business
4. relationship

Three Types of Fairness

1. Distributive: perceived fairness of the outcome

1. Did you get the job or promotion?
2. Procedural: beliefs that the policies and

3. procedures that resulted in the hiring or

4. promotion decision were fair

1. Respect applicants’ privacy, avoid delays, use
2. job-related assessments, give fair opportunity
3. to perform
5. Interactional: fairness of the interpersonal

6. treatment and amount of information received

7. during the hiring process

1. Honesty, respect, recruiter warmth, and
2. informativeness

Spillover Effects

· Definition: indirect or unintended consequences of
· an action
Most job candidates do not get the job or promotion
– so what happens next?
If they were forced to wait extended periods for pre-
scheduled interviews, met unprepared and
distracted interviewers, found the selection process
unfair, and were not made to feel important or
welcome, will they still your products? Apply for
another job with you in the future? Tell their friends
how impressed they were with your firm and
influence them to become customers or applicants?
What if they were greeted by name, given a quick
tour of the facility, treated fairly and respectfully,
interviewed on time by prepared and enthusiastic
employees, and heard from the company when it
said it would follow up?
Many firms treat job candidates as if they should
feel privileged the firm is even considering them for
a position, and treat rejected candidates as if that
was the end of their relationship. This is simply not
the case.

Recruitment Continues

· Until either the organization (or the candidate)
· removes the person from further consideration, or
· the individual is hired and reports for work, it is
· the job of recruiting to keep him or her interested
· in pursuing the opportunity with the organization.
· Recruiters should help candidates continually feel
· excited about the opportunity and ultimately be
· willing to accept a reasonable job offer.
· The effects of an organization’s actions and
· reputation on applicant attraction begin before an
· organization ever advertises an open position and
· continue after the position is filled.

The Candidate Experience

· How job applicants experience all of their
· recruiting and hiring interactions and experiences
· with an employer
· Best practices:
· Keep the application process simple
· Offer candidates multiple communication
· channels
· Minimize the time it takes to make a hiring
· decision
· Keep candidates informed during the process

Developing an Image and Brand

· Image: general impressions of an organization or
· its products
· Brand: symbolic picture of all the information
· connected to a company or its products, including
· its image
· Employer value proposition (EVP): a brand that
· applies to the organization as an employer

Image

· 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.
· Employer Image: attitudes toward and perceptions
· of the organization as an employer
· Employer brands reinforce the employer
· image

Employer Image

How an organization is reputed to treat applicants
and employees is likely to have a particularly strong
effect on applicant attraction.
Newer or lesser-known organizations with weak or
nonexistent images among job seekers may have
greater difficulty attracting recruits using passive
recruitment sources such as newspaper
advertisements than organizations that are more
widely known and favorably thought of.

Employer Branding

· “Stacy Parker of the Blu Ivy Group on

· Employer Branding” (2:17)
· “Employer Branding Strategy – Blu

· Ivy Group” (2:39)

Nature of the Recruiting Message

Different types of recruiting materials attract the
attention of different job seekers and induce them to
apply. Message content should appeal to the goals
and values of the targeted recruits.
Noncompensatory screening factors should be
communicated to facilitate self-selection (e.g., the
job’s location, the type of job, pay, etc.).

EVP Slogans

Developing an EVP

1. Analyze the current perceptions of your target
2. audience
3. Align your EVP with the firm’s policies, practices,
4. culture, and values
5. Communicate your story clearly and consistently
6. Measure and improve your EVP by establishing
7. appropriate metrics and periodically repeating
8. step 1

Developing the Recruiting Message

· The recruiting message influences the number
· and types of people who apply
· Novelty seems to help; what works best can
· change quickly
· Appeal to the goals and values of targeted talent
· pool
· Communicate the employer value proposition
· Including information about the job’s location,
· requirements, and salary can save the time and
· expense of processing and screening applicants
· who are not likely to accept job offers

Recruiting Research Findings

Realistic Job Previews

· Definition: 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.

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

What Makes Recruiters More

Effective?

Signaling

· Because people often have limited information
· about organizations and jobs, in the absence of
· objective information they may rely on the
· recruiter’s traits and behaviors as signals of
· aspects of both the company and the job
· opportunity.
· A CEO involved in recruiting may signal a job’s
· importance
· A demographic minority recruiter may signal
· the firm’s demographic diversity
· Recruiter behaviors affect applicant attraction
· indirectly through influencing applicant
· perceptions of job and organizational attributes.

Recruiter’s Demographics & Attitudes

· Recruiter demographic similarity doesn’t
· necessarily increase applicant attraction
· Recruiter behavior toward applicants and
· applicants’ perception of the recruiter’s knowledge
· do matter
· Recruiter profiles of who has previously been the
· most effective for different positions
· The recruiter should be able to relate to a targeted
· recruit’s values and motivations to be persuasive

Who Recruits?

· Internal recruiters
· Chatbots
· External recruiters (retained and contingency
· search firms, full-scale and on-demand
· recruitment process outsourcing; staff
· augmentation)
· Hiring managers
· Future coworkers

Factors Influencing Recruiter Effectiveness

Recruiter Training

Strategic Recruiting Metrics

· New hire job performance
· New hire failure rate
· Turnover of new hires
· Hiring manager satisfaction
· New hire satisfaction
· New hire time to productivity
· New hire training success

Recruiter Goals & Feedback

· An organization usually has specific goals for
· recruiter activities including:
· Employer branding
· Candidate screening
· Generating candidates’ interest
· For a recruiter to pursue the organization’s goals:
· The organization’s goals must be known by the
· recruiter and be consistent with the recruiter’s
· personal goals
· The recruiter must receive feedback in relation
· to these goals

Recruiter Incentives

· The behaviors and outcomes that are rewarded
· are the ones most likely to be pursued by
· recruiters
· Align rewards with staffing goals
· Balance long-term and short-term goals
· Balance team and individual goals

Global Recruiting

· Employers often lack the same brand recognition
· in different countries
· Practical difference exist in staffing laws and
· norms

The EU’s GDPR

· The European Union’s General Data Protection
· Regulation gives EU residents greater control over
· their personal data
· Job seekers must actively opt-in to give direct
· consent for data to be collected and be able to
· withdraw their consent
· OR the employer must have a “legitimate
· interest” such as proactively sourcing on
· LinkedIn for a specific role
· AND the data must be collected for a specific
· and limited purpose (not for general talent
· pipelining)
· Violations can result in fines of up to 4% of
· annual revenue

Timing of Information

Recruitment Consistency

· Recruiting guide
· A formal document that details the process to
· be followed in recruiting for an open position.
· Addresses both internal and external recruiting
· processes.
· Clarifies company policies and procedures
· relating to appropriate budgets, activities,
· timelines, responsible staff, legal issues, and the
· specific steps to be taken in recruiting for the
· position.
· Helps to standardize the recruiting procedures
· used by the organization, clarify which
· employees are expected to perform what roles
· during the recruitment process, and helps to
· ensure that all of the relevant recruiting policies
· and procedures are followed during the
· recruitment process.

Recruiting Technology

· Mobile recruiting
· Texting
· Careers sites
· Social media
· Gamification
· Artificial intelligence
· Applicant tracking systems

Recruiting Ethics

· Because no regulating agency oversees recruiting
· practices, ethical recruiter behavior starts with the
· employer clearly defining expected recruiter
· behaviors
· Ethical code for sourcers and recruiters
· emphasizing key organizational values and
· providing ethical guidance
· Provide clear channel for recruiter questions
· and hiring issues
· Benefits to ethical recruiting:
· Decreased risk of lawsuits
· Increased trust may appeal to high-quality
· passive candidates
· Enhanced applicant reactions
· Enhanced current and future recruiting
· effectiveness
· Most common ethical issues in recruiting:
· What information to communicate
· How honest, fair, and transparent to be with
· recruits

Best Practices in Recruiting Ethics

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