Module VI

Recruitment and Selection

Dr Arpita Shrivastava
What's new….?

Disruption in Recruitment Trends, caused by the pandemic

Remote Working

Importance of Mental Heath

The Great
Resignation
“New normal”

• “The impact on industries such as aviation and hospitality, hiring activity for HR, finance, and other
specialist fields has remained stable” - a report by Recruitment firm Robert Walters, published in People
Matters.

• E-commerce, logistics, and e-services companies find themselves in particularly urgent need of
manpower, as people take their shopping and other activities online to preserve social distancing: Amazon,
for example, is increasing its US workforce by 25 percent and wants to absorb the laid-off workers
from other sectors.

• Certain areas of the technology sector haven’t experienced many variations in their hiring patterns. In
fact, several companies are continuing to see high growth, especially for cybersecurity specialists, systems
engineers, and .NET developers

• As the pandemic continues to accelerate digital recruiting strategies, organizations are moving
quickly to adopt virtual hiring platforms to conduct video screening and interviewing.
The Great Resignation
What is it?

The Great Resignation is an idea proposed by Professor Anthony Klotz of Texas A&M

University that predicts a large number of people leaving their jobs after the COVID pandemic
ends and life returns to "normal." Managers are now navigating the ripple effects from the
pandemic, as employees re-evaluate their careers and leave their jobs in record numbers.
Companies have a record number of open positions in the US, and to explore what has been
driving this recent shift, a recent in depth analysis by Ian Cook and his team of more than 9
million employee records at 4,000 global companies revealed two trends:

1. Resignation rates are highest among mid-career employees

2. Resignation rates are highest in the technology and healthcare industries

Question to raise before Hiring

▪ Recruitment Need Analysis

▪ Analysing Strengths and Weaknesses (Organization and Individuals)
▪ Hire capabilities, don’t hire credentials or qualifications (don’t fall in
love with resumes and degrees)
▪ Does the job you as an organization offering matches the individuals
Life Goals..?
▪ A person who is more engaged will contribute and perform with extra
efforts.
▪ Ability to learn and adapt is most important (organizations –
employees).
▪ Right people attract right people …
▪ Plan for Turnover
▪ First people you hire are signing up for MISSION.
 Recruitment is the set of activities which an organization carries out to identify and attract
potential employees (Barber, 1998).
It is the process of searching potential employees and stimulating them to apply for the
jobs. (Edwin Flippo)
It is the development and maintenance of adequate manpower resources.
It involves the creation of a pool of available expertise upon whom the organization can
depend when it needs additional employees.
A process to discover the sources of manpower to meet the requirement of the staffing
schedule and to employ effective measures for attracting manpower in adequate numbers
to facilitate effective selection of efficient workforce.

Recruitment
 “The process by which managers and others use specific instruments to choose from a
pool of applicants a person or persons most likely to succeed in the job, given
management goals and legal requirements".
- Bratton and Gold (2003)

“Selection is the process of choosing from the candidates, from within the organization
or from outside, the most suitable person for the current position or for the future
positions.” - Harold Koontz

“Selection process is a managerial decision-making process as to predict which job

applicants will be successful if hired.” - David and Robbins

Selection An exercise in predicting which applicants, if hired, will be (or will

not be) successful in performing well on the criteria the organization
uses to evaluate performance.
 Differences between Recruitment and Selection

Recruitment Selection
Recruitment commences from the time Process of Selection ends once the offer
the manpower request is raised. letter is given to the candidate

It is a process of sourcing & Series of screening steps which helps in

searching candidates to suit a the elimination of candidates who may
particular role. not be suitable and thereby short-listing
the suitable ones.

The objective is to create a talent pool The objective of a selection process is

of candidates to select the right candidate.
Recruiting Fundamentals –
Internal vs External
 Keep in mind..!!!
Both approaches have certain basics in common: A foundation in rigorous job analysis;
well-crafted job descriptions; and compliance with applicable laws, especially equal
employment

Regardless of which approach—or combination of approaches—an employer adopts, it

should craft a policy that is fair and equitable to the applicants, that sets expectations
for employees applying for a position, and that is implemented consistently and
communicated openly throughout the process of recruitment.
 Internal Sources Merits
Employee referral programs • Economical

Internal job postings • Suitable and

reliable
Promotions
• Satisfying
Rehiring Demerits
Transfers • Limited choice
Succession Planning • Inefficiency
• Bone of Dispute

Sources of Recruitment
 External sources
1. Job sites
Merits
2. Recruitment and advertising – Wide Choice
3. Print, internet, radio, television, newspaper – Injection of young
inserts blood
4. Recruitment agencies, headhunters, executive – Motivational force
search firms
– Long run benefits
5. Business networking – social networking
platforms
6. Job fairs Demerits
7. Former and unsolicited applicants – Expensive
8. Campus recruitment – Time consuming
9. Internship – Uncertainty

10. Web(logs), career websites etc. – Adjustment problems

Sources of Recruitment
Recruitment Process
Source - “ Recruiting and Attracting Talent (SHRM effective Practice guideline Series)
Soft copy available on Google Classroom)
Step 1 Recruitment Objectives
Step 2 – Development of Recruiting Strategy
TCS has been digitizing its campus hiring for the past 6 years and
even gamifying its hiring through contests on its student portal —
Campus Commune

Tata Consultancy Services (TCS), which recently democratized its campus hiring process with the
National Qualifier Test (NQT), an online campus hiring initiative. NQT — using TCS iON, a digital
assessment platform — aims to identify the brightest, most talented engineers for multi-skilled, multi-
functional roles in Agile programs (called TCS Ninjas). It registered over 2.8 lakh registrations across
100 cities in 24states.
Step 3 Recruitment Activity
Tesla is on a hiring spree to try to reach 500,000 annual car deliveries, and
is recruiting part-time staff because it doesn't have to buy them laptops,
according to a report

Tesla is also using a new

recruitment strategy, the sources
said, focusing on hiring
part-time sales and delivery
workers.
This allows the company to save
costs, the source added, because
part-time employees have fewer
benefits and Tesla doesn't have
to supply them with laptops and
cellphones.
Source – Business Insider, 2020
Step 4 Evaluating Recruitment Results
Recruitment Strategy
LinkedIn CEO – Jeff Weiner, Shares Advice On Leadership, Hiring And Firing

https://www.youtube.com/watch?v=W8RmWPqBiBo
Recruiting Strategy
When it comes to recruiting strategies, it’s good to bet on
multiple horses…!
1. Advertisement ( try to be more attractive)
2. Talent pool (database that holds all the profiles of people interested in
your organization)
3. Employee referral program
4. Cater to Generation Z ( Also known as- iGeneration or Digital Natives)
5. Employer Brand and EVP (Employee value Proposition)
6. Engage with passive candidates 
7. Build a social media recruiting strategy
8. Tap into the contingent workforce ( beyond the traditional employment
setup.)
9. Hire for diversity 
10. Stop guessing, start measuring (i.e. use data)
1. Advertisement
2.Building Talent Pool
 3. Internal referrals
Benefits:
1. Referrals are a better culture fit – Your employees
only refer people they think will be a good fit, both for
the job and the company culture. So in a way, they
preselect the candidates.
2. Referrals are more engaged – As a consequence,
referrals tend to be more engaged right from the start;
they already know at least one person in the company
who will show them around and make sure they feel at
home. Can also be rewarding sometimes ….!
3. Referrals are more likely to stay – Referred
employees are happier, operational faster and more
productive than people who’ve been hired via a
different source.
4. iGeneration
5. Employer Brand
6. Engage with passive candidates
7. Build a social media recruiting strategy
8. Building Contingent Workforce
9. Hire for Diversity
10. Stop guessing, start measuring
Five Emerging Trends – SHRM (June 2019)
1. Predictive Analytics
"Analytics assist an employer in analyzing current workers and top performers and predicting
which candidates may translate into high-performing employees," says Beth Zoller, J.D., legal editor at
XpertHR, an employment law and regulations company in New Providence, N.J.

Jessica Adams, vice president of human resources and recruiting at Brad's Deals, a discount website
based in St. Thomas, U.S. Virgin Islands, speaks from experience when she says "establishing
predictive analytics can be expensive and requires internal support. But if you're looking to scale
and recruit in a big way, investing in it is imperative.

Predictive analytics can take human resources into a growing array of strategic directions. At
Suisse Bank, for example, HR analysts use data algorithms to figure out which employees are likely
to quit and why.

https://www.shrm.org/hr-today/news/all-things-work/pages/five-recruiting-trends.aspx
Five Emerging Trends – SHRM (June 2019)
2. Chatbots
"The rapid growth of instant messaging and automated chatbots that can integrate into
existing ATSs and HRISs [human resource information systems] will allow recruiting and
HR teams to start scaling workflow processes," says Jonathan Duarte, founder of GoJobs,
an online job board based in San Francisco.

Interview scheduling is often one of the most time-consuming yet critical tasks, It has
traditionally involved multiple phone calls and e-mails between multiple people—
a system that requires individualized human support and isn't scalable. "Now, however,
chatbots can be connected to a recruiter's calendar, knowing what times are available," he
says. "Then recruiters can simply send a text message asking a candidate to respond if
they’re interested in setting up an interview.“ he added.
Few Examples of Chatbots
Five Emerging Trends – SHRM (June 2019)
3. Enhanced Vetting
Delving more extensively into a job candidate's background is a short-term task that can pay long-term
dividends

Theresa Santoro, director of human resources and operations at Actualize Consulting, an

engineering and technology services firm based in Washington, D.C., encourages
applicants to move away from resumes to bios, or profiles, that are easily customized
.

Jessica Salter, human resources adviser and talent manager at London-based Best Response Media, a
website developer said :
Every employee must share our company values and understand the company culture," our retention
rates have significantly increased with this process, and our voluntary turnover has decreased.“
"This may seem excessive, but when we hire, we want to hire right.“ she added.
Five Emerging Trends – SHRM (June 2019)

4. Artificial Intelligence

L'Oreal has indicated, for example, that it used artificial intelligence tools to
screen 12,000 applicants for an internship program with 80 spots. The
deployment of AI saved 200 recruiting hours and enabled L'Oreal to hire the
most diverse group of interns to date

:
Loreal Example for AI

Mya: L’Oreal’s AI Chatbot

L’oreal has developed Mya, an AI
chatbot technology with the aim to
boost their recruitment processes.

The main advantage of this system is

that it save a lot of recruiter’s time
especially in the first stage of
recruitment
With applicant databases that grow in volume every day, mining for top talent and being able to efficiently and
promptly respond to top talent has gotten more challenging," says Allie Jeanty, director of development and
analytics at Atrium Staffing in New York City.

Allie also points to two key areas where AI can be a game changer for staffing and recruiting
professionals
1. Algorithms. "Trained algorithms are able to surface candidates for a particular job in seconds, versus the
hours that a recruiter might spend looking for that same talent," she says. "This extra time given back to the
recruiter allows them to spend more time focusing on the needs of the client and getting to know their
candidates on a deeper level.“

2. Matching and response. "Using matching technology and NLP, recruiters can identify and respond to
top candidates more quickly than ever before," Jeanty adds, "so that more candidates are having quality
interaction with recruiters."
Meet Tengai, the job interview robot who won't judge you – BBC News (12 th
March 2019)

Her name is Tengai.

Measuring 41cm (16in) tall and
weighing 3.5kg (7.7lbs) she's
at eye level as she sits on
top of a table directly
across from the candidate
she’s about to interview.

Born out of a research project

at Stockholm's KTH Royal
Institute of Technology.
 But can it really do a better job
than humans?
"It typically takes about seven seconds for someone to make a first impression and about five to 15
minutes for a recruiter to make a decision. We want to challenge that," explains Elin Öberg Mårtenzon,
chief innovation officer at TNG's office in central Stockholm.

Unconscious biases include making assumptions about someone's competence based on gender,
ethnicity, voice, education, appearance, or as a result of informal conversations before or after an
interview.

Tengai, doesn't engage in pre-interview chit-chat and poses all questions in an identical way, in the
same tone, and typically, in the same order. This is thought to create a fairer and more objective
interview. Recruiters or managers are then given text transcripts of each interview to help them decide
which candidates should move to the next stage of the process, based on the answers alone.
Five Emerging Trends – SHRM (June 2019)
5. Texting
Mobile texting has been around for a while, but as a recruitment
communications tool?

The answer is YES

It's all changing—and fast—as sending and receiving text messages is the most
common form of communication for many Americans under age 50, according to
Gallup.
"With the number of people using [mobile] phones worldwide expected to surpass 5 billion by
2019, human resource professionals are frequently adding texting into their recruiting strategy,"
says Aman Brar, CEO of Jobvite, which provides recruiting software, based in Indianapolis.

Jobvite recently acquired Canvas, an enterprise-grade, text-based recruiting platform used by

companies from startups to Fortune 500 businesses. Canvas uses a chatbot to gather initial info
about candidates before human recruiters take over, creating a hiring process that's both faster
and more convenient for everyone, Brar says.

According to Cliff Holsenbeck, senior director of product management at iconectiv, a division of

Ericsson in Orlando, Fla., companies such as Target and McDonald's are using text-basedn
technology called "short codes" to land top job candidates
McDonald's, for example, recently launched an Apply Thru app for Alexa and Google devices that leverages
voice-search technology to let prospective employees easily apply for a position over the phone. Once the
applicant finishes the call, McDonald's can text the caller back to finish the application and set the stage for future
engagement.
Selection
 Meaning
Shortlisting of the right candidates with the
necessary qualifications and skill set to fill the
vacancies in an organization.
Examples of JD and JS
 Employee selection methods for choosing top talent

1. Assess cognitive ability

Pre-employment testing used to
evaluate how well candidates use a wide
range of mental processes, such as working
with numbers, abstract thinking,
problem-solving, reading comprehension,
and learning agility.
2. Evaluate learning agility

“The illiterate of the 21st century will not be those who cannot read and write, but those who
cannot learn, unlearn and relearn” – American author, Alvin Toffler, on learning agility.

Learning agility is the ability to be in a new situation, not know how to handle it, and then figure it
out anyway. An agile learner can apply his or her past learnings to new scenarios that they have
yet to experience.

It is a measure to gain a true understanding of how applicants function and adapt in ever-evolving
work environments.
3. Situational judgement test
(SJT)

Situational Judgement Tests (SJT) present candidates with various scenarios that they might
experience if they’re selected for the specific role they’re applying for.

can be costly and sometimes difficult to construct and implement by a recruitment team alone.
This is because they typically require input from an industrial-organizational (IO) psychologist, as
well as a production team and designer.

SJTs are always tailor-made, based on a client’s profile, company culture, and hiring needs.
4. Measure employee integrity

Employee integrity tests allow you to collect insights into candidates’ honesty, dependability, and
work ethic. Integrity and other relevant soft skills are typically assessed via a digital personality
questionnaire.

• There may be some potential legal issues to be mindful of before jumping on the integrity
testing bandwagon. Some have been challenged in court for requiring candidates to rate
statements that could be seen as discriminatory.
• To avoid legal problems, it’s important to be sure your test complies with applicable laws,
does not have an adverse impact, and demonstrates validity.
Types of Integrity Test
 5. Test job knowledge

There are certain roles that require applicants to possess specific job knowledge and skills already,
which may require to test before selecting the candidate.

Ask few questions to test job knowledge:

- “What are the procedures for……”
- “What is the standard operating procedure for….”
- “What must be done when..”
- “How do you do….”
 6. Structure interview process

Create a standardized interview guide that includes both pre-determined questions and detailed
scoring criteria. This will ensure that every candidate gets the same questions and remain as
objective as possible when making your new hire selection.
• Types of interviews
– Unstructured (Situational, Behavioral)
– Structured • Who is interviewing
– Exploratory ✔ One-to-one
• Style of interviews ✔ Panel
– Directive (following a fixed pattern) ✔ Peer or group
• Situational Interviews
– Meandering (interviewer moves from one
topic to another) • Behavioral event interviews
– Stress interviews (past behavior to predict future)
• Mode of conducting the interviews
– Telephonic
– Videoconferencing
 A. Competency-based interview
techniques
• It helps in setting a hiring criteria to avoid bias. Different interviewers (e.g. recruiter, hiring manager and
CEO) can identify strong and weak points for each candidate, prioritize the most important criteria and
make an objective decision.

• Here’s a list of competency-based interview questions to consider as part of a structured interview

process:

• Examples of competency-based interview questions :

o Tell me about the most significant project you worked on.
o How did you manage it, from start to finish?
o How did you increase revenue at companies you worked for?
o Tell me about a time you were successful in driving positive change.
o How did you do it?
Competency-based Interview tests candidates for specific skills like:
• Leadership
• Teamwork
• Communication
• Adaptability
• Risk-taking
Quick, generic answers to get off the hook. The point of competency-based
interview questions is to reveal real-life examples that showcase the candidate’s
skills.

If a candidate can’t describe specific situations and, instead, says something

generic, like “I am collaborative,” they’re probably trying to avoid answering the
question.

Self-centred answers. It’s natural for candidates to promote their strengths during
interviews.
But, if they don’t give credit to external factors (e.g. a motivating manager, a
hard-working team or a supportive company culture) as reasons for success, they
may have issues collaborating with others.
 B. Emotional Intelligence Interview
Technique
EQ interview questions give recruiters and hiring managers a deeper
understanding of a candidate’s ability to: -
- be aware of their own and other people’s emotions
- recognize and regulate their behavior
- and manage their emotions to adapt to different environments.

• These qualities are an important decision factor in a successful hire,

because employees with high emotional and social intelligence:
- collaborate effectively with their teammates
- embrace open communication
- and adapt well to change
 Few EQ questions like:

❖ Tell me about a time you faced an ethical dilemma at work.

How did you deal with it and what was the result?

❖ Tell me about a time someone criticized your work. How

did you respond and what did you learn?

❖ Tell me about a time you had a conflict with your

supervisor. How did you resolve it?
 EQ analysis of the response…
If candidates give a variation of one of the following responses, it’s likely that they may not have
emotional intelligence required for your position:

❖ Boilerplate, template answers, like: “I had a disagreement with a colleague on a project, but we
sat down, discussed and solved the issue.” These kinds of answers seem ‘canned’ and give no
specific examples from experience in real work environments.

❖ Criticizing or accusing supervisors and/or coworkers. Candidates who criticize others may lack
self assessment skills and avoid taking accountability for their actions. However, it’s not
necessarily off-putting if a candidate describes a negative experience, so long as they have
learned from their mistakes and changed their behavior.

❖ Contradictory body language signals. Candidates who seem uncomfortable answering emotional
intelligence questions, or who demonstrate poor impulse control, usually don’t perform well
under stressful situations.
 C. Critical Thinking Interview
Technique
❑ You’re working on a project and you struggle coming to an agreement with your
team about your next step. What would you do to make sure you choose the right
direction and get your coworkers onboard?
❑ What’s the best sales approach: increase prices to achieve higher revenues or
decrease prices to improve customer satisfaction?
❑ Tell me about a time you had to make a decision with incomplete information.
What did you do?
❑ During a live presentation to key stakeholders, you spot a mistake in your
manager’s report, but your manager isn’t at the presentation. How do you handle
this?
❑ Describe a time when you had to convince your manager to try a different
approach to solve a problem?
 Assessing Critical Thinking Skills
How to assess critical-thinking skills in interviews -

Use hypothetical scenarios and examples from candidates’ past experiences to

understand their mindsets.

An analytical way of thinking (comparing alternatives and weighing pros and cons)
indicates people who make logical judgments.

When problems arise, employees don’t always have ample time to design a detailed
action plan.

Opt for candidates who strike a balance between good and fast decision-making.

Critical thinking requires questioning facts and the status quo. Look for candidates
who have implemented new procedures or applied changes to processes in their
past positions.
Hiring @IKEA
 Culture-focused companies “make deliberate efforts to integrate their stated core values and
business principles into talent management processes such as hiring methods, leadership
development activities, performance management systems, and compensation and benefits
programs” says the article “Six Principles of Effective Global Talent Management,”
in the current issue of MIT Sloan Management Review.

Instead of looking just at job-related skills and experience when deciding who to hire,
culture-focused companies “expanded their selection criteria to include cultural fit,”
assessing applicants’ personalities and values. The assumption is that “skills are easier to
develop than personality traits, attitudes and values,” says the article, which is based on a
multiyear collaborative research project.
Example - IKEA
Video example – Hiring at IKEA

https://www.youtube.com/watch?v=gefFISJ6JaA
 7. Check candidate references

• They’re a way of revealing valuable insights that can help you identify top candidates and better
understand how an applicant would transition into the new role

• references can be time-consuming—especially when you’re hiring for countless open roles at a
time. However, you can make it worth your while by asking the right questions.

• Focus on questions that provide more insight into performance, accomplishments, and
weaknesses. Avoid asking closed questions that only require a yes or no answer, as those are less
likely to offer useful information.
 examples of relevant, open-ended questions to ask during a
reference check:

• How long did the candidate work for your organization?

• What were the candidate’s roles and responsibilities?
• What was their biggest strength? Biggest weakness?
• Why did the candidate leave your organization?
• Would you rehire them if the opportunity arose?
Sending Job Offer
• Job offer is normally sent out through email after the background check.

• The offer letter allows the candidate to know the majority of the contingencies of
the position and the company to decide if they will accept the offer or not.

• If the candidate agrees to your offer, they will sign the letter and return it back to
the company.

• It is important to understand that this offer letter is separate from the employee
contract and it is not always a legally binding employment agreement. However, It
is still a good idea to have a legal professional look over the offer letter before
sending it out to a candidate to avoid any legal mishaps.
 Offer letter comprise of :

• Starting date
• Special hiring inducements
• Duration of contract
– bonuses
• Compensation
– Relocation assistance
– Starting pay
– Severance packages
– Variable pay
• Restrictions on employees
• Short term
• Other terms and conditions
• Long term
• Acceptance terms
• Benefits

– Hours
Examples of Job offer letter
 SOME EXAMPLES OF
JOB ADVERTISEMENT

2/24/2022 93
 Top 10 Best Job Ad Examples
by Anja Zojceska | Recruitment Marketing | Job Advertisement | March 02, 2019

https://www.talentlyft.com/en/blog/article/268
/top-10-best-job-ad-examples
2/24/2022 96
2/24/2022 97
2/24/2022 98
2/24/2022 99
2/24/2022 100
2/24/2022 101
 SELF STUDY READ ARTICLES
India needs to create 90 MN jobs by 2030 to spur economic
growth
https://www.peoplematters.in/news/c-suite/india-needs-to-cr
eate-90-mn-jobs-by-2030-to-spur-economic-growth-26808

The future of HR Recruitment in oil and gas

https://www.mckinsey.com/industries/oil-and-gas/our-insight
s/the-future-of-hr-in-oil-and-gas#

2/24/2022 102
 Seminar videos and Tedtalks
1) Talent 5.0 - Taking Recruitment Practices to a New Level Stefanie Stanislawski
https://www.youtube.com/watch?v=DiaZsat2rwM
2) Will I Get A Job Post-COVID-19? | BOOM | Govindraj Ethiraj & Manish Sabharwal
May 28, 2020

https://www.youtube.com/watch?time_continue=14&v=B2Ql2mV0OUU&feature=emb_log
o

3) Seminar Video People Matters & Oracle Webinar | How to find & retain the best talent
https://www.youtube.com/watch?time_continue=914&v=SwkRQio3q_k&feature=emb_logo

2/24/2022 103
 Sample question for examination
Create an advertisement as per the following details: (Job description and Job Specification)
• About Organization
• Profile and functional role offering (make it more attractive)
• Level any one (entry, mid level management)
• Educational qualification, knowledge, skills, expertise, professional expertise,
behavior/competencies etc.
• Description of office setting (if required for manufacturing plat, factory, shop floor etc.)
• Salary
• Contact details, interview location/medium, procedure for application submission.
• Anything else you would like to specify.

2/24/2022 104
Challenges of Recruitment

105
 Challenges of Recruitment
1. Building a strong Employer Brand
2. Lack of qualified candidates (A study by the National Federation of Independent
Business has found that 87% of HR professionals reported “few or no qualified
applicants" for the positions they were trying to fill.)
3. Expanding candidate reach (advertised across different places and channels,
including multiple free and paid local and global job boards, different social
networks, internal and external employee referrals, career site, career events,
college and professional networks’ newsletters, forums, etc.)
4. Targeting passive candidates (According to LinkedIn’s research, 70% of the global
workforce is made up of passive talent who aren’t actively job searching and the
remaining 30% are active job seekers.)
5. Attracting the right candidates
6. Building talent pools proactively (firm’s career site, end of career blogs, social
media posts, Facebook career page, LinkedIn company page, next to job
openings, etc.)

106
 Challenges of Recruitment
7. Adopting effective talent sourcing strategy.
8. Providing memorable Candidate Experience (63% of candidates reject
a job offer; 72% of candidates tell others about it, either online or
in-person; 64% of candidates stop purchasing goods and services from
that employer.)
9. Hiring for diversity and inclusion (diverse group of candidates you
want to target, such as: veterans, autistic people, ex-offenders, LGBTIQ,
people over 40, second career women, people with disabilities)
10. Eliminating bias
11. Ensuring easy team collaboration
12. Streamlined selection process
13. Adoption of new technologies
107
Social Media Recruiting: How to Promote
Employer Brand on Social Media
Facts…

- Recruiters see internet as a “Database”.

- Online Marketing is necessary.
- Communication to match the Database and Marketing.
SOCIAL MEDIA RECRUITING
Social media recruiting is a recruitment strategy that combines elements of
employer branding and recruitment marketing to connect with and attract
active and passive candidates on the digital platforms they frequent.

- 73% of millennials found their last job on a social network.

- Generation Z — which will contribute 61 million employees to the workforce over the coming years —
maintains seven social media profiles.
- 82% of companies attract passive candidates by recruiting through social media
- social media for recruiting reported a 50% increase in the quality of candidate.
The 2 Best Practices that organizations can follow to execute a flawless Social Media
Recruitment Strategy ( People’s Matter – Aug 2020)

1. Post Open Positions on Your Website—If You Aren’t Already ( example- link these job postings
on your website)

2. Use Social Media to Create a Talent Pool & Treat the candidate like a consumer
On platforms like Twitter and Instagram, the hashtags #amhiring #hiring and #jobsearch
are popular ways to promote job postings.
-HubSpot is a leading sales,
marketing and customer
relationship management
platform with over 19,000
customers worldwide.

Insta stories highlights on their

diverse and international cultures
from Berlin, Singapore, Sydney
and at a HubSpot women’s
conference. It gets their entire
global team in on the action,
engaging users with stickers that
allow people to respond to yes
or no questions and video
showcasing some fun office
perks like a ball pit and free
Employer
Branding
on Facebook

2/24/2022 120
Employer
Branding
on LinkedIn

2/24/2022 121
Employer
Branding
on Twitter

2/24/2022 122
Employer
Branding
on
Instagram

2/24/2022 123
Employer Branding on Instagram

2/24/2022 124