STRATEGIC RECRUIMENT PLANNING

APPLICANT REACTIONS
CHAPTER 3
EXTERNAL COMMUNICATION

RECRUITMENT
STRATEGY IMPLEMENTATIONS

LEGAL ISSUES
 LEARNING OBJECTIVES

• Engage in strategic recruitment planning activities

• Understand the difference between open and targeted recruitment
• Create a persuasive communication message
• Learn about a variety of recruitment media
• Recognize how applicant reactions influence the effectiveness of a
recruitment plan
• Utilize a variety of recruitment sources
• Evaluate recruitment based on established metrics
I. STRATEGIC RECRUITMENT PLANNING PROCESS

Define recruitment goals

Make organization and

Select open vs targeted approach
administration decisions

Consider potential applicant

reactions to recruitment methods

Create communication message

and select media

Implement recruitment strategy

and evaluate ongoing outcomes
Defining Strategic External Recruitment Goals

1. Goals for Attraction

Ø Person/Job fit
Ø Person/Organization fit
2. Goals for Speed
3. Time Frame
Open Versus Targeted Recruitment

1. Open Recruitment
• Passive approach
• Advantage: to be seen as being fair
• Disadvantage: time-consuming, overlooked qualified applicants
2. Targeted Recruitment
• Focus specific characteristics segment in labor market
3. Making the Choice
• No method is the best one
• They can be used in combination
Open vs Targeted Recruitment
Technique
Advertising positions with
a message appealing to a wide
Open variety of job seekers in a variety
of media outlets that will reach the •
largest possible audience
Focusing advertising and
recruiting efforts by
Targeted tailoring message content to
attract segments of the labor
market with specific KSAOs or
demographic characteristics
Advantages
• Ensures that a diverse set of •
applicants are contacted and
considered
Lower resource and personnel •
cost per applicant located
• Narrows the pool of potential
applicants, allowing the
organization to concentrate
efforts on the most qualified
• Facilitates a more personal
approach to each applicant
Best when
Large numbers of
applicants are
required
Pre-entry
qualifications are not
as important
• The organization
needs specific skill
sets that are in short
supply
• Hiring for high-
leverage positions
Organization and Administration

Ø Incorporating In-house recruiment vs External recruitment partners

Ø Centralized vs Decentralized recruitment
Ø Timing (lead time vs time sequence concern)
Ø Recruiment budget and ROI
Ø Development of a Recruiment Guide
Ø Process Flow and Record Keeping
Steps for Planning Recruitment Budget

6 steps for creating the recruitment budget:

1. Calculate the number of hires
2. Estimate basic recruitment cost
3. Calculating the fix cost
4. Recruiting technology cost
5. Miscellaneous
6. Calculate cost per hire = internal cost + external cost / total number of hire
 II. APPLICANT REACTIONS

Reactions to Job and Organization Characteristics

Reactions to Recruiters
Reactions to the Recruitment Process
Reactions to Diversity Issues
 III. COMMUNICATION
Communication Message

Ø Types of messages
Ø Employment brand message
Ø Targeted message
Ø Realistic recruitment message
Ø Choice of messages
**See exhibit 5.6
Communication Media

Ø Advertisements
Ø Recruitment brochures
Ø Organizational websites (see more exhibit 5.8)
Ø Video conference
Ø Direct contact
Ø Word of mouth and social media
 IV. STRATEGY IMPLEMENTATION
Individual Recruitment Sources

Ø Applicant Initiated
Ø Employment Websites
Ø General Employment Websites
Ø Niche Employment Website
Ø Searching Employment Website Databases
Social Recruitment Sources

Ø Employee Referrals
Ø Social Media
Ø Professional Associations and Meetings
Organizational Recruitment Sources

Ø Colleges and Placement Offices

Ø Employment Agencies
Ø Executive Search Firms
Ø Social Services Agencies
Ø Job Fairs
Ø Co-ops and Internships
Recruitment Metrics

Ø Sufficient Quantity
Ø Sufficient Quality
Ø Cost
** Exhibit 5.9/page 249
Ø Impact on HR Outcomes
Transition to selection

• Clear hiring process for job seeker to aware of steps and what will be
required of them.
• Part of a strong branded-message campaign.
 V. LEGAL ISSUES
Definition of a Job Applicant

The concept of an applicant is that of a person who has indicated an interest in being
considered for hiring, promotion, or other employment opportunities.
1. Hard-copy applicants
• Requiring all applicants to file a written application
2. Internet applicants
• Submit throught the internet or electronic data technologies
• Consider the individual for employment in a particular position.
• Express individual possesses the basic qualifications for the position.
• Apply many times for an interesting position.
Affirmative Action Programs (AAPs)

1. AAP is related to information and references on how to legally and proactively

recruit, select, promote, and retain people with disabilities.
2. EEOC presents a list of recruitment ideas for protected class category.
3. OFCCP targets for veterans and people with disabilities
**** See more exhibit 5.10 for best practice recruitment ideas from the EEOC
Electronic Recruitment

1. Access and Usage

• Restricted skills to apply online (minorities, woman)
• Use of recruitment software (using keyword search criteria)
2. Social Media
• Lack-of-access and usage problems
• Pay attention to recruitment messages which do not discourage applicants
3. People with Disabilities
• Offer applicants various methods of applying for a job.
• Screen readers, assistive technology, and adaptive software are used for online applying.
Job Advertisements

Be careful in editing content when publish the job advertising.

1. Sex, religion, national origin are permited if they are BFOQs
2. Gender-specific job titles should be avoided (waitress, repairman)
3. Woman and minorities are encouraged to apply (but not stay-at-home
mom)
4. Age preferences (recent graduate, digital native)
Fraud and Misrepresentation

Puffery, promises, half-truths, and even outright lies are all encountered in
recruitment under the guise of selling the applicant on the job and the
organization.
To be successful in such a suit, the plaintiff must demonstrate that
• A misrepresentation of a material fact occurred
• The employer knew, or should have known, about the misrepresentation
• The plaintiff relied on the information to make a decision or take action
• The plaintiff was injured because of reliance placed on the statements made by
the employer
 DISCUSSION QUESTIONS

1. List and briefly describe each of the administrative issues that needs to
be addressed in the planning stage of external recruitment.
2. List 10 sources of applicants that organizations turn to when recruiting.
For each source, identify needs specific to the source, as well as pros
and cons of using the source for recruitment.
3. In designing the communication message to be used in external
recruitment, what kinds of information should be included?
4. What are the advantages of conveying a realistic recruitment message as
opposed to portraying the job in a way that the organization thinks that
job applicants want to hear?
5. What strategies are organizations using to ensure that they attract
women and underrepresented racioethnic groups?
 ETHICAL ISSUES

1. Many organizations have adopted a targeted recruitment strategy. For

example, some organizations target workers 50 years of age and older
in their recruitment efforts, which includes advertising specifically in
media outlets frequented by older individuals. Other organizations
target recruitment messages at women, minorities, or those with the
desired skills. Do you think targeted recruitment systems are fair?
Why or why not?
2. Most organizations have job boards on their web page where
applicants can apply for jobs online. What ethical obligations, if any,
do organizations have to individuals who apply for jobs online?