SLIDE 1: TITLE

Before we start with our lecture, I will request everybody to watch a video, which is related to the topic
that we are going to discuss today. After watching the videos, I would like everybody to share and give
your observation/perception regarding what the videos is all about.

In the video, Jim Collins creates a lasting and memorable metaphor by comparing a business to a bus and
the leader as a bus driver. He emphasizes that it is crucial to continuously ask “First Who, Then What?”

For instance, you are a bus driver. The bus, your company, is at a standstill, and it’s your job to get it going.
You have to decide where you're going, how you're going to get there, and who's going with you.

Most people assume that great bus drivers (read: business leaders) immediately start the journey by
announcing to the people on the bus where they're going—by setting a new direction or by articulating a
fresh corporate vision.

In fact, leaders of companies that go from good to great start not with “where” but with “who.” They start
by getting the right people on the bus, the wrong people off the bus, and the right people in the right
seats. And they stick with that discipline—first the people, then the direction—no matter how terrible the
circumstances.

1) Get the right people.

Leaders must be rigorous in the selection process for getting new people on the company. Invest
substantial time in evaluating each candidate and make systematic use of at least three evaluation devices
(e.g., interviews, references, background, testing, etc.). When in doubt, do not bring the person on the
company. Let a seat go unfilled—taking on extra work as needed—until you have found the right person.
Ensure your company does an exceptional job of retaining the right people to perpetuate your good hiring
decisions for a very long time.

2) Get the right people in the right seats. The right position in the company

Have 100% of the key positions filled with the right people. If you think there might be a “wrong who,”
first give the person the benefit of the doubt that perhaps he or she is in the wrong position. Whenever
possible, give a person the chance to prove himself or herself in a different position, before drawing the
conclusion that he or she is a wrong person on the bus.

3) Get the wrong people off the bus.

Once you know you need to make a people change be rigorous in the decision, but not ruthless in the
implementation. Instead, help people exit with dignity and grace so that, later, the vast majority of people
who have left your bus have positive feelings about your organization. Autopsy hiring mistakes, applying
the lessons systematically to future hiring decisions.
4) Put who before what.

When confronted with any problem or opportunity, shift the decision from a “what” question (“what
should we do?”) into a “who” decision (“who would be the right person to take responsibility for this?”).
Spend a significant portion of time on people decisions: get the right people on the bus, get the right
people in the right seats, get the wrong people off the bus, develop people into bigger seats, plan for
succession, etc. Develop a disciplined, systematic process for getting the right people on the bus. With
each passing year, ensure the percentage of people decisions that turn out good versus bad continues to
rise.

Once you fill your bus with the right people in the right seats, it becomes less a question of where you're
headed—and instead, how far you can go.

SLIDE 2: The Big Picture

Physical, human, and financial capital together form an organization. Human capital is the ability,
knowledge and skills of people and their motivation to use them successfully on the job. Human capital is
equal to ‘workforce quality’. The organization’s workforce is therefore a stock of human capital that it
acquires, deploys, and retains in pursuit of organizational outcomes like profits, market share, the
satisfaction of customers, and sustainability of the environment. Staffing is the organizational function
used to build this workforce through such systems as HR planning, staffing strategy, recruitment,
selection, employment and retention.

Class are you agree that Organizations that capitalize on human capital have a strategic advantage over
their competitors? Employees represent the business and the brand and they are the ones who contribute
effectively towards the successful functioning of an organization. They are the human capital who
contributes time, energy, knowledge, and the lifeblood of any organization because they are the source
of its competitive advantage. That is the reason why they should be compensated well.

Today, employees are not just a cost of doing business anymore, employees are valuable and human
capital creates competitive advantage. Organizations are increasingly recognizing the value creation that
can occur through staffing.

SLIDE 3: Nature of Staffing

Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality
to create positive impacts on the organization’s effectiveness.

This straight forward definition contains several implications:

Implications of definition

• Acquire - acquisition are activities that govern the initial intake of applicant into the organization.
It includes planning which and how much people needed, establishing job requirements in the
form of knowledge, skills, ability and other characteristics needed, develop reward systems,
develop external recruitment campaigns, using selection tools and make a hiring decision for the
person who best fit the job, and finally make a job offer that the applicant hopefully accepts.
 • Deployment - deployment is the settlement of new hires in the actual jobs they will hold, often
this is not entirely clear at the time of the hire. Deployment also involves guiding the movement
of current employees throughout the organization by internal staffing systems that deal with
promotions, transfers, and new project assignments.
• Retention - retention systems should manage the inevitable flow of employees out of the
organization. Outflows can be involuntary for the employee or they can be voluntary and initiated
by the employee. Organizations should try to minimize turnover of valuable employees.
• Staffing as a process or system - staffing is a process that manages the flow of people into the
organization, within the organization, and out of the organization. Organizations use planning,
recruitment, selection, decision making, job offer, and retention systems which are
interconnected.
• Quantity and quality - an organization should have enough people to conduct business (quantity)
and also people with the right knowledge, skills, abilities and other characteristics to perform the
job effectively (quality). The combination of those two creates a maximally effective staffing
system.
• Organization effectiveness - staffing systems should be viewed in the broader macro context to
realize organizational goals like survival, profitability and growth. The micro-activities are the day-
to-day operations with its procedural, transactional, and routine in nature. There are many
indications of the critical macro role of staffing:
o Leadership talent, losing a key leader to a competitor can have enormous impact on other
employees and can increase the exit impact.
o talents can expand the organization value and protect the organization from competitors.
o talent acquisition is essential for organizational growth.

SLIDE 4: STAFFING MODELS SUMMARY

SLIDE 5: STAFFING QUANTITY: LEVELS

The quantity or head-count portion of the staffing definition means organizations must be concerned
about the staffing levels and their adequacy. Exhibit 1.2 shows the basic model. Both, the organization in
total and the units, forecasts workforce quantity requirements (the needed head count) and compares
these with the forecasted workforce availabilities (the likely employee head count) to determine its likely
staffing level position. The organization will be fully staffed, when the head-count requirements match
availabilities. When the requirements exceed the availabilities, the organization is understaffed, and if the
availabilities exceed the requirements, the organization is overstaffed.

SLIDE 6: STAFFING QUALITY: PERSON/JOB MATCH

The goals of the person/job match is to align characteristics of individuals and jobs in ways that will result
in desired HR outcomes. In the model or in Exhibit 1.3, the job has some requirements and rewards related
to it. The person has some qualifications (KSAOs) and motivations.

To the extent that the person matches the job, it will likely have a positive impact on HR outcomes like
attraction, performance, retention, attendance, satisfaction and other. Job requirements should align
with the KSAOs and job rewards with the person’s motivation, this is the matching process.

Several point can be made about the person/job match model:

 1. Each individual must be assessed relative to the job requirements and rewards
2. There should be a dual match: requirements with KSAOs, and rewards with motivation. The
staffing process should focus on both to make a successful long-term hire.
3. Job requirements should be expressed in terms of both the tasks involved and the KSAOs needed
to perform those tasks.
4. Job requirements often go further than task and KSAO requirements. For example, travelling. The
staffing process should also consider these matching requirements.
5. The matching process can provide only so much by way of impacts on the HR outcomes, because
the HR outcomes are influenced by external factors.

SLIDE 7: STAFFING QUALITY: PERSON/ORGANIZATION MATCH

Exhibit 1.4 shows expanded view of match. The focal point of staffing is the person/job match, and the
job is the bull’s eye of the matching target. A person should not only match the job (requirements and
rewards) but also the organization. There are four other matching concerns in the staffing process next to
the person/job match: organizational values (norms and desired behaviors), new job duties, multiple jobs,
and future jobs. New job duties are tasks that will be added to the job in the future. Hires should be able
to perform those tasks in the future. Flexibility issues are also part of the staffing process, in terms of
hiring people who can provide multiple tasks. Future jobs refers to forward thinking on part of the
organization as to which job assignments the person might assume beyond the initial job. It is about long-
term matching. The staffing system should first focus on the person/job match and after that, the
person/organization match possibilities can be explored.

SLIDE 8: STAFFING SYSTEMS COMPONENTS

Exhibit 1.5 shows the components that represent steps and activities in the staffing process. The starting
point of staffing is the interaction between the applicant and the organization. The initial stage in staffing
is the recruitment phase. This consist of identification and attraction activities by both the organization
and the applicant like posting advertisements and reading advertisements. The next phase is the selection
stage, emphasizing assessment and evaluation through both the organization and the applicant.

The information, self-assessment of KSAOs and motivation is evaluated against the applicant’s
understanding of job requirements and rewards to determine whether a good person/job match is likely.
The final core component of staffing is employment. This component consists of decision making and final
match activities by the organization and applicant. Finally, the organization should decide to which
applicant it will make a job offer. When the applicant accepts the job offer the final match is complete a
formal employment relationship has developed. On part of the applicant, the employment stage involves
self-selection, meaning that the applicant should decide whether or not to continue the staffing process.
This decision can occur anywhere in the selection process.

SLIDE 9: COMPONENTS OF STAFFING ORGANZATIONS MODEL

Staffing organizations

This overall staffing organizations model is the framework for this book. It shows that the mission, goals
and objectives of the organization are input for both the organization strategy and HR and staffing
strategy. And they interact, once formulated. As a result, staffing policies and programs develop,
consisting of support activities and core staffing activities. The staffing levels and quality are the key
factors of staffing strategy, policy and programs. Employee retention and staffing system management
concerns cut across these support and core staffing activities.

Organization, HR, and Staffing strategy

A strategy is formulated to express an overall purpose or mission and to set up broad goals and objectives
helping the organization to reach its mission. These objectives have certain assumptions about the size
and types of workforces that will need to be developed, trained, managed, rewarded, and retained. To
handle these workforce assumptions there is the HR strategy. This strategy both flows from the
organization strategy and also contribute to the organization strategy.

An outgrowth of the organization and HR strategy is the staffing strategy. It is directly concerned with
decisions regarding the acquisition, deployment, and retention of the workforce.

Support activities

Fundamental for the conduct of core staffing activities are the support activities. The support activities
consists of legal compliance, planning, and job analysis and rewards. This latter represents the key
mechanism by which the organization identifies and establishes the KSAO requirements for jobs, and also
the rewards that the job will give. Legal compliance refers to the knowledge of the laws and regulations,
especially employment opportunity (eo) and affirmative action (aa), and incorporation of their
requirements into all stages of the core staffing activities.

Planning helps to become aware of key external influences on the staffing process, like economic
conditions, labor market, and labor unions. It shapes the formulation the staffing levels: requirements and
availability.

Core staffing activities

The core staffing activities consists of recruitment, selection, and employment. The emphasis lies on
staffing quality to ensure that successful person/ job and person/organization matches will be made.

Staffing and retention system management

The role of staffing and retention system management is to guide, coordinate, control, and evaluate all
the different support and core staffing activities.

SLIDE 10: STAFFING STRATEGY

Staffing strategy involves key decisions about the acquisition, deployment, and retention of the
organization’s workforce. We can distinguish thirteen different decisions. Decisions focus on 2 areas,
Staffing Levels and Staffing Quality.

SLIDE 11: EXHIBIT 1.7

As discussed, and mentioned in the previous slide, in staffing strategy we can distinguish thirteen different
decisions. Decisions focus on 2 areas, Staffing Levels and Staffing Quality. A summary of the decisions is
shown in Exhibit 1.7.

Under Staffing levels decisions

• Acquire or develop talent: an organization can focus on acquiring new employees who can “hit
the ground running” and be at their highest performance level when they arrive. A development
strategy would lead to acquisition of employees who are willing and able to learn the KSAOs: ‘buy
or make your talent’.
• Hire yourself or outsource: outsourcing hiring activities means that organizations use outside
organizations to recruit and select employees. This is because organization belief that the vendor
can better identify new job candidates than the organization itself, especially when there is no
specific HR function. Or an organization cannot recruit enough employees on its own. And finally
it has advantages for legal compliance, since many vendors maintain their own procedures for
tracking compliance with equal-opportunity laws.
• External or internal hiring: internal hiring is chosen when an organization wants to create a stable
and committed workforce. When there is high organization growth or none acceptable internal
candidates, organization use external hiring.
• Core of flexible workforce: the regular employees consist of the employees working full-time or
part-time. The flexible workforce are the employees used on an as-needed or just-in-time basis.
Organizations should decide if and to what extent they will make use of flexible employees.
• Hire or retain: organizations should strive for an optimal mix of hiring and retention to control the
inflow needs (replacing staffing) and the outflow (retention).

• National or global: offshoring occurs when an organization sets up its own operation in another
country, while outsourcing is moving a business process to another vendor. Outsourcing and
offshoring are supported through:
▪ lower trading and immigration barriers
▪ organizations can provide cheaper products due to outsourcing/offshoring.
▪ when organization cannot find sufficient talent in their own country.
• Attract or relocate: the basic premise of most staffing strategies is that the organization can
induce sufficient numbers of qualified people for employment. It is better to bring the labor to
the organization than to bring the organization to the labor.
• Overstaff or understaff: most organization try to be fully staffed.

When there are dips in the demand for the organization’s products or services the organization
can choose to ride out with overstaffing as a result. Long during labor shortages can confront
organization with understaffing or predicted economic downturns.

• Short- or long-term focus: optimizing both the short- and long-term staffing needs is difficult, so
organizations face a trade-off. When organizations are forced to choose, they will focus on the
short-term. Talent management programs help organizations to develop a long-term view of their
staffing needs.

Under Staffing quality decisions:

 • Person/job or person/organization match: a person/job match will have to be assessed any time
a person hired to perform a finite set of tasks. But on the other hand, sometimes a person/job
match is infeasible when jobs are poorly defined and fluid. Then organization prefer a
person/organization match.
• Specific or general KSAOs: an organization facing rapid changes in job content and job creation
can better focus on general KSAOs.
• Exceptional or acceptable workforce quality: the exceptional strategy allows the organization to
stock up on the ‘best and brightest’, hoping at superior performance. The acceptable strategy
focus on a less high-powered workforce and less expensive too.
• Active or passive diversity: those stimulating an active diversity argue that it is legally and morally
appropriate, and that a diverse organization allows the organization to serve the diverse needs of
their customers. Those stimulating a more passive diversity strategy argue that it takes time to
create a diverse workforce due to the assimilation activities and the substantial planning activities.

SLIDE 12: STAFFING ETHICS

Multiple individuals are involved in staffing the organization and thus in the recruitment, selection, and
employment activities as well as decision making. Therefore, there should be boundaries on these
individuals’ actions and decisions to prevent negative outcomes and decisions. Ethics is about determining
moral principles and guidelines for acceptable practice. It emphasizes ‘knowing organizational codes and
guidelines and behaving within these boundaries when faced with dilemmas in business or professional
work’. Organizational ethics involves the following:

• Increase ethical expectations

• Legitimize dialogue about ethical issues
• Stimulate ethical decision making
• Avoid misconduct and provide a basis for enforcement.

Individuals who deal with staffing issues should know and follow their organization’s code of ethics.
Exhibit 1.8 shows some suggestions that can guide a person’s ethical conduct:

1. Represent the organization’s interest: the person is serving an agent of the organization and is
duty bound to represent the organization first and foremost.
2. Beware of conflict of interest: the organization’s interest is placed above one’s own interests or
the interest of a third party.
3. Remember the job applicant: the HR professional should remember that the applicant is part of
the staffing process.
4. Staffing policies and procedures should be followed: reminds the HR professional to know and
use the staffing policies and procedures.
5. Deal with the law: knowing and following the laws and to seek help for the interpretation.
6. Consult professional codes of conduct: guides the HR professional toward professional codes of
conduct pertaining to staffing and HR.
7. Shape effective practice with research results: use research-based evidence to guide staffing
practice.
8. Search for ethics advice: when confronted with ethical issues seek advice.
9. Be sure to know an organization’s ethical climate/culture.

Because organizations have different ethical climates and cultures there are two implications for staffing:
 • An organization can have expectations about how staffing decisions are made.
• An organization’s ethics climate may well affect which staffing decisions are made.

SLIDE 13: steps for developing a recruitment strategy

1. Assess Existing Organizational Strategies

▪ Before you start developing a recruiting strategy, you should review the existing organizational
strategies that apply to recruiting, including the business strategy, current recruiting strategy and
other departmental strategies that apply. You should also incorporate input from the workforce
plan.
▪ These documents can provide key details, such as the skills needed and corporate priorities, and
confirm the compensation level based on your current organizational design. The workforce plan
might also include a calendar that highlights key recruitment events, such as high-volume times
of the year. Examples are the recruitment process for summer students or a time of year when
your organization requires a significant increase in temporary workers.
▪ This is also an opportune time to review your organization's budget for recruiting, including
departmental budgets and platforms you can use to find your ideal candidate, such as LinkedIn
and Glassdoor.

2. Review Best Practices and Template

▪ There are many recruitment strategy templates and best practice lists available online. It is
important to review them to broaden your view of what other companies are doing and what
might be possible for your own company. However, keep in mind that each organization is unique,
and any best practice should be considered in the context of your own organization and
customized to meet your needs. You will also want to consider your employer brand to ensure
you position your recruiting effort appropriately.

3. Solicit Stakeholder Feedback

▪ It's important to get and incorporate stakeholder feedback during the recruiting strategy
development process. Stakeholders in a recruiting strategy include hiring managers, executives,
employees and HR teams. Also, be sure to consider candidates' needs in the strategy.

4. Utilize Technology

▪ Small companies may rely on a manual process, but implementing software is often necessary as
the volume of recruitment increases. There are many options to consider when it comes to
 recruitment applications. An HRMS will often include a recruitment module with basic
functionality to automate your processes. There are also vendors that specialize in
developing applicant tracking systems (ATS) that offer more advanced functionality to reduce
your recruiting effort.

The following are examples of technologies to consider when developing your recruitment plan:
a. AI tools can be used to augment your existing recruiting strategy. For example, AI can help target
potential candidates with job ads, prescreen and rank resumes for review, assist with interviewing and
measuring candidate responses, and answer questions from candidates by using a chatbot (platform used
for messenger). This is a relatively new field with innovations taking place at a rapid pace.

b. Another tool to consider in an ATS is resume parsing. Resume parsers automatically read resumes
submitted by candidates and place the data in specific fields in your system, such as taking education
information from a resume and inputting it in education fields in your ATS. This capability can have a big
impact at the beginning of the hiring process because it eliminates the need to open each resume
individually and allows for searching based on keywords across all candidates.

c. Video interviewing software has become an important part of the hiring process in 2020, primarily
because of the COVID-19 pandemic. It eliminates the need for in-person interviews, facilitates team
interviews and gives you the opportunity to interview qualified candidates regardless of their physical
location.

d. Job boards are another important consideration when trying to attract qualified candidates. Sites like
LinkedIn, Glassdoor and others expand your organization's reach. However, it is important to capture and
analyze where applicants are finding your job postings because job boards often cost money. You might
find, for example, that certain job boards are better for professional positions while others are better at
attracting temporary help.

e. Onboarding is an extension of the recruiting process and can improve a new hire's overall experience
with your organization. Adding an onboarding module to your HR system can automate distribution and
signing of policies and forms and help new employees learn about your organization.

5. Review Internal Policies and Practices

▪ Your company's current policies and practices may give you an edge when competing for top
talent. This may be reflected in benefits, vacation policies, corporate social responsibility, flexible
work options or professional development.
▪ It's important to keep in mind that flexible work options, including work from home or the office,
have changed significantly in 2020 due to COVID-19. While flexible work options may have been
a selling point to candidates in the past, they may not carry the same weight now that many
organizations offer this benefit.
▪ Another practice that is important to consider in developing your recruitment strategy is how you
will interview candidates. For example, will you use phone screening for the first interview? Will
you use interview teams, and if so, will they be used for all positions or only those above a certain
job level?
 ▪ Additionally, you may want to consider when background checks should be conducted, how they
will be done, the types of checks you want performed and whether to use third parties to perform
them.

▪ This is also an opportunity to identify policies that may be outdated and cause candidates to
choose other employment offers.

6. Identify How to Attract Candidates

▪ There are a variety of ways to try to attract both active and passive job seekers. Preparing a
communication strategy to identify the ideal forums for each position is essential, as is creating
an engaging social media campaign that helps to attract candidates and provide metrics to
validate the success of your strategy. It's important to remember that what works for one role
may be entirely different for another.
▪ Posting open positions on your company website is the first step, as you want candidates to have
a feel for the culture and what you have to offer. There are other options to consider as well, such
as posting to job boards, referral programs, contacting past employees, manually searching
for passive candidates, outsourcing to a third party and hosting internal business events.
▪ You may also want to consider which of the above options to use to advertise open positions. For
example, if you are using job boards such as LinkedIn, do you want to use it for all job postings or
only those in a certain category? Will you allow candidates to text an application for certain roles,
such as those with high turnover?
▪ This is also an opportunity to determine how you want to market open positions. For example,
should you use video to make your postings more enticing? Should you develop a template that
can be used to market the position rather than simply posting the job description?

7. Evaluate the Recruitment Process

▪ Evaluating your internal recruitment process on a regular basis will ensure your practices remain
effective and robust. It's also critical to consider the process in terms of the candidate experience.
▪ Have your team walk through all the steps a candidate might take when considering a role in your
organization. Seek feedback from candidates and hiring managers for continuous improvement.

8. Manage Employee vs. Contingent Workforce

▪ Depending on an organization's business requirements, developing an HR recruiting strategy may

also include decisions on whether the talent you seek is permanent or contingent. You may decide
to engage a third party to recruit contingent workers, as they often have a pool of talent to draw
from.
▪ You might also want to consider if your organization will develop employees from within the
company to fill future vacancies or hire externally. There are advantages and disadvantages to
each. They are as follows:
 ➢ With internal candidates, you've had the opportunity to see the employee's work ethic
and evaluate their skills and abilities in their current role. A disadvantage is that you
may have to train the employee if you want them to take on a new role outside their
area of expertise.
➢ From an external candidate perspective, you get the skill set you need right away, but
the person may not fit your organization's culture, and may disappoint current
employees who are looking for opportunities to grow with your organization.

9. Consider Outsourcing

▪ There are many options when it comes to outsourcing your recruiting needs. You may use your
internal talent acquisition team for day-to-day recruitment but partner with an organization in
special circumstances.
▪ For example, if you have a one-time need for a large number of workers with the same skill sets,
it may be more cost effective to outsource and use a partner that specializes in talent that has
those skill sets. You may also decide to build long-term partnerships or retain some of the
recruitment in-house.

10. Define your Brand

▪ An employer's brand has a significant positive impact on the number and quality of qualified
candidates a company receives. While that alone is not enough, it is certainly something that
needs to be front and center when you have a strong brand. If your organization's brand is not
well-defined or known, refining the brand so you can use it to full advantage in the recruitment
process should be a component of your overall marketing strategy.
▪ It's also important to consider how your organization is perceived by employees and those
external to your organization by using platforms such as Glassdoor. Ideally, the way your
organization is perceived aligns with your plan, but if not, you can identify strategies to close the
gap.
▪ Recruiting continues to be a very important component for organizations. Having the right people
in the right place at the right time is essential for business success. To meet this need, it is critical
that your company take its time when developing a recruiting strategy. This will ensure that the
work being undertaken by the talent acquisition team is focused on high-priority work and aligned
with the company's goals, policies and needs.

SLIDE 14: Employee Recruitment Strategies to Improve Your Hiring Process

• Develop a clear employer brand

• Create job posts that reflect your company

• Use social media

• Invest in an applicant tracking system

• Explore niche job boards

 • Consider college recruiting

• Find passive candidates and let them know you want them

• Conduct awesome interviews

• Consider employee referral

1. Develop a clear employer brand

An important strategy for your recruiting process relies on your employer brand. Your employer brand is
what will set you apart from other hiring companies and show candidates why they should work for you.
Employer branding should reflect your business’ mission, culture, and values.

Think about questions such as, “Why would someone want to work for this company?”, “Does your
company support a diverse workforce?” and “What percentage of your current employees would
recommend your company as a great place to work?”. From there, check that your business’ about pages,
social media, and advertisements align with your employer brand.

2. Create job posts that reflect your company

Your job post is the first impression the candidate will have of you. You want to be sure to come off as
organized and professional while still embracing your brand and communicating your recruitment goals.

Is your company built on comedy? Make the job post funny! Strictly business? Make sure your ad is sleek
and well put together. This recruitment strategy will help you acquire more applicants and attract
qualified candidates who will fit in with your company culture.

3. Use social media

Social recruiting is becoming an increasingly popular strategy as companies begin targeting millennials as
prospective employees. Social recruiting is a strategy that uses social media to find talent, advertise jobs,
and communicate with potential employees. Social media recruitment is an example of a recruitment plan
that would fall under this recruiting strategy.

Many brands have been successful in finding quality candidates with this recruitment strategy technique,
including Uber, Apple, and Zappos! Be sure to create a presence on social media that will align with your
values and employer brand.

4. Invest in an applicant tracking system

Save your hiring managers time and your company money by investing in an Applicant Tracking System (or
ATS). An ATS is a software tool that automates the process of posting jobs and finding qualified talent.
This often includes one-click job posting to multiple sites, applicant sorting, and interview scheduling.
There are many options available, so be sure to do your research and find the best applicant tracking
system for your company’s hiring budget and size.

5. Explore niche job boards

Depending on what job you are hiring for, it may be difficult to find talent on one of the many large job
market sites. If your company falls into a smaller, more defined category, try looking into recruitment
marketing on niche job boards. These are smaller job sites that are devoted to only one type of job and
often have a community of job seekers and recruiters. You can find niche job boards covering everything
from the retail industry to construction.

6. Consider college recruiting

Campus recruiting at colleges can help you discover upcoming talent for your industry, while also aligning
your company with internship hiring opportunities and campus connections. You can recruit from colleges
in many ways, including attending career fairs or job fairs, volunteering to speak at events for your
industry, being featured on campus online job boards.

7. Find passive candidates and let them know you want them

Passive candidates are those who are currently employed and not actively looking for a job. These
candidates will often be the most qualified and seem to be the perfect person for the job. Personally
reaching out to them will show that you are truly interested in their talent and will be sure to grab their
attention. Using social media and connections will help you in identifying a potential candidate as well as
in raising awareness for your company.

8. Conduct awesome interviews

It’s important to remember that interviewing is a two-way street. While you are interviewing your
candidate, they are also interviewing you. Whether you are meeting remotely or in person, be sure to
make it comfortable and low-stress.

Cater the interview to the position applicants are interested in. Will they be working with a group? Try
group interviewing. Also remember to reflect your company’s culture in your interview. For example, if
you are in an office that likes to joke around a lot, incorporate that into the interview. This recruiting
strategy will ensure you find someone who both possesses talent and is a good fit for your culture.

9. Consider an employee referral

One recruitment strategy would be to implement an employee referral program within your work. This
hiring tactic would allow existing employees to refer quality candidates for open positions within your
business. These programs usually offer rewards to employees to encourage them to participate.

Employee referral programs can also facilitate the acquisition of more diverse talent. By communicating
the value of diversity to your team and offering special rewards to employees who recommend diverse
candidates, you can use employee referrals as a great diversity recruiting strategy.