Revisit the Job Posting (Use the same job title and position you selected in Skill Builder 1.) I also attached Skill Builder 1 (Jobpostinganalysi

Module Title: External Recruitment Sources

This reading dives into the many ways organizations attract job applicants from outside the

company. You'll learn about different recruiting sources—from job fairs and employee referrals

to college campuses, employment agencies, and even co-ops and internships. It also explores

how recruiters plan and measure the effectiveness of their outreach. This reading will help you

think critically about where and how to find strong candidates in the real world.

Learning Outcomes

After completing this reading, you should be able to:

• Compare the advantages and disadvantages of different external recruitment sources.

• Explain how recruitment planning, messaging, and recruiter characteristics influence

success.

• Assess the legal, strategic, and cost-related factors involved in choosing recruitment

methods.

Key Questions to Consider While Reading

• What factors should an organization consider when choosing where to look for

applicants?

• How do different recruitment sources support different types of roles or goals?

• What role do recruiters play in shaping candidates’ impressions of the organization?

CHAPTER FIVE External Recruitment 205

Introduction

External recruitment is the process of identifying and attracting job applicants from outside the organization. An effective recruiting process is the cornerstone of an effective staffing system. If the recruiting system works, high-quality appli­ cants will be attracted to the organization, the best candidates will be available for selection and eventual hiring, and the organization will have a much easier time reaching its strategic staffing goals. Conversely, if recruiting fails to attract enough qualified applicants, none of the other components of the staffing system can func­ tion properly-after all, you can't hire people who don't apply.

In external recruiting, the organization is trying to sell itself to potential appli­ cants, so many principles from marketing are applied to improve recruiting yields. Over the course of this chapter you'll learn about the advantages and disadvantages

of recruiting methods such as corporate websites, employee referrals, college job fairs, and many others. You'll also learn how recruiters choose from three types of messages-realistic, employment brand, or targeted-to attract the right types of

candidates. The recruitment process begins with a planning phase during which both orga­

nizational and administrative issues, as well as those pertaining to recruiters, are

addressed. Next, a recruitment strategy for finding qualified applicants is formed.

Following the formation of a strategy, the message to be communicated to job applicants is established, along with the medium that will be used to convey the

message. Special consideration must be given to applicant reactions to recruiters and the recruitment process in undertaking each of these phases of the external recruitment process. Close attention must also be given to legal issues. This includes

consideration of the definition of job applicant, disclaimers, targeted recruitment, electronic recruitment, job advertisements, and fraud and misrepresentation.

206 PART THREE Staffing Activities: Recruitment

RECRUITMENT PLANNING

Before identifying and attracting applicants to the organization, two issues must be resolved. First, organizational plans must be made to coordinate the identification and attraction of applicants. Second, administrative issues, such as the number of contacts to be made, the recruiters to be used, and the budget to be spent, need to be considered to ensure that there are adequate resources to conduct a successful recruitment campaign.

Organizational Issues

The recruitment process in an organization can be organized in a variety of ways. It can be coordinated in-house or by an external recruitment agency. An organization can do its own recruiting or cooperate with other organizations in a recruitment alli­ ance. Authority to recruit may be centralized or decentralized in the organization.

In-House Versus External Recruitment Agency

Most organizational recruiting is done in-house. Smaller organizations may rely on external recruitment agencies rather than an in-house function, as smaller orga­ nizations may not have the staff or budget to run their own recruitment functions. Organizations with low turnover rates may also prefer to use external recruitment agencies, as they recruit so infrequently it doesn't make sense to have their own recruitment function.

External recruitment agencies are growing in number. Some agencies, such as the Elaine R. Shepherd Company, provide full-scale recruitment services rang­ ing from identifying recruitment needs to advertising for applicants and checking references. Others, such as American Classified Services, Inc., simply perform one recruitment activity. Although these services are expensive, the costs may be justified for organizations without a recruitment function or for employers with infrequent vacancies.

Large organizations and organizations that recruit frequently should have their own in-house recruitment function. This helps ensure that recruitment costs are minimized, recruitment searches are consistent from opening to closing, and the specific needs of the organization are being met.

CHAPTER FIVE External Recruitment 209

Number of Contacts

The pool of applicants almost always needs to be larger than the number of vacant positions. Some applicants may no longer be interested in the position by the time they are contacted, and others may not be qualified.

It is very difficult to determine the exact number of contacts needed to fill a particular vacancy. However, historical data are very useful in establishing the tar­geted number of contacts. If careful records are kept, yield ratios can be calculated to summarize the historical data and guide decisions about the number of contacts to make. A yield ratio expresses the relationship of applicant inputs

to outputs at various decision points. For example, if 90 people were contacted (as identified by the number of resumes submitted) to fill one position, the yield ratio would be 90: 1. To fill two identical positions, it would be necessary to contact 180 appli­cants, on the basis of the historical yield ratio of 90: 1.

212 PART TH REE Staffing Activities: Recruitment

sources. It is also possible to track how many candidates are hired from each source. From this information on the number of applicants and hires, coupled with budget figures, it is possible to calculate the cost per applicant (total media cost divided by number of applicants) and the cost per hire (total media cost divided by number of hires). Cost-effective methods for attracting candidates can then become the focal part of the organization's recruiting strategy, and those that have lower returns on investment can be eliminated.

Process Flow and Record Keeping

Before deciding where and how to look for applicants, it is essential that the orga­ nization prepare for the high volume of data that accompanies the filling of vacan­cies. This high volume of data results from the use of multiple sources to identify candidates (e.g., advertisements, walk-ins, employment agencies), the need to cir­culate the applicant's credentials to multiple parties (e.g., hiring managers, HR), and the need to communicate with candidates regarding the status of their applica­tion. If process flow and record-keeping issues are not addressed before the recruit­ment search, the organization may become overwhelmed with correspondence that is not dealt with in a timely and professional manner; in turn, the organization may lose well-qualified applicants.

To manage the process flow and record-keeping requirements, an information system must be created for recruitment efforts. An effective system allows the can­didate, the hiring manager, and HR representatives to know the candidate's status at any time. The information system tracks the applicant's file as it flows through the organization's recruitment process. The information system can also periodi­cally issue reports on how timely and accurately the applicant information is being processed.

214 PART TH REE Staffing Activities: Recruitment

Recruiters

As the applicant progresses through the hiring process, additional record keep­ ing is required, such as who has reviewed the file, how long each individual has had the file to be reviewed, what decision has been reached (e.g., reject, invite for a visit, conduct a second interview), and what step needs to be taken next (e.g., arrange for a flight and accommodations, schedule an interview). Throughout the process, communications with the applicant must also be tracked so that the appli­cant knows whether his or her credentials will receive further review and whether he or she needs to take any additional steps to secure employment.

Even when an applicant is rejected for a position, there are record-keeping respon­ sibilities. The applicant's file should be stored in the event that another search arises that requires someone with the applicant's qualifications. Such storage should be for a maximum of one year (see "Legal Issues," at the end of the chapter).

Selecting Recruiters Many studies have been conducted to assess desirable characteristics of recruiters. Reviews of these studies indicate that an ideal recruiter would possess the follow­ ing characteristics: strong interpersonal skills; knowledge about the organization, jobs, and career-related issues; technology skills (e.g., knowing how to mine data­ bases, Internet recruiting); and enthusiasm about the organization and job can­ didates. 8 These characteristics represent a start on developing a set of KSAOs to select recruiters.

Recruiters used by organizations come from a variety of sources, including HR professionals, line managers, and employees. Each of these sources has some dis­ tinct advantages and disadvantages relative to the list of desirable characteristics for recruiters. HR professionals may be very knowledgeable about career develop­ment issues and enthusiastic about the organization, but they may lack detailed knowledge regarding specific job responsibilities. Line managers may have detailed know ledge about the organization and the jobs that they supervise, but they may not be particularly knowledgeable about career development opportuni­ties. Similarly, employees may have an in-depth understanding of their own jobs but not have much knowledge of the larger organization. Thus, there is no single ideal source to draw recruiters from, and all recruiters need training to compensate for inevitable shortcomings.

CHAPTER FIVE External Recruitment 225

Colleges and Placement Offices

Colleges are a source of people with specialized skills for professional positions. Most colleges have a placement office or officer who is in charge of ensuring that a match is made between the employer's interests and the graduating student's inter­ests. Research has shown that campus recruiting efforts are seen as more informa­tive and credible than organization websites or electronic bulletin boards. 26 In fact, recruiting experts found that members of the tech-savvy millennial generation are reluctant to use social networking and other Internet job search tools, and that they prefer campus career placement offices to find jobs.27

In most cases, the placement office is the point of contact with colleges. It should be noted, however, that not all students use the services of the placement office. Students sometimes avoid placement offices because they believe they will be competing against the very best students and will be unlikely to receive a job offer. Additional points of contact for students at colleges include professors, department heads, professional fraternities, honor societies, recognition societies, and national professional societies. Organizations sometimes overlook small col­ leges as a recruitment source because the small number of students does not make it seem worth the effort to visit. In order to present a larger number of students to choose from, some small colleges have banded together in consortia. For example, the Oregon Liberal Arts Placement Consortium provides a

centralized recruitment source for nine public and private small colleges and universities. It is essential that appropriate colleges and universities be selected for a visit.

CHAPTER FIVE External Recruitment 227

Employment Agencies A source of nonexempt employees and lower-level exempt employees is employ­ ment agencies. These agencies contact, screen, and present applicants to employ­ ers for a fee. The fee is contingent on successful placement of a candidate with an employer and is a percentage of the candidate's starting salary (usually around 25% ). During difficult economic periods, employers cut back on the use of these agencies or attempt to negotiate lower fees in order to contain costs.

Care must be exercised in selecting an employment agency. It is a good idea to check references, as allegations abound regarding the shoddy practices of some agencies. A poor agency may, for example, flood the organization with resumes of both qualified and unqualified applicants. A good agency will screen out unquali­fied applicants and not attempt to dazzle the organization with a large volume of resumes. Poor agencies may misrepresent the organization to the candidate and the candidate to the organization. Misrepresentation may take place when the agency is only concerned about a quick placement (and fee) and pays no regard to the costs of poor future relationships with clients. A good agency will be in business for the long run and not misrepresent information and invite turnover. Poor agencies may pressure managers to make decisions when they are uncertain or not ready, and they may go around the HR staff in the organization to negotiate special deals with individual managers. These so-called special deals may result in paying higher fees than agreed on with HR and overlooking qualified minorities and women. A good agency will not pressure managers, make special deals, or avoid the HR staff. Finally, it is important to have a signed contract in place where mutual rights and responsibilities are laid out.

230 PART THREE Staffing Activities: Recruitment

Job Fairs

Professional associations, schools, employers, the military, and other interested organizations hold career or job fairs to attract job applicants. Typically, the spon­ sors of a job fair will meet in a central location with a large facility in order to pro­ vide information, collect resumes, and screen applicants. Often, there is a fee for employers to participate. Job fairs may provide both short- and long-term gains. In the short run, the organization may identify qualified applicants. In the long run, it may be able to enhance its visibility in the community, which, in turn, may improve its image and ability to attract applicants for jobs.

For a job fair to yield a large number of applicants, it must be advertised well in advance. Moreover, advertisements may need to be placed in specialized publica­tions likely to attract minorities and women. To attract quality candidates from all those in attendance, the organization must be able to differentiate itself from all the other organizations competing for applicants at the job fair. Items such as mugs and key chains with the company logo can be distributed to remind the applicants of employment opportunities at a particular organization. An even better promo­tion may be to provide attendees at the fair with assistance in developing their resumes and cover letters.

CHAPTER FIVE External Recruitment 231

Increasingly, job fairs are being held online, with preestablished time limits. One on line recruiting site held a job fair that included 240 participating companies. In these virtual job fairs, recruiters link up with candidates through chat rooms.

Co-ops and Internships

Students currently attending school are sometimes available for part-time work. Two part-time working arrangements are co-ops and internships. Under a co-op arrangement, the student works with one employer on an alternating quarter basis. In one quarter the student works full time, and in the next quarter the stu­ dent attends school full time. Under an internship arrangement, the student has a continuous period of employment with an employer for a specified period of time. These approaches allow an organization to not only obtain services from a part-time employee for a short period of time but also assess the person for a full-time position after graduation. One manager experienced in working with interns commented, "Working with them is one of the best talent-search opportuni­ ties available to managers."38 In turn, interns have better employment opportunities as a result of their experiences.

Internships and co-op assignments can take a variety of forms. One type of assignment is to have the student perform a part of the business that occurs peri­ odically. For example, some amusement parks that operate only in the summer in northern climates may have a large number of employees who need to be hired and trained in the spring. A student with a background in HR could perform these hir­ing and training duties. Increasingly, colleges and universities are giving students college credit for-in some cases, even instituting a requirement for-working as a part of their professional degree . .w A student in social work, for example, might be required to work in a welfare office for a summer. Occasionally, experience shows that some internships and co-op assignments do not provide these mean­ingful experiences that build on the qualifications of the student. Research shows that school-to-work programs often do not provide high utility to organizations in terms of benefit-cost ratios. Thus, organizations need to evaluate co-ops and intern­ships not only in terms of quality for the student but in terms of the cost-benefit economic perspective as weU.40

Meaningful experiences benefit both the organization and the student. The orga­nization gains from the influence of new ideas the student has been exposed to in his or her curriculum, and the student gains from the experience of having to apply concepts while facing the realities of organizational constraints. For both parties to gain, a learning contract must be developed and signed by the student,

232 PART TH REE Staffing Activities: Recruitment

the student's advisor, and the corporate sponsor. The learning contract becomes, in essence, a job description to guide the student's activities. Also, it establishes the criteria by which the student's performance is assessed for purposes of grading

by the academic advisor and for purposes of successful completion of the project for the organization. In the absence of a learning contract, internships can result in unrealistic expectations by the corporate sponsor, which, in turn, can result in disappointment when these unspoken expectations are not met.41

To secure the services of students, organizations can contact the placement offices of high schools, colleges, universities, and vocational technology schools. Also, teachers, professors, and student chapters of professional associations can be contacted to obtain student assistance. Placement officials can provide the hiring organization with the policies that need to be followed for placements, while teach­ ers and professors can give guidance on the types of skills students could bring to the organization and the organizational experiences the students would benefit from the most.

Alternative Sources

Several innovative sources might also be experimented with, particularly for pur­ poses of widening the search.

Interest Groups. There are many associations that help facilitate the interests of

their members. Two such groups are the American Association for Retired Persons (AARP) and the National Association for the Advancement of Colored People (NAACP). For example, when Home Depot was anticipating 35,000 new jobs, it partnered with AARP to help fill some of these positions.42

Real Estate Agents. Some real estate agents now offer employment services for trailing partners. When one person in a relationship must relocate to further a career, the real estate agent may also help the trailing partner find a new job.