1. Role of Recruitment in the Selection Process
Job Analysis
(e.g., Job requirements, KSAs
HR Planning
(e.g., # job openings, time frame)
Job Description
(e.g., job duties, benefits, applicant qualifications)
Recruitment
(e.g, methods, processing of applicants)
Selection
(e.g., assessment of KSAs

3. ~ Attracting Applicants ~ Recruitment Objectives & Strategy
How many applicants does the company need to
attract for each position?
What KSAs do applicants need to possess?
What diversity (e.g., demographic, viewpoints) is
desired?
When should the positions be filled (timeframe)?
What financial limitations exist (cost issue)

4. Yield Pyramid Hires 5 Offers 10 Interviews 40 Invites 60
Selection Ratio:
# Openings/Hires
# Applicants
Offers
Interviews
Lower # is better for organizations:
1 opening
_________
100 applicants
Invites
Applicants
Adapted from R.H. Hawk, The Recruitment Function (New York: American Management
Association, 1967).

5. Attracting Applicants -- Recruitment Sources/Techniques (See pg
Attracting Applicants -- Recruitment Sources/Techniques (See pg. 164 for longer list of recruitment sources)
In-House Pros:
Quicker
Cheaper
Know person’s qualifications
The applicant knows the company (e.g., people, systems, resources)
Newspaper advertising (quick, relatively inexpensive)
Trade publications (focused audience)
In-house referrals (What are the pros and cons of this approach)?
On-site interviews (e.g., college campuses)
Executive search firms
Web sources (e.g., LinkedIn, Monster.com, Company web page) &
Social Media (e.g., links on Twitter, Facebook)
In-House Cons:
Less diversity (demographics, ideas)
Potential interpersonal conflict (now a coworkers boss)
Need to fill an opening

6. Issue Affecting Recruitment (Applicant Interest)
Labor market (e.g., unemployment rate)
Affirmative Action stance
Role of minority representation in job advertisements
(attractiveness and compatibility perceptions)
Affirmative action policy vs. broad AA statement
Medtronic example
Use of minority testimonials
UWF is an Equal Opportunity/Access/Affirmative Action Employer and applications from women and minorities are especially encouraged.

7. Issue Affecting Recruitment/Applicant Interest (cont.)
Attractiveness of the organization
Image/reputation (e.g., Apple, Google, Starbucks, GE, Johnson & Johnson)
Familiarity and product awareness
Company size and longevity
Financial stability (profit), pay and benefits (e.g., child care, flextime, work/life balance program)
Location
Social factors/relationships (perceived fairness, climate, likeability of organizational members)

8. Recruitment Content (Message)
Content of the job advertisement ---
Amount of information required of applicants
Detail regarding job duties/requirements
Description of organization (e.g., mission, core values)
Minority representation and AA policy
Positive and realistic description of jobs (RJPs)
Should job salary be included in the advertisement?

9. Teaching Application Material Example
Letter of intent
Research Philosophy/Statement
Teaching Philosophy/Statement
Student (teaching) evaluations
Copies of published articles
Letter of recommendation (3)
Resume
Transcript

10. Realistic Job Preview Effects
PERCEPTION OF HONESTY
AND CARING
RJP
VACCINATION OF
EXPECTATIONS
SELF SELECTION
INTERNAL
FOCUS OF
CONTROL
COMMITMENT TO CHOICE
OF ORGANIZATION
NEEDS ARE
MATCHED TO
ORGANIZATIONAL
CLIMATE
ROLE
CLARITY
JOB SATISFACTION
COPING MECHANISMS
DEVELOP FOR
NEW JOBS
JOB
PERFORMANCE
VOLUNTARY TURNOVER
INVOLUNTARY
TURNOVER
TENURE IN THE
ORGANIZATION

11. Realistic Job Preview!!!
Men wanted for hazardous journey. Low wages, bitter cold, long hours of complete darkness. Safe return doubtful. Honour and recognition in event of success.
~ Ernest Shackleton's advertisement for 1914 Trans-Antarctic Expedition

12. Maintaining Applicant Interest (after applying for position)
Administration of recruitment process
Communication and treatment by organization (e.g., professional, quality of social exchange process)
Type of information provided (e.g., job opportunities, organization characteristics)
Applicant reactions to recruitment process (e.g. perceived fairness)
* Key role of perceived fit:
Person-Job Fit
Person-Organization Fit
Person-Supervisor Fit
Person-Work Group Fit
Effect on employee self-selection

13. Other Recruitment Issues
Recruiter Characteristics ---
Demographics (e.g., gender, race, age)
Functional job area (similarity to job being recruited; role of knowledge)
Training (e.g., rapport building)
Personality (e.g., warmth, enthusiasm, supportive, personableness)
Doverspike, Taylor, Shultz, and McKay (2000) " ... organizations should deploy minorities as recruiters, particularly in settings where minorities are prevalent The presence of successful minority employees sends a signal to applicants that the organization is committed to diversifying its workforce, that potential role models exist, and that minorities have a strong likelihood of success" (p. 452).

14. (Factors affecting applicant acceptance of offers)
Post-Offer Closure
(Factors affecting applicant acceptance of offers)
Administration of Recruitment ---
Promptness of follow-up contact (short timeframe is best, especially with high quality applicants). Better perceptions of organization and higher percent of acceptances
Some Key Post Offer Factors for Accepting Offers
Work Itself
Organizational Culture
Location
Opportunity for Advancement
Pay
Type of Industry
Other Notable Factors:
Treatment by company
Interaction with employees
Quality of site visit (e.g., organization of trip, hotel, spouse allowed)
Timeframe for feedback/decision

15. Organizational Emphasis on Recruitment
Money and time spent on recruiting by HR = 16%
Evaluation of recruitment effectiveness (often limited to criteria such as meeting deadlines)
Extent of recruiter training (most not trained; less than half of organizations used formal, standardized training programs)
Source: Rynes, S. L., & Boudreau, J. W. (1986). College recruiting in large organizations: Practice, evaluation, and research implications. Personnel Psychology, 39,

16. Metrics for Evaluating Recruitment Effectiveness
Employee job performance
New employee turnover
Supervisor satisfaction with new employees
New employee performance in training
Cost per hire

17. Some Recruitment Recommendations
Carefully consider the sometimes competing objectives of attracting
vs. selecting job seekers
Identify specific objectives of a recruitment program
Formulate a specific strategy for accomplishing recruitment program
objectives
Ensure that recruitment screens reflect the desired job-related
characteristics of job candidates
Use targeted recruitment to identify underrepresented protected
groups
Develop a recruitment Web site that is attractive, easy to navigate,
and easy to use for submitting application materials

18. Recruitment Recommendations (cont.)
Incorporate color, pictures, audio, and video on a recruitment web site; all narrative content on the site should be well written in an engaging style; all materials (including pictures and themes presented) must accurately reflect the true nature of the organization
Consider using resume screening and applicant tracking software to manage the number of resumes that must be individually reviewed and applicant contacts that must be made
Evaluate an organization’s image being communicated by recruitment and related media to insure that image is the desired organizational “brand”

19. Recruitment Recommendations (cont.)
Consider using recruitment web sites
Encourage referrals of potential applicants from employees
Select recruiters on characteristics associated with dealing with people
Using technology to aid in recruiting is an asset. But, use more personal means of communications to applicants who are particularly desirable and stay in touch with them throughout the recruitment process
Use realistic job previews (RJPs)
Use metrics and other measures to evaluate recruitment programs and associated activities to identify “what works”

20. Orientation Principles
First impressions need to be managed well (1st day and initial few months). A poor first impression can last a long time (e.g., many, many years)
Show new workers how their job is important to the overall goals of the organization (need to communicate organizational values and culture)
Sequence information that is provided to new employees (e.g., how things are done, key personnel, processes, equipment, terms) --- do not provide everything at once
New employee orientation should be the responsibility of the new hire’s immediate supervisor
Attend to the needs of the new hire’s significant other and children (if applicable)