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    Recruitment: Employer Branding - Employer Branding

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    Riley Lam
    1) The recruitment process involves identifying job openings, determining requirements, selecting recruitment methods, and generating a pool of qualified applicants. 2) Successful recruitment is strategically important as organizations with superior practices financially outperform peers. Employer branding during recruitment is also important to establish an organization as an employer of choice. 3) Recruitment methods include internal sources like job postings, records of current employees, and external sources like referrals, educational institutions, advertising, agencies. The optimal method depends on factors like the job and organizational policies.

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    Recruitment: Employer Branding - Employer Branding

    Uploaded by

    Riley Lam
    107 views6 pages
    1) The recruitment process involves identifying job openings, determining requirements, selecting recruitment methods, and generating a pool of qualified applicants. 2) Successful recruitment is strategically important as organizations with superior practices financially outperform peers. Employer branding during recruitment is also important to establish an organization as an employer of choice. 3) Recruitment methods include internal sources like job postings, records of current employees, and external sources like referrals, educational institutions, advertising, agencies. The optimal method depends on factors like the job and organizational policies.

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    Recruitment

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    1) The recruitment process involves identifying job openings, determining requirements, selecting recruitment methods, and generating a pool of qualified applicants. 2) Successful recruitment is strategically important as organizations with superior practices financially outperform peers. Employer branding during recruitment is also important to establish an organization as an employer of choice. 3) Recruitment methods include internal sources like job postings, records of current employees, and external sources like referrals, educational institutions, advertising, agencies. The optimal method depends on factors like the job and organizational policies.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    107 views6 pages

    Recruitment: Employer Branding - Employer Branding

    Uploaded by

    Riley Lam
    1) The recruitment process involves identifying job openings, determining requirements, selecting recruitment methods, and generating a pool of qualified applicants. 2) Successful recruitment is strategically important as organizations with superior practices financially outperform peers. Employer branding during recruitment is also important to establish an organization as an employer of choice. 3) Recruitment methods include internal sources like job postings, records of current employees, and external sources like referrals, educational institutions, advertising, agencies. The optimal method depends on factors like the job and organizational policies.

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    © All Rights Reserved
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    of 6

    Recruitment

    • Recruitment refers to the process of searching out and attracting qualified job applicants.
    • Begins with the identification of a position that requires staffing.
    • Is completed when résumés and/or completed application forms are received from an adequate
    number of applicants

    Strategic Importance of Recruitment


    • Organizations with superior recruiting practices financially outperform those with less effective
    programs
    • Successful recruiting is a strong indicator of higher shareholder value.

    Employer Branding
    • Proactive employers try to obtain a competitive advantage by establishing themselves as
    employers of choice through employer branding.
    • Employer branding: The image or impression of an organization as an employer based on the
    benefits of being employed by the organization
    •Includes experiences a candidate goes through during the recruitment process:
    • experience with the company’s website
    • acknowledgement thanking candidate who sends in a résumé
    • initial greeting by the receptionist
    • ability of the interviewer to articulate organization’s values and culture

    Three steps of employer branding:


    1) Define the target audience
    • Where to find them?
    • What do they want from an employer?
    2) Develop the employee value proposition
    • Why is the organization a more attractive employer?
    3)Communicate the brand
    • Incorporate the value proposition into all recruitment efforts

    Recruitment Process
    Identify Job Openings:
    - HR Planning/strategic plan
    - Employee resignations/terminations
    Specify job requirements
    - From job desc/job spec
    Select methods of recruitment
    - Internal
    - External
    Generate pool of qualified applicants
    - Employment equity/diversity goals
    Step 1: Identify job openings through HR planning or manager request
    •HR planning: the process of forecasting future human resources requirements to ensure that the
    organization will have the required number of employees with the necessary skills to meet its
    strategic objectives.

    Step 2: Determine job requirements.


    •Review job description and job specification
    •Updating as necessary

    Step 3: Appropriate recruiting source(s)and method(s) are chosen.


    • The major decision here is whether to start with internal or external recruiting.
    • There is no single, best recruiting technique, and the most appropriate for any given position
    depends on a number of factors

    Step 4: A pool of qualified recruits is generated.


    • Any legal requirements and organizational diversity policies should be reflected in the
    applicant pool.

    Developing and Using Application Forms


    Standard application form
    • Usually includes information about education, prior work history, and other job-related skills.
    Reasons to use a standard application form
    • Facilitates comparison of candidates
    • Information that the company requires is specifically requested
    Tips
    • Written authorization for reference checking
    • Acknowledgement that the information provided is true and accurate
    • Optional section regarding designated group member status

    Online Applications
    • Reduce risk of lost applications
    • Increase exposure level of job ad
    • May reduce biases based on face-to-face meetings
    • May increase the volume of applications to manage

    Constraints based on organizational policies


    Employment Equity Plan
    - Organizations may set goals and timetables pertaining to the hiring of
    designated group members (women, visible minorities, disabled
    aboriginals).
    - •Recruiters often need to use non-traditional (outreach) strategies to
    increase the number of qualified candidates from the designated
    groups.
    Compensation Policies
    - Recruiters rarely have the authority to exceed established pay and benefits policies
    Promote-from-within Policies
    - Positions must be posted internally first (especially in unionized environments)
    - Recruiters cannot begin to seek external candidates until the period is over, even if he
    or she is aware that there are no suitable internal candidates.

    Recruitment Avenues: Recruiting From Within the Organization Human Capital Theory
    - The accumulation of firm-specific knowledge and experience involves a joint
    investment by both the employee and employer
    - Therefore, both parties benefit from maintaining a long-term relationship.
    Advantages
    - Provides every qualified employee with a chance for a transfer or promotion
    - Reduces the likelihood of special deals and favouritism
    - Demonstrates the organization’s commitment to career growth and development
    - Communicates to employees the organization’s policies and guidelines regarding
    promotions and transfers
    - Provides equal opportunity to all qualified employees
    Disadvantages
    - Unsuccessful job candidates may become demotivated, demoralized, discontented,
    and unhappy if feedback is not communicated in a timely and sensitive manner
    - Tensions may rise if it appears that a qualified internal candidate was passed over for
    an equally or less qualified external candidate
    - The decision about which candidate to select may be more difficult if there are two or
    more equally qualified candidates

    Job Posting
    • Notify current employees about vacant positions
    Human Resources Records
    • Review information about existing employees to identify
    candidates for openings
    •Skills Inventories: lists of core skills of existing employees

    Recruitment Avenues: Outside the Organization


    Advantages
    • A larger pool of qualified candidates
    • Availability of a more diverse applicant pool
    • Acquisition of new skills, knowledge, and ideas
    • Elimination of employee rivalry and competition for transfers and promotions
    • Hiring individuals who already have necessary skills reduces training costs
    Considerations in Planning External Recruitment
    • Type of job affects recruitment method chosen
    • Yield ratios- percentage of applicants that proceed to next stage of selection
    • Time lapse data - time from start of recruitment to new employee
    starting work

    Recruitment Pyramid:
    50 New hires
    100 offers made (100:50 = 2:1)
    150 Candidate interviewed (150:100)
    200 Candidates invited (200:150)
    1200 Leads Generated (1200:200)

     Employee referrals
     Former employees
     Educational institutions
     Open houses, job fairs
     Professional and trade associations
     Labour organizations
     Military personnel
     Online recruiting (virtual job fair)
     Employment and Social Development Canada
     Executive search firms
     Private employment agencies
     Walk-ins and write-ins
     Online networking sites
     Print advertising

    Cold Calls
    Walk-Ins
    • Go to organizations in person to apply for jobs without referral.
    Write-Ins
    • Submit unsolicited résumés to organizations.
    Inexpensive
    • Résumés are generally screened by the HR department
    • If an applicant is considered suitable,
    - his or her résumé is retained on file for three to six months, or
    - passed on to the relevant department manager if there is an immediate or
    upcoming opening for which the applicant is qualified.

    Print Advertising
    Want ad
    • A recruitment ad describing the job and its specifications, the compensation package, and the
    hiring employer.
    • The address to which applications or résumés should be submitted is also provided.

    Blind ad
    • A recruitment ad in which the identity and address of the employer are omitted

    Employee Referrals
    •Openings are announced, with a request for referrals.
    •Cash awards or prizes may be offered for referrals that culminate in a new hire
    Advantages
    •Low recruiting cost: no advertising or agency fees
    Disadvantages
    •Potential for inbreeding and nepotism.
    •Potential morale problems and dissatisfaction among employees whose referrals are not
    hired.
    •May result in systemic discrimination.

    About 25% of hires at the manager level and above at Microsoft are returning employees, known
    as “boomerangs.”

    Educational Institutions
    •An extremely effective avenue when candidates require formal training but need relatively little
    full-time work experience.
    Career centers
    • Skills assessment testing
    • Workshops on résumé preparation and interview strategies
    • Career fair
    Cooperative (co-op) education
    •Hands-on skills in an actual work setting

    Internship
    • Intern’s performance is assessed.
    • Those who are judged to be superior are offered permanent positions following graduation

    Networking 35%
    Online job boards 24%
    Agencies/Recruiters 13%
    Cold Calls 10%
    Online networks 5%
    Newspapers or classified ads 3%

    Recruiting non permanent staff


    Temporary Help Agencies
    • Provide relief for employees who are ill, on vacation, taking a leave of absence, etc.
    Benefits
    • Cost less than permanent employees
    • Immediate replacement of an unsuitable temporary worker
    • Workers are often highly motivated

    Contract Workers
    • Work directly for the employer
    • Specific type of work or period of time
    • Benefits
    • Coverage for seasonal or unplanned peaks in business
    • Specialized work or projects
    • Reduced layoffs during downturns

    Recruiting a More Diverse Workforce


    Recruiting Designated Group Members
    • Alternative publications for recruitment
    • Liaise with agencies assisting designated groups
    Attracting Older Workers
    • Remove stereotypical attitudes
    • Develop flexible work arrangements
    Attracting Younger Employees
    • Provide independence and work-life balance
    • Give variety of experiences

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