ONLINE RECRUITMENT JOURNAL

EXECUTIVE SUMMARY
The present study was carried out to ascertain the benefits of online recruitment, and ways in which it
could be improved, at a leading UK technology firm – with respect to graduate, experienced and
executive employees. Review of existing literature pointed out that Innovations in technology have
revolutionized recruitment processes. Several theorists also claimed that online recruitment leads to an
improved quality and quantity of applications, an enhanced platform for information sharing, more
operational effectiveness, cost effectiveness and a lack of boundaries. In order to verify or discredit
these assertions, quantitative surveys and semi-structured interviews were carried out on 14 students &
graduates, and four members of Google Inc. graduate recruitment team respectively. The results
obtained from graduates suggested that they were highly influenced by the corporate brand, presence
of the organisation on the web and online job boards. Results from Google Inc.’s recruitment
department suggested that they achieved a number of efficiencies such as reduced cost, overhead and
faster response rate. They have also generally increased their number of applicants by a six fold since
adopting online recruitment. However the quality of candidates received is said to be low compared to
the quantity, and the company has difficulties in meeting their diversity and disability quotas. These
results suggest that the company is not being effective in leveraging their brand, and other means
available to them, in attracting the required quality of candidates. Numerous graduates also chose
agency as a preferred form of finding a job, thereby illustrating that traditional methods should not be
totally abolished. A synergy between agency, job board, branding, and online recruitment is therefore
proposed, as an effective method of meeting quantity and quality employment targets for the
organisation.

1.Introduction
An organisation’s human resource has been defined as it is most important and effective asset,
in terms of building and sustaining competitive advantage (Singh and Finn, 2003). The
recruitment and selection of this very important resource is therefore very crucial in any
organisation looking to build organisational competencies through its people.
a. Online Recruitment
Job searches and recruitment had been predominantly done through newspaper postings,
word-of-mouth and agency recruitment before the advent of the Internet (Singh and Finn,
2003). Recruiting companies then went through daunting tasks of sorting, filing and choosing
through a vast list of paper based job applications, which usually involved a lot of resources in
terms of human capital and costs.
However, the penetration of the Internet, and the near 100% adoption of Internet job
applications, has seen this trend change drastically. Younger (2007) reports that 100% of all
Fortune 500 companies in the US and FTSE 100 companies in the UK utilize the Internet
predominantly for their job postings and for receiving applications, as opposed to just one-third
of Fortune 500 companies in 1999. This trend has become so widespread that a vast majority of
job applicants (96%) in a study conducted by the Society for Human Resource Management in
2006 reported using the Internet for job search and applications (Younger, 2007). Some
companies are also known to utilize Internet virtual worlds, such as Second Life, in holding
recruitment fairs, and having career session with prospective students (Riley, 2007). The archaic
use of newspaper publishing and other sources has diminished greatly, as the UK newspaper
industry has suffered a 20% year on year fall in ad revenue, in recent years (Guardian, 2009).
b. Organisation under study
Google Inc. is one of the biggest technology firm in the UK, with a global presence in several
countries and employees exceeding 23,331, possesses a fully functional online recruitment
website (http://www.google.com/intl/en/jobs/index.html). The website provides information
regarding available vacancies, and steps that prospective applicants should take in order to fill
an application. It also provides relevant information about the organization and the vacancy
position.
Google Inc.’s online recruitment procedure (see appendix) has undergone major changes when
compared to traditional recruitment process it practised, which only required candidates to
send in their application forms when the firm makes a visit to the university campus or through
referral system. The university students are then invited to take first round of technical tests if
their CVs and Cover letters were deemed suitable. Candidates living miles away from the test
centre would have their accommodation and transportation catered for, only to partake in a 1-
hour technical test, where their likelihood of success is uncertain (Times Online, 2005). Now
with the advent of technology, there’s the possibility that these processes may have been made
more efficient and effective.
c. Research Objective
The research objective is therefore to ascertain the benefits – when related to Google Inc. – of
adopting a wholly Internet centred focus to candidate recruitment (graduate or experienced
hires). This research would aim to ascertain the improved efficiencies and effectiveness that
Google has gained through the adoption of an Internet based approach to recruitment.
The following research question would be expatiated further in the literature review chapter,
after relevant literatures have been reviewed. This research topic has been chosen because of
the researcher’s previous experience with online recruitment. Google Inc. was chosen because
of the researcher’s relationship with a member of the firm’s recruitment team. It would
therefore reduce barriers associated with gaining access to the organization for primary
interviews and secondary information.
As described further in the Methodology chapter, this research would be based on a
quantitative study with students and graduates; and semi-structured interviews with members
of Google Inc.’s graduate recruitment team. Analysis of the existing literature would be carried
out in Chapter 2, while the research methodology, results and ensuing discussion would be
outlined in Chapters 3 – 5 respectively. Chapter 6 concludes.

2.Literature Review
Rynes (1991, p 429) defines recruitment in organizations as “all practices and decisions that
affect either the number or types of individuals who are willing to apply for or to accept a given
vacancy”. It includes organizational actions carried out with the intent of identifying and
attracting prospective employees (Breaugh and Starke, 2000). Attracting high quality
employees is a source of true competitive advantage, especially in periods of fierce competition
(Birgelen et al, 2008). Recruitment is therefore regarded as an important constituent of Human
Resources, as its main function is to attract and grow human capital – an important resource,
within the organization (Barber, 1998).
Shortages in the labour market, and difficulties in finding the right talent, especially in
technological and knowledge based organizations, have led to a more competitive recruitment
industry in recent years (HRL, 2006; Parry and Wilson, 2006). The emphasis for HR professionals
is now on attracting competent talent that have specialties in important skills (Jones et al,
2002), as research has shown that recruitment constitutes the second most important priority
for HR (Parry and Tyson, 2008).
The increasing priority being attributed to recruitment has also been corroborated by a
research report by CIPD (2009) reporting that 84% of all organizations experience difficulties in
recruitment. Recruitment techniques could therefore be facilitated further through an efficient
application of technologies, such as online recruitment (Parry and Tyson, 2008)
a. Recruitment, HR and Technology
Technology utilization in HRM has grown at an exponential rate in recent years, as a survey by
CIPD (2009) showed that 77% of all organizations adopt efficient HR practices through
Information System Technologies. Internet technology is increasingly being used in
sophisticated functions such as talent recruitment, training and development as opposed to
basic functions such as payroll, benefits or
absent management (Martinsons, 1994). HRL (2006) also states that technology plays an
important role in the ‘growing sophistication and effectiveness of talent attraction and
management.’
Traditional forms of recruitment, which had been through internal labour markets, world of
mouth, newspaper adverts and agencies (Ford et al, 1986) has been modernized through the
adoption of the Internet, as organizations are increasingly reviewing or changing their
perspectives on talent attraction and selection (Othman and Musa, 2006). The Internet has
been acclaimed as the future of talent attraction and selection in coming years, and is
increasingly becoming a preferred method in organizations (Parry, 2009). This adoption has led
to a consistent decline in newspaper job adverts in recent years (HRL, 2006).
However, these technological improvements though compelling, do not necessarily warrant a
complete abolishment of traditional recruitment procedures. Though technology would
continue to be an important tool in the recruitment process, Younger (2007) asserts that online
recruitment should be regarded as one of the tools available to meet the organization’s goals of
talent attraction. HRL (2006) therefore recommends a blended approach, in which both internal
and external recruitment is utilized. They also advocate that technology should constitute a
platform, rather than a process driver, thereby confirming Younger’s views.
b. Traditional recruitment methods
Though technology may constitute an increasing proportion of recruitment method in recent
years, it was never the predominant method in which employees were usually hired. The most
common traditional recruitment methods – based on existing theories (Harris et al, 2003; Van
Rooy et al, 2003; and Othman and Musa, 2006) – has been outlined in a cognitive diagram
displayed in figure 1. Existing literatures on traditional recruitment methods are discussed in
appendix.
c. Online Recruitment
Recruitment over the Internet first started between 1990 and 2000, and was regarded then as a
revolution in recruitment due to the enormous benefits it presented to employers and
prospective job applications (Boydell, 2002). It is no surprise then that its use has grown
substantially in recent years, fuelled mainly by a ‘headlong rush’ by large organizations to utilize
technology and adopt competitive practices in their recruitment processes (Anderson, 2003).
This has also been facilitated by new forms of media and innovations in psychometric
procedures that have significantly changed the recruitment processes within organizations, and
made it more engaging and appealing for prospective applications (Highhouse and Hoffman,
2001; Searle, 2004).
The Electronic Recruiting Index of 2000 has shown that there is a dramatic increase in the
spending on online recruiting. The research conducted shows that majority of the visitors (71%)
to the job sites are not actively interested in changing jobs. Only 15% actually think of changing
work while only 10% are actively looking for a job. Of 5% of the visitors are unemployed.
Online recruitment is now a very popular recruitment portal for employees and job seekers in
most developed countries (Highhouse et al, 2004). A study of US companies in 2006 showed
that 50% of all new hires were from the Internet (Cober and Brown, 2006); with a larger portion
being recruited from the company’s own Internet site (Birgelen et al, 2008). Crispin and Mehler
(2006) also reported that 20% of external hires were hired through company websites, while
13% were through online job boards. CIPD (2009) also reported that 67% of UK companies used
online recruitment; thus confirming earlier views regarding the growth prospects of the
Internet as an important recruitment tool (Parry and Tyson, 2009). Recruitment websites, in the
forms of job boards, corporate websites, and agency websites are increasing in numbers, while
expenditures on the Internet recruiting totalled $7 billion in 2005 and are also forecasted to
increase continuously in coming years (Birgelen et al, 2008).
The main drivers facilitating this growth has been the need for organizations to streamline and
automate recruitment processes in order to make them more efficient, in such a way that
applicant details were entered by themselves, and communications processes are sped up
(Parry et al, 2007). Younger (2007) also reports that innovative recruitment technologies such
as online numerical, verbal, logical or psychometric tests could be administered immediately to
applicants over the Internet, and results could be derived almost instantaneously; thereby
removing previously daunting tasks of coding answers and marking tests scripts. The soaring
growth of recruitment job boards and various websites that offer a variety of functions to job
seekers and employers, has also facilitated the continued growth in this field (Searle, 2004)

The diagram in figure 2, is also based on existing theories (Searle, 2004; Othman and Musa,
2006; Parry et al, 2007), and outlines the online recruitment procedure for job applications
seeking to apply for jobs through online methods, as opposed to traditional methods (Figure 1).

d. Online Recruitment Success Factors

The following factors define the necessary steps that need to be taken for organizations seeking
to recruit quality candidates. They determine how an online recruitment campaign can be
effective.
i. Web Appearance
An organization’s career website is described by Birgelen et al (2008) as “an important
precursor to organizational attraction”. First impressions formed on interaction with career
websites have the potential to shape an individual’s attitude towards the organization, and
their choice to apply for a job vacancy (Zusman and Landis, 2002).
Cober et al (2004) found that a prospective employee’s decision to apply for a job position is
influenced indirectly by their overall view regarding the ease of use, view and information
relevancy of the corporate careers website. Searle (2004) also asserts that the website
bandwidth speed, its user friendliness and ease of use, have an impact on applicants’
perception, especially those who have limited Internet experience. A survey carried out by
Williams (2008) also found that 50% of employees who partook stated that they believed that
improving their corporate websites and using job boards were successful ways of increasing the
number of job applications and diversity within organizations. Parry and Tyson (2008) therefore
concludes based on interview data, that functionalities of corporate websites could be
improved in such a way that limitations are surmounted and the Internet becomes a more
successful medium for attracting candidates across all industry sectors and demographics.
However, several theorists have refuted the sole importance of corporate websites as a key
determinant of the number of job applications received. Birgelen et al (2008) argues that the
potential of a corporate website to attract employees seeking job positions is facilitated by the
employee’s attraction to the company, and not necessarily by appearance of its website. The
reputation, brand and attractiveness of the organization are the main factors that mediate web
appearance and job applications. Parry and Tyson (2008) also state that perceived success of
corporate websites was related mainly to the size of the organization.
Though the promoting argument does seem valid, it would be safe to conclude the benefits of
web appearance as a recruitment attractant are only evident in large organizations that already
have a wide known brand and reputation. Smaller companies are at a severe disadvantage with
regards to using web appearance as a main success factor when promoting online recruitment
ii. Advertisement and Information availability
Barber (1998) identified that job applicants usually go through two stages when pursuing
prospective companies to apply to:
Broad search to identify as many recruiting organizations as possible,
Sorting, selection and research on a short list of potential employers where applications
would be made.

The need to drive traffic to a corporate website using effective external advertisement such as
job boards, search engine adverts and newspaper clips is therefore essential in communicating
a company’s suitable as an organization of choice (Parry and Tyson, 2008). If a company were
not readily available through such advertisement portals, it would be highly unlikely that a job
applicant would consider sending in applications to such companies (Birgelen et al, 2008). The
web therefore plays a huge role in the gathering research on potential employers, and Rozelle
and Landis (2002) states that it is perceived as more realistic than other sources for company
information. It enables students to make informed decisions about which companies to apply
to and how to write their applications (Searle, 2004).
The provision of accurate corporate information, through the most appropriate online medium
is advised by Birgelen et al (2008) as an effective way of attracting new employees. Williamson
et al (2003) also illustrated that differences in the ways in which recruitment websites orient
themselves with regards to availability of information online, influences perception of
organizational attractiveness. He further asserts that application decisions and their attraction
to organizations are as a result of the amount and quality of information they are able to gather
about potential employers, as well as their perception about the organization.
iii. Corporate brand
The brand of an organization is very crucial in attracting the right kind of employee (Wilson,
2008). Potential job employees are usually attracted to a more developed corporate brand, as
they believe that an established brand would constitute a more stable and growing
organization (Crispin and Mehler, 2006). Big brands also offer better opportunities for job
seekers, as opposed to smaller companies (Younger, 2007), which is probably why they have
been successful at online recruitment.
Wilson (2008) also asserts that on-going corporate processes that positively impact on the
company’s reputation should be communicated in such a way that it has a positive impact on
people’s intentions to seek a career in the company. Williamson et al (2003) also states that
companies unable to leverage existing brands, or do not possess the relevant reputable brand,
usually face recruitment problems, especially in highly competitive sectors. The methods in
which brands are being delivered and represented are very crucial in attracting talent globally.
Wilson (2008) asserts that a global brand could be leveraged in attracting talent resources in
several parts of the world. Inversely, Othman and Musa (2006) also theorises that online
recruitment can increase the image of an organization, especially with regards to dedicated
recruitment websites. It imposes an image of innovation and flexibility on the organization
(Fister, 1999)
However, job applications derived through an effective use of corporate branding, recruitment
website and online information do not necessarily impact on the quality of candidates received,
just the quantity (Fister, 1999). A study carried out by Williams (2008), illustrated that a
majority of companies still believe that the use of employment agencies is still one of the best
ways to improve quality of job applicants received. Miller and Weckert (2000) also found that
some undergraduates applying for jobs had privacy concerns and were unwillingness to submit
personal details.
e. Impact and Effectiveness of online recruitment
i. Better quality candidates
Candidates usually attracted and recruited off the Internet are usually young, educated,
computer literate, and have some understanding of the processes and functions of the
recruiting company (Ganalaki, 2002). Othman and Musa (2006) also assert that the Internet
helps attract better quality candidates as Internet users tend to be more educated and
computer literature than non-users.
Younger (2007) states that the evolution of technology in online recruitment has allowed
employers to extend their search to the broad network so as to attract potential candidates.
This search extension has allowed organizations to broaden the geographic and demographic
scope of their search, helping them attract high quality candidates from a variety of sources
(Searle, 2004). Elgin and Clapham (2000) also conforms to this by illustrating that the use of
online recruitment has demolished predominant geographical, cultural or time constraints that
had once narrowed job applications from prospective candidates.
Online recruitment technology also allows companies to filter, deter and weed out unsuitable
candidates through the administration of organizational fit tests and application screening,
whilst still maintaining a positive view of the firm (Searle, 2004). Thus by extending recruitment
advertisement over the web in order to attract the broadest selection of applicants possible,
and then removing unsuitable candidates through the use of filters, online recruitment helps
the company attract the best quality candidates from the broadest net possible.
Parry (2009) thereby concludes that these benefits are well suited to today’s workplace where
diversity is appreciated and proclaimed as a source of competitive advantage, especially in
global companies.
ii. Improved platform for information sharing
Another main advantage of online recruitment, as depicted by Birgelen et al (2008) is the nearly
infinite space for companies to communicate information about themselves, opportunities and
benefits offered to prospective candidates. Websites are a very effective platform for
portraying an organization’s achievements. They can also provide information regarding current
and future vacancies (Searle, 2004)
Information can also be customised to suit potential new employees, if there preference has
already been known. Lin and Stasinskaya (2002) discuss other advantages such as improved
accuracy and verifiability of information gathered through Internet sources. Cober et al (2004)
also depicted that ease of use and interactivity of corporate websites, and the information
contained in those portals, are powerful factors that make online recruitment far better than
traditional methods.
Highhouse et al (2004) confirms these arguments by stating that the web provides interactive
possibilities for organizations to present candidates with realistic job previews, as this could
create positive reactions towards the organization. Information shared through these portals
also more valuable in the longer term, as they convey the organization’s value and help shape
the psychological contracts of new employees (Searle, 2004)

iii. Efficiency
Rozell and Landis (2002) suggest that recruitment through online channels offers the
organization a quick and efficient method of identifying and classifying a virtually unlimited
number of job applicants. Younger (2007) also states that the most immediate benefit of online
recruitment, as opposed traditional recruitment processes, is the greatly improved degree of
recruitment process management being offered. He further explains that every phase of the
recruitment process is facilitated by a more streamlined online system. Previous daunting tasks
such as coding, sorting, filing and routing application materials are now processed automatically
with the use of technology. Parry (2009) confirms these attestations and also adds that the
average recruitment cycle is now about a third of what it was before the emergence of Internet
recruitment, and that online recruitment offers quick, effective and cost efficient means of
accessing potentially suitable workers. It also encourages quicker response and reduces
turnaround and communication procedures.
iv. Cost Effectiveness
This improved operational efficiency associated with online recruitment also contributes
significantly to its cost effectiveness. Younger (2007) explains that the costs associated with
developing and implementing complete corporate recruitment platforms is mostly
inconsiderable and often a small fraction of traditional recruitment costs. This is because
publishing a company’s vacancies through their own corporate website, and also advertising
through job boards, costs so much less than traditional approaches such as the newspaper
(Othman and Musa, 2006). This arguments are supported by a CIPD (2009) survey in which 71%
of employers claim to adopt online recruitment as a
method of reducing recruitments costs, while 60% use it to broaden the candidate pool and
47% use it to reduce recruitment cycles.
The cost savings inherent in online recruitment, are reported to be as high as 90% of traditional
recruitment costs (Othman and Musa, 2006) and these cost savings can be achieved in the
following areas:
Reduced direct costs associated with newspaper adverts
Abolishment or reduction in job fairs and head-hunter fees
Reducing costs associated with mailing letters to prospective candidates
Reduced workload and overtime required for the HR department.

It also results in time saving and can help achieve faster recruitment cycles (Othman and Musa,
2006). Searle (2004) also reports that the early deterrence of unsuitable applicants represent a
significant cost saving, as companies would not need to accommodate or interview candidates
who may eventually not pass traditional paper based psychometric tests. Now that these can
be done online, only suitable candidates are invited for interviews and catered for.
v. Lack of Boundaries
A study by Parry and Tyson (2008) reports that organizations with a strong brand and
geographical presence are better able to attract more applicants through their corporate
websites. Also, Ganalaki (2002) states that corporate websites are very good tools for reaching
global targets as the Internet does not necessarily have any boundaries.
Though the effectiveness of online recruitment has been widely acclaimed as a crusher to
traditional recruitment, it is still unclear as to whether online recruitment can totally wipe out
traditional recruitment methods (Rozell and Landis, 2002). Parry and Tyson (2008) report that
some organizations are still not willing to fully accept online recruitment, while some are not
prepared to discard more traditional methods such as print media and employment agencies.
There is also a large portion of UK businesses, especially small and medium scale businesses,
who are still yet to adopt online recruitment in any capacity, while there are those who still use
a larger portion of
traditional recruitment methods (Parry and Wilson, 2009). The following subchapter therefore
critically analyses the cons associated with online recruitment, based on existing theories.

f. Limitations of online recruitment

i. Candidates without Internet access
In as much as there are widely acclaimed efficiencies and cost effectiveness that have been
attained through the use of online recruitment, several theorists also attest to the fact that it
does bring out a few shortfalls. One such shortfall, as demonstrated by Van Rooy et al (2003) is
the exclusion of candidates without Internet access, who are now therefore at a competitive
disadvantage to their counterparts. This seclusion is also said to have a discriminating impact on
certain ethnic or demographic minorities and people who lack access to computers, or do not
have the skills necessary to use the Internet (Parry, 2009). Therefore Othman and Musa (2006)
assert that organizations need to remember that although the Internet does seem to increase
the geographic scope, it reaches still remains limited to a demographic scope.
ii. Candidate filtering
The limitation of online recruitment to particular demographics have also been raised by
Younger (2007), who acclaims that the Internet seems to attract a different demographic to
those usually recruited using traditional means. Zusman and Landis (2002) further asserts that
this limited pool seems to be ‘younger white males, more highly educated, more frequent job
changers an already in employment within the sector’. Widespread access to the organization
by the general population, and the workforce diversity could therefore be affected (Searle,
2004).
These drawbacks as envisaged by Van Rooy et al (2002) make it difficult for organizations to
achieve diversity goals and could pose a potential legal threat. Predominant use of online
recruitment could also result in discrimination issues (Flynn, 2000).
iii. Unsuitable Candidates
Several theorists such as Parry and Tyson (2008) have also raised questions regarding the
enormous number of applications from unsuitable applicants that online recruitment permits.
Younger (2007) illustrates that while some organizations and theorists may fear the growing
popularity of online
recruitment may exclude candidates who are used to traditional methods, others state that
these recruitment methods are not exclusive enough now that anyone can submit an
application with just a few clicks. Othman and Musa (2006) also argue that online-based
vacancies yield high quantities of applications, but with a low quality fit.
However, Parry (2009) claims that these factors do not necessarily pose that much of a
significant limitation as most organizations can manage unsuitable applications and do not
necessarily result in decreased efficiency or increased costs. Younger (2007) also asserts that it
is a small price to pay for the overall efficiency and cost effectiveness gains that they have
realized through online recruitment. In addition, as the use of automated screening processes,
such as online tests and organizational fit questionnaires, becomes predominant the negative
effect associated with unsuitable applications becomes reduced to an insignificant portion
(CIPD, 2009)
iv. Difficulties in recruiting experienced and executive hires
Othman and Musa (2006) also discuss the difficulties faced in recruiting and attracting
executive level candidates over the Internet. Whilst some job vacancies are too important to be
left in the hands of automated online systems (Parry, 2009), some other executive level
applicants just prefer personal contact (Searle, 2004).
Fister (1999) asserts that online recruitment trends to be more useful when looking for junior
positions and entry level graduates within organizations, as it is not suitable for recruiting top
management (Othman and Musa, 2006) CIPD (2009) also affirms that many organizations still
prefer to use traditional recruitment methods, such as agency, head-hunters and newspaper
adverts to hire certain types of employees.
v. More effective for known companies
Several theorists (Ganalaki, 2002; Searle, 2004; Othman and Musa, 2006) have also identified
another shortfall with regards to online recruitment. They proclaim that online recruitment
proves more effective for companies already known, and companies that have an established
brand. Establish brands are more successful at attracting applications through online
recruitment methods, as they are able to leverage their competencies in such a way that
potential candidates are eager to join them (Searle, 2004).
However, Galanaki (2002) argues that the reputation of a company is critical in all recruitment
methods, and not just online recruitment, therefore it is not that much of a limitation to online
recruitment, but to all companies without an established brand that are seeking qualified
candidates.
In conclusion to these limitations, Parry and Tyson (2008) argue that the mixed success that
organizations have experienced with regards to online recruitment may be the reason why it
has failed to dominate and overthrow traditional recruitment methods as predicted. They also
argue that labour constraints may encourage organizations to continue with traditional
methods, while also using online recruitment as a supplement.
However, Younger (2007), and Parry (2009) object to limitations associated with ‘candidate
filtering’ and ‘candidates without Internet access’, as Internet usage amongst the general public
has skyrocketed in recent years, with Internet penetration being a widespread sensation
amongst UK residents. Thus making it very likely that the right candidates will connect with
their desired companies either through corporate websites or online job boards in order to find
desired jobs. The use of traditional methods should however, never be completely abolished
(Searle, 2004)

g. Retention and Motivation

Apart from recruitment, retaining and motivating the existing employees are also critical to
organisations especially in the field of information systems. Employee retention can be defined
as “the effort by an employer to keep desirable workers in order to meet business objectives”
(Frank, Finnegan, & Taylor, 2006) .Turnover is usually to consider the “unplanned loss of
workers” who decides to leave on their own. In the study by Hiltrop (1999), it is argued that
hiring the best employees alone “does not guarantee organisational capability”. It is necessary
to hire competent employees and then develop the competencies using a variety of strategies
in human resources.
Lack of programmers and analysts at the right time can lead to loss of business for many
software firms (Maka & Sockel, 1999). Also, management of employee turnover is critical as
many IS projects suffer if the best employees are among the ones who chose to quit the
company during the major
phases of the project. Thus retaining employees is a significant aspect for a firm to maintain a
corporate strategic advantage.
A number of studies have been conducted on the relationship between “job satisfaction and
employee turnover” even though this one of the least understood relationships (Spencer,
1986). Some researchers suggest that the two major factors are the alternatives for employees
and non-work related influences (March & Simon, 1958), (Price, 1977). Spencer (1986) has
concluded that if an organisation provides the employee the options to voice dissatisfaction on
their work, there are more chances of them staying with the organisation.
Employee motivation is another issue that is closely linked to employee retention. It is
important to ensure employees work towards the goals of the organization. Three major
theories are commonly used to explain this: (1) Maslow’s Hierarchy of Needs Theory *36+, (2)
Herzberg’s Dual Factor Theory *18+ and (3) Hackman Oldham’s Job Characteristic Theory *27+.
These theories share the concept that the fulfilment of needs is central to motivating
employees, with motivators that increase satisfaction needing to be part of the job.”
Tampoe (1993) suggested that the model for motivation is based on the proposal by Peter and
Lawler which is given below.
This model suggested that different rewards led to motivated behaviour and the presence of
certain instrumental factors led to performance. This performance ultimately led to rewards
which satisfied the motivated employees.
Even during 1980s, Peter Drucker predicted that new management styles were necessary to
manage the knowledge workers which are quite different from the styles adopted in the
manufacturing industry (Tampoe, 1993).
As discussed in the previous sections, recruiting employees through internet has its advantages
and disadvantages. The internet indeed is a cost-effective manner to recruit the best employees
for any project. The power of the internet can be leveraged effectively to retain and motivate
the best employees in an organisation. Apart from corporate sites, other third party websites
are becoming significant currently. These act as mediators or “work-force-exchange” and
manage the supply and demand for high-profile IT professionals (Baloh & Trkman, 2003). Also,
these firms also offer additional resources for candidates such as CV writing, motivational
articles etc. which can help the potential employees.
Ferratt et al. (1999) has conducted a detailed research on the methods of retaining employees
in the workforce. They have compiled 35 practices of retention of which nearly half were
considered quite important. In this flexible work and timing arrangements were considered to
be an important factor. Internet plays a significant role in enabling the IS professionals to work
from remote locations and manage their work in a flexible manner.
In a research conducted on strategies for motivating employees, 67% of the industries were of
the opinion that providing the worker a freedom to plan work was significant.
Other factors have been proposed by researchers which need to be considered while retaining
and motivating knowledge workers. These include providing a challenging work, relatively
autonomous work culture and instilling in a sense of purpose in the employees. The “challenge
of work experience” is indeed one of the most important factors in employee development.
This further improves employee loyalty and commitment to the organisation (Steers, 1977). On
similar lines, Hiltrop (1995) argue that tasks and activities should be designed which would give
a “sense of accomplishment” to highly talented employees and thus they can improve their
skills in decision making. All these steps can lead to deeper employee commitment in the firm.
Also sharing gains and using efficient communication tools are other significant factors
(Horwitz, Heng, & Quazi, 2003). Development of Internet and other technology has profound
implications on motivating and retaining employees. Information and communication
technology has provided “a whole range of new possibilities for performing work and
structuring organisations”. Access to top management did motivate employees. However, it is
seen that having access to cutting-edge technology and internet was seen to motivate the
knowledge workers to a great extent.
i. Teleworking
Teleworking is one of the popular ways which has revolutionised the ways in which employees
work, especially in IS projects. Johnston & Nolan (2001) has defined teleworking which involves
“the use of computers and telecommunications to change the accepted geography of work”.
Niles (1998) opines that the concept of tele-working moves “the work to workers instead of
moving the workers”.
There are three views to advantages of tele-working as summarised in the research article by
Baloh & Trkman(2003) – “individual, organisational and macro-societal”. Tele-working leads to
increased productivity from the employees and also decreases the absenteeism in the
organisation. This is turn boosts the morale of the employees and there is lesser tendency to
search for other jobs. Hence, tele-working helps in retaining employees and thus reducing
employee turnover in an organisation. The fluctuation in the employees decreases by 50-80%
as a result of introducing tele-working in organisations (Dash, 1999).

ii. The Virtual Organisation

The power of internet and ICT helps to bring together people with common interests for short
term or long term projects. This does not involve the employee to be an actual part of the
company (Horwitz, Heng, & Quazi, 2003). Information Technology allows IT allows the “firm’s
boundaries to become blurred, even to the point of the much-vaunted “virtual organisation”;
while its functions are increasingly desegregated into complex mixtures of Influence of Internet
and Information Technology profit centres, franchises, small firms and subcontractors”
(Warhurst, 1998).
Baloh & Trkman (2003) predicts that there will be an increase in the number of “portfolio
people” who are not bound to any company. They offer the best skills to top clients either as
individuals or through other agencies. As per Drucker (2001), an increasingly large amount of
people working for the company are not full-timers, rather they are part-timers. In fact these
are most “knowledgeable and valuable workers” of the organisation.
iii. Internet for Employee Development
Latest knowledge and advanced skills in technology are quite important for the success of any
information system project. Employees who have access to cutting-edge technology and skills
stay
highly motivated. These employees have a greater tendency to stay with the organisation than
those who do not have access to latest technology.
The Internet provides the firm access to latest scientific and technological innovations of other
companies and research institutions (Jerman Blazic, 1996). Moreover, the employee has access
to the vast database of projects, newsgroups and mailing lists. Online courses are now quite
common and easily accessible to employees. These allow the employees to take online
certifications which add value to the individual and the organisation as a whole (Baloh &
Trkman, 2003).
Drucker (2001) argues that the internet has affected the organisation as a whole by
transforming it into a “social universe”. He opines that the new age managers need to
recognise this factor and take necessary steps to adapt to them accordingly.
iv. Internet in the Personnel function
The internet has had profound impact in the personnel department of organisations. This has
direct impact on the practices for retaining and motivating employees. Personnel function can
use the internet to monitor the “supply-side of work market”. As per Dave Ulrich (1997), HR
Managers have become ‘business partners’. This is made possible by developing 4 major roles –
“management of strategic resources; management of personnel policies and administration;
management of employee distribution; and management of transformation and change.”
The HR managers align the HR management systems along with business strategy of the
organisation business strategy. This can lead to major cost savings and thus maintain high
business contributions. Thus HR managers provide value addition to the firm through “strategy
execution administrative efficiency, employee commitment and cultural change.”
On the other hand some researchers like Blaoh & Trkman (2003) have argued that the
prevalence of the internet could lead to a rapid revamping of the personnel function as a
whole. Tasks which are wholly part of the personnel function would be performed in
collaboration with external or third-party agencies. These agencies would have access to huge
amount of knowledge using ICT. Also they are capable of supplying the HR managers with list of
resources which are not possible by normal HR processes. Thus the internet facilitates the
recruitment of the best-fit employees with the best skills.
Research has proved that the employee can be retained well, if he or she is recruited for the
right role which he is passionate about. The third-party agencies thus play the role of
“manager-consultants” in this situation.
v. Impact on Employee-Control
The advent of ICT and internet technologies led to the fact that traditional control over
employees is not possible in organisations. For example, as discussed above, the number of
tele-workers is increasing in many of the organisations. It is quite difficult to exercise control
over the employees who are working from home over the internet. Also controlling and micro-
managing the new-generation employees will lead to de-motivation and can indirectly lead to
employee turnover (Baloh & Trkman, 2003). Drucker (2001) has suggested the use of objectives
and self-control as two solutions to this issue. Managing by objectives has been made effective
with the use of internet and ICT. Access to state-of-the-art technology helps organisations to
gather, analyse and retrieve information. The employee can collaborate over the internet with
the senior management and line managers to set the objectives and this motivates them to
work in a highly focussed manner. Also the manager herself “needs to control her own
performance” (Drucker, 2001).
Also, the specialists in multiple geographical locations can collaborate over the internet and
work on issues together. This allows large globally distributed teams to work efficiently. It is
advised that the managers should monitor the end result of each goal in a project (which have
been set previously) rather than a continuous monitoring. This is on the assumption that the
employees are motivated intrinsically throughout the project.
vi. Knowledge Management
Managing and exploiting the knowledge in the firm is quite essential to attain competitive
advantage in the industry. As per Gopal (1995), only 20% of employee is being utilised by the
employees. Two major systems are intranets and corporate blogs.
vii. Intranets
The use of the intranet has wide felt impact in managing the employee knowledge. Intranets
are relatively inexpensive, easy to setup and maintain in any information systems company.
These provide the platform for effectively managing the information within the organisation.
An important factor to consider is that of the security issue, wherein the intranet should be
secured from the outside world and hackers. Lack of isolating the internal information from the
outside world can lead
to serious adverse impacts on the success of the organisation. Intranets provide exhaustive
source of information to employees about the organisation. These systems help the employee
to understand more about the organisation and also maintain their professional data. Some
intranets also provide access to training platforms and opportunity to take certifications.
Intranets have evolved to become the spine of any organisation. They allow a simple means of
disseminating important information to all employees. Also, employees can participate in
providing important feedback and recommendations regarding processes within the
organisation. These help the firm to refine its business process (Baloh & Trkman, 2003). Thus,
employees get the opportunity to participate in the organisation change which provides them
with a sense of belonging which increases employee motivation and retention.
Apart from intranets, there are other contemporary hardware-cum-software solutions which
can be used for knowledge management such as data warehouses, expert systems etc. These
provide the advanced solution to share, store and transfer organisation wide information with
the help of IT and internet.
viii. Employee Blogs
The recent development in employee blogging has had dramatic improvement in the employee
communication. The blog has emerged as a dynamic medium for employees to express
themselves to a variety of internal and external audiences (Wright & Hinson, 2006). Winer
(2005) opines that the employee blogging “is nothing less than revolutionary”.
Employees are a vast source of knowledge. As mentioned earlier only 20% of actual employee
knowledge is shared within the firm. Corporate blogging provides a platform for employees to
share information, increase dialogue, and open-up two way channels of communication. As per
a CEO survey, 59% of CEOs consider blogs to be an efficient medium for corporate
communications to internal audience. Employees blog to build communities, publish their
thoughts and ideas and to promote leadership thoughts.
An important aspect to consider in blogging is that of lack of control the employers have with
respect to misuse of information, sharing negative information or confidential information. This
leads to development of corporate blogging policies which demonstrate the “best way to
balance open communication and legal protection”.
Thus even though blogging can help in voicing employee opinion and disseminating knowledge,
having corporate blogging policies help maintain order and some control.

h. International employees
In a highly globalised world of today the role Human Resources becomes highly crucial. It
becomes essential to develop effective International HR policies which would be aligned with
the organisation’s international business strategy. Expatriate management has become a
significant challenge in International HR management. International HR practices are critical to
a help firms build competitive advantage by providing a differentiated set of products and
services (Capelli and Crocker,1996). Mergers between firms are quite common these days and
thus there is limited freedom in managing business which includes a highly culturally diverse
environment with new challenges.
Expatriate recruitment of employees requires many complex considerations along with the
normal requirements in domestic requirements. Gender plays a major role in international
placements as women face some challenges of their own in global work scenarios (Harris,
1993). Expatriate HR management success requires constant planning, preparation and
continuous support.
i. Literature Review Summary
Recruitment has been described as the practices and decisions that affect the quantity and
quality of job seekers that are willing to apply to an organization.
Innovations in technology have revolutionized the way recruitment processes are handled
today, and there has been a significant shift towards web-based methods of recruitment,
especially for medium and large companies.
In order for online recruitment to have the predicted impact on the recruitment industry that
has been envisioned, it must offer considerable advantages over traditional recruitment
processes such as newspaper job advertisement. These advantages can be achieved if these
companies have a thorough and effective web presence, a widely recognized brand, advertise
properly and make sure
there is ample amount of information present regarding the organization on the web. Online
recruitment is said to produce better quality candidates, provide an improved platform for
information sharing, more operational efficiency and cost effectiveness, and also provides a
lack of boundaries thus making it available on a global scale.
Though the effectiveness of online recruitment does seem to outweigh traditional methods in a
number of core factors, its use is being criticised as it excludes candidates without Internet
access, filters candidates based on their demographic, attracts a huge number of unsuitable
candidates, and is more effective for known companies and records difficulties in recruiting
experienced or executive level hires. Several theorists have therefore proposed a synergy on
the different ways in which online and traditional methods can be combined in order to attain
effectiveness in online recruitment.
The capability to motivate and retain talent is increasingly becoming one of the core
competences of top performing firms in global organisations. Improving this competence will
be important in the future as “demographic, social and economic developments strengthen the
connection between human talent and sustainable profitability”.
It will be quite difficult to find a complete supply of talented professionals in the next couple of
years. The study suggests that the organisations need to arm themselves with a number of new
generation strategies and practices to retain and motivate the best of professionals in their firm
to gain competitive advantage in this highly globalised world.

j. Research Question
Based on the literature review, and the purpose of the study as discussed in the introduction,
the following research question has been coined:
- Is online recruitment a more effective and efficient method of attracting, selecting and
recruiting prospective graduate, experienced and executive hires in a large technology firm? If it
were not, then what forms of recruitment practices would be most suitable to each category of
applications, and if it is, then how could current practices be improved in order to attract and
recruit an increased number of better-qualified candidates?
3.Methodology
a. Research Philosophy:
This study will adopt a positivist approach to interrogate the social existence of technology
firms and graduates. These are independent from the researcher and thus, need to be assessed
through objective methods such as reflection, sensation or intuition (Easterby-Smith, 2002).
Reliable information can be established by an investigation of observed occurrences (Saunders
et al, 2007). This study will not use social interpretivism philosophy, which investigates
internalized emotion, because the research question looks to determine the efficiency of online
recruitment at an organization. Objective methods are used to evaluate this efficiency (such as
increase in candidate application and reduction in costs), thereby warranting a positivist
approach.
b. Research approach
This study will assume a deductive method because of its positivist quality (Saunders et al,
2007). This is popular method demonstrates the affiliation between theory and research.
Logical reasoning is then used to develop the results of this study (Bryman and Bell, 2007). The
data findings would be compared against existing literature to ascertain if they concur with
what has already been published in the field of online recruitment.
c. Access
Getting granted access to a suitable resource within a business is vital in attaining primary
information. The investigation questions, designs and related objectives determine how
suitable the source will be (Saunders et al, 2007). As the researcher is a friend of an employee
within the organization, he was able to get access. I contacted a friend of mine who currently
works within graduate recruitment at Google Inc., and discussed the prospects of my
dissertation. She spoke to several of her colleagues on my behalf and they agreed for me to
conduct telephone interviews with 4 members of the graduate recruitment team, some of
which had been there for an average of 5 –
10 years (reasons expatiated further in this chapter). The organisation and participants did not
oppose or object to my enquiry, nor to the questions I asked.
d. Research Strategy
I will use a case study strategy for the purpose of this investigation and for my research. If it is
necessary to attain a thorough comprehension of the research perspective, the case study
strategy is particularly valuable (Robson, 2002). Therefore as this study aims to understand the
recruitment process within Google Inc. and also any benefits associated with online
recruitment, a case study would be most effective.
As can be viewed in table 1 below, dual approaches will be employed to complete this study:

Table 1 Research Strategy

STRATEGY AIMS SAMPLE TYPES OF METHODS OF
QUESTIONS ASSESMENT
1. Quantitative Calculate 10 graduates who Closed rating Descriptive
questionnaire graduates’ have applied to scale questions, investigation
understanding of one or more little information. using pie, line and
what comprises organizations bar charts.
an efficient through their
recruitment online system.
platform
2. Qualitative This was done to 4 members of the Ordered Subject
semi-structured ascertain the recruitment staff questionnaires assessment
advantages linked within Google with broad, open
to online Inc., who have questions
recruitment. been in the
organization for
more than 5 years

i. Quantitative Questionnaire
To attain research data in the shape of, or articulated as, numbers, quantitative methods are
primarily utilized (Easterby-Smith et al, 2008). Questionnaires issued to 10 graduates and
undergraduates, used a rating scale system which asked participants to use a scale from 1 – 5 to
indicate the strength of their answer for each question. Secondary information was determined
by the participant’s application activity, partiality and status (the full questionnaire is outlined
in the appendix).
ii.Qualitative Semi Structured Interviews
Four members of the recruitment team were permitted to perform 20 minute telephone
interviews because of the access granted within the organisation. These telephone interviews
were semi-structured as they relied upon a series of pre-determined questions. These
qualitative interviews look to determine data via informal talks (Collis and Hussey, 2003). The
semi-structured system is preferred because unstructured modes are felt to generate
insignificant data, whilst structured systems overlook unanticipated results. Thus, the more
specific nature of the semi-structured system, as well as its potential for probing answers, was
better suited to the study’s aims and objective. Questioning a participant’s answer was shown
to be helpful in situations where further description was needed. The questions used in the
study were based on a series of themes that came from the literature review. Because of the
adaptation of online recruitment recently, the semi structured interviews was targeted at
members of the team who had witnessed or orchestrated the shift towards online recruitment,
that way these respondents would be better able to answer questions that relate to the
comparison of both methods.
Also, members of the online recruitment team being interviewed had different positions within
recruitment and handled separate tasks. The questionnaires were given to them beforehand,
when the approval was first sought, and each respondent chose the questions that they were
more qualified to respond to. Therefore the research was such that all respondents answered
some questions, while some others were answered by a particular individual because of their
knowledge of that process. Table 2 outlines the respondent details and their interview theme.
Table 2: Interview Respondents and Questions asked

Respondent FictionalName Role Years in Google Subjects

Inc. Covered
R1 Alice Graduate Events 2 Effectiveness,
Manager Disadvantages
R2 Martha Application 7 Background,
Review Adoption,
Effectiveness,
Disadvantages
R3 Nick Finance and 9 Adoption,
Budgeting Effectiveness,
Efficiency
R4 Chloe Media 3 Effectiveness,
Advertisement Advertisement

Participants were asked for consent before being interviewed and were told that their names
would be withheld to prevent the results of the interview being distributed. Fictional names
have therefore been used.
e. Data Collection
i. Sampling Method
For the purpose of this study, results would have been more accurate if all the recruitment staff
within the organization had been subjected to the interview. Unfortunately, because of the
time and resource restraints, non-probability sample was assumed: in this sample the likelihood
of each case is chosen from an unknown total population (Oppenheim, 2000). These samples
are commonly deployed when using case studies strategy.
Unfortunately, the samples taken from the technology firms and graduates are too small to
represent the larger populations; the small sample of graduates used in this study cannot
reflect the probability sample of those within London or the United Kingdom, and the Google
Inc. participants are not high enough to represent the entire recruitment department.
Consequently, the study specialised in quantitative certainties: of the understanding of
recruitment within Google Inc., and what graduates perceived of Internet employment.
ii. Primary Data Collection
Easterby-Smith et al (2008) argues that primary and secondary data can be gathered using
quantitative methods. Whilst there are advantages and disadvantages to each of these
methods, the assimilation of independent data provides reassurance that the data suits the
research objectives, and also offers a greater influence over the organization of the sample.

Thus, the researcher attained primary data by distributing-in-person questionnaires to 20

graduates. This distribution was done amongst friends and colleagues within the university who
have utilized online recruitment systems. A tape recorder was used so that the data from the
semi-structured interview and from the conversations with the Google Inc. employees could be
recorded and transcribed. The ability to record and re-listen to interviews was particularly
useful because it permitted the researcher to locate patterns in words and emotions in the
various responses.
f. Analysis of Research Findings
i. Quantitative Data
Whilst the information remains unprocessed, results do not convey significant information
(Saunders et al, 2007). Universities investigate the regularity of the variables, one at a time,
including ordinal and nominal (Oppenheim, 2005). But due to the few graduate participants and
the study of the organization perspective, it was not possible for a bivariate assessment.
Microsoft Excel was used to analyse the results, and graphs were used to compare the results
against the qualitative study.
ii. Qualitative Data
In studies whose investigation has relied upon the literature review, it has been shown that the
theories used can be deployed to assess the results (Yin, 2002). Therefore, such studies could
use a deductive approach for data analysis.
The deductive approach was applied to this study and used to investigate the qualitative data;
with the results being assessed in accordance to the literature review themes. Where responses
varied on a particular question, all participants’ answers were documented and considered for
analysis. Please see the appendix for more information.
The pattern matching process can be used in deductive assessment and involves calculating a
model of results based on theoretical propositions (Saunders et al, 2007). When this is analysed
by data analysis processes, it highlights the existence of analytical structures. Through the
trialling of adequacies of the structure, the process can be used to explain the results (Saunders
et al, 2007). If a predicted pattern is located, it would imply that the results have an
explanation.
g. Ethics
Numerous ethical issues have risen out of this study. Ethics refers to an individual’s treatment
as subject of a research project. Situations that arose are listed below alongside the steps that
were taken to resolve them:
- The organisation may be guarded about its online recruitment. For example, the quantity of
graduates and marketing techniques to attract graduates, which it may not like its competitors
to know about.
- Employees participating in semi-structured systems did not want to disclose an individual
expression of the firm’s recruitment system, or the quality of graduates received through their
channels, in case their response does not really conform to the brand and reputation that the
organization is trying to build (for instance, the firm may pose as an equal opportunity
organization that employs people from diverse backgrounds, whereas they mostly only recruit
students from top Oxbridge universities with a certain background). Information such as this
could pose difficulties if the firm eventually decides to broaden its pool of candidates and
employ people from varying backgrounds.
To resolve these issues the questionnaire and interviews relied on a structure that looked to
negate causing offence, harm, or to provoke the participants. The questions would be non-
intrusive; for example the participants would not be asked to disclose their names, age or
position in the organization; the demographics of the recruitment data would not be recorded.
With the graduate questionnaires, some candidates may think that answering these questions
and including personal details may impede or even benefit them when applying to said
organizations. Therefore the questionnaires would be designed to explicitly outline that it is an
academic research document, and therefore does not constitute an organization study.
h. Limitations
- The major limitation of this research would be gaining access to graduates who have gone
through online recruitment systems and applied specifically to Google Inc. Graduates that have
applied to the firm are diverse both in culture and geography. Therefore this study would be
limited
in not being able to survey a probability sample of graduates who have either used online
recruitment or specifically applied to Google Inc. in the past.
- The willingness and capacity of staff to answer questions with relation to graduate
recruitment is also impeded. Some staff may not be willing to discuss sensitive issues such as
their views; some may be unwilling to discuss online recruitment in any capacity to an external
researcher such as myself, while some may not have the relevant experience necessary to
answer most of the questions posed in this study. Therefore the list of participants has been
limited to 4, which in no way represents a probability sample of the recruitment workforce
within the organization.
- There is also a secondary limitation with regards to the experience of those staffs who
participated in the interviews. The ideal participants would typically have been working in
recruitment for over 10 years, and would have witnessed and participated in the transition
from traditional to online recruitment within the organization. However, only two of the
participants answering this questionnaire are ‘ideal candidates’, the other 2 have been working
within recruitment over the past 2 – 3 years and were in no capacity to discuss the transition
between traditional and online recruitment. However, their views were still helpful and
contributed significantly to the findings of this study.
- This study did not incorporate recent events such as the merger between Google Inc. and
Like.com. However, including this information would have extended the limits of the study,
beyond the word count and capacity currently accepted.

4.Results
The results chapter has adopted a deductive analytical approach, therefore the findings of this
study would be collated according to the research questions asked and theories read. The
transcript from the semi-structured interviews and data from questionnaires are shown in
appendix.
The results are categorized according to the section under study and also according to the
perception of recipients towards particular questions. All questions asked are also shown in
appendix.
a. Graduate Questionnaire
Figure 3: Answers to Graduate Questionnaire (Q1 – Q5)
The responses to the graduate questionnaire are outlined in figures 3 – 5. Information
illustrated in figure 3 illustrates that the 15 graduate applicants surveyed believe that the
Corporate Brand is one of the major determinants of their choice to apply to an organization.
The second most important factors are the organization’s online web presence and their
utilisation of online job boards (figure 4). All three top factors that mode figures of 5 (Corporate
Brand and Job Boards) and 4 (Online Web Presence). Respondents who answered to Graduate
events had an average rating of 3.47; however the majority of them chose a rating of 5. The
lowest rating however, as illustrated in figure 4, is the graduate’s perceived fit with the
organisation. The average rating was 2.33, with most of the respondents choosing the lowest
rating of 1.
Figure 4: Answers to Graduate Questionnaire (Q6 – Q10)
Figure 5 below illustrates graduates’ job application preference. A majority of them (40%) chose
the Internet as the preferred mode of job application, while 26.67% of them chose to apply
through agencies. A minority of applications (6.67%) chose to apply through Newspaper Ads
and Word of Mouth from friends and colleagues.
Figure 5: Graduate application preference
b. Semi-Structured Interviews
i. Internet Recruitment Background
The organization started utilizing online recruitment system fully in 2003. Prior to its adoption,
online recruitment had primarily been through traditional means such as word of mouth and
executive search agencies
Temporary roles were filled through agencies. Executive hires were recruited through executive
search agencies.
ii. Adoption
The major drive towards online recruitment has been the need to increase efficiency. Nick
believes ‘the availability of technology makes everything easier’ and Martha states Google’s
major reason for adopting online recruitment. The respondent also believes that they can
recruit a better diversity and quality of candidates using online processes.
Graduate recruitment has received the highest priority (5) with respect to the use of online
recruitment, as opposed to a mid-level priority for experienced hires (3) and for Executive hires,
Martha states that it is given ‘Lowest priority, but not abolished totally. Let’s say 2.’
iii.Effectiveness
Figure 6: Estimate of employees hired through each recruitment channel
According to estimates gotten from Nick, the company hires a higher portion of its graduates
(92 – 95%) from online recruitment systems as opposed to traditional recruitment that account
for about 5 – 8%. Recruitment for experienced hires is somewhat evenly split between online
recruitment and agency hire and other traditional recruitment methods. Executive hires
however are hired less often (0 – 10%) from online recruitment channels, than from agencies
and executive search agents.
According to Martha, graduates receive a higher priority because the company believes they
are ‘better users and more frequent on the Internet. We receive a higher traffic from graduate
applicants than any other job applicant category; it is therefore logical that we choose to adopt
a majority Internet based approach to their recruitment.’
Alice also asserts that the company ‘believes it is a better approach to their recruitment since a
majority of their application process – such as the online tests can be conducted online.
The company also set up a specific graduate website because of online job boards that directs
graduates to the online recruitment site. Previous research conducted by the organization also
illustrates that they believe graduates are more likely to look for companies to apply to through
online websites. A smaller portion of experienced hires is through online recruitment, but
better quality candidates are derived through agencies, thereby prompting the smaller priority.
Rating of 4 – 5 given to job boards in their effectiveness in attracting and generating traffic and
applications for the company’s recruitment website. High traffic job boards are expensive to
advertise in, but effective in directing traffic. They contain detailed information about job
positions open at recruiting companies.
According to Chloe, Job boards represent the following benefits:
- Effective in directing traffic to recruitment website
- Applicants are able to get some details about the vacancies on offer
- Much cheaper than newspaper adverts
- Most effective way in reaching a large number of graduates
Other forms of advertisement include
- Career websites of universities
- Host a number of open events and evenings at university locations and London head office
- Attend career fairs organized by external parties
iv.Effectiveness of advertisement methods
Vacancies on career sections in university websites help in attracting students from particular
targeted institutions.
Open events and evenings is to ‘give aspiring applicants much more information regarding the
organization, and information that could assist during their applications’
Open evenings at London office help in reaching out to aspiring applications who are graduates
but not in university anymore.
‘Career fairs are used to raise awareness and also discuss career prospects with prospective
students and graduates.’ – Chloe
v.Traditional recruitment for graduates
‘… All our graduates are recruited primarily through our graduate channels. We do not accept
agency referrals for graduate admissions because of the number of tests that would be
conducted.’ – Martha
vi.Effectiveness of traditional methods in meeting recruitment agenda
Figure 7: Effectiveness of Traditional Channels
According to information represented in Figure 7, traditional channels are most effective for
Temporary, Experienced and Executive Hires, and not so for graduates who received the lowest
rating. Temporary hires are mostly recruited through Agencies, while Google Inc. exercises all
channels in recruiting experienced hires. Executive hires however are recruited more through
executive channels than through agencies or word of mouth.
vii.Quantity or Quality Candidates
Alice: ‘From my personal point of view, I think we get a mix of both. We receive applications
from people who are not just qualified for the job, while we also receive applications from
qualified candidates. So yes, I believe it is a mix.’
Martha: ‘: I believe we receive more of quantity and a reasonable number of quality candidates.
If we did not receive quality, then our recruitment efforts would be futile.’ Respondent asserts
that it’s the advertisement and awareness programs are the main determinant of quality.
Nick: ‘Uhm, We receive more quantity than quality to be honest’. Number of applications from
quality candidates received is usually not enough to fill all available vacancies.
Chloe: Believes they receive more quantity than quality. ‘But that’s acceptable considering the
nature of online recruitment and how open it is’. The available recruitment steps however help
shortlist candidates up to a certain number.
viii.Efficiency
Overhead cost
Most recruitment procedures are now handled automatically, as opposed to traditional
procedures that entailed hiring a number of external interviewers and taking managers out of
their daily jobs. Success rate of applicants have now improved because only candidates who
have passed initial online screening are invited for interviews.
Data Accuracy
‘All applicants enter their information directly into the system; therefore it is much easier for us
to sort and process data effectively’ (Martha). No more problems recorded with interpreting
and coding application information, except those that are made specifically by each applicant.
Printing costs
No more costs associated with printing application forms, letters or correspondence to
applicants. Database handles all applicant correspondence.
Cost effectiveness
No more costs associated with printing, newspaper advertisements or extra overhead costs
associated with graduate recruitment. These costs have been replaced by costs associated with
online adverts, designing and maintaining websites and posting ads on job boards. These costs
are much lower than those of traditional recruitment.
ix.Other efficiencies
- Reduce costs and staff in recruitment activities
- Print less paper
- Communicated much faster to applicants seeking employment
x.Possible Disadvantages
Unsuitable candidates
Applicants from inexperienced candidates are received but manageable due to online screening
processes.
Ratio of applications received to jobs granted
Traditional Recruitment: 600 – 800 applications; 300 – 400 first round interviews; 60 – 80 jobs.
Online Recruitment: 3,200 – 4000 applications, 500 – 600 interviews, about 100 get the job.
Diversity and disability quotas
‘I believe we are lucky enough to achieve diversity goals most times, however whenever we do
not, we outsource our recruitment to agencies for help in seeking candidates from particular
backgrounds’ – Martha.
100% adoption
‘Well, like before the online recruitment era, we still receive a number of applications, but it’s
the level of fit that has reduced. Therefore if we adopt a 100% approach to online recruitment, I
believe we would be able to recruit a considerable percentage of candidates to meet our goals.’
– Martha
‘I think we may be shorthand when it comes to very skilled candidates who are being recruited
directly by other firms. In this case, agencies and direct hires are much more effective. In
general online recruitment does help satisfy a vast majority of our recruitment objectives.’ –
Chloe

5.Discussion USING ALL THE INFORMATION/DATA FROM THE INTRODUCTION TO THE

RESULTS IN THIS JOURNAL/ARTICLE, ANSWER THE FOLLOWING QUESTIONS ACCORDINGLY:
a. The Research Question
The present study was carried out to answer the following research question:
(1) ‘Is online recruitment a more effective and efficient method of attracting, selecting and
recruiting prospective graduate, experienced and executive hires into a large technology firms?
(30 PTS.)

(2) If it were not, then what forms of recruitment practices would be most suitable to each
category of applications? (30 PTS.)

(3) If it is, then how could current practices be improved in order to attract and recruit an
increased number of better-qualified candidates?’ (30 PTS.)

(4) If you were formulate a TITLE for this article/journal, what would be your TITLE? (10 PTS.)

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7. Appendix
a. Google Inc. Graduate Recruitment Steps
Google Inc.’s online graduate recruitment system involves four main steps. First the applicants
fill an application form online, which contains their basic details, CV and cover letter. Then the
applicant is invited for one telephonic interview of 40 minutes, which measures the candidate’s
communication skills. If the interviewer is not satisfied then the candidate might be called for
another round of telephonic interview of the same duration. After clearing the initial round of
telephonic interviews, the candidate is called for 4 rounds of interviews on a single day. Each of
these interviews lasts for a minimum of 45 minutes. Lots of situation based questions which
tests candidates problem solving skills are asked in these interviews. Candidates need to solve
these questions in real time. The main focus is given on the process followed by the candidate
to arrive at the solution. If the candidate successfully clears all the rounds of interviews then he
would be offered a job in couple of weeks’ time.
b. Traditional recruitment methods
Though technology may constitute an increasing proportion of recruitment method in recent
years, it was never the predominant method in which employees were usually hired. Previous
methods of attracting and selecting job candidates were through ‘traditional methods’, such as
paper based brochures, adverts in trade journals or other print media, and recruitment fairs
and talks, all of which were designed to create a positive brand for the firm (Highhouse et al,
1999; Galanaki, 2002).
These approaches were aimed at specific groups, therefore companies seeking graduates could
advertise in media that specifically target this demographic, while those seeking executive level
positions would advertise in national media which have a broader distribution and are normally
read by the social class sought (Searie, 2004). Less direct approaches are also common such as
media publicity, family open days and work previews (Zusman and Landis, 2002).
Traditional recruitment methods were the predominant (and sometimes only) way in which
large, medium or small scale organizations could communicate their job vacancies to
prospective employees (Van Rooy et al, 2003). However nowadays, traditional recruitment
methods are usually predominant in smaller companies, and also companies seeking to fill
executive level positions (Harris et al, 2003).

c. Hr Semi Structured Interview Transcript

Respondent FictionalName Role Years in Google Subjects
Covered
R1 Alice Graduate Events 2 Effectiveness,
Manager Disadvantages
R2 Martha Application 7 Background,
Review Adoption,
Effectiveness,
Disadvantages
R3 Nick Finance and 9 Adoption,
Budgeting Effectiveness,
Efficiency
R4 Chloe Media 3 Effectiveness,
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