ENGEP305 HRM 1 – Class 4

Recruitment

Professor: Sebastián Ugarte

Sources: Chapter 5; Snell, Morris & Bohlander (2016)
Reminders

 1st official teaching assistantship on Friday 3rd of april at 9:30 am (The regular
teaching assistantship time)

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HRM Practices

2
Recruitment

The process of attracting individuals

in sufficient numbers with the right
skills and at appropriate times to
apply for open positions within the
organization

3
Recruitment

Recruitment ≠ Selection

Recruiting Selection

Announce & attract Predict & Choose

Recruitment Objectives

Attracting an appropriate number of

applicants, while maintaining
reasonable costs.

Contributing to Personnel Selection’s

success by reducing the number of
overqualified and underqualified
candidates (Recruitment accuracy).
• This also helps reducing turnover.

5
External vs. Internal: What’s the
difference?

Internal
recruitment

External
recruitment

6
Recruiting Internally

Identifying talent
Internal job postings
through
for available
performance
vacancies
appraisals

Skills inventories and

succession plans

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Recruiting Externally

Give me an example of each one of these means of recruitment…

Which one of these do you believe is more effective? Why?

The internet,
social Employee
Advertisements Job fairs Re-recruiting
networking, and referrals
mobile recruiting

Executive search Educational

Employment institutions Professional
firms
agencies associations
(Headhunters) (Name in FEN?)

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Should a firm recruit internally or externally?

Promoting internal job mobility (Internal recruitment). One

of the best HR strategies to retain talent!

• By filling vacancies this way, an organisation can capitalize on the investment it

has made in recruiting, selecting, training, and developing its current employees

• Otherwise, they might look for jobs elsewhere given the lack of promotion
opportunities

https://www.youtube.com/watch?v=nLlF6STZM1A

https://www.youtube.com/watch?v=SeLTM4w7OFA
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Media Channels
[Many communicate,
many receive]

N:N
Facebook

Instragram

Twitter
Blogs

YouTube
Career
fairs
Workshop

Personal Company- Career-

Conversation presentation Website 1.0 Print

1:1 1:N
[One communicates,
many receive]

Source: Trost, A. (2012). Talent Relationship Management. 10

Active, passive and non-seeking Candidates

 Read job ads, visit career fairs,

search on social media => apply
actively
Active
Seeker
 Have a job, are open for new
opportunities, observe the
Passive
market but don‘t visit career fairs
Candidates or apply actively

 Are not interested in a new job

opportunity by any means, are
Non-Seeker happy with their situation or new
in their current position...

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Social Networks
 “A-Person knows Another-
Person”

 “The Strength of weak ties”

 Growing usage of
employee referral programs
 Referrals are seen as
highly credible

 Growing social media

usage

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LinkedIn

https://www.linkedin.com/jobs/search/
https://www.linkedin.com/company/codelco/ 13
How Unilever uses LinkedIn
Unilever Brings Brand & People Together | LinkedIn
Customer Story

https://youtu.be/cn_y6EyMrko

 What have been the benefits for Unilever of using

LinkedIn?

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Recruitment trends in Chile
A market research done by SCGP in 2014  Social Networks used:
surveyed 56 organizations with more than  LinkedIn: 90%
200 employees from various industries such
 Facebook: 39%
as mining, services, financial, health,
education, retail, transport and others  Twitter: 18%
 Others: 6%
 80% of the consulted organisations made
recruitment processes through social networks  87% of the recruiters consulted search for available
online information of the candidate
 Consulted by “what percentage of different
hierarchical levels are employed by social networks”:
 Managers: 43%
 Supervisors: 84%
 Analysts: 76%
 Administrative: 31%
 Sales force: 27%
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Recruitment trends in Chile
A market research done by UDD in the year 2016 surveyed 81 organisations from
the metropolitan region

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Employee Referral Programs
 Employees refer to HR potential
Recommended candidates (friends, former
Person colleagues, etc.)
 Company/HR gets in touch with
recommended person
Hiring
Referral
 Once the recommended person
gets hired the employee who
referred to him/her earns a bonus
Company
Employee

Bonus

What are the Pros and Cons

of Employee Referrals?

Source: LinkedIn Talent Solutions

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% of FEN graduates hired (N = 577) using different
recruitment sources in 2017
Yield ratios
 A ratio that expresses the percentage of applicants who successfully move
from one stage of the recruitment and selection process to the next.
 For example, the organization could find the number of candidates interviewed
as a percentage of the total number of résumés generated by a given source
(that is, number of interviews divided by number of résumés).
 By comparing the yield ratios of different recruitment sources, HR professionals
can determine which source is the best or most efficient for the type of vacancy.
 You may correct the effectiveness of the recruitment source by integrating
the cost into the analysis

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Build your employer brand: A strategic approach to
recruitment and retention

What is an employer Brand?

What are the stages of developing an employer Brand?

Whatch until minute 2:30

https://www.youtube.com/watch?v=RInuBNwjeOQ

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Employer Branding

 Employment branding is “internally and externally promoting a clear view of

what makes a firm different and desirable as an employer.” (Lievens, 2007)
 A consumer branding goal asks a person to buy a product or service.
 An employment branding goal asks a person to adapt their life by willing to work and
stay in an organisation.

 A strong employer brand is related to:

 Pride of individuals expected from being organisational members (Cable & Turban,
2003).
 Applicant pool quantity and quality (Collins & Han, 2004).

Adapted from: Estis, R. (2008). Employment Branding: Attracting and Retaining Generation NEXT. SHRM 60th Annual conference and Exposition, Chicago, IL.

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Product Brand vs. Employer Attributes

Product Employer

Function Prize Company Tasks

Career &
Prestige Quality Products
Rewards

Innovation Design Values People

According: Corporate Leadership Council (1999). The Employment Brand. Washington: The
Corporate Executive Board. 23
Goals for Employer Branding
 Establish an image of the employment experience.

 Create synergy with consumer brand:

 Align promise to customer with promise to employees.
 Clearly state “what’s in it for me” to potential applicants.
 What’s the EVP (Employee Value Proposition)?

 Attract the right candidates to apply for the job.

Adapted from: Estis, R. (2008). Employment Branding: Attracting and Retaining Generation NEXT.
SHRM 60th Annual conference and Exposition, Chicago, IL. 24
Activity: Assess the effectiveness of the
organisation’s social media recruitment

1. Which employment promise (Employee Value Proposition) do these

companies make to its future employees?
2. To what extent this is attractive to young candidates (1 is not
attractive and 5 is very attractive)? Why?
3. What kind of career/ employment information do these organisations
provide?
4. What kind of information do job seekers ask in the chats? Do they
receive (good) answers?
5. What’s your assessment of their social media recruitment
effectiveness/ quality?
Hint: Look on the “careers, Jobs, employment, work for us, etc.” section of the
social media network (Facebook, LinkedIn, Instagram, Twitter) or in the
company’s website

Or choose an
organisation that
you would like to
work for
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Back up slides
An effective recruitment framework

HR Policy defined

Recruitment
framework

Job description
Job evaluation and job
specification

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Strategic aspects of recruiting

Recruiting abilities

The organisation’s Whether to recruit

“employment brand” externally vs. internally

The target labour market

for the types of positions
it is recruiting for

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Strategic aspects of recruiting

Recruiting abilities

The organisation’s Whether to recruit

“employment brand” externally vs. internally

The target labour market

for the types of positions
it is recruiting for

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Job ads on the internet -
Who has ever applied to a job online?
 Employee Value
Proposition
 Job
 Job-ID
 Location
 Social Media
 Tasks & Responsib.
 Job specification/
requirements
 Attractive aspects
 Apply

https://jobs.nike.com/location/chile-
jobs/824/3895114/2

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Careers fairs-
Anyone has been to a career fair?
 Direct and immediate
contact to potential
candidates
 Immediate pre-selection
 Direct competition with
other employers
 Limited focus on specific
target groups
 Limited contact to
passive seekers

 Improves Employer
branding

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http://ferianexolaboral.fen.uchile.cl/galeria-26/
How P&G uses Facebook to recruit
students…Any experience to share?

https://www.facebook.com/chilepg
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Currently using Social Networking Websites for
Recruiting in the USA

77%
56%
2008 (n = 371)
34%
2011 (n = 499)
2013 (n = 630)

2008 (n = 371) 2011 (n = 499) 2013 (n = 630)

Websites used in 2013 Frecuency

LinkedIn 94%
Facebook 54%
Twitter 39% Source: SHRM
Professional or association
29%
social networking site
Google+ 8%
YouTube 8% 36
Executive Search
 Usually executive positions will be filled through the (secret) help of executive search
consultants

 The overall and average fee is 33% of the candidate‘s future total target annual gross salary
which is billed independently of the success of the search (retained search)
 How much money do you think is this?

 There is a difference between active search based on research and ad-based search

https://www.spencerstuart.com/what-we-do/our-capabilities/executive-search

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Executive Search Process

Determine Requirements
related to Position to be Interview Candidates
filled

Identify Target Companies Check References of most

(Consider off-limits) suitable Candidates

Negotiate job-related
Candidate Search and
Conditions (e.g. Salary,
direct approach
Sign-on Bonus)

Present profiles of three

possibly suitable
candidates
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