Chapter 5

Sourcing and
Recruiting
Learning Objective
1. Explain the difference between sourcing and recruiting.
2. Describe the difference between active, semi-passive, and passive job seekers
and explain how different recruiting sources are often needed to reach each
group.
3. Describe recruitment spillover effects.
4. Describe realistic job previews.
5. Define employer image and employer brand, and explain how they influence
recruiting outcomes.

2
Sourcing
Table 5-1

Sourcing is the process of identifying qualified individuals and labor markets from
which to recruit.

Sourcing and Recruiting 3

Recruiting
• Recruiting refers to activities that affect either the number or type of people
willing to apply for and accept job offers.
• Internal recruiting sources locate current employees who would be a good fit
with another position.
• External recruiting sources target people outside the organization.

Sourcing and Recruiting 4

Internal Recruiting Sources
• Succession management is the ongoing process of preparing employees to
assume other positions in the organization.
• Talent inventory is a manual or computerized record of employees’ relevant
characteristics, experiences, and competencies.
• Internal job-posting systems communicate information about internal job
openings to employees, often via a bulletin board or the company’s intranet.

Sourcing and Recruiting 5

External Recruiting Sources
Table 5-2

Sourcing and Recruiting 6

Recruiting
• Recruiting is the set of practices and decisions that affect either the number or
types of individuals willing to apply for and accept job offers.
o Outcomes of recruiting include sufficient applicant quantity and quality; applicant
perceptions of the company ;new hire performance, tenure, and fit with the
company, workgroup, supervisor, and job. One important recruiting outcome is
leaving applicants with a positive feeling about the organization even if they are
not hired.

Sourcing and Recruiting 7

Recruiting
• Recruitment spillover effects are the positive or negative unintended
consequences of recruiting activities.
• Important recruiter characteristics
o Front line recruiters have the largest impact on a firm’s hiring decisions by
screening the most recruits; the negative spillover effects caused by lower skilled
frontline recruiters can cost firms a lot of money and lost talent acquisition
opportunities.

Sourcing and Recruiting 8

Recruiting Metrics
• Efficiency-oriented recruiting metrics track how efficiently a firm is hiring and
include hiring speed (also called time to fill), number of applicants, number of
hires, and the average cost per hire.
• Strategic recruiting metrics are those that track recruiting processes and
outcomes that influence the organization’s performance, competitive
advantage, or strategic execution.

Sourcing and Recruiting 9

Strategic Recruiting Metrics
• Manager satisfaction: Are the managers of employees in key jobs satisfied with
the hiring process and the candidates sent to them?
• New hire satisfaction: Are applicants and new hires in key jobs satisfied with the
hiring process?
• Training success: How Well do new hires perform in training?
• Time to productivity: How long does it take for new hires to meet the firm's
minimum output standards?
• Job performance: How Well do new hires perform the job six to twelve months
after hire?
• Failure rate: How many new hires in key jobs are terminated or asked to leave?
• Voluntary turnover: How many employees voluntarily quit within their first
year?
Sourcing and Recruiting 10
The Recruiting Message
• Recruiting materials should be informative, address a range of job or
organizational characteristics, and provide specific information about those
characteristics.
• Realistic job previews(RJPs)present both positive and potentially negative
information about a job.
• RJP helps with self-selection, employee expectations, and increasesjob
commitment.

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Recruiting Best Practices
Table 5-3

Sourcing and Recruiting 12

Case Study: Realistic Job Previews at Sheetz
1. Why do you think the RJP has been effective in reducing turnover at Sheetz’s
retail stores?
2. How could Sheetz improve the video to enhance its effectiveness?
3. What else might Sheetz do to reduce turnover among its retail employees?

Sourcing and Recruiting 13

Applicant Attraction Strategies
• Employer Image: people’s general impression of an organization based on both
feelings and facts; the organization’s reputation as an employer
• Employer Brand: a symbolic picture of all the information connected to a
company or a product, including its image; used to manage internal and
external perceptions of what it is like to work there

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Ethical Issues
• Sharing only appropriate information, maintaining confidentiality, and providing
timely information and feedback to candidates and hiring managers are
essential.
• Poaching talent from competitors and misleading recruits about the nature of
the job or about their chances of getting a job offer are other common ethical
issues.

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