Gatewood

HUMAN RESOURCE
SELECTION, 8E

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 Recruitment of Applicants
Chapter 5

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 A Model of the
Recruitment Process
The process of recruitment is separate
from, but parallel to the selection process
A successful recruiting process benefits
the firm, giving it a larger applicant pool
We will review best recruiting methods,
new technology, and key prehire applicant
reactions and attitudes
We focus primarily on external recruiting

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
 A Model of the
Recruitment Process (2)
Figure 5.1 shows the sequential stages of
the recruitment process
It also recognizes the shifting contextual
factors and applicant perceptions of
organizational activities at these stages
3 stages to the process

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 Figure 5.1 – The Recruitment
Process & Interplay w Selection

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 A Model …Recruitment Process
Stage 1: Attracting & Generating Interest
Stage 1 involves key organizational
decisions
Establish recruitment objectives
Make strategic decisions for reaching objectives
Type of applicants to pursue
Target broadly or focus on person-to-person methods
Message orientation
Create a level of attraction so applicant
considers the firm’s job opening
Balance need to “sell” job with realism
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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 1: Attracting …Interest (2)
Most significant predictors of attraction:
Organizational reputation
Organizational size and age
Profitability
Life cycle of firm and industry
Product awareness
Location
Organizational social relationships
“celebrity effects”
© 2017 Cengage Learning® May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a
certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 1: Attracting …Interest (3)
Applicant attraction also affected by job
seekers’ desires, values, self-image
Experienced workers react differently than
undergraduate college students
Persuasion:
Does the applicant pay attention?
Does the applicant understand the message
Does it lead to relevant behavior change, so that
applicant applies for the job?
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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 1: Attracting …Interest (4)
Targeting Strategies
Target types of individuals who are willing to
apply or accept a position if offered
Target certain demographic groups or those with
certain psychological characteristics
Recruit broadly or to uniquely qualified people?
Experienced workers?
College students?
Passive candidates?

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 1: Attracting …Interest (5)
The Recruiting Message
Recruit with a positive message or a realistic
one which allows job seekers to opt out
Decide how much job information to give
For targeted recruiting:
For applicants with high cognitive ability, describe job
as challenging, stimulating, requiring intelligence, etc.
For applicants high in conscientiousness, use reliable,
works hard, well-organized, self-disciplined, etc.
To attract conscientious racial minorities, use
innovative and progressive
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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 1: Attracting …Interest (6)
Recruiting Methods
Effectiveness of methods revolves around three
issues:
Media richness (multiple informational cues)
Media credibility (expertise & trustworthiness)
Degree of attention required during the information
processing (central processing requires more)
Importance of organizational reputation, PJ and
PO shift during the process

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 1: Attracting …Interest (7)
Recruiting Methods (2)
When evaluating recruiting methods, consider:
Employee referrals and walk-ins tend to make better
employees
Use of more informal methods have potential to create
disparate impact
The magnitude of different methods tends to be
relatively small
Some major methods of recruitment are
presented in Table 5.1
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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
 Table 5.1 – Characteristics
of Recruitment Sources

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 1: Attracting …Interest (8)
Recruiting Methods (3)
The takeaway point regarding recruitment
methods is:
Use informal, personal recruitment methods in cases
in which voluntary turnover is a problem during
employees’ first two years of employment
But a caution: minorities use formal recruitment
methods more frequently than informal ones
Related: word-of-mouth information about jobs and
employers also an important source of recruits

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 Table 5.2 – How Can Employers
Avoid Discrimination in Recruiting?

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 1: Attracting …Interest (9)
Recruiting Methods (4)
Ways to use the Web:
Post jobs on the company’s home page
Post jobs on job websites (www.monster.com, etc.)
Post links to job ad on social networking sites
(Twitter, Facebook, YouTube
Screen for applicants using search options on business
social networks

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 1: Attracting …Interest (10)
Recruiting Methods (5)
Best results:
Use people who know your organization and the job to
refer applicants (current and past employees)
Develop a recruiting Web site
Use employee testimonials
Find active candidates
Find passive candidates
Recruit passive job candidates

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 1: Attracting …Interest (11)
Recruiting Methods (6)
Research indicates that 77% of employers use
social networking sites to research job
candidates
35% of those reported finding information that led
them not to hire the candidate; usual issue was
professional image, and whether candidate would fit
These activities may result in disparate impact

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 2: Maintaining Applicant Interest
Organization must manage 3 aspects well:
Recruiter must be an effective administrator of
the process
Two-way communication eases applicant
anxiety
Think strategically about what information is
conveyed at this time
Applicants begin to transition from focusing on
organizational reputation to their fit with the job

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 2: Maintaining Applicant Interest (2)
Applicant Self-Selection
Applicant may decide to withdraw due to poor
job fit, based on what he perceives about job
Fit perceptions may be incorrect
Firm must present accurate fit information during
recruiting process
Fairness of recruiting based on perceptions of:
 (a) Procedural justice: consistency of administration
 (b) Informational justice: timely or untimely feedback
 (c) Interpersonal: how recruiter treated applicant

© 2017 Cengage Learning® May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a
certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 2: Maintaining Applicant Interest (3)
Recruiter Characteristics
Recruiters influence early opinions and
behaviors of recruits
Recruiters who have race and gender in
common with applicants may have some
influence on these applicants
Job and organization characteristics have a
stronger influence on recruits than do recruiters

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 2: Maintaining Applicant Interest (3)
Recruiter Characteristics (2)
Training of recruiters is important
Recruiters often seen as less trustworthy and
credible than members of intended work group
Recruiters perceived as competent, informed,
trustworthy, warm, etc. regarded favorably
Recruiters can have a strong negative influence
Recruiters vary in the way they mix the
“selling” of the firm and selection components
of applicant interviews
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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 2: Maintaining Applicant Interest (3)
The On-Site Visit Also Matters
Visiting the work site communicates more
useful comprehensive information than any
other recruiting method
More effective site visits include:
A likeable host employee
Opportunity to meet high-level executives and interact
with potential co-workers & supervisor
Impressive hotel accommodations
A well-organized schedule, etc.
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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 2: Maintaining Applicant Interest (3)
Internal Selection
Especially important to:
Pivotal jobs critical to the firm’s strategic goals
To fill top jobs in overseas affiliates
Hiring interns following a “working interview”
Internal recruitment of employee nominated by
supervisor is affected by:
Whether supervisor is reluctant to lose a good
employee to another department
Whether supervisor sees value in establishing network
across the firm
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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 3: Postoffer Closure
Which factors influence the applicant’s
decision?
Research indicates that early in recruiting,
compensation, organizational culture, the work
itself and benefits are most important
Later, these factors are not as important as
anticipated
Pay: 71% thought it was important before hire
Pay: 19% thought it was important after hire

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 3: Postoffer Closure (2)
Administration of Recruitment
Proper administration of this complex
process will significantly improve it
Prompt responses by firm lead to higher
applicant perceptions and more acceptances
Highly qualified applicants who have multiple
job alternatives are most strongly affected by
delays in communication

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 3: Postoffer Closure (3)
Technology’s Role in Recruiting
Using the internet for recruiting improves
speed, efficiency and effectiveness, but
Legal issues (discrimination, privacy)
Practical issues (sift through many applications)
Scientific issues (increase number of highly
qualified applicants)
Firms should present web content in
interactive, easily usable manner
© 2017 Cengage Learning® May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a
certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 3: Postoffer Closure (4)
Global Recruiting
Two issues affect global recruiting success:
Cross-cultural differences and variations in
socio-economic conditions across regions
Use of referral programs much higher in some
countries than in U.S.
Which recruiting method used also depends
on whether job is white- or blue-collar

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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
A Model …Recruitment Process
Stage 3: Postoffer Closure (5)
Recruiting Metrics
The last part of recruiting is to determine
the results; several metrics suggested:
New employee job performance
New employee turnover
New hire failure rate
Manager satisfaction with new employees
New employee training success
Cost per hire
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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Summary Recommendations
for Enhancing Recruitment
Our recommendations:
1. Consider the sometimes-competing objectives
of attracting vs selecting job seekers
2. Identify specific objectives of a recruitment
program
3. Formulate a specific strategy for
accomplishing recruitment program objectives
4. Ensure that recruitment screens reflect the
desired job-related characteristics of job
candidates
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certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Summary Recommendations
for Enhancing Recruitment (2)
Our recommendations:
5. Identify who represents the potential applicant
population; the relevant labor market likely
mirrors that population
6. Use targeted recruitment to identify
underrepresented protected groups
7. Develop a recruitment Web site that is easy to
use, attractive
8. For large numbers of resumes through your
Web site, consider resume screening software
© 2017 Cengage Learning® May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a
certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Summary Recommendations
for Enhancing Recruitment (3)
Our recommendations:
9. Evaluate an organization’s image being
communicated by recruitment & media; ensure
that it is the desired firm “brand”
10. Consider using recruitment Web sites;
establish links to it on popular social
networking sites, especially LinkedIn
11. Encourage referrals of potential applicants
from employees, especially high-performing
employees
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Summary Recommendations
for Enhancing Recruitment (4)
Our recommendations:
12. Select recruiters who are enthusiastic,
personable and extraverted; train them
13. Use technology to aid in recruiting, but use
more personal means (phone calls) to contact
particularly desirable applicants

© 2017 Cengage Learning® May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a
certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Summary Recommendations
for Enhancing Recruitment (5)
Our recommendations:
14. Use RJPs; positive results most likely when (a)
applicants have not formed an opinion of job,
(b) they can predict how they will react to
certain job characteristics, and © they are
aware of the WRCs they possess and their
interests
15. Use metrics and other measures to evaluate
and identify “what works”

© 2017 Cengage Learning® May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a
certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.