Strategic Importance of Recruitment
The quality of an organization’s human resources begins with a strategic perspective in management of
Recruitment is the process of searching out and attracting qualified job applicants, which begins with the
identification of a position that requires staffing and is completed when résumés and/or completed
application forms are received from an adequate number of applicants
Recruiter is a specialist in recruitment, whose job it is to find and attract capable candidates
Employer Branding is the image or impression of an organization as an employer based on the benefits of being
employed by the organization
Branding includes experiences a candidate goes through while interacting with a company throughout the
recruitment process, including:
o what candidates experience when they go to the company’s website
o whether HR sends an acknowledgement letter or email thanking each candidate who sends in a
o how candidates are greeted by the receptionist when they make initial contact by phone or in
o whether the HR person who interviews candidates is a good spokesperson who can articulate
organization’s values and culture
Employer Branding involves three steps:
o Step 1 - define the target audience, where to find them, and what they want from an employer
o Step 2 - develop the employee value proposition - the specific reasons why the organization is a
unique place to work and a more attractive employer for the target audience compared to other
o Step 3 - communicate the brand by incorporating the value proposition into all recruitment efforts
The Recruitment Process
Select Generate Pool
Identify Job Openings Specify Job Methods of of Qualified
1. Job openings are identified through HR Planning or manager request.
2. This step includes reviewing the job description and the job specification and updating them.
3. Appropriate sources of recruitment and methods are chosen, as well as internal or external.
4. The requirements of equity legislation and the organization’s diversity goal should be reflected in the pool.
Recruiting Within the Organization
o employees see that competence is rewarded thus enhancing commitment, morale and
o insiders may be more committed to company goals and less likely to leave
o mangers are provided with a longer-term perspective when making business decisions
o firm is likely to have a more accurate assessment of person’s skills and performance level
o inside candidates require less orientation
o discontent of unsuccessful candidates
o time consuming to post and interview all candidates if one is already preferred
o employee dissatisfaction with insider as new boss
o possibility of “inbreeding” – making decisions by the book
Job Posting is the process of notifying current employees about vacant positions. Outlines: job title,
duties, qualifications, hours of work, pay range, posting date, and closing date.
Human Resources Records – often consulted to ensure that qualified individuals are notified, in person,
of vacant positions. Skills Inventories – used as a supplement to job descriptions; ensures that qualified internal candidates
are identified and considered for transfer or promotions when opportunities arise.
Limitations of Recruiting from Within
Jobs may be vacated unexpectedly, without any replacements yet qualified.
Hiring from outside may be preferable to acquire the latest knowledge and expertise to revitalize the
Recruiting Outside the Organization
o generation of a larger pool of qualified candidates
o availability of a more diverse applicant pool, which can assist in meeting employment equity
goals and timetables
o acquisition of skills or knowledge not currently available within the organization and/or new ideas
and creative problem-solving techniques
o elimination of employee rivalry and competition for transfers and promotions
o potential cost savings resulting from hiring individuals who already have the skills, rather than
providing extensive training
o larger, more diverse pool of qualified candidates
Planning External Recruitment
type of job affects recruitment method chosen
yield ratios - percentage of applicants that proceed to next stage of selection process
time lapse data - time from start of recruitment to new employee starting work
External Recruitment Methods
o internet job boards (pay firm to post, post to database)
o corporate websites help the company create a pool of candidates who have already expressed
interest in the company; career pages on the employer’s platform promote the employer brand,
educates the applicant about the company, and captures data about the applicant.
o Best Practices: include info about company culture; third party sources of info such as rankings;
design separate sections for different job seekers; direct link from homepage to career page;
have job search tool; standardized resume builder; and email to a friend option.
social networking sites – allows companies to create virtual recruitment booths or a company profile
where they can post jobs or promote the employer brand while connecting with million at no cost.
print advertising – two issues: mediums used and construction of the ad needs to be addressed.
o Two types of ads:
Want ad – a recruitment ad describing the job and its specifications, the compensation
package, and the hiring employer. The address to which applications and resumes
should be submitted is also provided
Blind ad – a recruitment ad in which the identity and address of the employer are omitted
o Employers can use print ads to reach large geographical areas and target designated group
o To achieve optimum results from an advertisement, the following four-point guide, called AIDA,
should be kept in mind as the ad is being constructed:
The ad should attract attention