Recruitment Strategies

  

Every organization has a vision and mission on every goal achievement. Vision is the dream of the company's future is expected, while the mission is the stage that must be done company in realizing the company's dream. This vision and mission will be formulated in the form of strategic planning. Strategic planning will be made in more detail and formulated the resources needed at the implementation stage. One of the resources needed is human resources where the organization needs the competence and ability to execute the planning for the achievement of business targets (Hill and Jones 2011). Vision and mission serve as a guide in the planning process so that human resources understand organizational expectations and achieve business targets (Azmy 2019).

The process of obtaining superior human resources must be created a mechanism or system to hire the best candidates. Human resource management organizes a mechanism or system whereby company is able to hire desired candidate for the success of business achievement (Brannick and Levine 2002). The process of obtaining candidates according to the needs of the organization is called recruitment (Mangaleswaran and Kirushantan, 2015). Recruitment is the process of collecting relevant information about work-related tasks and human characteristics needed to do the work so as to help managers determine the qualifications and types of skills needed in the recruitment process (Dessler, 2013).

Recruitment will play a strategic role in company's business. The right recruitment strategy will produce human resources according to company's business needs. The accuracy of recruitment methods will have a positive effect on Performance Company and business as a whole (Adeola, 2016).

As the job market becomes increasingly competitive and the available skills grow more diverse, recruiters need to be more selective in their choices, since poor recruiting decisions can produce long-term negative effects, among them high training and development costs to minimize the incidence of poor performance and high turnover which, in turn, impact staff morale, the production of high quality goods and services and the retention of organizational memory. At worst, the organization can fail to achieve its objectives thereby losing its competitive edge and its share of the market (Richardson, 2012).

 

Recruitment may be conducted internally through the promotion and transfer of existing personnel or through referrals, by current staff members, of friends and family members (Djatabet, 2012). Where internal recruitment is the chosen method of filling vacancies, job openings can be advertised by job posting, that is, a strategy of placing notices on manual and electronic bulletin boards, in company newsletters and through office memoranda. Referrals are usually word-of-mouth advertisements that are a low-cost-per-hire way of recruiting (Peterson, 2004)

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Recruitment strategies and processes

01. Posting Vacancies

Job posting refers to the practice of publicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes, such as criteria of knowledge, qualification, skill and experience. The purpose of posting vacancies is to bring to the attention of all interested persons (inside or out of the organization) the jobs that are to be filled (Paul C, 1988).

 

02. Recruiting from internal sources

There are sound reasons for recruiting from sources within the organization (Azmy 2019).

  2.1 The ability of the recruit is known so it is easy to assess potential for the next level.

  2.2 Insiders know the organization, its strengths and weaknesses,

  2.3 Promotions from within build motivation and a sense of commitment to the organization

    2.4Internal recruitment is cheaper and quicker than advertising in various media and   interviewing      

                                                                                                                                   

03. Recruiting from external sources

External recruiting methods can be grouped into two classes: informal and formal. Informal recruiting methods tap a smaller market than formal methods (Haruna, 2019). These methods may include rehiring former employees and choosing from among those “walk-in” applicants whose unsolicited résumés had been retained on file. The use of referrals also constitutes an informal hiring method (LaVoie, 2020).

04. Online Applications/ Recruiting on the Internet

The size of the labor pool avail- able through the Internet ensures an employer’s access to the greatest number of prospective employees and the richest source of superior knowledge, skills, and ability. Consequently, competition for labor will generate expanded recruiting activity on the Internet (RaymondL.Hogle, 1998). Using the Internet is faster and cheaper than many traditional methods of recruiting. Jobs can be posted on Internet sites for a modest amount (less than in the print media), remain there for periods of thirty or sixty days or more - at no additional cost - and are available twenty-four hours a day. Candidates can view detailed information about the job and the organization and then respond electronically (Cullowhee, 2007).

The Internet speeds up the hiring process in three basis stages (Azmy 2019)

          4.1 Faster posting of jobs

          4.2 Faster applicant response

          4.3 Faster processing of résumés       

                                                                                                                               

05. College Recruitment

College recruiting, sending an employer’s representatives to college campuses to prescreen applicants and create an applicant pool from that college’s graduating class – is an important source of management trainees, promotable [entry-level] candidates, and professional and technical employees. College recruitment offers an opportunity for recruiters to select the potential employees with the personal, technical and professional competencies they require in their organization (Richardson, 2012).

 

06. Job Fairs

The concept of a job fair is to bring those interested in finding a job into those companies who are searching for applicants. Job fairs are open for at which employers can exhibit the best their companies have to offer so that job seekers can make informed choices. They are considered one of the most effective ways for job seekers to land jobs (Beam, 2015).

 

Example of Recruitment Strategy at a Leading Consumer Durable Organization in Sri Lanka where I work

Ø  Treat candidates like customers

Ø  Check whether shortlisted candidates are available

Ø  Conduct written & Practical Exams

Ø  Implement an employee referral program

Ø  Create compelling job descriptions

Ø  Check resumes posted online

Ø  Consider past candidates

Ø  Attend industry-related meet ups

Ø  Include peers in the interview process

 

List of References

Adeola,( 2016). “Human capital development in the hospitality industry in Nigeria”.

Azmy, (2019). “Recruitment Strategy to hire the best people for Organization”.

Brannick and Levine 2002, “Job Analysis: Methods, Research, and Applications for Human Resource Management in the New Millennium”.

Beam, E. A. (2015). Do job fairs matter? Experimental evidence on the impact of job-fair attendance.

C, H. P. (1988). Recruitment strategies for muitiethnic family and community health reserch.

Cullowhee. (2007). ONLINE RECRUITMENT: ATTITUDES AND BEHAVIORS OF JOB SEEKERS.

DJABATEY, E. N. (2012). RECRUITMENT AND SELECTION PRACTICES OF ORGANISATIONS.

Gary Dessler,(2013). “Human Resource Management”, 13th Edition.

Haruna, J. (2019). External Sources of Recruitment.

LaVoie, L. M. (2020). Recruitment Sources: Best Practices for Internal & External Hiring.

Peterson, D. K. (2004). https://link.springer.com/article/10.1023/B:BUSI.0000020872.10513.f2.

RaymondL.Hogle. (1998). INTERNET RECRUITING AND EMPLOYMENT DISCRIMINATION: A LEGAL PERSPECTIVE.

Richardson, M. A. (2012). Recruitment strategies:Managing/Effecting the Recruitment.

Employee Recruitment Process

 

In discussing the recruitment process, Barber (1998) delineated three phases (i.e., generating applicants, maintaining applicant status, and influencing job choice decisions). That is, (a) certain recruitment activities (e.g., advertising on a Spanish-speaking radio station) may influence the number and type of individuals who apply for a position, (b) certain activities (e.g., professional treatment during a site visit) may affect whether job applicants withdraw during the recruitment process, and (c) certain recruitment actions (e.g., the timeliness of a job offer) may influence whether a job offer is accepted (James A. Breaugh and Mary Starke 2000).

 

A case can be made that the recruitment literature has more than enough studies demonstrating that recruiters, sources, or realistic previews are sometimes related to both pre- and post-hire outcomes. What is missing is a clear understanding of why, and under what conditions, such relationships are likely to emerge. Thus, the time has come to pay closer attention to the design and measurement issues necessary to isolate recruitment processes (Rynes, 1991, p. 437).

 

Physical attractiveness has been defined as “the degree to which one’s physical and facial image elicits favorable reactions from others. It is important to note that some studies restricted physical attractiveness definition of attractiveness to facial attractiveness. The consistent use of facial appearance in evaluating physical attractiveness is justified because the face has unique and powerful properties, which appear to make it omnipotent and omnipresent” (Babcock, 2002).

 

Physically attractive individuals are seen as more likely to achieve success and more hirable as managers and management trainees than less attractive individuals. Physically attractive individuals receive higher offers for starting salary and receive higher performance evaluations (Johnson et al. 2010).

From an organization’s viewpoint, a typical recruitment process can be divided into four main phases: describing the requirements of the job position, publishing the job posting, receiving of applications, and final decision making (Mochol, 2004).

Table 1.0 The Recruitment Process (Breaugh and Starke 2000)

1.1 Recruitment Objectives

• Retention Rate

• Job Performance

• Psychological Contract fulfilled

• Job Satisfaction

• Cost of Filing Jobs

• Speed of Filing Jobs

• Number of Positions Filled

• Diversity of Hires

• Number of Applicants

• Quality of Applicants

• Diversity of Applicants

• Ratio of Offers to Acceptances

1.2 Strategy Development

• Whom to Recruit?

• Where to Recruit?

• Recruitment Sources to Use?

• When to Recruit?

• What Massage to Communicate?

1.3 Recruitment Activities

• Recruitment  Sources

• Recruiters

• Recruitment Massage

• Realism

• Completeness

• Timeliness

 

1.4 Intervening/Process Variables

• Applicant Attention

• Applicant Comprehension

• Massage Credibility

• Applicant Interest

• Job & Organizational Attractiveness

• Expectancy of Job Offer

• Accuracy of Applicant’s Expectations

• Self – Insight

• Knowledge, Skills, Abilities, Needs 

     

1.5 Recruitment Results

• Compare Outcomes to Objectives

                                                                                                               Starke - 2000

The emphasis towards training and enhancing skills of recruiters needs to be more and also consistent. Even though an HR manager has many challenges to face in order to ensure that the human resource department contributes to the bottom-line and emerges as a strategic partner in the business, it is “Talent acquisition”, that is the key determining factor in how well and Human resource department contributes towards the achievement of the overall objective of the organization and therefore is a daunting task for any HR manager (Neeraj, 2012).

Employee Recruitment Process of Leading Consumer Durable Organization in Sri Lanka -Recruiting Territory Manager

ü  Analyzing the prevailing manpower shortage

ü  Check whether shortlisted candidates are available

ü  Planning and Implementing the Email Campaign and Employee Referral Campaign Internally

ü  Coordinate and Advertise the Job Advertisements on Job Sites / News Papers.

ü  Analyze applications with all the documents of selected candidates

ü  Conduct the first interview

ü  Had a lunch with supervision Manager  after the field visit by the selected candidates in first interview

ü  Conduct written exam

ü  Selected candidates those who complete the written exam

ü  Final Interview with Kay Managers of the organization

ü  Prepare the appointment letters and update the profiles of employees in to the system

List of References

Hakan BOZ, Özer YILMAZ 2017, ‘Ecoforum’, An Eye Tracker Analysis of The Influence of Applicant Attractiveness on Employee Recruitment Process: A Neuromarketing Study 12, Volume 6, Issue 1(10), 2017.

Irving B. Weiner 2003, ‘Handbook of Psychology’, Industrial and Organizational Psychology, Volume 12.

James A. Breaugh and Mary Starke 2000, ‘ Journal of Management’, Research on Employee Recruitment: So Many Studies, So Many Remaining Questions, Vol. 26, No. 3, 405–434, < http://jom.sagepub.com/content/26/3/405>

Mochol, M., Oldakowski, R. & Heese, R., (2004). Ontology based recruitment process. In: Dadam, P. & Reichert, M. (Hrsg.), Informatik 2004, Informatik verbindet, Band 2, Beiträge der 34. Jahrestagung der Gesellschaft für Informatik e.V. (GI). Bonn: Gesellschaft für Informatik e.V.. (S. 198-202).

Neeraj Kumari 2012, “A Study of the Recruitment and Selection process: SMC Global”, Manav Rachna International University, Faridabad, India. Vol. 2, No.1, 2012

Employee Recruitment in Retail Industry

 

As noted by Ployhart (2006, p. 869), “most definitions of recruitment emphasize the organization’s collective efforts to identify, attract applicants.” In keeping with this definition, define recruitment as involving those organizational actions that are intended to (a) bring a job opening to the attention of potential job candidates; (b) influence whether these individuals apply for the opening; (c) affect whether recruits maintain interest in the position until a job offer is extended; and (d) influence whether a job offer is accepted and the person joins the organization (James et al.,2007).

 

Comparisons of the relative impact of recruitment variables and position attributes have resulted in some individuals questioning whether the manner in which an employer recruits is important. In this context, two factors should be considered (Rynes & Cable, 2003).  First, if an employer does a poor job of recruiting, it may not bring job openings to the attention of the type of persons it seeks to recruit (e.g., employed individuals who are not actively searching for new positions). Secondly, even if a position is brought to the attention of targeted individuals, poor treatment during the recruitment process (e.g., a poorly run site visit) may result in individuals withdrawing as job candidates before an employer has had a chance to even present a job offer (Boswell et al., 2003; Rynes, Bretz, & Gerhart, 1991).

 

Most prominently, retail brings in workers from all walks of life. This is largely due to its size and the fact that retail companies are incredibly diverse, selling everything from food to fashion to technology. Retail recruiting, hiring managers and company leaders need to approach these challenges head on. Whether it’s the sheer numbers, stiff competition or high turnover rates, recruiting in this industry will never be a piece of cake. As a recruiter trying to bring in the best talent, there are key points about the retail industry (Dudharejia 2019).

Key points about the Employee Recruitment in Retail Industry

01. High Hiring Volumes

 

High hiring volumes, one of the toughest jobs for recruiters can simply be sifting through massive amounts of applications. The initial paperwork involved in the recruitment process (resume, cover letter) is critical to making a good first impression (Dudharejia 2019). Skills tests, reference checks, maybe personality and IQ tests, and extensive interviews to learn more about them as people (Cappelli 2019).

 

 02. High Competition

 

Product diversity falling under the “retail” umbrella, talented employees has no shortage of options when they're seeking out a new opportunity. Moreover, they don’t always have to settle for compensation. Therefore, the challenge isn’t always hiring the best and brightest talent in the industry; it’s finding the right candidates for the right positions (Dudharejia 2019).

03. High Turnover

 

Need to go the extra mile to retain employees and reduce turnover. This involves better training of valuable skills, transparent career trajectories, and incentives to put forth the effort (Dudharejia 2019). Not addressing current employees can also increase employee turnover, resulting in knowledge loss and reduced productivity. On top of that, there are the high costs associated with recruiting, hiring and training replacements. Companies with high retention rates are able to avoid these challenges and get the most value from their top-performing representatives (Dyer 2018).

Table 1.0: The sectors seeing the most talent turnover: tech (software), retail, and media

                                                                                                                      Booz  2018

 

Tech companies (software, not hardware) had the most turnover over in 2017 with a 13.2% rate. Retail—a historically high-churn sector—follows closely behind at 13.0%, while media/entertainment (11.4%), professional services (11.4%), and government/education/nonprofit (11.2%) round out the top five. Over the last few years, these sectors have consistently seen the highest turnover rates (Booz 2018).

List of References

Greg Dyer 2018, ‘Ways to Attract Skilled Talent in Today’s Tight Labor Market’ Total Retail Report, October 31, 2019, < https://www.mytotalretail.com/article/ways-to-attract-skilled-talent-in-todays-tight-labor-market/>

James A. Breaugh 2008, Human Resource Management Review: Employee recruitment: Current knowledge and important areas for future research, Boswell et al., 2003; Rynes, Bretz, & Gerhart, 1991

James A. Breaugh 2008,  Dana M. Grambow, Therese H. Macan , International Review of Industrial and Organizational Psychology 2008,  Employee Recruitment: Current Knowledge and Directions for Future Research University of Missouri-St. Louis, St. Louis, Missouri, USA.

Manish Dudharejia 2019, ‘Why Retail Recruiting is So Different than Other Industries’, Total Retail Report, May15, 2019, < https://www.mytotalretail.com/article/why-retail-recruiting-is-so-different-than-other-industries/>

Michael Booz 2018, These 3 Industries Have the Highest Talent Turnover Rates, Linkedin Talent March 15, 2018.

Peter Cappelli 2019, ‘Your Approach to Hiring Is All Wrong’ Harvard Business Review May-June 2019