3.

RECRUITMENT STRATEGY

From assignment 2 we have an elaborate job analysis for an administrative assistant and HR
philosophy of our company, now we turn to the next step, the recruitment stage. In this stage, we
focus on the two different strategies for administrative assistant and HR manager.

3.1 General information

In order to get a sound recruitment strategy, the strategy should be based on the job
requirements and also be consistent with the HR philosophy. A sound recruitment strategy also
including how many candidates do we need, which resources should we use and how much money
and time will put on it.
Obviously, in our HR philosophy we stated that we prefer to promote employees within the
company, that is the same for the recruitment. The followings are the reasons: if external
recruitment efforts are undertaken without considering the present employees first, both short and
long run costs may be incurred. In the short run, it will weaken employee loyalty and trust in
management. In the long run, an organization with a reputation for consistent neglect internal
employees may find it difficult to attract new employees and to retain experienced ones (Cascio &
Aguinis, 2005).
However, that is not true that we do not need external recruitment. When the recruiter
calculate that internal candidates are not enough, then we have to start consider the external
recruitment. External and internal recruitment are taken simultaneously, but internal candidates
will get priority. So in the design of recruitment strategy, the internal recruitment is prior than the
external one.
How many candidates do we need? Actual data from a survey of more than 500 companies
revealed the following average yield ratios: the leads-to-invites ratio is 14:1, the invites-to-
interviews is 4:1, the interviews-to-offers is 5:2 and the offers-to-hires is 5:4 (Cascio & Aguinis,
2005). As for our company Prince, we need 2 HR secretaries, so we change our offers-to-hires as
3:2.

Ratio
Hires
111

Offers
222

Interviews

Invites

Leads

How much time do we need? In fact, longitudinal research indicates that delays in the timing of
recruitment events are perceived very negatively by candidates, especially high-quality ones, and
often cost job acceptances ( Bretz & Judge, 1998; Rynes, Bretz, & Gerhart, 1991; Ryne & Cable,
2003). So we decide to shorten the cycle by taking online applications and screen application
electronically. The following is our timetable.

Average number of days from:

Resume to invitation 4

Invitation to interview
5

Interview to offer 3

Offer to acceptance 7
Acceptance to report for work 21

Average number of days from

Resume to invitation 4
Invitation to interview 5
Interview to offer 3
Offer to acceptance 7
Acceptance to report for work 21