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Recruitment Process
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Table of Contents
iii Foreword
v Acknowledgments
vii About the Author
1 Talent Acquisition: A Guide to Understanding and
Managing the Recruitment Process
2 A Model of the Recruitment Process
6 The Job Applicant’s Perspective
9 Whom to Recruit? The Critical Issue of
Targeted Recruitment
11 The Recruitment Message
15 Recruitment Methods: How to Reach
Targeted Employees
21 Other Issues in Managing the Recruitment Function
31 Conclusion
33 Sources and Suggested Readings
39 References
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
FOREWORD
Research shows that the success of an organization is closely tied to the quality of its
employees. A recent study found that employers who excelled in recruiting experienced 3.5
times more revenue growth and twice the profit margin of other employers. But acquiring the
right talent can be a challenge. Employers must decide what type of people they want to attract,
what recruitment message to convey and how to reach the targeted individuals.
To help you meet these challenges and recruit the best talent, the SHRM Foundation has
created Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process.
This guide focuses on external recruitment. It shows employers how to develop a focused
recruitment strategy that takes into account the job applicant’s perspective, targets and reaches
specific types of candidates with a well-crafted message, and secures the most highly qualified
candidates for the organization.
This report is part of the SHRM Foundation’s Effective Practice Guidelines series, which now
includes more than 20 titles. Created in 2004 for busy HR professionals, the series integrates
research findings with expert opinion on how to conduct effective HR practice. It provides
the tools to successfully practice evidence-based management. Other recent reports include
Leading Change, Cultural Intelligence: The Essential Intelligence for the 21st Century and The
Aging Workforce. To ensure the material is both practical and research-based, the reports are
written by subject-matter experts and are then peer-reviewed by both academics and HR
professionals.
SHRM Foundation educational resources are now used in hundreds of college classrooms
worldwide. A major funder of original, rigorous HR research, the SHRM Foundation also awards
multiple scholarships annually to support education, conference attendance and professional
certification. And all this good work is made possible by the generous support of donors like
you. We encourage you to learn more. Please visit shrmfoundation.org to download other
complimentary resources and to find out how you can get involved with the SHRM Foundation.
Thank you!
iii
Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
ACKNOWLEDGMENTS
The SHRM Foundation is grateful for the assistance of the following individuals in
producing this report:
REVIEWERS
Joe Adler
HR Employee Relations Consultant
Baltimore, MD
PROJECT MANAGER
Dorothy Mebane, Ph.D.
Manager, Foundation Programs
SHRM Foundation
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
vii
The use of social networking websites like LinkedIn and Facebook has grown rapidly for
recruiting. In 2009, for example, UPS hired 19 people using such sites; in 2014, it hired
24,475 individuals.
TALENT ACQUISITION: A
GUIDE TO UNDERSTANDING
AND MANAGING THE
RECRUITMENT PROCESS
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a better placement) than external access to passive job candidates A MODEL OF THE
recruitment. However, internal (i.e., individuals who are not actively RECRUITMENT PROCESS
recruitment is not specifically looking for a job), some evidence Figure 1 presents a recruitment
covered here due to the limited suggests that passive candidates process model. HR professionals
research available. are more expensive to recruit who use the steps outlined in this
and, if hired, do not make as good model and who make informed
Before getting into the nuts and
employees as active job candidates.7 decisions along the way can
bolts of recruiting, consider how
As another example, an employer increase the chances of reaching
things have changed in the past few
with a mobile-friendly website their recruitment objectives. Each
years. Since 2009, the economy has
makes it easier for candidates to step in the model is explained below.
moved from a period of recession to
submit applications; however, the
a period of growth, and as a result,
ease of submission could result in
it is taking longer for employers to Establish recruitment
many applicants who are not serious
fill job openings.4 The use of social objectives
candidates for the job. A very large
networking websites like LinkedIn The first step in the recruitment
applicant pool increases the chance
and Facebook has grown rapidly process is to establish recruitment
that an employer will overlook strong
for recruiting. In 2009, for example, objectives. These objectives should
candidates. Another challenge
UPS hired 19 people using such be aligned with the strategic
is the abundance of information
sites; in 2014, it hired 24,475 objectives of the organization.8 For
about an organization now available
individuals.5 Another change is the example, if an organization has a
to job applicants. Ideally, having
increased use of mobile technology strategic objective to be a leader
access to more information should
by job applicants. Today, many in customer service, this should be
allow for better applicant self-
applicants apply for jobs using their kept in mind when deciding whom to
selection—allowing people to opt
cellphones.6 target for recruitment.
out of applying for positions that
Although these changes in the are not a good fit. However, some Ideally, those involved in the
recruitment landscape are exciting, of the information available may be recruitment function should have
recruitment managers should inaccurate, such as negative reviews input into key business strategy
carefully evaluate the pros and cons on Glassdoor, making it tougher for decisions. If an employer wants
of new developments before making candidates to make good decisions. to open a new location in an area
changes to their current recruitment Determining how to respond to such where labor demand exceeds supply,
practices. For example, although negative reviews can be a challenge for example, a knowledgeable
social networking sites allow greater for organizations. person from the recruitment function
Measure
Establish Develop a Carry Out Recruitment
Recruitment Recruitment Recruitment Results and
Objectives Strategy Activities Evaluate
Recruitment Efforts
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
Recruiters had substantially different Use only those recruiters with the
yields in terms of the number best yields, and/or train those who
and the quality of their hires. are not performing as well.
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The final decision a candidate makes process can unfold over time. The from an employer for several weeks
is whether to accept a job offer. The applicant’s decision-making process after a job interview, for example),
attractiveness of a position is clearly is influenced at each stage by the and other events (such as receiving
a major determinant, but other factors position’s attractiveness. At some an attractive job offer from another
also play a role. For example, the time stages the likelihood of receiving organization). To be more specific, an
frame for accepting an offer can be a job offer affects the decision employer’s initial recruitment actions,
important because the candidate may process, as does how well he or like contacting individuals on a
not want to make a decision until she fits the advertised position social networking site, may result
after he or she has heard from other and whether the time frame for in some individuals applying for the
employers. Sometimes a candidate’s filling the position meets his or position and others not submitting
treatment during the recruitment her needs. These perceptions can an application. For those who apply,
process leads the person to believe
change over time, depending on some may decline an invitation for
he or she was not the first choice, and
new information received (like a site visit (or a telephone interview
this may make the job less attractive.
reading a positive review of the or online testing) as a result of
Figure 3 presents a model of how an employer on Glassdoor), the timing new information acquired about
applicant’s view of the recruitment of recruitment actions (not hearing the employer or delays in the
Employer’s
recruitment action(s) Individual applies Invitation for site Job offer
Yes Yes Yes
generates interest for position visit accepted accepted
in a job opening
No
No
No
No
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
recruitment process. Other candidates and other worker-related attributes considered, an employer may want
may accept the invitation for a site when deciding what group(s) to target to target candidates who have few
visit. For those receiving job offers, for recruitment. Such a narrow focus alternatives. For example, when filling
some may accept them. Others is understandable, but employers lower-level positions, organizations
may decline job offers because the could benefit from broadening the like Oenida Airport Hotel Corporation
compensation was inadequate, the range of factors considered. Looking and Dave’s Killer Bread have been
job offer start date was unworkable at the job applicant’s perspective successful by targeting the long-term
or some other reason. (For a more offers insight into other factors to unemployed and individuals with
detailed discussion of applicant consider in deciding whom to target criminal records.36
decision-making over the course for recruitment.
of the recruitment process, and Position insight and
Position attractiveness
how it interacts with organizational self-insight
Research shows that job candidates
actions, see the paper by Carlson and No employer wants to hire people
evaluate the overall attractiveness
Connerly28). who are not a good fit in terms of their
of a job opening based on the
desirability of the attributes it offers, skills and their job expectations.37 Two
Considering the job applicant’s
their likelihood of receiving a job offer factors to consider in recruiting are
perspective can provide helpful
and the number of alternative options a candidate’s understanding of what
insights, such as ideas for shortening
they have. A detailed discussion of the position entails (position insight)
the recruitment process. Now let’s
the various attributes that make a job and a candidate’s awareness of his or
return to the employer’s point of view.
offer attractive is beyond the scope her talents and interests (self-insight).
of this report. However, here are a To maximize both factors, it makes
WHOM TO RECRUIT? few issues to consider. Because it is sense to focus recruitment carefully.
THE CRITICAL ISSUE OF difficult to change individuals’ attitudes Table 5, on page 10, illustrates that
TARGETED RECRUITMENT about an organization,30 it makes recruiting former employees who have
In planning a recruitment process, sense to target individuals who are performed well in the past is likely to
a crucial question that needs to be positively predisposed to working result in new hires with high position
answered is whom should you recruit? there. These may include people who insight and self-insight.38 Former
How this question is answered affects: previously applied for a position with employees also generally need less
the organization,31 people who follow training and are less likely to quit.
■■ What recruitment message
the organization on social media,32
organizations communicate. For Former interns, temporary workers
current customers of the organization
example, when recruiting former and candidates who have worked
employees, employers do not need (targeting customers will be discussed
in similar jobs with other employers
to provide much information about shortly), people who will not need
are also likely to have considerable
the organization. to relocate33 and people who are
position insight and self-insight.39
similar to current employees.34 Of
■■ How the organization publicizes a Recruits who have family members or
course employers must be sensitive to
position. For example, recruiters friends who work for the organization
diversity issues when targeting people
looking to fill positions with older also should have greater insight into
similar to the current employee base;
workers should recognize that they the workings of the organization than
may be less likely to use some however, done in the right way, this
people who lack such a connection.
forms of social media. can make a position more attractive.
Four specific groups are considered
Relatively little research has addressed To increase an individual’s expectancy
next to highlight the value of making
the topic of targeted recruitment.29 of receiving a job offer, employers
thoughtful decisions about targeted
However, combining the existing should be clear in recruitment
recruitment. The general principles
research with practitioner reports communications about what the ideal
job candidate looks like.35 To minimize presented in examining these groups
on this topic allows for some good
a person’s perception of having better should allow employers to generalize
recommendations. Employers usually
alternatives to the job opening being results to other potential groups.
focus on skills, experience, education
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
attention. Although online sites geared histories for positions,49 a decision not THE RECRUITMENT
to seniors such as YourEncore.com to hire anyone with a criminal record MESSAGE
exist, they may not be the best option. can be misguided, especially for an An employer’s recruitment message
Instead, organizations might consider employer with hard-to-fill positions. is a major factor affecting whether
partnering with AARP or other Several employers such as Kahala people apply for and accept a job.
senior-oriented groups, visiting senior- Caterers and Johns Hopkins Health To craft an effective recruitment
oriented community centers, or posting Systems have found that individuals message, organizations should
job notices in retirement communities. with criminal records make excellent begin by asking the following four
employees.50 questions:
Targeting for diversity
Many employers are committed to Individuals with disabilities is another ■■ Does the message present
having a diverse workforce because group employers should consider information that is important to
recruiting. Individuals with disabilities their target group?
it makes good business sense. If
employers want diverse customers, often have a harder time finding a job, ■■ Is the information specific?
for example, their workforces should so they frequently are easier to hire.51
■■ Is the message phrased
reflect that diversity. Other employers More importantly, employers like Giant
appropriately?
seek diversity in their workplaces Food, Citizens Energy Group and
Starbucks have found that individuals
■■ Is the information realistic?
because they have a sense of
social responsibility. Others seek with disabilities often make superior Different opinions exist about
diversity to reduce the likelihood of employees. For example, Walgreens what constitutes a recruitment
a lawsuit or to comply with Office found that individuals with disabilities message. Some experts take a
of Federal Contract Compliance who worked in its distribution centers micro perspective and consider
Programs (OFCCP) requirements performed their jobs as well as each communication with a
for government contractors. A or better than other workers and prospective employee—such as
recruitment process that reaches a that their absenteeism rate was comments made by a recruiter or
diverse audience is a key to attracting approximately 30 percent lower.52 In content on a website—as a separate
a diverse workforce. Despite their terms of the cost of accommodations, message. Others take more of a
stated intentions, though, employers the Job Accommodation Network macro perspective and view the
sometimes recruit in ways that found that for 60 percent of those recruitment message as the totality
actually restrict their audience. For hired, there was no financial cost to of the information exchanges an
example, an employer that relies on employers. For individuals who do organization has with a prospective
social networking sites may find itself require an accommodation, the cost is employee over the course of the
with an applicant pool that lacks older typically less than $600. recruitment process. In this report a
individuals. Recruiting exclusively micro perspective is taken, but when
on college campuses may result There are far too many variables
planning a recruitment campaign,
in an applicant pool with a lack of related to targeting recruitment
an organization should ensure that
minorities (this is less likely to occur if efforts to address in this report, but
the sum of its recruitment messages
employers target colleges with sizable the preceding discussion should help
conveys the overall message it wants
minority student bodies). Another recruiting managers think creatively to communicate.
factor that can result in an applicant about how their organizations can
pool being underrepresented in benefit from targeting certain groups Message credibility is fundamental
terms of minorities is an employer’s for recruitment. As an example of to a successful recruitment effort. To
unwillingness to consider individuals the creativity shown by organizations, strengthen candidates’ perceptions
with criminal records for jobs. Exhibit 2, on page 12, shows the of credibility, recruiting managers
Although a number of factors should various groups Uber has targeted for should consider three factors. First,
be considered by an employer in recruitment and the ways Uber tries recruitment communications have
recruiting individuals with criminal to reach these targeted groups. greater credibility if they provide
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Sources: Asher-Schapiro, A. (2014, November 4). Uber is recruiting 50,000 veterans as drivers. The Verge. Retrieved from http://www.theverge.
com/2014/11/4/7150225/uber-is-recruiting-50000-veterans; Dudek, M. (2015, May 28). Uber wants teachers, and is willing to pay. Chicago Sun Times.
Retrieved from http://chicago.suntimes.com/business/7/71/643765/uber-wants-teachers; Elahi, A. (2015, June 9). Uber aims to recruit female drivers.
Chicago Sun Times. Retrieved from http://www.chicagotribune.com/bluesky/originals/ct-uber-ywca-metropolitan-chicago-bsi-20150609-story.html; Knibbs,
K. (2015, July 30). Uber is recruiting bored old people as drivers. Gizmodo. Retrieved from http://gizmodo.com/uber-is-recruiting-bored-old-people-as-
drivers-1721165374; Lipinski, J. (2015, October 29). Uber recruiting drivers at New Orleans colleges. The Times-Picayune. Retrieved from http://www.nola.
com/education/index.ssf/2015/10/uber_recruiting_college_studen.html; Zillman, C. (2015, June 11). Here’s Uber’s weird new way of recruiting drivers.
Fortune. Retrieved from http://fortune.com/2015/06/11/uber-video-game/
some negative information about a characteristics from the position’s include details about duties, work
job opening, for example “evening job description.54 Employers want schedule, location and benefits.
and weekend work required”. Second, to communicate job requirements If an organization is targeting
credibility is enhanced if what is said (e.g., skills needed) to prospective specific types of people, it should be
about a job by different sources (e.g., applicants, but too often they sensitive to their unique information
a prospective supervisor, co-workers) focus on the qualities they want in needs. Parents with young children,
is consistent. Finally, credibility is an applicant and give insufficient for example, may be interested in
increased if some of the information attention to what they can offer an working from home.56 There is some
comes from sources external to the applicant; they forget that recruitment evidence that African-Americans
organization.53 For example, positive is a two-way street in which each are more attracted to employers
reviews on third-party websites party is marketing itself to the other. that portray African-Americans
are generally seen as being more A one-sided approach can result in in supervisory roles in photos.57
objective than employer-provided Employers can address some of
good job candidates losing interest in
testimonials. Awards from external the details targeted recruits need
a job opening. To discover desirable
sources (e.g., Fortune) may be seen in later stages of the recruitment
attributes a position offers, employers
as very credible sources for judging process, but in some cases, potential
may need to conduct a different type
an employer as a good place to recruits will not even apply for a
of job analysis—one that focuses on
work. Even small organizations can position if they do not have particular
discovering positive job features that
compete for awards, as there are information—such as the option of
can be used to “sell” individuals on
often categories for small businesses. flexible work hours.
the position while not exaggerating
Many organizations begin to craft the what it offers.55 It can be tricky for small employers
recruitment message by gathering to decide what information to
information about the required Provide important information provide in early recruitment
knowledge, skills, abilities and other Recruitment messages should messages. Organizations want to
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
attract candidates’ attention, but in job advertisements, but how many on the Internet (Glassdoor publishes
they do not want to lose them prospective applicants really know salary ranges for jobs with employers),
without making their best case. what that means? Some experts61 have publicizing a salary range allows an
In this regard, experts suggest advocated publicizing a salary range. This organization to appear more open and
that small employers emphasize may seem like a radical step, but because transparent, and may allow it to correct
the special aspects of working much of this information is now available erroneous information being circulated.
there.58 For example, Kayak, a travel
planning site trying to recruit against
giants in its industry, emphasizes the
opportunity to make a great impact Key Takeaways for Recruitment Targeting
on the company and the growth
potential of its stock options.59
Examples of Possible Recruitment Actions
Targeted Individuals (Applicability will depend on type of job and
Provide specific information employer, e.g., hourly versus salaried position.)
Employers often provide information
Familiar with job ● Recruit former employees who previously
in job listings that is too general
performed well.
to attract potential employees.
● Target former interns.
For example, would you be more
attracted to an organization that
● Seek individuals who have held similar jobs
elsewhere.
says it “values its employees” or to
an organization that lets potential
● Recruit individuals who have family members or
employees know that “no one has friends working in the type of job being filled.
been laid off in the last 10 years”? Familiar with ● Recruit former employees who previously
Would a job seeker be more likely to organization performed well.
apply to an organization that says its ● Target former interns.
“benefits are excellent,” or to one that ● Seek individuals who have worked for similar
specifies “new employees receive
employers.
three weeks of vacation to start”? Of
● Recruit individuals who have family members or
course there is a risk that providing
friends working for the organization.
such specific information will turn
● Target customers.
away some candidates, but those
people may be unlikely to accept a Attracted to ● Target previous job applicants.
job offer anyway. On the other hand, organization ● Recruit individuals who will not need to relocate.
stating such specific information ● Seek individuals who are similar to current
at the start may encourage some
employees.
good job candidates to apply for
● Target individuals who will have a short
a job. Another benefit of providing
commute.
specific information up front is that
● Recruit individuals who have shown initial
it may result in individuals paying
interest (e.g., attended a job fair).
more attention to the information
presented.60 Fewer options/likely ● Target the unemployed.
to accept job offer ● Recruit individuals with disabilities.
Compensation is important to job
seekers, so employers may want to
● Seek individuals who lack work experience.
consider providing that information ● Recruit individuals with criminal records.
when advertising the position. ● Target older workers.
Most organizations use phrases
like “compensation is competitive”
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Correctly phrase the Provide realistic information a sense of what it is like to run a hotel
recruitment message It is common for new hires to feel kitchen.70
Wording matters. Using precise that their new job is not what they
There is always a risk that providing
language is essential because the expected. They may feel they did
realistic job information may cause
lack thereof could cause qualified not do enough research about the
some desirable candidates to
individuals not to apply for a job job or employer, or they may feel
withdraw their applications, but this
opening or lead to possible legal they were intentionally misled by
should not be viewed as a negative.
challenges. Facebook, for example, the organization.67 Because job
It is quite likely they would have been
settled a lawsuit with the state of disillusionment has been linked to
unhappy if hired into a job that did
California on age discrimination when high turnover and poor performance,
not meet their expectations, resulting
it ran a job advertisement that said a number of organizations have tried
in greater turnover or low motivation.
“class of 2007 or 2008 preferred.”62 to improve the accuracy of the job
A final benefit of providing realistic
Similarly, the phrase “digital native” expectations held by new employees.
information is that candidates are
is frequently inferred to mean that One approach is to target job
more likely to view other job-related
preference is given to younger candidates who are likely to possess
information as credible.
applicants.63 accurate expectations. A second
approach is to provide a realistic job
Employers should steer clear of Your employment brand
preview (RJP) during the recruitment
gender-oriented wording as well.64 For Even if you make contact with your
process. New York City’s approach to
example, a 2011 study65 found that intended audience, those targets may
recruiting case workers provides an
gendered wording is common (i.e., not pay attention to your recruitment
excellent example (see Exhibit 3).
the use of male-oriented terms such message—research suggests
as “decisive” and “competitive”) and Although RJPs are frequently that people spend less than 80
that this wording can result in women discussed as being one-time events, seconds reading even relevant job
believing that they do not belong in an such as providing applicants with advertisements.71 One way to attract
occupation. As an example, this study a booklet that describes the job, the attention of the right individuals
found that an advertisement for a they are better conceived of as a and to get them to spend more time
retail store manager was more likely to process by which an employer helps considering your job opening is to
attract female applicants if the wording a job candidate understand what a have a strong employment brand. As
was “you will be the head of our fast- position truly involves. An employer explained in SHRM’s spring 2008
paced store” than if it stated “you will may provide a candid description of Staffing Research,72 an employment
be the boss of our fast-paced store.” a job opening on its website along brand reflects how an organization
with a description of the organization. “wants prospective and current
Another study at Hewlett-Packard
Additional realistic information employees to see the company.”
found that women generally applied
may be provided during a phone An employment brand reflects an
for a position only when they met all of
interview or a tour of the worksite organization’s reputation—its values,
the stated job requirements; in contrast,
or in conversations with prospective culture, how it treats employees and
men applied when they met just 60
co-workers. Alternative approaches their levels of engagement. Every
percent of the listed requirements.66
may better fit a particular job opening. organization has one, whether it is
Such results suggest that employers
For example, the Idaho State Police intentional or not. To be effective, an
should be judicious in stating job
reported that having job candidates employment brand should be actively
requirements, listing only “must haves”
take part in a trooper “ride along” managed to convey why potential
for the position.
reduced turnover from 8.3 percent candidates should be interested in
The lesson here is that recruiting to 6.1 percent.68 Other organizations working for an organization.73 To
managers must be careful how they have made effective use of work develop an accurate employment brand
write job advertisements. Although simulations (e.g., Uber’s “Day in the statement, an employer can gather
they may not intend to discourage Life” game69). Marriott International information from its employees via
members of a protected group from used a game called “My Marriott focus groups, surveys and one-on-one
applying, it can still happen. Hotel” to give prospective employees interviews.74
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Recruitment Outcomes
Accurately Stated
■■ Increased attention given to job
advertisements.
Employment Brand
■■ Reputation as an employer of choice.
■■ Increased number of job applicants.
■■ Increased diversity of applicants.
Effectively Publicized
■■ Open positions filled more quickly.
Sources: Society for Human Resource Management. (2008, April-June). The employer brand: A strategic tool to attract, recruit and retain talent. SHRM
Staffing Research; Babcock, P. (2015, October 13). Keeping it real: Getting employer branding right. SHRM Online; Allen, D., Mahto, R., & Otondo, R. (2007,
November).Web-based recruitment: Effects of information, organization brand, and attitudes toward a web site on applicant attraction. Journal of Applied
Psychology,1696-1708.
■■ Current employees value their that its employee referrals performed likely to bring job openings to the
reputation, so they generally refer at higher levels, stayed longer and attention of minorities and women.
only individuals they believe would better integrated into a team.78 An
make exceptional employees. This employee referral program is usually Organization’s website
is, in effect, a form of prescreening. less expensive than other recruitment Some employers use their websites
■■ Current employees are likely to methods even if bonuses are paid as a primary recruiting method, so
provide referrals with realistic for successful referrals. For example, it is not surprising that there are
information about the job, so MasterCard found that its employee considerable research and several
prospective applicants can make referral program, which pays bonuses practitioner-oriented articles on
better decisions about whether the up to $3,000, “pays for itself nearly this topic.80 A website can be an
position is a good fit. tenfold in terms of the savings in inexpensive way to convey a lot of
■■ Current employees are likely to recruitment and retention costs.”79 information about a job opening,
help the people they refer master Figure 5, on page 18, shows how the both in writing and through videos.
their new jobs once they are hired, use of employee referrals can result Companies such as Innocent Drinks
especially if they work in the same in better candidates and better new and Google use videos to provide rich
department. hires.
information about what it is like to
■■ Referrals from current employees For maximum benefit, the employee work there. Before relying too heavily
are an effective way to bring job making the referral must be committed on a website though, organizations
openings to the attention of people should be confident that this
to the organization and have sound
who are not actively looking for a job approach will reach the people they
knowledge of what the job opening
but possess desirable skills, work
involves. In most cases referrals made want to reach. For example, a small,
experience and work ethic.
by people who work in the department less visible organization may find
Compared with individuals recruited by with the job opening can provide more that its website does not generate
other methods, applicants generated accurate job information. Another enough applicants. In some cases, an
by employee referrals tend to have issue employers should consider is the organization may need to use a tactic
better job qualifications and make diversity of their current workforces. like a radio ad to steer people to its
better employees. Ernst & Young found A nondiverse workforce may be less website.
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
Exhibit 4: Selling Exhibit 5: Hennes & Mauritz (H&M), Swedish Fashion Retailer
Employee Passion at SFM
Common view of retail jobs:
SFM is a Minnesota-based
provider of workers’ compensation
● Short-term positions that involve part-time work with low pay and no
insurance. Although it has only benefits (e.g., sick leave or vacation).
190 employees, the firm has
H&M’s challenges:
competed successfully against
much larger organizations ● Recruit thousands of employees as it rapidly expands in the U.S.
in hiring claims adjusters, ● Publicize that it offers above-average pay, full-time positions and career
underwriters and other specialists. opportunities (35 percent of its executives started as sales advisers in stores).
According to Jody Rogers,
● Communicate that it offers excellent benefits (full-time employees start
SFM’s HR administrator, using its
with three weeks of vacation and seven sick days) and is committed to
employment brand—“Employees
are the heart of our success”— sustainability (e.g., its use of organic cotton in products).
has been a key to the company’s Approaches to publicizing what it offers employees:
recruitment efforts. In recruiting,
SFM emphasizes that its
● College campus tours focused on recruiting Millennials.
employees are passionate ● Announcements on LinkedIn.
about their jobs and about ● Displays in its 363 stores.
working for SFM. To compete ● Billboards.
with larger organizations, SFM
highlights positive features of ● Video testimonials on website.
the workplace—for example,
employees at SFM are cross- Source: Malcolm, H. (2015, May 14). H&M to hire thousands through recruiting campaign. USA Today.
trained so they can work on
a variety of tasks, unlike at
larger organizations where a
Research has shown that a website will Credibility is another relevant topic
new hire typically works in a
narrowly defined job. SFM’s small be most effective if it: in terms of an organization’s website.
size creates a collegial work Few websites present negative
■ Grabs the viewer’s attention with
atmosphere where it is easier to information about working for an
effective use of color and an
get to know people. The firm’s employer, so it is not surprising that
uncluttered design.
small size also allows a single site visitors sometimes question the
individual to make a marked ■ Is easy to navigate. veracity of the information provided.
difference. And SFM highlights To improve a website’s credibility,
■ Includes information important to job
its high retention rate as evidence
candidates, like duties and location. an employer could note awards
that it is a great place to work.
Furthermore, to have confidence
received from external sources
■ Provides an easy way to submit an
that the employment brand it (“rated a top 100 employer by
application.
publicizes on its website, at job Fortune magazine”), provide e-mail
fairs and at campus speaking
■ Notifies applicants that their addresses for current employees
engagements is accurate, application has been received. who are willing to give testimonials,
SFM conducts internal focus ■ Explains the next step in the hiring allow access to employee blogs, cite
groups and periodically surveys process. third-party ratings (how the company
customers.
is rated on Glassdoor, for example),
Employers should also ensure that the
and offer some factual information
Source: Kiger, P. J. (2007, October 22). site is friendly to job seekers using
Burnishing your employment brand. Work that may be seen as negative, such
Force Management, 1-8. smartphones and tablets.81 Not only
as the high cost of living in the area.
should the site allow easy access via
mobile technology, but it should also allow A website should be pilot-tested
for easy submission of an application. before making it available to the
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SHRM Foundation’s Effective Practice Guidelines Series
public to ensure that it is user-friendly. ■■ Specificity (general vs. industry- consider the relative cost-per-hire,
And testing is not just important for or position-specific). whether targeted candidates are likely
new websites; an existing website ■■ Salary level (open vs. minimum to be reached and whether interest in
should be periodically evaluated as salary). the job opening will be generated.
well. An easy way to test a website is
Each category has both advantages
simply to ask new employees for their College recruiting
and disadvantages.84 For example,
opinions (e.g., was it easy to navigate?). College recruiting has been well
a common complaint about general
Even large, successful organizations addressed in many HR publications;85
job boards is that they tend to
can identify areas for improvement. For however, four issues are important to
generate too many applicants, a high
example, a recent study evaluated the highlight: selecting campuses, creating
percentage of whom are unqualified
websites of Fortune 500 companies, a positive campus presence, student
or no longer in the market. In contrast,
and the average grade received was a internship programs and the influence
local job boards generate fewer
“C.” Deficiencies found included a lack of recruiters.
candidates. Industry- or position-
of information concerning diversity, specific job boards, such as www. In selecting campuses at which to
difficulty accommodating mobile HealthcareJobsite.com, are more recruit, recruiters should determine
technology, an absence of videos, likely to attract applicants with industry whether a campus offers relevant
failure to include employee stories experience and skills, and a better majors and a sufficient number of
about working there and a failure understanding of what a job in the students in those majors. They should
to tailor portions of the website to industry entails. Job boards that set a also consider student quality and
different job families.82 minimum salary offered by a position, diversity. Other factors to consider
such as www.TheLadders.com, are include the number of new hires
Job boards more likely to attract candidates yielded from a college in past years
Although job boards are less heavily qualified for higher-level positions. and how those individuals performed.
relied on than in the past,83 many By analyzing past recruitment results,
Not all job boards are appropriate in
organizations still use them to fill organizations may determine that
all situations. A recruiting manager
positions. Job boards fall into three certain colleges have a greater payoff
should consider the pros and cons
categories: than others.
of each type and determine if its
■■ Geographic focus (local vs. use will be beneficial. In conducting Ideally, employers should build
nationwide). such an evaluation, employers should a continuing relationship with
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
universities that yield a quality and funding equipment purchases. interpersonal skills, dependability and
pool of applicants. This includes These activities can generate a intelligence—over time in a variety of
fostering a good relationship with positive image on campus and situations. It also allows the student
the placement office. Being viewed should result in a higher quality pool to gain insight into the organization. If
positively by students and faculty is of job applicants.86 done well, an internship program can
also paramount. To develop a strong result in a high percentage of interns
relationship with these campus Many employers find internship
continuing on as employees.
constituencies, organizations should relationships with campuses to be
consider sponsoring campus events, mutually beneficial.87 An internship Recruiters themselves also have
underwriting scholarships, getting provides an opportunity for the a big impact on the effectiveness
to know key faculty members, organization to assess a student of an organization’s recruiting
providing internship opportunities directly—including his or her efforts. Research shows that
Realism of content ● Provide factual information about positive (e.g., exemplary safety
record) and negative (e.g., considerable travel) job attributes.
● Provide factual information about positive (e.g., commitment
to promotion from within) and negative (e.g., history of layoffs)
organizational attributes.
● Provide accurate information about new-hire reactions to various
position attributes (e.g., great sense of satisfaction from serving those
in need, sleep problems from working a rotating shift schedule).
Message phrasing ● Avoid wording (e.g., “digital native”) that may suggest a preference for
younger individuals.
● Avoid unnecessary use of male-oriented job descriptors.
● Include phrasing that suggests an inclusive work environment and an
openness to all types of individuals.
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SHRM Foundation’s Effective Practice Guidelines Series
recruiters who are perceived as to begin building a relationship in a job there and less likely to quit
personable, knowledgeable and with prospective job candidates if hired.
trustworthy positively influence even before the employer has a job
Because employee referrals
job candidates.88 When selecting opening.
are such an effective recruiting
recruiters, employers must
The use of social networking sites for method, some organizations have
remember that they are the face of
recruitment has also changed what combined the value of referrals with
the organization to job applicants.
job seekers expect. For example, the use of social media. ShoreTel,
For example, an enthusiastic, highly
they likely expect to receive more a communications company,
professional recruiter conveys that
and richer information about a job encourages employees to refer
the organization has much to offer,
opening from an employer and individuals in their social networks
whereas a poorly prepared recruiter
receive this information in a timely who would be good candidates
may reflect that the organization
manner. Because the use of social for an open position, and it offers
is not well run. As evidence of the
networking sites and the specific employees referral bonuses
potential impact of recruiters, in
sites used will continue to evolve between $2,000 and $5,000.95
one study, 16 out of 41 individuals
and change, only general guidelines Opower, a small software firm, holds
mentioned poor treatment by
for social media recruiting will be “Talent Tuesday” meetings with
recruiters as a reason for deciding
outlined here. Numerous references free pizza during which employees
that an employer they initially
are cited for those seeking a more search their networks of contacts
favored was no longer a good
detailed discussion.92 for individuals who match job
fit, and an identical number cited
openings.96 A new feature on
recruiters as a reason for changing The most common use of social
LinkedIn allows an employer to
their initial impression of poor fit to a networking sites by employers is to
positive one.89 search for people who meet its job
bring a job opening to the attention
search criteria (e.g., education and
of individuals who use the site. In
location) and then to check if the
Social networking sites many cases, an individual contacted
selected candidates are first-degree
The use of social networking sites by an employer may not have been
connections of any of its current
for recruitment purposes has looking for a new position or, if on the
employees.97 If so, the organization
exploded in the last few years, job market, may not have been aware
can ask the employee to personally
with LinkedIn cited as the most of opportunities with that employer.
contact the prospective employee.
used site.90 Researchers91 recently Depending on the social networking
asserted that “technology in general, site used and the level of service Some social networking sites allow
and Internet-based communication provided, recruiting managers may employers to host a career-related
tools and social media in particular, be able to select the specific type of website that can provide basic
have fundamentally changed the individual notified about a position.93 information about the employer (e.g.,
nature of recruitment.” Among the For example, some sites such as products and history), a statement
changes cited were a) it has become LinkedIn offer free and subscription of its mission and values, marketing
much easier for an organization to services with different capabilities. material showing what makes it a
reach passive job candidates, b) An employer may be able to screen great place to work, and a listing of
an employer no longer needs to by location, skills, education, job title, job openings. Many employers include
weigh the advantages of providing company and time in the potential information about charity work they
a large amount of information candidate’s current job. Kroger, a are involved with, upcoming events
against the cost of doing so, c) it has retail food chain, uses Facebook (e.g., a seminar on a company-related
become easier for an employer to to recruit. It focuses on contacting topic such as cybersecurity) and
customize a recruitment message individuals whose zip codes indicate awards they have received. Depending
targeted to a specific group or even they live close to the store with the on the social networking site,
a specific individual, and d) social job opening.94 Such individuals are employers may be able to post videos
networking sites allow an employer seen as more likely to be interested featuring employees and projects and
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
provide access to organization-related employer using them, sometimes Talent management is a critical issue
blogs (a discussion group involving even more creativity is called for most organizations. Although
former employees, for example). Each for. For example, when Quicken an effective talent management
social networking site offers access Loans’ recruiters realized that job program has several components,
to different types of information about fairs, help-wanted advertisements including a valid selection system, a
individuals and different features and the company’s website did well-designed onboarding program
(e.g., search capabilities), so many not produce enough qualified and effective mentoring, it begins
employers use a number of different candidates for mortgage banker with a well-designed recruitment
sites to recruit. positions, they visited stores like program. Simply stated, if the “right”
Best Buy and restaurants like T.G.I. people are not recruited, the other
Although research has yet to
Fridays. Recruiting managers bought components of a talent management
formally compare the advantages
merchandise and ordered meals as program will be less effective. The
of social networking sites versus
they searched for people who stood following issues can affect recruiting
other recruitment methods, the
out because of their enthusiasm effectiveness.
use of such sites appears to hold
and rapport with customers.98 Other
considerable promise. In addition
ideas for finding suitable recruits The timing of
to highlighting job openings to
include looking at finalists for similar recruitment actions
individuals not actively looking for job openings the organization Research shows that timing
a job, an employer may be able to has filled, contacting people who recruitment actions correctly can
examine prospective employees’ had rejected a job offer from the be key. For example, employers
own sites to learn more about them. organization, contacting references that interview earlier in the year
In visiting an individual’s personal for recent successful hires and on college campuses attract more
website, however, there is a danger contacting former employees.99 and better-quality applicants
that an employer could open itself compared with employers that
There is no single best recruitment
up to a charge of employment interview later.100 The timeliness of
method. Rather, organizations must
discrimination. A candidate’s photo recruiting is also important to keep
develop their own mix of successful
is likely to be displayed online, which applicants interested throughout
methods. To help determine the best
may provide information such as the recruitment process. One study
recruitment methods to use in an
the person’s race, age and ethnicity. found that approximately 50 percent
organization, recruiters can think
Therefore, it is important that an of students in the study turned down
about the following questions:
organization keep documentation invitations for a site visit due to late
about why it did or did not pursue a
■■ What characteristics are you timing.101 Another study found that
candidate whose site it visited. seeking in new employees? the longer the delay between the
■■ What types of people will final interview and the receipt of a
Seeking job candidates be attracted to what your job offer, the more likely a person
in unusual ways organization has to offer? was to reject the offer.102
The approaches just discussed ■■ What methods will help you find Reflecting these results, the Internal
often provide a sufficient number these people?
Revenue Service reported that by
of qualified candidates for a job
If employers are having trouble moving up the start date of campus
opening. Sometimes, though, an
reaching passive job applicants, any recruiting, it was able to fill jobs
employer needs to go beyond these more easily and with better-quality
of the approaches listed in Table 6,
commonly used approaches. In recruits.103 Kayak also understands
on page 22, may be helpful.
examining recruitment targeting, the importance of timing in
H&M’s use of billboards and recruiting; it tries to fill job openings
Cabella’s recruitment of customers OTHER ISSUES IN
within a week to better compete
were discussed. Although each of MANAGING THE
against other firms.104 AppDynamics
these approaches worked for the RECRUITMENT FUNCTION
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
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SHRM Foundation’s Effective Practice Guidelines Series
manager to develop a list of realistic Managing the public forums. Sites like Vault and
requirements for the open position. recruitment operation Glassdoor publish anonymous
The recruiter should take time to HR professionals responsible for comments made by job applicants
really understand what requirements the recruitment function have a and current or former employees
the hiring manager most values challenging number of tasks to about organizations’ hiring
manage. In addition to those already processes, cultures and working
(research has shown that whereas
discussed, three tasks require conditions. Some sites even
80 percent of recruiters think they
recruiters’ focus: staying abreast of rate employers based on those
have a good understanding of the
recent trends, responding to unfair comments. Glassdoor, for example,
jobs for which they recruit, only
criticism and handling legal issues. provides numerical ratings of
39 percent of hiring managers an organization’s culture and
agreed).113 Recruiters should be To recruit effectively, HR must stay values, work/life balance, senior
prepared to educate the hiring up-to-date with new trends. For management, compensation and
manager if his or her expectations example, a new social networking benefits, and career opportunities. In
are unrealistic. For example, hiring site might reach the targeted some cases, the comments and the
managers often assume that audience more effectively, or a ratings may reflect favorably on an
everyone wants to work for the current site might offer a new organization. If so, this should help
function that could save the in recruiting. If they do not, recruiters
organization.114 Recruiters should
organization money. Recruiters may need to act. If the ratings and
also keep the hiring manager
might also discover a better way comments seem unfair, employers
informed about how things are
to make the company’s website may consider asking current or
progressing throughout the process
more mobile-friendly. Although former employees to add their
and seek out information rather the changes occurring in the field voices. Some sites allow employers
than wait for the hiring manager to can seem overwhelming at times, to post rebuttals. If the ratings ring
contact them. They should make the good news is that it has never true, though, the employer should
sure some of their contacts are been easier to stay informed of consider taking action to address
face-to-face. In summary, to the new developments. Professional the concerns raised. In some cases
extent possible, they should make organizations like the Society for the recruiting manager may not
their relationship with a hiring Human Resource Management have the power to improve things,
manager a collaborative one that is hold conferences and publish but by sharing the sentiments being
based on trust. research results explaining what expressed with those who have
organizations are doing and what the power to make changes, the
One way to develop a sense of works best. The popular press gives manager may be able to stimulate
partnership is to involve the hiring periodic attention to recruitment action. One researcher115 reported
manager more fully than is common (in this report, for example, several that in a study of 4,633 random
in recruitment activities. Recruiters articles in the New York Times job seekers, 48 percent had used
can see if the hiring manager is are cited). Internet sites geared to Glassdoor at some point during their
willing to: recruiters, like www.eremedia.com, job search. A majority said that poor
provide advice on a variety of issues, reviews would “dissuade them from
■■ Help draft the job advertisement.
including recruitment practices and applying to a particular company.”
■■ Participate in selecting trends. Although it takes time, a
Recruiting managers often defer
recruitment methods. recruiting manager can stay abreast
to attorneys or other experts
Staff a table at a job fair. of developments in the field for very
when handling legal issues and
■■
little cost.
■■ Respond to applicant inquiries. government interactions. However,
Recruiting managers today must they do have an important role to
■■ Give a talk on a college campus.
also be aware of what others are play in preventing problems from
■■ Help plan a candidate site visit. saying about the organization in arising.116 In addition to issues
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
previously highlighted, such as the should make an extra effort to become more visible to prospective
wording of recruitment messages, publicize job openings to other job seekers, recruiters could
organizations should consider groups such as military veterans, participate in job fairs that generate
a few additional issues. The and that may require expanding the large audiences, work closely with
Equal Employment Opportunity range of recruitment approaches educational institutions and develop
Commission (EEOC) or the Office traditionally used. One researcher,120 a close relationship with college
of Federal Contract Compliance for example, noted that attending placement directors so that they
Programs (OFCCP) may become military career fairs is an excellent will highlight the employer’s job
concerned if an organization’s way to make contact with veterans. openings to job-seeking students.
workforce lacks diversity. Because Alternatively, contacting people
It is also important that recruitment
the manner in which an organization through social networking sites
decision-makers receive prior
recruits can affect diversity, may prove valuable. Working for
approval of any plans that may
recruiting managers should be a smaller employer can have real
be challenged by the EEOC, the
vigilant about how recruiting is advantages as shown in Exhibit 4,
OFCCP or other similar agencies.
conducted. For example, research117 on page 17, but those advantages
Consider the case of UPS. In
has shown that 90 percent of must be communicated to
recent articles121 UPS has received
individuals ages 18 to 29 use social prospective applicants to increase
considerable attention for its heavy
networking sites, while only 65 the attractiveness of the organization.
use of social media (e.g., Twitter,
percent of individuals ages 50 to To increase the number of job
Facebook) and its targeting of male
64 do. Given this age difference, applicants, a small employer can
Millennials. Although legally this may
exclusive or even heavy reliance on actively seek out candidates, as
seem dangerous, it is worth noting
social networking sites for recruiting Cabela’s and Quicken Loans did
that UPS also makes an effort to in the examples discussed earlier.
could be a concern (some sites also
reach out to women (portraying A small employer can also make it
have been shown to have adverse
them in videos) and military easier to apply by ensuring resumes
impact in terms of minority use).
veterans. It also still uses more can be submitted electronically.
Some sites in particular have sizable
traditional recruitment methods. Creating an applicant-friendly
demographic effects. For example,
Hopefully decision-makers at UPS website need not be costly;
it was estimated that between 30
have received senior management organizations may be able to hire
percent to 42 percent of 19- to
approval for its recruitment program, students at a local college to do the
29-year-olds use Twitter. In contrast,
given that it could potentially work. Another way small employers
of those older than 65, it was
attract attention from government can improve recruitment results is
estimated that less than 5 percent
enforcement agencies. by targeting individuals with fewer
use Twitter.118 In addressing so-
called e-recruiting, one researcher119 job opportunities. For example,
called attention to an employer’s Unique challenges for they might recruit people who are
obligation to be sure its “technology smaller organizations a bit less qualified in terms of their
is accessible to people who are blind Although most of the issues grade point average, have less
or visually impaired.” He also noted addressed in this report are work experience or have another
that screening individuals for a job relevant for any employer, smaller characteristic (such as a criminal
opening by zip code could result in organizations often face distinct record) that makes them less
an applicant pool lacking diversity. challenges in filling jobs. Figure attractive to other employers. Many of
6, on page 26, presents four these individuals will make very good
For organizations with government common problem situations smaller employees.
contracts, it is not sufficient to employers may face and possible
develop a representative applicant actions they can take to address To increase the percentage of job
pool in terms of protected those. offers accepted, a small employer
groups (for example, women and should move quickly to extend offers
minorities). Recruiting managers To help a smaller organization because applicants often prefer
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SHRM Foundation’s Effective Practice Guidelines Series
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
Note: In addition to asking for an evaluation of past recruitment experiences, sources can be asked to offer suggestions for improving future
recruitment efforts. Where appropriate, the data gathered (e.g., recruitment method or hiring manager satisfaction) could be linked to new-employee
performance, retention and satisfaction.
29
Research shows that job candidates evaluate the overall attractiveness of a job opening
based on the desirability of the attributes it offers, their likelihood of receiving a job offer
and the number of alternative options they have.
Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
CONCLUSION
31
Although an effective talent management program has several components, including a
valid selection system, a well-designed onboarding program and effective mentoring, it
begins with a well-designed recruitment program.
Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
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SHRM Foundation’s Effective Practice Guidelines Series
Avery, D. R., & McKay, P. F. view interactions during the attributes. In particular, Brady et al.
(2006). Target practice: An recruitment process as signals of found that providing information about
organizational impression how working for an organization awards won by the employer was
management approach to would be like. Billsberry provided important.
attracting minority and female a sense of the importance of
Breaugh, J. A. (2010). Improving
job applicants. Personnel job applicant perceptions of fair
employee retention through the
Psychology, 59(1), 157-187. treatment during the recruitment
use of realistic job previews.
This article provides an excellent process. He also showed that many
In R. Watkins & D. Leigh (Eds.),
review of empirical research that has applicants accept job offers without
addressed the relative effectiveness Handbook for the selection
having a realistic understanding of
of different approaches for recruiting what a position involves. and implementation of human
minorities and females. In particular, performance interventions (pp.
Boswell, W. R., Roehling, M. 203-210). New York, NY: Wiley.
the authors addressed the influence
V., LePine, M. A., & Moynihan, This chapter describes past research
of minorities and women being
L. M. (2003). Individual job- on realistic job previews (RJPs), why
portrayed in recruitment materials,
choice decisions and the RJPs are thought to reduce employee
the wording of equal employment
impact of job attributes and turnover, conditions under which RJPs
opportunity (EEO) statements and
recruitment practices: A are likely to have maximum impact,
recruiter demographics.
longitudinal field study. Human different types of RJPs and specific
Becker, W. J., Connolly, T., & Resource Management, 42(1), steps for developing an RJP.
Slaughter, J. E. (2010). The 23-37. This longitudinal study
effect of job offer timing on examined the influence of several Breaugh, J. A. (2013). Employee
offer acceptance, performance, recruitment-related variables on job recruitment. Annual Review of
and turnover. Personnel candidate decision-making. Results Psychology, 64, 10.1-10.28. This
Psychology, 63(1), 223-241. demonstrate that the decisions article reviews recruitment research
These researchers examined the made by graduating college published between 2000 and 2012.
relationship between a job offer seniors were affected by several Breaugh used psychological research
being accepted and the time lag aspects of the site visit (flexibility in dealing with topics such as selective
between a job applicant’s final scheduling, how organized it was, attention, attitude formation and
interview and an offer being the professionalism of the host, the decision-making to explain why various
extended. For samples of new quality of the accommodations). recruitment actions are likely to have
college graduates and more Actions following a site visit (prompt the effects they do.
experienced employees, the shorter follow-up to applicant inquiries, a
Breaugh, J. A. (in press). The
the time lag, the more likely a job timely job offer) were also linked to
contribution of job analysis to
offer was to be accepted. Becker et reactions of recruits.
recruitment. In H. Goldstein,
al. also found that for each sample,
Brady, P. W., Meade, A. W., E. Pulakos, J. Passmore, & C.
having to relocate for a new job
& Kroustalis, C. M. (2006). Semedo (Eds.), Handbook of
made it less likely that a job offer
Organizational recruitment the psychology of recruitment,
was accepted.
website effects on viewers’ selection, and retention. New
Billsberry, J. (2007). perceptions of organizational York, NY: Wiley-Blackwell. After
Experiencing recruitment and culture. Journal of Business having addressed how a traditional
selection. Chichester, UK: and Psychology, 20(4), 525- job analysis process will not provide
Wiley. Five chapters of this book 543. Based on a study that all of the information that is needed
describe actual experiences of job involved college students visiting to conduct an effective recruitment
applicants during the recruitment the websites of employers, these campaign, Breaugh described how to
process. Many of the interactions researchers documented the tailor a job analysis process so that
described suggest that job seekers importance of a number of website such information is forthcoming.
34
Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
Burks, S. V., Cowgill, B., 100 organizations. They examined the form demographic variables, training,
Hoffman, M., & Housman, of the website (e.g., the use of pictures), its and behavior) and their association
M. (2015). The value of functionality (e.g., the ease of navigating) with applicant job pursuit intentions,
hiring through employee and the content provided (e.g., information perceptions of job-organization
referrals. Quarterly Journal of about salary and culture). The authors attraction and job choice decisions
Economics, 130(2), 805-839. concluded that all three website dimensions
with a focus on how and why
These researchers examined the are important to job applicants.
recruiter attributes could influence
benefits to employers of hiring
Collins, C. J., & Han, J. (2004). a job applicant’s experience with the
based on employee referrals.
Exploring applicant pool quantity recruitment process.
Compared to other types of job
and quality: The effects of early
candidates, applicants referred by Devendorf, S. A., & Highhouse,
recruitment practice strategies,
current employees were more likely S. (2008). Applicant-
corporate advertising, and firm
to be hired, performed at a higher reputation. Personnel Psychology, employee similarity and
level and were less likely to quit. The 57(3), 685-717. Based on data drawn attraction to an employer.
lower cost of recruiting by means of from 99 organizations and from multiple Journal of Occupational and
employee referrals was an additional sources (job seekers, recruiters), the results Organizational Psychology,
benefit of this approach. of this study suggest that early recruitment 81(4), 607-617. Devendorf and
Carlson, K. D., & Mecham, R. practices (recruitment ads, employee Highhouse examined the importance
L. (2013). Research design endorsements), corporate advertising and to individuals of having co-workers
in evaluating recruitment firm reputation all affect the size and the who were similar to themselves.
effectiveness: Past, present, quality of the applicant pool. The influence of
Based on the results of a study
future. In Y. T. Yu & D. M. Cable the recruitment practices was found to vary
conducted with college students, it
(Eds.), The Oxford handbook of depending on an employer’s reputation.
appears that individuals perceived
recruitment (pp. 184-214). New Collins, C. J., & Kanar, A. M. having similar co-workers as being
York, NY: Oxford University (2013). Employer brand equity and a relevant factor in evaluating a
Press. This chapter examines how recruitment research. In Y. T. Yu & D. position’s attractiveness.
recruitment effectiveness has been M. Cable (Eds.), The Oxford handbook
evaluated in past studies. Based on of recruitment (pp. 284-297). New Dineen, B. R., & Allen, D. G.
this review, Carlson and Mecham York, NY: Oxford University Press. (2013). Internet recruiting 2.0:
highlighted limitations of typical Collins and Kanar reviewed the relatively Shifting paradigms. In Y. T. Yu &
evaluation approaches (e.g., a heavy new research literature on employer brands D. M. Cable (Eds.), The Oxford
emphasis on applicant attitudes) and brand equity. Major attention was handbook of recruitment (pp.
and discussed how the evaluation devoted to how an employer brand can 382-401). New York, NY: Oxford
approaches used have limited our affect job applicant decision-making. The University Press. In this chapter,
understanding of the effectiveness authors also focused on how organizations Dineen and Allen reviewed research
of various recruitment practices as can establish strong brands that should
that had been conducted on the
the recruitment process unfolds. increase the effectiveness of a recruitment
use of websites and social media.
effort.
Cober, R. T., Brown, D. J., Particular attention was given to
& Levy, P. E. (2004). Form, Connerley, M. L. (2013). Recruiter reasons why websites and other new
content, and function: An effects and recruitment outcomes. social media approaches are likely to
evaluative methodology In Y. T. Yu & D. M. Cable (Eds.), The have beneficial effects. The authors
for corporate employment Oxford handbook of recruitment made a persuasive case that Internet
web sites. Human Resource (pp. 21-34). New York, NY: Oxford recruiting has substantially changed
Management, 43(2), 201-218. University Press. Connerley reviewed
the recruitment process.
Cober and his associates analyzed research on recruiter characteristics (e.g.,
the corporate websites of almost
35
SHRM Foundation’s Effective Practice Guidelines Series
Gaucher, D., Friesen, J., & be changed. They reported that, of recruitment (pp. 402-
Kay, A. C. (2011). Evidence although a “high information” 422). New York, NY: Oxford
that gendered wording in job communication strategy raises a University Press. This chapter
advertisements exists and negative view of an organization, this covers a variety of cross-cultural
sustains gender inequality. strategy is most successful for job recruitment practices. Among the
Journal of Personality and seekers who are relatively unfamiliar topics addressed are cross-cultural
Social Psychology, 101(1), with the employer. For practitioners, values and their relationship to
109-128. The paper reports the the findings suggest the value of job choice, employer branding,
findings of five empirical studies targeting individuals who are either campus recruitment and social
that focused on the wording of positively disposed to an employer networks. For readers interested
job advertisements. Taken as a or have yet to form an impression in how international or cross-
whole, the results of these studies of it. cultural variables might affect the
show that gendered wording in job recruitment process, this chapter
Landis, R. S., Earnest, D. R., &
advertisements is common and that should provide a useful perspective.
Allen, D. G. (2013). Realistic
it can result in women believing
job previews: Past, present, Paullin, C. (2014). The aging
they do not belong in an occupation
and future. In Y. T. Yu & D. workforce: Leveraging the
because of a lack of skill.
M. Cable (Eds.), The Oxford talents of mature employees
Harold, C. M., Uggerslev, K. L., & handbook of recruitment (Effective Practice Guideline
Kraichy, D. (2013). Recruitment (pp. 423-436). New York, NY: Series). SHRM Foundation.
and job choice. In Y. T. Yu & Oxford University Press. This http://www.shrm.org/
D. M. Cable (Eds.), The Oxford chapter provides an up-to-date about/foundation/products/
handbook of recruitment summary of empirical research on Documents/Aging%20
(pp. 47-72). New York, NY: the use of realistic job previews as Workforce%20EPG-FINAL.pdf
Oxford University Press. Harold, a way to provide applicants with an
For the next decade, in many
Uggerslev and Kraichy provided accurate view of what a job entails.
industrialized countries a large
an up-to-date review of empirical Particular attention is given to why
number of employees will reach
studies and theoretical papers that RJPs should work and in what
retirement age. This report provides
addressed job applicant decision- circumstances they are likely to
advice on how employers can
making. In addition to focusing on work best.
respond to this trend. Specifically,
factors that can influence applicant Mason, N. A., & Belt, J. A. Paullin addressed the unrecognized
job choice, the authors examined (1986). Effectiveness of value of mature workers and
factors that can affect other specificity in recruitment strategies for retaining and
recruiting decisions such as whether advertising. Journal of engaging them.
to apply for an advertised position. Management, 12(3), 425-432.
Rynes, S. L., Bretz, R. D.,
This study demonstrates that job
Kanar, A. M., Collins, C. J., & & Gerhart, B. (1991). The
advertisements conveying specific
Bell, B. S. (2015). Changing importance of recruitment
information about the type of job
an unfavorable employer in job choice: A different
candidate attributes (e.g., work
reputation: The roles of way of looking. Personnel
experience) sought can reduce the
recruitment message-type Psychology, 44(3), 487-521.
percentage of unqualified persons
and familiarity with employer. In this intensive study of 41
who apply for a position.
Journal of Applied Social graduating college students, the
Psychology, 45(9), 509-521. Miller, J. K., & Gao, G. C. (2013). authors examined the effects of
Kanar, Collins and Bell used a Recruitment: International and such variables as employer-hosted
longitudinal design with job seekers cross-cultural perspectives. on-campus receptions, interactions
to assess how easily an unfavorable In Y. T. Yu & D. M. Cable with recruiters, and time delays
organizational reputation could (Eds.), The Oxford handbook on job applicant decision-making.
36
Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
Results suggest that recruitment an employer’s brand for recruiting (Eds.), The Oxford handbook
events, recruiters and the timing talent. It provides examples of of recruitment (pp. 110-
of recruitment actions can have organizations that have used their 125). New York, NY: Oxford
a noticeable influence on job brands effectively, and it offers University Press. This chapter
applicants. For example, it was found tips for creating an employment reviews empirical research that
that poor treatment by a recruiter brand. HR professionals reported has addressed the targeting of
is viewed as a signal of how an that the use of an employer brand minority job candidates. A unique
employer treats its new hires. These was related to such recruitment feature of this chapter is the authors’
authors also reported that delays outcomes as a greater number of treatment of how employers may
during the recruitment process qualified applicants, a more diverse unintentionally send signals that
resulted in applicants losing interest applicant pool, an increased number affect minorities’ views of them
in an organization as a place of of employee referrals, positions during the recruitment process.
employment even when they initially being filled more rapidly and a
Walker, H. J., & Hinojosa, A. S.
viewed the employer favorably. higher job offer acceptance rate.
(2013). Recruitment: The role of
Results also suggest that positive
Turban, D. B., Campion, J. E., job advertisements. In Y. T. Yu &
recruitment interactions can cause a
& Eyring, A. R. (1995). Factors D. M. Cable (Eds.), The Oxford
job opening that was initially viewed
related to job acceptance handbook of recruitment
as unattractive to be seen as more
decisions of college recruits. (pp. 269-283). New York, NY:
desirable.
Journal of Vocational Behavior, Oxford University Press. This
Selden, S., & Orenstein, J. 47(2), 193-213. This study focuses chapter reviews research on the
(2011). Government e-recruiting on the site visit experiences of considerable role job advertisements
web sites: The influence of college students. Students who like play, particularly in early stages of
e-recruitment content and the host of their site visit and other the recruitment process. Walker and
usability on recruiting and aspects of the visit are more likely Hinojosa also discuss a number of
hiring outcomes. International to accept job offers. The host of the theories that may explain why job
Journal of Selection and visit was a prospective co-worker, advertisements have the effects
Assessment, 19(1), 31-40. which likely enhanced the impact of they do.
the host.
These authors examined the use
of websites by state government Van Hoye, G., & Lievens, F.
agencies. They reported that (2009). Tapping the grapevine:
websites perceived as easier A closer look at word-of-
to navigate generated more job mouth as a recruitment source.
applications. Selden and Orenstein Journal of Applied Psychology,
also reported that websites that 94(2), 341-352. Van Hoye and
provided more detailed content Lievens found that positive word-
resulted in fewer job applicants. of-mouth recruiting had beneficial
effects on reports of organizational
Society for Human Resource attractiveness and actual application
Management. (2008, April- behavior. Contrary to expectations,
June). The employer brand: they found no effect for negative
A strategic tool to attract, word-of-mouth recruiting.
recruit, and retain talent. SHRM
Staffing Research. http://www. Volpone, S. D., Thomas, K.
shrm.org/research/articles/ M., Sinisterra, P., & Johnson,
articles/documents/08- L. (2013). Targeted recruiting:
0201staffinginsert_final.pdf This Identifying future employees.
report highlights the importance of In Y. T. Yu & D. M. Cable
37
Recruiting the right employees can be challenging, but the rewards of a well-constructed
strategy can be enormous, because effective recruiting is the foundation on which any
talent management program is built.
Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
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Talent Acquisition: A Guide to Understanding and Managing the Recruitment Process
45
Prepare for the Aging
Workforce
The Bureau of Labor Statistics forecasts that nearly one quarter of U.S. workers
will soon be age 55 or older. Mature workers possess institutional knowledge,
experience and skills that may be lost unless companies actively plan for these
demographic changes.