GROUP ASSIGNMENT 3: “E-RECRUITMENT AND SELECTION”
ENSCHEDE, 05-12-2012
Dimitrios Kordas (M-CME/s1231901)
COURSE: MANAGING HUMAN RESOURCE FLOWS (194120090)
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INTRODUCTION TO TRADITIONAL RECRUITMENT
Organizing Framework: (Breaugh & Starke, 2000)
Recruitment Objectives Post-hire outcomes Retention rate, Job performance,
Psychological contract, Job satisfaction
Measured post-hire outcomes Costs & Speed of filling jobs, Number of positions, Diversity of applicants
Pre-hire outcomes Number of applicants, Quality, Diversity of applicants, Ratio of offers
Recruitment strategy: Who – Where – When – Sources – Message
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FROM ACTIVITIES TO OUTCOMES
Recruitment Activities
- Sources
- Recruiters
- Message
Recruitment Process
Process Variables
- Applicant attention
- Message credibility
- Accuracy of expectations
- Self insight
Recruitment Results
Benchmarking: Outcomes-Objectives
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RECRUITMENT PROCESS
Process
1
Generate Applicants
2
Maintain status
3
Influence decisions
Message vividness
Concrete language
InformationPersonal-accuracy
Recruitment communication
Info-specificity E-recruiting
effectiveness JRPs
Effects of recruitments activities
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EFFECTS OF RECRUITMENT ACTIVITIES
FOCUS: Recruitment objectives Job satisfaction Initial job performance Perception of violation of psychological contracts 1st retention rate
TARGET: Post-hire Outcomes Higher applicants accuracy of expectations Applicants have better insight of themselves
Recruitment activities Frequency of source usage
Type of sources (newspaper ads, employee referrals, direct applications)
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LIMITATIONS ON SOURCES EFFECTS
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Individual difference
Info realism
Certain sources
Accurate info about a job
Sources interpretation absorption
Different outcomes
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RECRUITERS’ ROLE
3-D effects on Candidates
Recruiter’s informativeness
Recruiter’s credibility
Recruiter’s personal & geographical diversity
Recruiter’s choice makes the difference (Rynes, 1991)
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RECRUITING SOURCES EFFECTS
Employee Referrals Realistic info Employees reputation secure & More capable
employees
Direct applications Realistic info Extensive research on employers’ profile
School placement offices & Newspaper ads Lack of realistic info & Lack of fit between interests/skills persons
not able to self-select
Realistic Job Previews (RJPs) Realistic info Job expectations met Role Clarity & Honesty from the employer Perception of alternatives Higher satisfaction, Lower turnover,
Higher performance
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SHIFT TOWARDS E-RECRUITMENT
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By logging into the Internet, company recruiters can find vast numbers of qualified candidates for jobs at every level screen them in just minutes, and contact the most promising ones immediately (Cappelli, 2001).
Recruiting cannot be seen as a reactive, clerical HR-function
Refashioned: MARKETING approach (Cappelli, 2001 & Collins & Han, 2004)
(source: Collins & Han, 2004) 05-12-2012 10
MARKETING-DRIVEN RECRUITMENT STRATEGIES
Marketing strategies Low-involvement High-involvement
Recruiting tools General ads in student newspapers, in college hallsUse of sponsorship (e.g. donate money for naming rights)
Detailed recruitments adsPosting company brochuresRequirement: high cognitive effort for processing.
Goals Corporate Advertising:Creates signal of brand awareness and increases exposure to public.Increases applicants’ familiarity with the company.Affecting the quality of the talent pool.
Providing extensive arguments and detailed data on company’s status and job-attributes.Creating positive beliefs about company’s profile and its job attributes.
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ADVANTAGES OF E-RECRUITING I
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Companies can promote themselves cheaply and effectively
The payoffs of Internet recruiting can be enormous: 1/20 cheaper than recruiting by using traditional means
New capabilities of easy self-promotion when they gather information on possible candidates: provide value content to key-professional groups (e.g. Cisco Systems offers sophisticated on-line libraries to help engineers solve technical problems ; tracking back the library’s use and screen potential good candidates)
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ADVANTAGES OF E-RECRUITING II
Facilitates the decentralization of the hiring function: once the line managers get the authorization to hire, they can easily go to job boards or other vendors to find their own candidates (Cappelli, 2001).
New, Internet-based technologies can also help speed the process of tracking and contacting applicants Collect applications in standardized format, screen them, and determine where they came from, monitor applications progress, and calculate time needed to fill jobs.
BrassRing Systems Icarian Application service providers Recruitsoft
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E-tools can become discriminative or lead to misinterpretations of personal data.
Minorities, persons over 40, persons with disabilities can be excluded
Out-sourcing policy privacy burden is used legally without any personal data violation
Employers attempt to match candidates with jobs by using personal information, arguing on negligent-hiring basis.
Emerging demand of standardization Demanding cross-reference checking (Collins & Han, 2004)
DISADVANTAGES OF E-RECRUITING
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6 CATEGORIES OF E-RECRUITING SOURCES
(source: Lee, 2007) 05-12-2012 14
The regulatory context (law-orientation for recruitment restrictions)
The control power of candidates using SNN over the information provided for presenting themselves.
This asymmetry of power may raise risks for the privacy of the weaker stakeholders (Introna & Pouloudi, 1999).
The S/H approach CSR perspective
Descriptive limited/traditional view
Normative conventional/ethical view
Grossman (2005): Detailed information about environmental and social performance in their financial reports; enhance transparency for creating good belief on trust and confidence.
LIMITATIONS
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Shift from the ‘met expectations’ criteria to the ‘value attainment’ to balance effectively the realistic expectations with the experiencing satisfaction. Value attainment accounted significantly more variance in facet satisfaction than did realistic expectations (Colarelli, 1984).
Information specificity and timing of recruitment communications (signaling effects) as the most important factors to generate applicants’ interests, regardless the ways of doing so.
The person–organization fit is particularly important in recruitment of Millennial generation employees (Ehrhart, Mayer, & Ziegert, 2012).
MANAGERIAL (FUTURE) IMPLICATIONS
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E-recruiting systems E-HRM: Innovation or Irritation?
Shift towards an e-HRM model , and there after towards an e-recruiting model.
Combine an holistic e-recruiting architecture (Lee, 2007) and integrate a change process model (Holm, 2011)
MANAGERIAL (FUTURE) IMPLICATIONS
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TOWARDS AN E-HRM & E-RECRUITING MODEL
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(Ruël, Bondarouk, & Looise, 2004) (Aurélie & Fallery, 2009)
ARCHITECTURE OF E-RECRUITING
(source: Lee, 2007) 05-12-2012 19
COMPARING DESIGN & SEQUENCE OF TASKS
(source: Holm, 2011) 05-12-2012 20
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