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