RECRUITMENT AND SELECTION

When a new employee is integrated in an existing team in a company, there is alwasy a change that needs to be
managed and a certain level of risk (it can affect business affairs you can succeed, but also fail).
Traditional recruitment and selection approach there is a wide range of candidates so there should be the
ability to catch them all and choose from this pool. This is time consuming and administrative, newspaper is
important source, what matters the most for applicants is short distance and good pay.
Modern approach aims to choose the right people from only few candidates (war for talent). It requires more
efficiency, internet is the most important source and companys reputation as a good employer matters.
Stages of recruitment and selection:
There are internal and external factors to be considered:
Internal: if the candidate fits to the culture, department, hierarchy, clients...
External: Economic climate, demographic structure
Workforce planning affects a lot of organizational things; it consists of analysing and reacting (to
internal/external factors).
Recruitment aims to attract people with an interest to work for the company and who fit to the culture,
through internet, newapaper, talks with friends etc...
Applicant pool company cant directly influence who sends his/her application
Selection aims to filter out those who fit into the specific role (only those are needed to bring the company
further and chosen out from the applicant pool. It is influenced by those who are involved in the selection
process.
Job performance measures the job-candidate fit
Job analysis is the process of gathering and analysing information about the content, human requirements and
context in which a job is performed.

RECRUITMENT is the process of attracting the interest of a pool of capable people who will apply for jobs within
the organization.
There are three issues:
(1) need to attract peoples interest
(2) People may be capable of fulfilling the job (not searching for everybody but for high potentials)
(3) Connection of attraction and talent management certain peoples interests should be met (work-life
balance...) and life long learning (training and development).
Power relations:
On the macro level, power relations in recruitment are connected to labour market. In different labour markets
there are different influencing factors industry, location, economy, legislation etc. In a labour market where
unemployment rate is low, power is on employees side. Employers have to compete to attract candidate (war
for talent), for top management positions even hire a headhunter. This is costly and time-consuming.
In a labour market where unemployment rate is high, the power is on employers side there are too many
candidates, employees have to compete to get the job, it is less time and money consuming.
On the micro level, when the unemployment rate is low, the power in selection process is again on the
candidates side, as they can better negotiate the conditions of the contract. When the unemployment rate is
high the power is on interviewers side, as there are many candidates, they can lower down the standards and
offer less favourable conditions of employment.
Generation Y refers to the specific generation born between the 1980s to the early 1990s and was the term
given to this Generation after proceeding Generation X. Generation Y were born into an emerging world of
technology and have grown up surrounded by smart phones, laptops, tablets and other gadgets. As they are
constantly plugged into technology, it becomes an essential aspect of the generations life.
Generation Y prefers to communicate more quickly and effectively via email, social networks or text messaging
as opposed to traditional means of communication. The generation are also attracted to organizations where
technology is the forefront of the companies ethos. Traditional companies are less of an attraction for them.
Generation Y want to work for companies who are embracing these new means of communication and
implementing them into business as opposed to organizations with a more traditional mind set. Technology
needs to be part of this generations day to day life.
Instead of working long shifts to work their way up an organization they prefer flexible working schedules and a
more rounded work/life balance, family life takes priority over the work place.
They are confident and ambitious to take on important roles within organizations as soon as they begin. With
young entrepreneurs like Mark Zuckerburg this generation believe theres no limit to what they can achieve.
Working as a team is high on the agenda and regular team meetings and collaboration with colleagues is
preferred, they want to be involved and included. They expect openness and transparency from management
and colleagues and seek for this team playing mentality within an organization.
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Constant feedback, gratitude, relaying to someone they are doing a good job are common characteristics of
Generation Y. In generations before, this level of communication was unheard of with senior management
however Generation Y in the workplace seek this level of love.
What is a so-called High Potential? Do you consider yourself as a high potential?
1. They know the business. High-potential employees are the ones who have true expertise and keep learning.
Their knowledge may be technical or it may be institutional, but its invaluable for the organization. More
important, they understand how their activities, their sector, and their realm of knowledge is related to the
companys goals.
2. Others respect them. Your staff members, not just you, also have to appreciate how much your highpotentials know. Its not enough that your top people know their stuff. Everyone else has to know they know it.
3. They are ambitious. High-potential employees arent just career-minded; theyre ambitious in a focused way.
The best way to get a sense of this is to evaluate their commitment to career progression. Look for signs that
they long to accumulate new responsibilities, new successes, additional knowledge, and, for better or worse,
additional recognition.
4. They work well with others. Though your leaders need to be driven, they also must be able to form
partnerships with others besides you. This attitude goes beyond amiability; it's a pragmatic, tactical skill that
allows them to make better, more informed decisions. Lone rangers may be creative and ambitious, but they
make lousy leaders.
5. They have guts. Your next generation of leaders must understand that no matter how much research they do,
no matter how many cost-benefit analyses they conduct, no matter how many market surveys they complete,
they will always be deciding under conditions of uncertainty. The information at hand will always be less than
the information you wish you had. Leaders need to have the courage to take risks.
6. Strategic perspective, direction and clarity. The competency that often stood out by a large margin was the
leaders ability to keep a strategic perspective. This appears to be the competency that most differentiates
those executives who ultimately rise to the most senior positions. This was sometimes described as the ability to
develop winning strategies.
7. Inspires and motivates to high performance. The second competency is the ability to be inspiring and
motivating to those about you.
8. Focus on results. Highly promotable leaders show the ability to produce excellent results.
9. Collaboration and Teamwork. The world has moved from a culture of fierce competition and rivalry to
greater emphasis on collaboration and teamwork, especially within firms.
10. High ethical standards, upholding values, acting as role model. This quality of being perceived as a person
of extremely high moral character, one who upholds corporate values and displays high ethical standards
continues to be a key for those who are considered good candidates for higher levels in the organization.
11. Deep Expertise and Business Acumen. High potential leaders had a deep understanding of how the business
works and the technical issues that are fundamental to success. Others seek out their opinions and knowledge.
It would be very difficult to hire someone from outside the business with this level of knowledge and expertise.
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12. Champion Change. Highly promotable leaders have the courage to make changes that improve the
organization. They embrace change instead of resist it.
13. Willingness to Innovate and Take Risks. Leaders are more willing to take calculated risks and to encourage
others to innovate.
14. Powerful Communication. A skill that seems essential to those in high level leadership positions is the ability
to powerfully communicate with others. When they speak, others listen and take action.
15. Develops Others. High potential leaders are effective at developing talent in the organization. These leaders
take the time and have the desire to develop others. They provide excellent feedback and coaching to others.
How does the Generation Y affect economic and social life? (e.g. the loss of great economic growth or the
beginning of sustainable economic growth).
Fitting the person to the environment, organization and job:

Assumption: existence of right people

a fit between a person and the environment can be found so that their commitment and performance
will be enhanced (Kristof, 1996).
Recruitment and selection aim to attract right people for the management (!)
Strategic (aka management) view of recruitment
- HRM could help shaping the organization/culture/etc.
- Management creates a role (character in a movie?)
- HR recruits/selects people who fit into roles
- job/role analysis techniques (interviews, observations, etc.)

Competencies
- The behaviours that employees must have, or must acquire, to input a situation in order to achieve high level
performance.
- Competency framework is concerned with behaviour that is relevant to the job
- Tries to bring objectiveness to recruitment/selection (and assumes, that there is something like a
common understanding of effective behaviour)
- The analysis and definition of competencies should allow identification and isolation of dimensions of
behaviour.
Example: Competencies in a financial service organization
Personal focus

Self-control
Self-development
Personal organization
Positive approach

Customer focus

Creating customer service

Delivering customer service
Continuous improvement

Business focus

Delivering results
Providing solutions
Systemic thinking
Attention to detail

People focus

Developing people
Working with others
Influencing
Leading

Images (e.g. Employer Brands, Slogans, etc.) try to provide a basis for a compatible person-organization
fit (P-O)

Attraction-selection-attrition framework (attracting the right potentials )

Assumption: if they dont fit, they leave
People are attracted to an organization on the basis of their own interests and personality
same people same interests same workplace
different people leave because of different interests, not a fit to the company
idea: a person is interested by a certain organization if he/she can see him/herself in that organization =
sees his/her own personality there.
If he/she is on board and has changed his/her interests he/she will leave because he/she does not fit to
the organization anymore. That implies that the same kind of person gets attracted which results in a
homogeneous workforce.

The model can be looked at static but also in a dynamic way: if one parameter changes the others will change as
well. Different forms of fit are possible in the framework and require a different set of HR actions.
Person-organization-fit (improvement and socialization on boarding and trainee programmes)
Person-job-fit (match between individual (skills, knowledge, etc.) and the requirements of the job (role)
Person-team-fit Match between people and organizational structures)
The question is: do the same people with the same interests really make a successful company? It is
definitely easier to lead a homogeneous team, it saves time, but creativity suffers and if change occurs it
might cause problems.
RIASEC method (test that finds out how distinct certain characteristic are for applicants this helps to set up
a team with people who complement each other).

Discuss the risks and chances of a homogenous workforce! Same people same interests same attraction =
successful company?
-

No conflict, groupthink, no new ideas, isolated

A common advantage of a heterogeneous workforce is a broader range of different perspectives on issues

or challenges. People from different backgrounds bring their own unique cultural experiences to the
situations they face in their companies and this broader perspective of viewpoints tends to allow for a better
ultimate resolution.
Employees with diverse backgrounds can also provide the company broader coverage in a global
marketplace. For instance, a company that operates in 10 countries can better serve the needs of those
markets if it has employees familiar with them. The ability to accurately speak and write the language,
overcome cultural barriers and communication filters and know what consumers want are advantages of
employees that can relate to global customers.
Recruitment channels:

Main channels - Walk-ins, employee referrals, advertising, websites, recruitment agencies, professional
associations, educational associations
Organizational values, ethos and desired image try to get transported through these channels
Low-involvement
- not personal
- not trendy
e.g. Recruitment advertising in a newspaper
High-involvement
- personal
- hip, trendy
e.g. facebook account, employer brand campaigns
E-recruitment
- rapid growth over the last decade
- Website as a place for presenting the organization
- Website as a place to recruit people
- moster.com, stepstone.com etc.
- online applications can reduce costs
- can help making the recruitment process more efficient
Social networks - Facebook, linkedIn, twitter, etc. (Organizations getting access to the private life of
people)
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Internship or placements
- used by students for work-based research
- opportunity to gain experience
- increase marketability

Job descriptions:
The job description is basis for the role we look for. There can be a description of many traits we could not put in
a job advertisement, e.g. we want a women at the age of 24.
BUT: our job is to make the advert appealing to the target we want to reach. In the above case we need to find a
channel that emotionally attaches 24-year old women and will make them apply to the ad.
Distortions between role-making and role-taking
The biggest mistake is when a role is created and mirrored to oneself, as people are always touched by their
own interest. This happens already when the management reflects him/herself when making the role and
further when HR searches for and selects what he/she finds good.
Try to make a difference from oneself to the job description causes more objectivity.
Selecting people for the role does also does not mean that they will fit this role in the future (see also attractionselection-attrition-framework).
JDs reflect traditional way of providing information, based on a job analysis and they contain two key elements
(a) Job description (what's the position about)
(b) Personnel specification (profile of ideal person)
Job description

Personnel specification

Job title
Department
Responsible to
Purpose of job/overall objectives
Specific duties and responsibilities
Physical and economic conditions

Physical characteristics
Attainment
General intelligence
Specific aptitudes
Interests
Dispositions
Circumstances

SELECTION
The question here is: who from the applicant pool fits?
Costs are involved in the various stages: testings, training, the process itself, onboarding and turnover. How to
select?
Various selection methods are used! E.g.:
- competency-based interviewing
- structured panel interviews
- telephone interview
- group exercises
- tests
- etc.
Selection methods depend on
the characteristics of the job method of selection changes with the role
the level of pay and training, the more the organization invests, the trickier you will build up the
selection process
again Power-issue is always present in the selection process (selection instruments are not neutral or
objective; criteria allows/gives organizational agents (HRM) power
Fairness! The interviewer and the interviewee
Two key principles for the selection process and the choice of the techniques:
1. Individual differences: All people are different (e.g. soft/hard skills, etc.)
2. Prediction: different aspects of the people must be extended to a prediction of performance in the
workplace

Example:
MacJob easy to find a person for that job, easy to replace, not much training required
- Phone interviews or CV-based selection: process as cheap as possible
- Negotiation power for the worker is low
Knowledge worker difficult to find a person who fits, high level of payment and investment into
training
- The more costly a failure would be, the more sophisticated will the selection process be: more interview
rounds, more people involved, reference checks, special tests or ACs expensive process
- Negotiation power for the knowledge worker is high and it grows substantially with the level of his/her
awareness of his/her worth for the company
What is the cause of the selection process?
To find the right person for the role
To make the selection objective and legitimate (follow-up is possible why we chose this person, use of
scientific methods to legitimize decisions)
BUT: always pseudo-objectivity: there is no real objective point of view
Excurs: gender-issue/discrimination in selection process case study
Strategic approaches to counter subtle gender discrimination at work:
Erase pictures/symbols that have a bad taste regarding sex
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Positive discrimination (neutral ads)

Put values forward
Trained selection committees, looking at different types (tests, learning, etc.)
The potential of possible persons for a role should not be limited by sex

Selection methods
Statistical concepts try to find individual differences of high-level performers
The idea is to select people by giving them certain marks for certain desired characteristics
Reliability refers to the extent to which a selection technique achieves consistency in what it is
measuring over repeated use E.g. two person interview/different techniques same result

Validity refers to the extent to which a selection technique actually measures what it sets out to
measure

Validity coefficient: large number of candidates in testing with criteria

Difficulties
- Developing with validity studies takes a long time
- The data is likely to be old when you get it for the whole pool

Makes only sense with large numbers of applicants

CVs (curriculum vitae) set out the applicants (working) experience, skills and achievements. CVs provide an early
chance for the organization to screen the applicants on:
- persons past (working) experiences and behaviours
- applicants timeline as well as individual milestones
- level of education
Usage of CV and biodata is an interview always necessary???
NO for a MCJob CV-based selection is common, for a Top-end job (Headhunting) CV and biodata are not
available reputation based selection is common.
Middle case looking for knowledge worker interview more important than CV, but we still have it to screen
applicant pool.

Categories to classify selection interviews:

Information elicited: Focus on
- facts (question and answer session)
- subjective information
- underlying attitudes (e.g. social skills available)
Structure
- completely structured (planned questions)
- unstructured (what would you like to tell)
- semi-structured
Order and involvement
- number of interviewer
- number of interview appointments
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- time
- etc.

Reasons for poor results from selection interviewing:

a) Processing of information
Pre-interview

Distortion by CV
(e.g. sex, academic standing)

First impression

Distortion by first impression

(e.g. good looking good P-O fit)

Stereotypes

good worker is
(e.g. experience, age, sex,)

Contrast

Distortion because of other applicants

Attraction

Distortion because finding applicants attractive/not

attractive

b) Skills of interviewing
Structure

Interview structure affect reliability

(e.g. low scores being gained for unstructured interviews)

Questions

Use of multiple, leading, embarrassing and provocative

questions

Listening

Interviewers talk more than listen

Retention and
interpretation

Interview have a poor recall of information

Examples for (successful?) interview methods:

Situational interviews
- Interview questions are derived from systematic job analysis
- What an applicant would do in a series of situations.

Behavioural interviews
- past behaviour (managed in the cv) in different situations

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Comprehensive structured interviews

- mixes all types of questions (e.g. situation, job knowledge)

Critique
? Questions are based on past behaviour
? people tend to behave in selection interviews different
? effect of interview experience, etc.
Psychometric testing consist of two different kinds of test:
a) Ability tests
Focus on mental abilities (verbal reasoning, numerical power, physical skills, etc.)
b) Inventories
Self-report questionnaires about personality, intelligence, values, interests, etc.
In the last years, personal test (inventories) got more and more important.
Example: The five-factor model (Wiggins 1996)
1. Emotional stability

Adjustment vs. anxiety

Dependence vs. independence

2. Extroversion

Sociable vs. misanthropic

Outgoing vs. introverted
Confident vs. timid

3. Openness to experience

Flexibility vs. confermity

Rebelliousness vs. subduedness

4. Agreeableness

Friendly vs. indifferent to others

Compliance vs. non-compliance

5. Conscientiousness

Educational achievements, or as will

Different combinations of the five-factor model mark different ideal (!) types of job holder (e.g. manager)
???
Assessment centers:

Assumption - There is a need for a variety of selection methods, in order to get a fuller picture of an
applicants strengths and weaknesses.
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Solution - Combine selection techniques and apply them together

Types
- Development Centres
- Assessment Centres

Four generalizations
1. Participants are observed by several assessors
2. Assessment includes job/task simulations
3. Information is brought together form all methods
4. Participants can be assessed in groups

Typical assessment centres

- Structured interview
- Perception exercise
- Communication exercise
- Personality inventory
- Customer service questionnaire
- Tests for clear thinking and numerical estimation

AC should give information about

- the ability to work under pressure
- social skills
- preferred work styles
- the ability to think quickly
- the ability to make quick and accurate numerical estimations
- experience for a customer service role

Answer the following review questions:

Describe the power relations in recruitment and selection.
How can recruitment and selection support an organizations diversity management?
Discuss possible ways to improve the reliability and validity of the employment interview.
Discus ways of making job descriptions attractive to potential employees
Discuss if the use of more selection methods bring valid (better) judgement
Discuss the pros and cons of AC
Prepare a report that argues for changes to the recruitment and selection policy.
Create a new recruitment and selection strategy in order to attract and select high potentials WHL
needs.
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Chose recruitment channels to communicate/attract with WHL high potentials. Argue your selection.
Create an attractive job description for an one year internship.
Create a selection interview, work with the different categories discussed in class and identify potential
risks (for poor results) for your ideal WHL selection interview.
Select tests/methods that can be used in order to assess potential WHL employees.

PROs and CONs assessment centers:

Pro
Cons
-

Gives a bigger picture of applicants weaknesses & strengths

Able to apply different selection techniques
Can see soft skills and other abilities not shown in a short interview
Excercises carries out related to job role (individual or group)
Legitimizes decissions for certain applicants depending on results

Very expensive to analyze data and having an AC

Not proven better than traditional interviews
Cross boundaries that wouldnt be crossed in an interview
Bring out more emotions- humilation, crying

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EMPLOYER BRANDING
The main HR problem is obtaining and increasing performance of work:

CAN qualification, knowledge (War for Talent)

WANT motivation, will to perform
ALLOW the role the organization gives to a person, organizational dimension (what it offers)

Concept of employer branding is quite new.

Brand is synonyms to: brand promise, brand proposition, what company represents (symbol).
Its the reputation/picture (internal and external) of an organization as an employer.
What do potential employees say about you? Employer brand exist no matter if its good or bad.

Critical components of employer brand fundamentals:

(1) Benefits
In the branding world: Brands give a(!) promise which comes in many different forms. Benefits as a way to
prove the brand promise
Forms of benefits (Mosley)
(a) Functional concrete things (e.g. money, trainings, company car, flexible hours); hard facts, something
you can hold in hands.
(b) Emotional more abstract, deliver a promise in a more complex way. The main difference with
functional benefits in the cultural background, values. Examples: work environment, team, work for a
company you like/makes you proud of, etc.). On a certain level you can no longer attract people with
money. Emotional benefits go along with the idea of expressive work, be the artist within. Connection of
emotional and functional benefits brand place the main focus between what the brand does and how it
make you feel.
(c) Higher order strong culture, proud to work for this particular company, deeper dimension of
consciousness. Translation of the product brand values into employer brand values. Using a companys
product and be different as working for them.

(2) Brand personality

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Being authentic! Style, tone and range of references used to communicate these benefits describe the
brand personality, which has a focus on social aspects. Personality of some brands is largely defined and
represented by their founder (e.g. Steve Jobs) or a (sport) professional (e.g. Michael Jordan).
(3) Brand positioning and differentiation
Where do I stand and how am I better? Who are main competitors? Positioning how am I different from
others.
Define/shape the brand in relation to a target group!
Target groups are essential in order to compete effectively on the labor market.

New brands tend to be positioned as relatively narrowly

Old brands tend to extend/work with their footprints

Good positioning (processes) consider average aspects as points of parity (Keller)

Brand Mantra is a short 3-to-5 word phrases that capture the irrefutable essence or spirit of the brand.
Brand mantra must clearly delineate what the brand is supposed to present and therefore, at least
implicitly, what it is not.
(4) Brand hierarchy
All about power/ management. Concept of the brand hierarchy is used to define the relationships within a
family of brands.
Focus of different sub-brands is influenced by
-

management focus
organizational objectives/aims
labor market
trends
etc.

(5) Vision and reality

By defining/seeking the key elements of the brand (positioning, mantra, core values, etc.) it is important to
realize, that this is an idealized model of the brand/company.
Two different views on a brand
(1) Brand reality - currently perceived and experienced brand on a certain target group
(2) Brand vision - how the company (management/HR/Marketing) would like to be perceived and
experienced
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Finding and defining the brand vision and reality is the starting point of the brand strategy.

(6) Management and development

Management: close the gap between reality and vision.
Management and development is a dynamic process.
Focus on two goals in order to close the gap

First goal - maintain clarity, consistency and continuity of the brand

Second goal - see and define trends of the labor market, transform this trends into the brand and
introduce changes that will help to develop, stretch and refresh the brand.

Brands can never afford to stand still!

- Individual and/or organizational needs change, or inspirations change, etc.
Brand communication requires constant social analysis and creative attention.

Employer brand positioning

Employer brand positioning refers to way or concept to choose in order to create a distinct impression in the
minds of potential and current employees on the labour market (external environment) and within the company
(internal environment).
With the concept chosen, different target groups are attracted and hence different competitors appear.

THE BASIC POSITIONING MODEL

This model consists of the core proposition, specific customer and employer brand propositions and the labour
market.
CORE PROPOSITION

The distinctive, focal point, the big idea

Brand values: fundamental guidelines and beliefs

Brand personality: personal and cultural characteristics, tone feel and style

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comes from the

corporate
brand

SPECIFIC CUSTOMER AND EMPLOYER BRAND PROPOSITIONS

Target profile: definition of target audience

Proposition: compelling statement of value

Benefits: reasons for choosing and advocating the brand

Tailored to each target group

Constantly refreshed and updated

TARGET AUDIENCE

Internal (current employees)

External (potential employees)

BRAND INTEGRATION
This is an integrated approach where the core propositions need to talk to every target aducience, to all
stakeholders. A competition between two markets exist, the customer brand, meaning products and services
and the employer brand, meaning high potentials and commitment.

BRAND VISION
The brand vision means how the management of a company would like to be perceived externally and
internally. It also refers to the aspect which kind of people and potential the management would like to attract
and have and what feedback and reputation they will give to the outside world about the company itself. Its a
management process.

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BRAND VISION MODEL:

1. Target employee profile(s): Define the kind of profile, values and attitudes potential employees are
supposed to have

different target groups, leading to diversity

2. Employer brand proposition: What is the most compelling reason for people working at your company.
What kind of wording shall they use when talking about the company? Management sets certain
wordings and sentences, how they would like the employees to talk about the organization, and those
wordings are constantly communicated to the employees, both externally and internally.

BRAND REALITY
The brand reality means, how internal and external stakeholders perceive the company currently as an
employer. It is not a management process as there is always an employer brand (even if its has not been
managed)
BRAND REALITY MODEL
The first step when building an employer brand is to analyse the brand realty currently.
1st Step: What type of people are currently working in my company? What is their profile?
2nd Step: What is the common reason why they chose to work for the company? Why would external people
choose to work at the organization?
3rd Step: What is the company like? What kind of characteristic does it have?
4th Step: What do the employees say would be their benefit they draw from working at the company?
5th Step: What are the points of difference to competitors and what are the points of parity?

EMPLOYER BRAND COMMUNICATION

The employer brand communication has the aim to bring the brand reality to the brand vision. This happens
through 3 main approaches:

Feel: emotional engagement, brand ambassador, dramatizing key message, involving the employees

Do: engagement actions (short and longterm), it should not be only a marketing gag, should build trust
in the brand

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Think: Credo for the launch: keep it simple!! , communicate clearly and stay focused! Mind language
barriers in case of international organization.

Pros Employer Branding:

Employer branding is an effective way to communicate to the external and internal labour market
companies have to differentiate from competitors on the labour market(especially from those in the
same business)
increases reputation of the company
ensures competitive advantage more power on the labor market
increases popularity so that everyone wants to work for that company
growth because of the right employees recruited
positive impact on relationship with current employees/ increased motivation of employees
increased performance and productivity
Cons Employer Branding:
too much focus on marketing
tendency to overestimation
concentration on expressive themes (employer image) than on realistic job descriptions/working
climate, etc.
can lead to misinterpretation becoming an unattractive employer
requires extra time and budget

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Comment [k1]: The overall opinion of the

company, not ony about how the company acts as
an employer
Comment [k2]: Being an attractive employer.