Job Analysis

Job analysis is the process of breaking down a job into its component parts. It requires you to
think carefully about all the tasks (eg book-keeping, selling, etc) undertaken by a defined job
holder. Once you have considered all the tasks, think about the competencies, attributes and behaviours
(eg imagination, initiative, ability to work under stress, etc) which you will be looking for in the person. You
may find it helpful also to think about the importance of individual tasks, the frequency of tasks, the relative
difficulty of tasks, and the consequences of error.
Job analysis is a critical element in the process of recruitment. When a post becomes vacant, there is the
opportunity to look not only at what is involved in the job, but what should be involved, offering an
opportunity to introduce change and to eliminate bad practice which may have crept in.
Here are some of the ways in which you can develop a set of criteria that will help you select an appropriate
candidate for the job. In order to decide on criteria, information will be needed about the following factors:
What does the job involve? What sort of tasks? What sort of skills will be needed to carry out those
tasks: manual skills, clerical skills, selling skills, leadership skills? What sort of knowledge:
equipment, software, foreign languages? What sort of attitudes? Does the jobholder need to be
friendly, flexible, caring, etc?
In what context is the job performed? Is it in constant contact with customers or other staff? What
levels of responsibility are there? Who would the jobholder report to and what type of supervision
will they require? How would working conditions impact upon the type of person who would fit the
job requirements?
Finding information
Once you have developed a list of factors, you can ask where you would be likely to find such information.
In a smaller organisation (or department) of, say three or four people, most of the people working there
are likely to know quite a lot about the requirements of the job, because they are already doing all or part
of it. The growth of a company (or department) to beyond six or seven people means that it is not all that
easy any more. A manager or supervisor may think they know what a job entails, but often only know what
managing the job entails, and this is a quite different set of information.
You should look at the likeliest sources of effective job information. Often you can assume that the boss
is the most likely person to know what the job requires; 'doing', however, is a different skill to managing.
You may find that as you develop your management skills you become more distant from the job and need
to look elsewhere for your information.
There are a number of sources of information, and methods that you can use to collect it, to help you
develop a clear picture of the job requirements. Some of these are complex and may not seem worth the
effort. Listed below are some of the sources of information from which you might gain a clearer picture:
Someone who has held the job in the past - this person will have a great deal of information about
the job, although it may be biased. In the case of a new job, this source is unavailable and you will
need to consider the next most accurate source;
 The group or team in which the job is to be performed - in a smaller business unit, working under
pressure, existing staff are likely to be doing the job already to some extent; and,
The boss or the person who is directly responsible for supervising the new job - this may be the
most inaccurate source of job-related information as that person may offer criteria related to their
own personal preferences and not to the needs of the job. This is, however, the most common
source of job-related information.
Where possible you should always use more than one information source when deciding what it is that the
job requires. Do not make assumptions that you alone know what a job entails. You may be wrong.
Collecting information
Once you have decided on the sources of information you will use, you may wish to consider how you
intend to collect it. When collecting information you need to use methods which will give the best possible
picture of the needs of the post. You can use three main rule of thumb methods:
Observation - this applies where there is already a person in the post to observe;
Individual interview - again, this is of more use where there is already a postholder to interview;
and,
Group interview - this means involving the group or team who may be already doing the job
between them and asking what it is likely to involve and what type of person would be needed to
fill it.
Example
Job analysis: Job Title: Office Manager
Task
Allocate work to suitable staff.
Reception, word processing, book-keeping and other work as required.
Maintenance of equipment.
Ordering materials.
Training staff.
Monitoring costs.
Knowledge
Awareness of staff skills.
Skills to operate machines.
Maintenance timetable.
Re-order procedures.
Skills
People management.
Computing.
Fault finding.
Able to use equipment.
Aptitudes
Ability to prioritise time planning.
Manual dexterity.
Clerical.
Teaching.
Numeracy.
Attitude
Pleasant manner.
Desire to complete jobs on time.
Willingness to join in.
Understand importance of cost control.

JOB SPECIFICATION, JOB DESCRIPTION AND JOB EVALUATION

Definition: Job Description
Job description is an informative documentation of the scope, duties, tasks, responsibilities and working
conditions related to the job listing in the organization through the process of job analysis. Job Description
also details the skills and qualifications that an individual applying for the job needs to possess. It basically
gives all the details which might be good for both the company and the applicant so that both parties are
on the same page regarding the job posting.
The job description is used in the recruitment process to inform the applicants of the job profile and
requirements, and used at the performance management process to evaluate the employees performance
against the description. Basically, job analysis is bifurcated into two components namely job description
and job specification.
Employee job descriptions are written statements that describe the duties, responsibilities, required
qualifications, and reporting relationships of a particular job. They are based on objective information
obtained through job analysis, an understanding of the competencies and skills required to accomplish
needed tasks, and the needs of the organization to produce work.
Employee job descriptions clearly identify and spell out the responsibilities of a specific job.
They also include information about working conditions, tools, equipment used, knowledge and skills
needed, and relationships with other positions including the boss.
Effectively developed, employee job descriptions are communication tools that are significant in your
organization's success. Poorly written employee job descriptions, on the other hand, add to workplace
confusion, hurt communication, and make people feel as if they don't know what is expected from them.

Importance of Job Description

Job description is the most important thing which a candidate gets about a job listing. Job description gives
all the relevant and necessary details about a job. The details which can help one decide whether the job
is relevant or not. Qualifications, roles, responsibilities etc are included in the job description document
which paints a clear picture of what is expected from the particular role.

Job Description Components

A Job description will include the following:
- Roles and responsibilities of the job
- Goals of the organization as well the goals to be achieved as a part of the profile
- Qualifications in terms of education and work experience required have to be clearly mentioned
- Skill sets required to fulfill the job
- Salary range of the job

Job Description Sample

A typical job description would have job title followed by summary. After these, there could be a detailed
description of the role. Education qualifications required are also mostly included along with location.
Job Title Regional Sales Manager

Location NY,CA

The RSM would be responsible for the sales of territory assigned. The territories would be in and
around the job location.
The RSM should be motivated and willing to make decisions on his/her own. The sales quota and
Description
targets would be predefined.
The RSM would be leading the local sales team of approx. 5-6 team size.
(The description should cover all the details)

Education Graduate with Business Degree/Diploma

Experience 7-8 years of experience in FMCG Sales

The table above shows a sample job description. Formats for job description may vary from company to
company but the overall details would be similar.

Advantages of Job Description

There are many benefits of having a comprehensive job description given by a company. Some of the
advantages of job description are mentioned below:
1. Helps companies understand the type of candidate they should search for based on title, position and
location
2. Employees are well aware about their job roles & duties
3. Job description helps in understanding the workplace environment, benefits etc for a prospective
employee
4. Helps in better recruitment & selection
5. Job description clearly highlights all the requirements, objectives & goals that it wants an employee to
perform

Disadvantages of Job Description

Despite being a thorough documentation related to the job, there are certain limitation of job description:
1. Job descriptions are time bound and can change with organization structure, industry policies, company
requirements etc
2. It can only highlight the macro criteria of a job but cannot fully explain the obstacles, emotional
requirements etc related to the job
3. Incomplete job description lacking quality information can misguide both the HR manager as well as the
employee
Job Specification
A job specification describes the knowledge, skills, education, experience, and abilities you believe are
essential to performing a particular job. The job specification is developed from the job analysis. Ideally,
also developed from a detailed job description, the job specification describes the person you want to hire
for a particular job.
A job specification cuts to the quick with your requirements whereas the job description defines the duties
and requirements of an employees job in detail.
The job specification provides detailed characteristics, knowledge, education, skills, and experience
needed to perform the job, with an overview of the specific job requirements.
Components of a Job Specification
Experience: Number of years of experience in the job you are seeking to fill. The number of years of work
experience required for the selected candidate. Note whether the position requires progressively more
complex and responsible experience, and supervisory or managerial experience.
Education: State what degrees, training, or certifications are required for the position.
Required Skills, Knowledge, and Characteristics: State the skills, knowledge, and personal
characteristics of individuals who have successfully performed this job. Or, use the job analysis data to
determine the attributes you need from your ideal candidate. Your recruiting planning meeting or email
participants can also help determine these requirements for the job specification.
High-Level Overview of Job Requirements: In under ten bullet points, cite the key components and
requirements of the job you are filling.
A job specification is useful for recruiting as it helps you write your job postingsand your website recruiting
material. The job specification is also useful for distribution in social media, for screening resumes, and for
interviewers.
It makes employees cut to the quick in terms of what is really needed for performing the job. In this sense,
it is useful for screening and selecting candidates as it describes the most important and significant
characteristics you seek in your new employee. This is a useful approach and tool when you seek to
narrow the field when faced with hundreds of resumes.
Job Specification Example
Experience: Marketing Manager:
10 years of progressively more responsible positions in marketing, preferably in a similar industry
in two different firms.
Experience supervising and managing a professional marketing staff of seven.
Education: Marketing Manager:
Bachelor's Degree in Marketing or a related field required.
Masters in Business or Marketing preferred.
Required Skills, Knowledge, and Characteristics: Marketing Manager
These are the most important qualifications of the individual selected as the marketing manager.
Strong effective communicator.
Highly developed, demonstrated teamwork skills.
Ability to coordinate the efforts of a large team of diverse creative employees.
Demonstrated ability to increase productivity and continuously improve methods, approaches,
and departmental contribution. Commitment to continuous learning.
Expert in the internet and social media strategy with a demonstrated track record on Facebook,
Twitter, and other social media outlets that are significant in company outreach.
Demonstrated effectiveness in holding conversations with customers, customer evangelism, and
customer-focused product development and outreach.
 Demonstrated ability to see the big picture and provide useful advice and input across the
company.
Ability to lead in an environment of constant change.
Experience working in a flexible, employee empowering work environment in a small to medium-
sized company without marketing staff on the same level. Structured, departmentalized or large
company experience will not work here.
Familiarity and skill with the tools of the trade in marketing including PR, written communication,
website development, market research, product packaging, Microsoft software suite of products,
visual communication software products, and creative services.
Experienced in advising product teams about potential markets, desirable product features, go-
to-market best practices, and measuring the success of outreach and product sales.
Experience managing external PR and communication consulting firms and contractors.
Experience in the global marketplace is a plus. Managing global marketing teams or agencies is
a plus.
High-Level Overview of Job Requirements: Marketing Manager:
The selected marketing manager must be able to perform effectively in each of these areas:
Researching and evaluating new product opportunities, demand for potential products, and
customer needs and insights.
Overall marketing strategy and execution of plans for the existing products.
Serve as a partner to finance and product development in determining the viability of potential
markets before production of a product with no business case or strategy prepared in advance.
Working with product development teams to manage new product development.
Managing launch campaigns for new products.
Managing distribution channels for products.
Ensuring effective, branded marketing communications including the company website, print
communication, and advertising.
Managing media and marketing staff and external PR agencies.
Analysis of the effectiveness of all marketing efforts including their contribution to the
effectiveness of sales campaigns.
The marketing manager position is expected to contribute a great deal to the effectiveness of the
company in identifying products and markets, suggesting sales strategies and approaches, and in
measuring the results of all of the efforts.

Job Evaluation
Job evaluation is the process of analyzing and assessing various jobs systematically to ascertain their
relative worth in an organization. Job evaluation is an assessment of the relative worth of various jobs on
the basis of a consistent set of job and personal factors, such as qualifications and skills required.
The objective of job evaluation is to determine which jobs should get more pay than others. Several
methods such as job ranking, job grading, and factor comparison are employed in job evaluation. Research
indicates, however, that each method is nearly as accurate and reliable as the other in ranking and pricing
different jobs. Job evaluation forms the basis for wage and salary negotiations.
Job Advertisements
Writing a job ad is just like writing any advertisement. You need to know your target audience, address
them in the language they understand and offer them what they want. Theres nothing worse than writing
an ad for a position you are hoping to fill, posting it online or even running it in a local paper (yes believe
it or not this does still happen!) and then either not receiving any responses at all, or perhaps worse still,
being inundated with applications from people who are completely not suitable for the role.
Improving the quality (as opposed to quantity) of your response starts by having a well-written
advertisement (often the first impression a candidate has of your organisation) that is really going to target
the appropriate audience.
Exactly who is your target audience? What are they doing now? What steps are they taking to look for a
new opportunity?
Your job ad needs to speak directly to them. Otherwise you seriously may as well roam the streets like a
19th Century town crier calling out to every man and his dog in the hope that someone hears you.
An effective job ad is not just a job description. It is a carefully crafted message with the aim of attracting
the best qualified candidates for your job.
Think of your job ad like a funnel where initially you are casting the net out wide to a broad audience. Then,
as the readers make their way through your carefully crafted advertisement, they are either self-ejecting
from the process or they are mentally ticking all the boxes because they can actually picture themselves
in the role. In the end you really only want a handful of suitable candidates to apply.
What are the key steps to writing a compelling job ad?
1. Catchy Job Title
1. Be Specific About the Role
2. Distinguish Must Haves From Nice-to-Haves
3. Dont Exaggerate
4. Offer Challenges, Not Rewards
5. Tell Them About Your Company
6. Provide a Phone Number for Enquiries
7. Ask for a Cover Letter
8. Talk to the Reader
9. Nail the Short Description

Internal and External Sources of Candidates

The searching of suitable candidates and informing them about the openings in the enterprise is the most
important aspect of recruitment process. The candidates may be available inside or outside the
organisation. Basically, there are two sources of recruitment i.e., internal and external sources.

Recruiting typically brings to mind Monster.com, employment agencies and classified ad, but (as at GE
Medical) internal sources in other words, current employees or promotions form a within are often the best
source of candidates.
Internal Sources: Pros and Cons
Best employees can be found within the organisation When a vacancy arises in the organisation, it may
be given to an employee who is already on the pay-roll. Internal sources include promotion, transfer and
in certain cases demotion. When a higher post is given to a deserving employee, it motivates all other
employees of the organisation to work hard. The employees can be informed of such a vacancy by internal
advertisement.
Filling open position with inside candidates has several advantages. First, there is really no substitute for
knowing candidates strengths and weaknesses, as you assumedly to after working with them for
sometime. Current employees may also be more committed to the company. Morale may rise if employees
see promotions as rewards for loyalty and competence. And inside candidates should require less
orientation and (perhaps) training than outsiders.
However, hiring from within can also backfire. Employees who apply for jobs and dont get them may
become discontented: telling unsuccessful applicants why they were rejected and what remedial actions
they might take to be more successful in the future is crucial. Many employers require managers to post
job openings and interview all inside candidates. Yet the manager often knows ahead of time exactly whom
he or she wants to hire. Requiring the person to interview a stream of unsuspecting inside candidates can
be a waste of time for all concerned. In breeding is another drawback. When all managers come up
through, they may have a tendency to maintain the status quo, when a new direction is required.
Finding Internal Candidate:
Job posting: Publicizing an open job to employees (often by literally posting it on bulletin boards) and
listing its attributes, like qualifications, supervisory working schedule and pay rate.
To be effective promotion from within requires using job posting, personnel records, and skills. Job posting
means publicizing the open job to employees (usually by literally posting it on company intranets or bulletin
boards). They list the jobs attributes, like qualifications, supervisor work schedule and pay rate.
Qualifications inventory tools like those the described earlier (has computerized skills banks) also play a
role. Thus, perusing the skill bank database may reveal persons who have potential for further training or
who have the right background for the open job.
Rehiring: Should you rehire someone who left your employment? It depends. On the plus side, former
employees are known quantities (more or less) and are already familiar with the companys culture, style
and ways of doing things. On the other hand, employees who were let go may return with less than positive
attitudes. Hiring former employees who resigned back into better positions may signal current employees
that the best way to get ahead is to leave the firm.
In any event, there are several ways to reduce the chance of adverse reactions. After rehired employees
have been back on the job for a certain period, credit them with the years of service they had accumulated
before they left. In addition inquire (before rehiring them) about what they did during the layoff and how
they feel about returning to the firm: You dont want someone coming back who feels theyve been
mistreated said one manager.
Succession planning: The ongoing process of systematically identifying assessing, and developing
organizational leadership to enhance.
Forecasting the availability of inside executive candidates is particularly important in succession planning
the ongoing process of systematically identifying, assessing and developing organizational leadership
to enhance performance. Where succession planning aims to identify and develop employees to fill specific
slots, talent management is a broader activity. Talent management involves identifying recruiting, hiring,
and developing high potential employees. About 36% of employees have formal succession planning
programs in place.
Succession planning entails three steps: Identifying and analyzing key role jobs, creating and assessing
candidates and selecting for the key positions.
First, based on the firms strategic goals, top management and the HR director identify what the companys
future position needs will be, and formulate job descriptions and specifications for them. Thus, plans to
expand broad may suggest bulking up the management talent in the firms international division. As one
succession planning expert says a strategic business plan can only be realized when the right people are
at right place and at the right times to do the right things.
After identifying future key position needs, management turns to the job of creating and assessing
candidates for these jobs. Creating means identifying potential internal and external candidates or future
key positions and then providing them with the developmental experiences they requires to be viable
candidates when its time to fill the positions. Organizations develop high potential employees through a
variety of means. Most use internal training and cross functional experiences: they also use job rotation
external training, and global / regional assignments.
Finally, succession planning requires assessing these candidates and selecting those who will actually fill
the key positions.
Methods of Internal Recruitment
1. Transfers: Transfer involves shifting of persons from present jobs to other similar jobs. These do not
involve any change in rank, responsibility or prestige. The numbers of persons do not increase with
transfers.
2. Promotions: Promotions refer to shifting of persons to positions carrying better prestige, higher
responsibilities and more pay. The higher positions falling vacant may be filled up from within the
organisation. A promotion does not increase the number of persons in the organisation.
A person going to get a higher position will vacate his present position. Promotion will motivate employees
to improve their performance so that they can also get promotion.
Advantages of Internal Sources:
1. Improves morale:
2. No Error in Selection:
3. Promotes Loyalty:
4. No Hasty Decision:
5. Economy in Training Costs:
6. Self-Development:
Disadvantages of Internal Sources:
(i) It discourages capable persons from outside to join the concern.
(ii) It is possible that the requisite number of persons possessing qualifications for the vacant posts may
not be available in the organisation.
(iii) For posts requiring innovations and creative thinking, this method of recruitment cannot be followed.
(iv) If only seniority is the criterion for promotion, then the person filling the vacant post may not be really
capable.
In spite of the disadvantages, it is frequently used as a source of recruitment for lower positions. It may
lead to nepotism and favouritism. The employees may be employed on the basis of their recommendation
and not suitability.
(B) External Sources:
All organisations have to use external sources for recruitment to higher positions when existing employees
are not suitable. More persons are needed when expansions are undertaken.
The external sources are discussed below:
Merits of External Sources:
1. Availability of Suitable Persons:
Internal sources, sometimes, may not be able to supply suitable persons from within. External sources do
give a wide choice to the management. A large number of applicants may be willing to join the organisation.
They will also be suitable as per the requirements of skill, training and education.
2. Brings New Ideas:
The selection of persons from outside sources will have the benefit of new ideas. The persons having
experience in other concerns will be able to suggest new things and methods. This will keep the
organisation in a competitive position.
3. Economical:
This method of recruitment can prove to be economical because new employees are already trained and
experienced and do not require much training for the jobs.
Demerits of External Sources:
1. Demoralisation:
When new persons from outside join the organisation then present employees feel demoralised because
these positions should have gone to them. There can be a heart burning among old employees. Some
employees may even leave the enterprise and go for better avenues in other concerns.
2. Lack of Co-Operation:
The old staff may not co-operate with the new employees because they feel that their right has been
snatched away by them. This problem will be acute especially when persons for higher positions are
recruited from outside.
3. Expensive:
The process of recruiting from outside is very expensive. It starts with inserting costly advertisements in
the media and then arranging written tests and conducting interviews. In spite of all this if suitable persons
are not available, then the whole process will have to be repeated.
4. Problem of Maladjustment:
There may be a possibility that the new entrants have not been able to adjust in the new environment.
They may not temperamentally adjust with the new persons. In such cases either the persons may leave
themselves or management may have to replace them. These things have adverse effect on the working
of the organisation.
Suitability of External Sources of Recruitment:
External Sources of Recruitment are Suitable for The Following Reasons:
(i) The required qualities such as will, skill, talent, knowledge etc., are available from external sources.
(ii) It can help in bringing new ideas, better techniques and improved methods to the organisation.
(iii) The selection of candidates will be without preconceived notions or reservations.
(iv) The cost of employees will be minimum because candidates selected in this method will be placed in
the minimum pay scale.
(v) The entry of new persons with varied experience and talent will help in human resource mix.
(vi) The existing employees will also broaden their personality.
(vii) The entry of qualitative persons from outside will be in the long-run interest of the organisation.
Online Recruitment
What is online recruitment?
Online recruitment uses the power of the internet to match people to jobs. Fundamentally, it is about
advertising vacancies on either job sites or corporate websites. At this very basic level it is particularly
effective at getting a high level of response. While it may generate hundreds more applications than
traditional print advertising, simply attracting more candidates is only part of the job. The current view is
that truly effective online recruitment could be as low as 10% of the top blue-chip corporate companies.
The real strength and power of online recruitment, when done properly, lie in harnessing internet
technology to not just attract candidates but to deal with them too. In this sense it is also about streamlining
the recruitment process -so busy HR departments can give a better recruitment service to their colleagues
in finance, marketing, sales and manufacturing. Plus it frees up more of their time for more value-added
tasks.
A specialist software provider, such as HR Portal, can develop bespoke application programmes for
recruiters that will save time, effort and money. They can automate the pre-selection process by setting
'killer questions' (that only the top candidates will answer correctly), profiling and scoring, psychometric
tests and automatic CV scans to look for key words such as qualifications and experience.
What are the benefits of online recruitment over traditional recruitment?
There are many benefits to be had by recruiting online: here area few.
1) Wide geographical reach
Advertising online opens up a much wider candidate pool than advertising in print. This gives you a much
better chance of finding the right candidate for the job. Note, however, this is only a benefit if sifting, sorting
and grading tools are applied to the applications coming in. Otherwise you'll have hundreds to go through
manually which becomes a liability. As we said, the advertising is only part of the effective online
recruitment.
2) Speed
Jobs posted online go live in literally minutes and candidates can - and do - respond immediately. HR
Portal has a great statistic from one of its clients HFC Bank: from the vacancy appearing online to the
candidate appearing in the interview room took just three hours. While this was an exception, it proves it
can be done.
For companies needing to recruit staff quickly to handle extra work, cover sickness, leave or other staff
shortages, the option to advertise, select and appoint people within (typically) 48 hours is a huge bonus.
3) Lower Cost
This may surprise you but technology in online recruitment is not expensive. By saving on time, design
and print costs and targeting precisely the best sites for the best candidates, online recruitment is a very
cost-effective option.
Not only that, but the hours saved through automating the pre-selection process represent a considerable
cost cut in terms of HR time needed to get candidates to the interview stage. Suddenly, HR staff have time
to do more productive things.
4) Automating the Process
The pre-selection process can be tailored to individual companies' needs. This way, you can sift and sort
candidates who meet your exact needs. Not only does this save time (and cost) it also results in a better
quality of candidate reaching the interview stage having already established they meet certain key criteria.
Automating the application process also gives a level playing field to all candidates - whether they come
directly to your company's site, via a recruitment consultant or in response to a print advertisement. For
many larger organisations, achieving consistency of handling candidates across many branches or
regional offices can be a problem: online recruitment solves it.
5) Interaction with candidates
Working online via websites and email is the way of the future. It's not just the youngsters who are logging
on to find jobs either. Recent results from NORAS shows 35% of all users are over 35. It's quick, personal
and direct. Questions are answered in seconds and information is immediately accessible. What better
way to establish whether the candidate is right for you (and indeed that you are right for them)?
Another benefit is that candidate information can be held on file (your own searchable CV database). So
if someone is not quite right for the job for which they're applying, you can see if their skills and profile
match another job better. Working online opens up communication channels and enables you to go directly
to the candidate either immediately or at a later date when an opportunity arises.
Social Media Recruitment
Online recruiting is all about finding quality candidates and making connections with them. And social
media is where people hang out online to express ideas and interact with each other.
According to GlobalWebIndex, the average internet user has more than 5 social media accounts. People
go to these different communities to share whats on their mind and converse with like-minded people.
Like a town center, social media sites have become the focal point for online interaction.
Sites like LinkedIn, Facebook, Twitter and a handful of others offer recruiters a tremendous opportunity to
connect with candidates many of whom would never be found through traditional sources.
Most companies use social media to recruit candidates but not all are doing it successfully. In this guide,
well discuss the benefits of social media recruiting and some ways you can connect with talented people
online.
How to recruit on social media
Every company should develop its own unique social media recruiting strategy. Here are a few basic ideas
your company can use to get started:
Participate in the right conversations. The key to recruiting on social media is to cut through the
noise and find the right people. Being active in LinkedIn groups and using hashtags are great ways
to get your job openings in front of candidates you want to apply. For example, #devjobs or
#NYChiring can help you reach the right candidates on Twitter.
Take a soft approach and promote your culture. Social media recruiting goes beyond posting
open roles from company accounts. You should also share content that shows your company is a
great place to work so you can organically attract candidates. People love talking about companies
with unique cultures so this type of content often gets a lot of shares.
 Dont overlook the niche networks. Sure, everyone and their parents are on Facebook, LinkedIn
and Twitter these days. But you can find specific candidates by perusing niche networks and
forums. For example, developers are sharing knowledge on GitHub and StackOverflow. Marketers
are bouncing ideas off each other on Moz and Warrior Forum. And your next great leader may
have just provided a thought-provoking answer on Quora.
Involve every employee. You likely have some social media power users in your workplace.
Encourage your entire staff to share openings and, in general, be an evangelist for your brand on
social media. Some companies have strict social media rules but allowing your employees to talk
about their work experiences in a responsible manner can pique the curiosity of a potential
candidate.
Help your recruiters grow a social media presence. Corporate accounts can only accomplish
so much. Individual recruiters can make person-to-person connections with candidates but should
first know social media best practices and use their accounts on a regular basis.
LinkedIn recruiting tips
Out of all the social media networks, LinkedIn is of course the best one for recruiting. Nearly everyone with
an established career has a profile on the Worlds Largest Professional Network.
You can use the site to attract active candidates and connect with passive ones. Here are a few tips for
getting started at LinkedIn recruiting.
Fully complete your brand page. A completed company page shows up in LinkedIn search
results and gives you the opportunity to showcase your company culture. Job searchers will find
the page, see your openings and learn everything they need to know about your organization.
Use filters to find the right candidates. Since there are so many people on LinkedIn, recruiters
are able to use filters to find potential candidates. For example, you can search by location, current
and past company, years of experience, and a number of other factors that help you zero-in on
candidates who check all the boxes.
Reach out with a personal touch. Experienced and talented people hear from a lot of recruiters
on LinkedIn. Dont copy and paste the same message to everyone you try to connect with. Instead
mention what about the candidate caught your attention and makes you think they would be a good
fit for your company.
The benefits of social media recruiting
The idea businesses can recruit and hire using social media is no longer a gimmick. Its now a vital channel
for sourcing candidates and promoting company culture. Here are some benefits of using social media in
your recruiting efforts:
Reach the elusive passive candidate. Social media is the best way to find and connect with
passive candidates. LinkedIn is essentially a directory of professionals organized by industry,
company, job title and a number of other categories.
See talent and passion firsthand. Many people use social media to make it known they love their
career. You can find passionate people and learn what amazing work theyve done and creative
ideas they have.
Get resumes details without a resume. On LinkedIn, and to some extent Facebook, you can
view a persons complete work and education history. Youll know if a candidate has the experience
the role calls for before you reach out to them.
Find a great culture fit. Social media allows you to learn what a persons hobbies are and even
conclude what sort of personality they have. You can find candidates who are skilled and will also
be a good fit for your workplace.
Filter out bad candidates. Some people behave poorly on social media. You can determine if a
potential candidate has a bad attitude by seeing what they share online.
Save money. Unless you promote job openings through paid campaigns, social media recruiting
is completely free.

Employment Agencies, Recruitment Agencies, Employee Leasing and Professional Employee

Organization
Employment Agency: An employment agency is a firm hired by a company to help with its staffing needs.
Employment agencies find people to fill all kinds of jobs, from temporary to full-time, in a number of career
fields. Whether a company needs a nurse, an administrative assistant, a manager or a carpenter, an
employment agency can find the right employee.
What Is A Recruitment Agency?
Recruitment agencies are outside firms who go and find candidates for employers. Do not confuse
recruitment agencies with employment agencies. The main difference lies in who ends up being your
employer.
If you get a job through a recruitment agency, you become an employee of the employer.
If you get a job through an employment agency, you become an employee of the employment
agency.
There are employment agencies out there who provide IT support people to firms, but professional
engineering roles are normally found through recruitment agencies.
Employee Leasing: Arrangement in which a firm (called subscribing firm) transfers its employees to
another firm (called leasing firm) which specializes in human resource management, payroll accounting,
and risk administration. The subscribing firm leases its employees back as employees of the leasing firm
and usually pays more for their services than their salaries at the time of transfer. This way the payroll and
associated expenses and taxes of the leased employees become the leasing firm's liabilities. Employee
leasing companies take responsibilities like payroll, benefits, HR issues and risk management off the
business owners pate so it can focus on being successful.
Professional Employment Organization: A Professional Employer Organization (PEO) is an outsourcing
company that offers various employment-related services. An employer may contract with a PEO to
outsource functions such as hiring and firing workers, administering benefits, and purchasing workers
compensation coverage. PEOs (Professional Employer Organizations) partner with companies to provide
comprehensive HR outsourcing to help manage a companys human resources, employee benefits,
regulatory compliance, and payroll outsourcing. A PEO works through a co-employment arrangement,
which means the PEO contractually shares certain employer responsibilities with the company.