GROUP ASSIGNMENT 3: E-RECRUITMENT AND

SELECTION
COURSE: MANAGING HUMAN RESOURCE FLOWS (194120090)

ENSCHEDE, 05-12-2012
Dimitrios Kordas (M-CME/s1231901)
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 Process
Recruitment Activities Process Variables
- Sources - Applicant attention Recruitment Results
- Recruiters - Message credibility Benchmarking:
- Message - Accuracy of Outcomes-Objectives
expectations
- Self insight

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RECRUITMENT PROCESS
Message
1 vividness
Concrete
Generate
Applicants language
Effects of Information
recruitments Personal-accuracy
activities

Process
3 2 Recruitment
Influence Maintain communication
decisions status Info-specificity
E-recruiting
effectiveness
JRPs
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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

Recruitment activities
Frequency of source usage
Type of sources (newspaper ads,
employee referrals, direct applications)

TARGET: Post-hire Outcomes

Higher applicants accuracy of expectations
Applicants have better insight of themselves

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LIMITATIONS ON SOURCES EFFECTS

Sources
interpretation
absorption

Different
outcomes

Certain
sources

Accurate info
about a job

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RECRUITERS ROLE
3-D effects on Candidates

Recruiters informativeness

Recruiters credibility

Recruiters personal & geographical diversity

Recruiters 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

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)

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MARKETING-DRIVEN RECRUITMENT STRATEGIES

Marketing strategies Low-involvement High-involvement

Recruiting tools General ads in student newspapers, in Detailed recruitments ads

college halls Posting company brochures
Use of sponsorship (e.g. donate money for Requirement: high cognitive effort for
naming rights) processing.

Goals Corporate Advertising: Providing extensive arguments and

Creates signal of brand awareness and detailed data on companys status and job-
increases exposure to public. attributes.
Increases applicants familiarity with the Creating positive beliefs about companys
company. profile and its job attributes.
Affecting the quality of the talent pool.

(source: Collins & Han, 2004) 05-12-2012 10

ADVANTAGES OF E-RECRUITING I

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 librarys 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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DISADVANTAGES OF E-RECRUITING

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)
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6 CATEGORIES OF E-RECRUITING SOURCES

(source: Lee, 2007) 05-12-2012 14

LIMITATIONS
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.
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MANAGERIAL (FUTURE) IMPLICATIONS

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 personorganization fit is particularly important in recruitment of

Millennial generation employees (Ehrhart, Mayer, & Ziegert, 2012).

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MANAGERIAL (FUTURE) IMPLICATIONS

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)

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TOWARDS AN E-HRM & E-RECRUITING MODEL

(Rul, Bondarouk, & Looise, 2004) (Aurlie & Fallery, 2009)

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ARCHITECTURE OF E-RECRUITING

(source: Lee, 2007) 05-12-2012 19

COMPARING DESIGN & SEQUENCE OF TASKS

(source: Holm, 2011) 05-12-2012 20