DIMITRIOS KORDAS MSc - CONSTRUCTION MANAGEMENT & ENGINEERING M.Eng - CIVIL ENGINEERING

1. GROUP ASSIGNMENT 3: “E-RECRUITMENT AND
SELECTION”
COURSE: MANAGING HUMAN RESOURCE FLOWS (194120090)
ENSCHEDE, 05-12-2012
Dimitrios Kordas (M-CME/s1231901)

2. 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
05-12-2012 2

3. 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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4. 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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5. 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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6. LIMITATIONS ON SOURCES EFFECTS
Sources
interpretation
absorption
Different
outcomes
Certain
sources
Accurate info
about a job
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7. 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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8. 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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9. 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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10. 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 company’s status and job-
increases exposure to public. attributes.
Increases applicants’ familiarity with the Creating positive beliefs about company’s
company. profile and its job attributes.
Affecting the quality of the talent pool.
(source: Collins & Han, 2004) 05-12-2012 10

11. 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 library’s use and
screen potential good candidates)
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12. 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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13. 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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14. 6 CATEGORIES OF E-RECRUITING SOURCES
(source: Lee, 2007) 05-12-2012 14

15. 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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16. 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 person–organization fit is particularly important in recruitment of
Millennial generation employees (Ehrhart, Mayer, & Ziegert, 2012).
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17. 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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18. TOWARDS AN E-HRM & E-RECRUITING MODEL
(Ruël, Bondarouk, & Looise, 2004) (Aurélie & Fallery, 2009)
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19. ARCHITECTURE OF E-RECRUITING
(source: Lee, 2007) 05-12-2012 19

20. COMPARING DESIGN & SEQUENCE OF TASKS
(source: Holm, 2011) 05-12-2012 20