Henry and Noon 

Process of generating a pool of candidates from which to select the appropriate person to fill a job vacancy

• Recruitment strategy may be affected by size:
• Large organisations more likely to have dedicated staff, more sources, adopt diversity practices--- Hoque and Noon 2004
• SMEs less likely to recruit nationally or internally but have greater knowledge of local markets e.g., local hotels are more effective at recruitment than national chains--- Lockyer and Scholarios 2004

The attraction-selection-attrition (ASA) framework

-- Schneider (1987)

attraction-selection-attrition model

A theory holding that: (1) individuals are attracted to organizations whose members are similar to themselves in terms of personality, values, interests, and other attributes; (2) organizations are more likely to select those who possess knowledge, skills, and abilities similar to the ones their existing members possess; and (3) over time, those who do not fit in well are more likely to leave. Owing to these three factors, the personal characteristics of those who work for an organization are likely to become more similar over time, leading to the consolidation of organizational culture.

Recruitment methods

• Local university careers service
• Advert in local/national newspapers
• Company website
• Professional bodies
• Recruitment websites
• Produce articles for trade press
• Develop links with local schools
• Offer work experience or vacation employment
• Offer university sponsorship
• Recruitment agencies

Methods of on-line recruitment

• Be innovative!
• Create separate recruitment website
• Add recruitment zone to existing website
• Use specialist recruitment website
• Use social networking sites to engage with job-seekers

On–line recruitment

• May lead to high number of unsuitable responses
• Use of screening software and algorithms may lead to discrimination
• line completion of application forms may produce a lower number of candidates but a higher quality

Specify strict application process to reduce applicants – 1 page CV and 10 bullet points on why they suit the role

Use social networking sites

• Make use of existing networks to advertise organisation (linked in, twitter, Facebook)
• Provides opportunity for candidates to learn about organisation
• Develop brand

Innovative and inexpensive methods- see People Management article on LC

• Wheyhey used Snapchat to encourage possible applicants to get in touch
• Try before you buy

Innovative and inexpensive methods

• Take a video to show what working for the organisation is like and post on social media or a careers page
• New recruitment agencies use matching technology to match organisation and applicant values

Employer branding

• Aim to project a desirable image e.g., become ‘employer of choice’
• Leads to reduced employment costs due to unsolicited applications (Taylor 2002)
• Identify unique selling proposition e.g., corporate values, high pay, flexibility, friendly atmosphere
• Employee attitude survey to ensure claims are true
• graduate employers cited improving student perceptions of their organisation as their biggest challenge (High fliers 2015)

Evaluate

• Number of enquiries
• Number of candidates shortlisted
• Number of candidates recruited
• Number of candidates retained after 6 or 12 months
• Cost
• Time to recruit
• Quality of successful candidates
• Quality of process from candidate perspective

How do you fill a vacancy when no one applies?

Change the job………

Bigger, better, smaller, more flexible, easier, more challenging…

Be creative

GCHQ Advert posted in the magazine Fyne Times which is aimed at an LGBT audience

• Made a huge effort to make it known that they're open to applications from all groups of society
• Branded themselves as an inclusive employer

Stagecoach recruitment

• Move to widen access to the professions
• Don’t just want white male drivers - want drivers who reflect the characteristics of their passengers

Move to widen access to the professions

• EY – no longer a requirement for candidates to have set level of UCAS points or particular level of degree. Qualifications now considered at the end of recruitment process
• “we believe we have a social obligation to break down the barriers that exclude talented people from certain backgrounds’” Maggie Stilwell EY’s managing partner for talent (2015)

Deloitte Consulting

• 2015 Deloitte’s introduced ‘blind CV’ hiring so interviewers do not know school or university the applicant attended.
• Introduced ‘contextualised recruitment’ taking into account candidates’ social background. Have data on school performance of 4000 secondary schools and 6th form colleges and postcodes.

“we need to hire people who think and innovate differently, come from a variety of backgrounds and bring a range of perspectives and experience into the firm” David Sproul CE Deloittes UK (2015)

Penguin Publishing

• Has removed the ‘degree filter’ from the hiring process. It will allow candidates to demonstrate their potential, creativity, strengths and ideas rather than requiring a degree.
• “This is the starting point for our concerted effort to make publishing far, far more inclusive than it has been to date. Now we need to be more visible to talented people across the UK” Neil Morrison Group HR Director (2016)

Applicants from top school have:

• Good education leading to high grades
• Family connections leading to work experience and internships
• High aspirations
• Confidence
• Support with application process
• Experiences that tick competency boxes
• Public speaking skills
• Current affairs knowledge
• Similar interests to the interviewing panel

SOCIAL CLASS:

• cultural capital
• social capital
• economic capital

Habitus - In sociology, habitus (/ˈhæbɪtəs/) is the way that people perceive and respond to the social world they inhabit, by way of their personal habits, skills, and disposition of character.

'The physical nature of cultural capital, the tacit habits, and behaviours that we develop due to our life experiences.'

• Selection is a game so teach the rules!
• Melchers et al (2009) candidates who could identify targeted dimensions in an interview were rated higher regardless of cognitive ability
• explicit about how you will assess, provide information to all candidates – level the playing field

1. AMO Model (Ability, Motivation, Opportunity):
   • The model suggests that employee performance depends on three elements: ability, motivation, and opportunities.
   • It emphasizes that even highly capable employees may not perform well if the organizational conditions are not conducive.
     Analysis: This model underscores the multifaceted nature of employee performance, emphasizing the role of not just individual competence but also motivation and the environment.

• Clear definition of the job role is essential.
• Attracting a wide pool of candidates is important for finding high-performing individuals.
• Effective and fair selection methods are crucial.
  Analysis: The recruitment process is a vital part of ensuring high performance. It starts with clearly defining what is needed, attracting suitable candidates, and then using robust selection methods to find the right fit.

1. Defining the Job: Job Descriptions:
   • Defining the job role is often overlooked but essential.
   • Job descriptions should reflect the extent of an employee's responsibilities and what's expected from them.
     Analysis: This highlights the importance of having a detailed and accurate job description, which helps in finding the right candidates and sets clear expectations for the role.

1. Defining the Job: Person Specification:
   • A person specification outlines the skills, knowledge, attitude, and qualifications required for the role.
   • It's crucial to differentiate between skills that must be present at the start of employment and those that can be developed through training.
   • Skills portability is a key consideration, especially for experienced employees.
     Analysis: Person specifications help in identifying the ideal candidate's traits and qualifications. Understanding which skills are essential and which can be developed later is crucial for a successful hire.

• The concept of skills portability refers to distinguishing between general and specific human capital.
• The success of experienced employees in a new role depends on whether their skills match the needs of the organization.
  Analysis: Recognizing the portability of skills is critical when recruiting experienced individuals. Not all skills are transferable, and alignment with the organization's needs is vital for success.

Short-Term Recruitment Methods:

1. Online Job Boards:
   • Utilize popular job boards like Indeed, Monster, or LinkedIn to quickly reach a broad audience. Ensure that job listings are optimized with keywords to attract a diverse range of candidates.

1. Social Media Advertising:
   • Create targeted social media ads on platforms like Facebook and Instagram to reach a younger and tech-savvy demographic. This can help diversify your applicant pool by appealing to a wider range of candidates.

1. Employee Referrals:
   • Encourage current employees to refer qualified candidates from their networks. This method often leads to more diverse applicants because employees have varied backgrounds and connections.

1. Local Newspaper Advertisements:
   • Place ads in local newspapers to attract candidates from the immediate community. Local advertising can draw in applicants who may not be actively job-seeking online.

1. Internship Programs:
   • Establish internship programs in collaboration with local universities and colleges. Internships can serve as a long-term talent pipeline for entry-level positions and promote diversity by working with educational institutions that serve a diverse student population.

1. Diversity and Inclusion Initiatives:
   • Develop diversity and inclusion initiatives within the organization. This includes setting diversity goals, offering diversity training, and ensuring a welcoming and inclusive workplace culture. A diverse and inclusive work environment naturally attracts a diverse workforce.

1. Community Outreach and Partnerships:
   • Partner with local community organizations, such as multicultural centres or job training programs, to build relationships with underrepresented groups. These partnerships can help ensure a diverse applicant pool.

1. Career Fairs and Job Expos:
   • Attend local career fairs and job expos where you can directly interact with potential candidates. Emphasize the company's commitment to diversity and inclusion to attract applicants from a wide range of backgrounds.

1. Targeted Online Advertising:
   • Use online advertising platforms to target specific demographics or affinity groups. Platforms like Google Ads and Facebook allow you to tailor your ads to reach candidates from diverse backgrounds.

Internal recruitment

- have experience

-- want to employ from a range of experienced employees who don’t want to go back down the work position ladder

-- obviously not going to use internal recruitment method to try and get an entry level job with no prior experience needed filled

External recruitment-

- better for entry level jobs

-- can also be good for getting other people with plenty of experience that may be beneficial to the company and to the role