HRM107 Study Guide - Final Guide: Linkedin, Internal Consistency, Cultural Bias
4 Jun 2018
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W06: Chapter 6
Talent attraction and selection
Recruitment - the process of seeking and attracting a pool of qualified applicants for a job vacancy.
Selection - within/outside an organisation to fill existing or projected job opening. Where a change in
corporate direction or simply a refocusing of the organisation's mission or purpose is indicated, it is
incumbent upon HR professionals to ensure that all attraction and selection processes link directly to
such plans.
A strategic approach to recruitment includes:
• Questioning the need for recruitment
• Establishing the business case for recruitment
• Evaluate effectiveness of existing recruitment methods
• Feed evaluation back into discussion of planned approach to recruitment
Employers of choice
• Potential employees will seek out employers who appear to match what they seek. The
renewed interest in the so-called war for talent has spawned a push by organisations to be
known as employers of choice and in this way attract the best talent possible. It is the ability
to balance work and home life while at the same time work for an organisation that will offer
autonomy, meaningful work and opportunities for learning. 'War of talent' because of global
skills shortage, increased pressure to enhance performance.
• Employer branding is the sum total of a company's efforts to convince existing and potential
staff that the company is an attractive place to work. E.g. Google/Cisco: strong leadership
culture and open communication. Flight centre: autonomy and an empowered work culture.
• Person-organisation fit > Person-environment fit. The way in which a person fits into the
culture of the existing team, department or organisation is often more important than the fit
to the job. (psychological contract)
Attracting talent from within
Promotions and transfers will be common outcomes of succession and career planning strategies.
Promotion serves to reward the employee for their past performance and hopes for continuing
efforts and results. Improve morale and positive attitude/commitment. To have maximum
motivation value, employees must be aware of the promotion policy and reward systems of the
organisation through specific mention in career workshops/induction/orientation sessions
conducted beforehand.
Internal transfers can sometimes sere to protect employees from retrenchment/broaden their job
experience. Employee's familiarity of operations can eliminate certain orientation and training costs.
This is also multi-skilling and progress in 'career pathing'.
Limitations:
• Requirement of specialised competencies and experience that must be sought externally
• External is considered to prevent stagnation of ideas and attitudes
• External can bring latest knowledge/ideas
• Internal creates risks of 'employee cloning' and 'inbreeding'
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Methods of locating qualified job candidates
• Electronic record systems: skills audit (HRIMS). These data can be used to predict the career
path of employees and to anticipate when and where promotion opportunities for them may
occur. Includes: qualifications, career movements and employee development programs.
• The intranet: organisation's e-newsletter. Other forms of communication include designated
posting centres, employee publications, special announcement handouts and direct mail.
Attracting talent from outside the organisation
The labour market includes the internal/external sources from which applicants are to be recruited.
Many influences: way to commute, flexibility, population migration from cities to suburbs.
Advertisements is one of the most traditional way for contacting applicants. This is time consuming
and also requires creativity.
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Recruitment agencies: provide assistance in employing qualified staff. These may include
government-sponsored networks, private consultants and executive search firms.
• Private consultants: charge substantial fees to tailor their services to the specific needs of
corporate clients. Valuable where organisations do not have specialist recruitment staff.
Senior managerial/professional roles are often sought here.
• Executive search firms: (head-hunters) seek out candidates with the qualifications that match
the requirement of the positions that their client firm is seeking to fill. Do not advertise in the
public media for job candidates nor accept a fee from the individual being placed.
• Educational institutions: supply of applicants with undergraduate and even higher degrees is
increasingly exceeding the available job openings. Campus interview is one of the main
strategies used.
• Employee referrals: (-)violation of EEO
• Executive leasing and contracting: short-term assistance, often with a specific project. Save
money and time in recruitment but contains concerns of loyalty and commitment. Increasing
use of outsourcing and contractors > new dimension to the flexible and moblie workforce.
• Online talent attraction: e-recruitment
• Social networking sites (SNS): Facebook, LinkedIn.
Recruitment policies and plans:
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Document Summary
Recruitment - the process of seeking and attracting a pool of qualified applicants for a job vacancy. Selection - within/outside an organisation to fill existing or projected job opening. Where a change in corporate direction or simply a refocusing of the organisation"s mission or purpose is indicated, it is incumbent upon hr professionals to ensure that all attraction and selection processes link directly to such plans. A strategic approach to recruitment includes: questioning the need for recruitment, establishing the business case for recruitment, evaluate effectiveness of existing recruitment methods. Feed evaluation back into discussion of planned approach to recruitment. Employers of choice: potential employees will seek out employers who appear to match what they seek. The renewed interest in the so-called war for talent has spawned a push by organisations to be known as employers of choice and in this way attract the best talent possible.
