Based on Human Resource Management (4th Edition) by Alan Price -
published by Cengage
The purpose of this section is to:
Potential candidates may come from
an internal trawl of the organization, or from the external job market.
Internal recruitment marketing can take place by word of mouth, staff notices, newsletters,
blogs, webcasts, or social networking through media such as Twitter and Facebook.
- Discuss the meaning and significance of recruitment in its organizational context
- Provide a typology of recruitment strategies
- Critically review preliminary information-gathering techniques
- Discuss the merits of references and biodata
- Organizations with a strong
culture are likely to seek malleable new employees at school-leaving or
graduate levels. More senior jobs are filled from the internal job market.
- Organizations looking for the
'right' (best fit for the job) person however may rule out internal applicants
because they do not match the personnel specification prepared for the
Cultural factors are important in determining the orientation between internal and external
job markets. They also influence the nature of recruitment. People may appear to have
found their job or career by chance, but this apparent serendipity obscures non-random factors
such as personal relationships, social networks and cultural background (McDonald,
Equal opportunity demands equal access. This can only be achieved
through public and open recruitment.
(...) The likelihood of attracting 'suitable' applicants depends on the detail and specificity
of the recruitment advertisement or literature. Key factors such as salary, job title, career
and travel opportunities obviously influence response rates.
But remember that employers do not want to be swamped with large numbers of applications from
unsuitable people. This section of Human Resource Management goes into further detail such
as: quality of agency recruiters, comparison of different media channels, cultural variation in
The internet has become the dominant recruitment medium in recent years. It has become
normal for jobseekers to scan employment sites on the web for opportunities; so much so
that many organizations block access to job sites from their workstations to prevent employees
from job hunting during working hours.
Most large organizations, and many smaller ones, make extensive use of corporate websites
in their recruitment programmes. Typically, general career information is presented in
an engaging manner to promote the employer brand and gain interest from prospective applicants.
It has become common for the early stages of the selection process to be made accessible
online, allowing résumés and CVs to be uploaded, application forms to be
completed and preselection tests to be conducted.
Competition for the 'best' graduates requires employers to have a clear idea
of what they mean by 'best'. Recruitment needs to send a strong, distinctive message to these