Dynamics of Management Development through e-Recruitment - Chapter-II

Md Rezaul Karim By Md Rezaul Karim, 2nd Dec 2011 | Follow this author | RSS Feed
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Dynamics of Management Development through e-Recruitment- Withering Traditional Methodology


Continued from chapter-I
2.5. Recruiting: A Global Perspective
For some position, the whole world is a relevant labor market.
Home- country nationals are recruited
– To launch a very technical product in a country where it has never sold before.
– To keep distinct national identity of each foreign subsidiary.
– To follow the national laws regarding the number expatriates a corporation can send.
– To minimize potential problems with language, family adjustment and hostile political environments.
3. Online Recruitment
3.1. Concepts and Ideas
Online recruitment is the process of findings and attracting capable applicants for employment through Internet. Online recruitment, also known as e-recruitment, is the use of technology to attract candidates and aid the recruitment process.
Online recruitment is E-Recruitment to attract the potential employees and also existing employees via Internet. Online recruitment reduces cost and increase targeted job applicants and the best ways to fill difficult jobs. According to a study of Cheesman’s on-line recruitment Blog, 51% of new hires in 2005 came about through the Internet and only 5% through newspapers. 11% with the help of on-line recruitment, our proactive attractive strategy has successfully generated a pool of “offer ready” talent for specific roles within our business.
3.2. Types of On-line Recruitment Site
The job websites linked to from these pages fall into two groups. Some of them are Recruitment Sites that list the job vacancies that people can apply directly to the company.
The others are Recruitment Agencies. Recruitment agencies are sales driven and need people to fill their vacancies. One has to register his/her CV with them and have a chat about the type of work he/she is looking for so they can find a suitable job. The following is the collection of lots of website links to different recruitment sites and agencies so that job seekers can: a) browse general recruitment sites, b) find vacation work and placements, c) look at sector specific recruitment, d) search the local Councils' vacancies, e) Search for Graduate Schemes and closing dates. Recruitment agencies work in two ways: Firstly, by approaching companies and offering candidates from their own files. Secondly, advertising jobs on behalf of companies and producing a shortlist of candidates for interview.
The Recruitment and Employment Federation has a database of member recruitment agencies that have agreed to work to high standards and a strict code of practice. The interested candidates can search for agencies by type of work and location.
3.3. Technology and On-line Recruitment
Technology can be used: a) to advertise vacancies – on company website or on job sites, b) to deal with the applications – email inquiries emailed application forms/CVs, on-line completion of application forms, c) to select candidates– on-line testing.
Advertising Vacancies
This is the most basic form of using technology to recruit. Vacancies can be placed on an organization’s own website or on a commercial job board. In the US it has been estimated that 19% of an organization’s recruitment advertising budget is spent on on-line recruitment advertising, but the UK has a long way to go to match this as presently the spend is only 7.5%, but rising.
Companies Own website
The amount an organization invests in its on-line recruiting (from custom designed sites to basic information pages) will depend on organization’s e-strategy, resources available and competitor activity. The basic option is to provide a list of vacancies and contact details. A more in-depth approach would involve a dedicated web site area that gives details of vacancies; person specifications, benefits and the application process e.g., complete on-line application forms. Large organizations may have areas for specific types of employees e.g., graduates, technical specialists or have a search facility for candidates to view all vacancies.
Job areas are often signposted directly from an organization’s home page so that more general browsers can access them too. An intra-net may also be used to host vacancies for internal staff to access. Some organizations take a partnership approach, working closely with recruitment consultancies and specialized web agencies that manage the on-line process for them, as they don't have the necessary skills in-house.
Commercial Job Boards
These are large data-banks of vacancies. These may be based on advertising in newspapers and trade magazines, employment agencies, specific organization vacancies and many other sources. They often have questionnaires or tests for applicants to improve their job-hunting skills to act as an incentive for them to return.
Some vacancies are purely extensions to old media printed advertisements so that ‘on-line’ is merely an alternative communication medium, while other vacancies are only found on-line with no printed equivalent. The vacancies often have link back to the organization’s website for candidates looking for further information and to get a feel for the type of employer that is recruiting. Monster.co.uk and Fish4jobs.com are example websites. Some job boards target specific groups e.g., Jobsgopublic.co.uk so it is important to explore who the target audiences for particular boards is.
3.4. Growth of On-line Recruitment
According to the annual Chartered Institute of Personnel and Development (CIPD) recruitment surveys, the growth of on-line recruitment has increased in recent years. Almost two-thirds of responded to CIPD Recruitment, retention and turnover 2006 survey describe themselves as using e-recruitment.
Eighty-four percent of respondents have made greater use e-mail applications in the last three years. Over seven in ten organizations also say they are advertising jobs on their corporate websites and using on-line applications. Currently, on-line testing (used as part of the selection process in some way by a quarter of respondents) is less prevalent, although this is also growing.
The key drivers for e-recruitment identified in the survey among those making use of technology were reducing recruitment costs (cited by 71%), broadening the selection pool (60%) and increasing the speed of time to hire (47%). Over a third of respondents believed it brought greater flexibility and ease for candidates, and over a quarter believed it strengthened the employer brand. However the survey revealed some concerns that e-recruitment could increase the number of unsuitable applicants and that it could act as a barrier to recruiting older workers.
Many different organizations use on-line recruitment as a cost-effective method of recruiting new staff. It is popular among job-seekers – latest figures from the British Market Research Bureau show that using the Internet is the favored job-hunting method for one in four UK adults, with the most likely job hunter to be 33 years old with 11 years experience, according to the National On-line Recruitment Audience Survey (NORAS). It is important to remember when designing a recruitment campaign that on-line job hunting is not the first choice for all.
Precursors of current Internet recruitment sites/services took three forms: private databases maintained by recruitment agencies, bulletin boards developed by enthusiasts prior to the web and 'wanted' advertisements in print formats, in particular the classified ads that provide the "rivers of gold" for major newspaper groups.
Jeff Taylor, founder of specialist recruiter Adion, launched Monster.com –the Amazon of the industry – in 1994 as The Monster Board. Yellow pages publisher TMP Worldwide acquired it in 1995, expanding in competition with independents such as hot jobs and the on-line arms of advertising and recruitment groups.
Sectoral, multi-sectoral and geographical sites proliferated during the dot-com boom, as start-ups emulated the emerging majors, recruitment agencies tested the water (or sought to boost their market value by expanding on-line) and developers migrated from bulletin boards to the web. Growth of the industry reflected consolidation within the global advertising and human resources industries, with conglomerates such as Saatchi and WPP assembling (but rarely integrating) service providers that encompassed media buying, web design, executive headhunting, clerical staff placement and psychological testing.
Forecasts that the web meant imminent demise of newspapers as such – or merely their economic basis as readers relied on banner ads, search engines, portals and other mechanisms – saw major media groups launch generic and local job sites. The success of that expansion varied, with Australia's dominant commercial media groups fending off local and overseas web-only recruitment sites. In Europe the success or otherwise of major groups such as Bonnier, Trinity and DMGT reflected factors such as local expectations, development strategies, cross-marketing and preparedness to invest.
Caution about cannibalization of print revenue was reflected in the US, where there were disagreements about national/regional job sites and about relations within publisher consortia, evident in dissolution of some partnerships (or competition from local sites under the auspices of individual newspapers) and laments that revenue and profitability was not commensurate with investment.
By 1999 Monster was reportedly attracting over 2.5 million visits per month, with over 50,000 job postings from 40,000 companies and around 500,000 resumes. It followed others in the dot-com trajectory, with parent TMP initially being re-badged as Monster.com, then dropping the 'com' to become Monster Worldwide. Accelerated consolidation following the 2000 dot-com24 crash saw Yahoo!25 acquire the Hot Jobs job board for US$436 million in 2002, the demise or restructuring of some competitors (typically towards a sectoral/local focus), winding back of services launched by some professional organizations and increased marketing or commercialization of 'free' services such as San Francisco-based Craig list.
The latter – with more traffic than Monster according to some metrics providers (although lower revenue) - came into the e Bay orbit in August 2004 when the auction group paid US$1.4 billion for a 25% stake. 2003 and 2004 also saw the emergence of independent academic and government studies – including some empirical research - highlighting issues such as the absence of benchmarks and public information about success rates.
One observer accordingly commented that some major services appear to be useful opportunities for the newly unemployed to fill in time (particularly if participation evokes large-scale unsolicited approaches from service providers rather than employers) but - given success rates in the US of around 0.8% to 0.2% - are less effective than using personal soft networks.


Online, Online Business, Recruitment

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author avatar Md Rezaul Karim
I am a teacher engaged with the Southern University Bangladesh. I Like to use my spare time by writing and reading. I take it as a fun and source of inspiration in pursuing knowledge.

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author avatar Ivyevelyn, R.S.A.
7th Dec 2011 (#)

Thank you again, Md.

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