Recruiting is the art of attraction, a process that requires a clear understanding of what makes the company unique as well as what type of person a company wants to attract. It’s also important for human resource personnel to be aware of the subtleties of communication—for example, differences in how behavior, gestures, language (and silence) is interpreted, and the associated message received.

In a recruiting briefing for employers, employer research, review and job posting site Glassdoor made the following recruiting recommendations, supported by Harris Poll survey data of adults who were searching for work, both currently employed and not currently employed.^[1]

Get inside the Job Seeker’s Mind

• Factors that contribute to workers’/job seekers’ perception of long-term potential
  • Transparency about pay/benefits: 44%
  • Information about growth opportunities: 39%
  • Company’s track record of promoting from within: 37%
  • Positive employee reviews: 35%
• Factors most likely to prompt an application
  • Attractive benefits: 48%
  • Convenient commute: 47%
  • Relatively high salary: 46%
• Factors most likely to prompt candidate to abort the recruitment process
  • A layoff announcement: 44%
  • Negative interactions with a recruiter or hiring manager: 40%
  • Negative employee reviews: 35%
  • Leadership or employee scandals: 33%

Gender Differences

• Female respondents were more likely than male respondents to cite CEO misbehavior as a reason to exit the recruitment process (42% vs. 21%)
• Female respondents were more likely than male respondents to rate poor customer service levels as a detracting factor (39% vs. 23%)
• Female respondents were more likely than male respondents to cite negative employee reviews as a deterring factor (43% vs. 28%)

Optimize the Candidate Experience

• Aspects of the job application process that contributed to a positive experience
  • Clear and regular communication: 58%
  • Clear expectations: 53%
  • Feedback regarding rejection: 51%
• Greatest causes of frustration during the interview process
  • Lack of information about pay and benefits: 50%
  • Interview schedule changes: 50%
  • Untimely responses: 47%
  • Lack of information about job responsibilities: 46%
  • Gender differences note: Female respondents were more likely than male respondents to be frustrated about lack of compensation information (57% vs. 44%) and lack of information about job responsibilities (55% vs. 39%).

With that perspective, let’s discuss the recruiting process. Recruiting is the phase that occurs after human resource planning and before selection. The goal of the recruitment process is to build a pool of qualified candidates. To be effective—from both a successful placement and cost of hire standpoint—the recruiter should have a complete job description that includes job specifications or minimum acceptable qualifications (and, perhaps, desired qualifications), essential functions and an ability to speak to job responsibilities and other details. The recruiter should also be able to articulate how the role contributes to the organization’s strategy and should develop a recruitment plan. Planning points to consider include evaluating your employer brand, identifying candidate sources, evaluating related technologies and—an ongoing responsibility—cultivating passive candidates and encouraging positive word of mouth. We’ll discuss these points further below.

Case Study: Randstad Hire hope

At a time when the Great Resignation and the steady retirement of Baby Boomers are creating a talent acquisition nightmare for HR professionals and their organizations, Randstad’s Hire Hope program is developing an overlooked pool of job candidates in the Atlanta area.

The 37-week curriculum-based program is for women who are survivors of homelessness, human trafficking, domestic abuse and exploitation. The students are trained in HR-related functions such as benefits, payroll, and recruiting.

Classes contain 12 to 14 participants. There are eight learning modules each with a set of lessons, objectives, and assessments that students must complete to move forward into the three program phases. Randstad employees, ranging from front-line workers to senior vice presidents and members of the C-suite, volunteer as classroom facilitators, mentors and job trainers.

 

Phase 1, Restore: This is a 12-week interactive career-readiness training. Teachers focus on topics such as resume and cover letter writing, interview preparation, and professional development. Two weeks into Phase 1, students are paired with a mentor and are encouraged to remain in contact even after the 37 weeks of the program. About 80 percent of participants move into the next phase of the program.

Phase 2, Grow: This is a 25-week module that consists of strengths and career-assessments, job training, and paid apprenticeships with Randstad clients. About 90 percent of students move into the final phase of the program.

Phase 3, Thrive: Randstad holds a graduation ceremony and encourages all employees to attend. Graduates are placed in temporary or permanent positions at Randstad or with Randstad corporate partners. They receive six months to one year of career-transition support after finishing the program.

 

Between 150 and 200 women have been employed by Randstad corporate partners through Hire Hope since Randstad launched the initiative in 2014. Program graduates are required to return to the classroom and share their career journey with new participants.

“It’s a phenomenal program,” Crystal Crowley, Senior Inclusion and Community Impact Manager, said of Hire Hope. “It’s worth getting involved. It’s worth [putting in] the time and effort to build this within organizations to ensure we’re giving back to the communities we serve, to help impact the world we live in.”

 

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Sources:

Gurchiek, Kathy. “Hire Hope Prepares Women”. SHRM. www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-development/pages/hire-hope-prepares-women-from-underserved-communities-for-world-of-work. Accessed May 26, 2022.