Pfieffelmann et al. talked about how online recruitment strategies can influence applicants' perceptions of the organization. How does the role of social media fit into this picture? This would seem to help with targeted recruitment, not to mention many social media websites are free. Should HR practices go with the flow of technology and adapt to use these knew tools? What are the potential consequences of using social media for recruitment purposes? What about sites like monster.com and others?
•So it is apparent that companies need to really provide enough information about their organization in order to attract, provide a realistic idea of work, and help in sustaining employment. How do companies do this without providing too much information to their competition or is this even an issue? And how does this come into play, competing in recruitment among their competitors? This was not mentioned in the articles.
It seems that the Selection Guidelines don’t place many rules or guidelines on the recruitment process. However, I think the Newman et al. article indicated that problems of adverse impact are more often a result of the recruitment process than the selection process – if diversity is lacking in recruitment, then it is very hard to have diversity when making selection decisions. What role do personnel selection specialists play in developing the recruitment process? How can I/O psychologists help enhance the recruitment process to provide more diverse applicant pools?
I was struck by the importance of job analysis in recruitment – both for internal and external recruiting. I also was struck by the importance of person-org fit both for the employee and for the employer, what an important process recruitment and selection is for both sides. I appreciated the chapter’s inclusion of career development information and the importance of looking at organizational choice within this framework. One question I’m left with is how do we calculate costs of recruitment?
Taken together these articles seemed to provide some practical guidance to organizations interested in optimizing their recruiting practices. The main take-aways for me were (a) Well-designed recruitment tools and processes can impact minorities perceptions of the organization and their persistence in the application process (b) Recruitment can be used as a tool to both increase diversity and reduce adverse impact while minimizing losses to performance outcomes (c) Providing recruits and new hires with realistic job previews increases the likelihood that they will be satisfied with their jobs and reduces turnover. Although many of these findings seem like common sense and simply good business practice, I wonder how often business leaders are unaware of what a difference these fairly simple adjustments to recruitment can make in their long-term staffing success?
Recruitment seems like such a relevant place for marketing specialists and psychologists to collaborate. Can you think of any other specializations that could add to our understanding of organizational recruitment?
Pfieffelmann et al. talked about how online recruitment strategies can influence applicants' perceptions of the organization. How does the role of social media fit into this picture? This would seem to help with targeted recruitment, not to mention many social media websites are free. Should HR practices go with the flow of technology and adapt to use these knew tools? What are the potential consequences of using social media for recruitment purposes? What about sites like monster.com and others?
ReplyDelete•So it is apparent that companies need to really provide enough information about their organization in order to attract, provide a realistic idea of work, and help in sustaining employment. How do companies do this without providing too much information to their competition or is this even an issue? And how does this come into play, competing in recruitment among their competitors? This was not mentioned in the articles.
ReplyDeleteIt seems that the Selection Guidelines don’t place many rules or guidelines on the recruitment process. However, I think the Newman et al. article indicated that problems of adverse impact are more often a result of the recruitment process than the selection process – if diversity is lacking in recruitment, then it is very hard to have diversity when making selection decisions. What role do personnel selection specialists play in developing the recruitment process? How can I/O psychologists help enhance the recruitment process to provide more diverse applicant pools?
ReplyDeleteI was struck by the importance of job analysis in recruitment – both for internal and external recruiting. I also was struck by the importance of person-org fit both for the employee and for the employer, what an important process recruitment and selection is for both sides.
ReplyDeleteI appreciated the chapter’s inclusion of career development information and the importance of looking at organizational choice within this framework. One question I’m left with is how do we calculate costs of recruitment?
Thinking about our selection group projects, do you think many organizations consult with people like IO psychologists to help with recruitment?
ReplyDeleteTaken together these articles seemed to provide some practical guidance to organizations interested in optimizing their recruiting practices. The main take-aways for me were (a) Well-designed recruitment tools and processes can impact minorities perceptions of the organization and their persistence in the application process (b) Recruitment can be used as a tool to both increase diversity and reduce adverse impact while minimizing losses to performance outcomes (c) Providing recruits and new hires with realistic job previews increases the likelihood that they will be satisfied with their jobs and reduces turnover. Although many of these findings seem like common sense and simply good business practice, I wonder how often business leaders are unaware of what a difference these fairly simple adjustments to recruitment can make in their long-term staffing success?
ReplyDeleteRecruitment seems like such a relevant place for marketing specialists and psychologists to collaborate. Can you think of any other specializations that could add to our understanding of organizational recruitment?
ReplyDelete