Sources of Recruitment

Internal External

 Promotion  Advertisement
 Demotion exchanges  Employment Exchange
 Transfers  Executive search firms
 Recruitment of ex-employees  Placement agencies
 Employees referals
 Social media
 Campus es (Institues/ Universities)
 Unsolicited applications
 Third party resources

>>
Recruitment value chain

>>
 Marketing of TA
• Segment – determine the types of people that fit your open
jobs
• Target – prioritize and pursue high priority candidates
• Position – create a narrative and message for the company’s
talent brand to acquire and retain priority candidates
• Product – the job and work environment
• Price – employee salary and benefits
• Promotion
– outbound: job postings, public relations
– Inbound: build relationships with talent communities, social, digital,
and content marketing
• Place of distribution – job boards, social networks, email

>>
Recruiting Funnel

Application 10:1 2:1 5:1 2:1 3:2 Hiring

Pre-Selection Personal Accepted

Interview Job-offer
Telephone- Assessment
Interview/ Center
Test Medical
Examination

Quality, Cost, Time increases as you move ahead >>

>>
Selection process

Criteria definition Results consolidation

Appropriate tools and

Decision
methods

Communicating the
Usage
decision

>>
 Recruitment
• There are three major stages in the entire recruitment
process:
1. generating applications
2. maintaining data bank
3. influencing job choices

1. Generating applications: Some of the common channels

through which job are posted are as follows:
a) Internal job postings
b) External job postings
c) On campus job postings

>>
• Campus recruitment: There are several advantages of
campus recruitments. However, the choice of campus
for recruitment should also be on priority. Hence, we
suggest some metrics/ratios to be followed while
making selection of campuses for recruitment

>>
Attraction- Selection- Attrition

>>
 Criteria & Methods
The table below shows the most common selection methods with their
corresponding predictive validity for overall job performance.

CFO - unstructured interviews

and extensive reference
checking and job knowledge
testing to see if there is a fit.

Junior Accountant - GMA test,

highly structured interviews,
and work sample tests

>>
 Key Elements of an Effective Talent
Acquisition Strategy
• Workforce Planning

• Brand Building

• Sourcing and Recruiting

• New Technologies

• Comprehensive Onboarding

• Use of Data Analytics

>>
Metrics/Ratio Analyzed in Selection Process
1. Fill time (FT): It is the total time taken from the day of rolling out
of application to formal joining of the candidate. Mathematically,
FT = Total number of days taken from job posting to joining of the
candidate
2. Turnaround time (TAT): It is the total time taken from the day of
receiving requisition form in the HR department and the day the
candidate is handed over to the concerned department.
Mathematically,
TAT = Total number of days taken to fill the actual vacancy
3. Source of hire (SOH): It is the percentage of candidates hired
through a particular sourcing channel. Mathematically,

>>
4. Cost per hire (CPH): It is the total average cost incurred on the joining of a
candidate. Mathematically,

5. First-year resignation rate (FRR): It helps us in identifying the rate of

resignation in the first year. Mathematically,

6. Satisfaction rate of hiring manager (SR): It helps in identifying the

satisfaction level of the newly recruited candidate about the hiring manager.
Mathematically,

>>
The Future of Recruiting: How to win in
the war for talent in 2025

“The biggest reason for people leaving in the

great resignation is that they don’t see any
progression at their current job”

>>
 Talent Attraction
Channel Pros Cons
Reactive approach - you
post an ad when the need
Easy/straightforward to post an ad arises

Job boards Once your ad is live you’re likely to Can mean longer time-to-
receive a decent number of hire
applications (quality?)
Most (or all) of audience are
‘active candidates’

Proactive approach – build talent

Takes some time to build up
pools in advance based on hiring
if you’re starting from
expectations = shorter time-to-hire
Talent pools (when scratch
managed well!)
Engaged candidates
Needs consistent nurturing
Passive and active candidates
Talent Attraction

Talent
pools
Social Referrals

Job Applications
and Hires Events
boards
What is ‘Talent Pooling’?
• Building a group of desirable and qualified
candidates that have been proactively selected to be
ready for vacancies when they arrive

• It involves building long-term relationships with

active and passive candidates

• A well-managed talent pool will give you an engaged

and ready pool of candidates when you need to hire,
negating the need to go out to the market each time
your organization has a vacancy
Deliverables
 Faster time-to-hire

 Reduced cost-per-hire

 Strengthened Employer Brand

 Increased retention
Talent Attraction
• USE SOCIAL MEDIA TO ATTRACT EMPLOYEES
• HIRE IMMIGRANT
• CREATE A POSITIVE CANDIDATE EXPERIENCE
• UTILIZE EXISTING JOB BOARDS TO EXTEND AWARENESS OF JOB
VACANCIES •
• CONSIDER UNDERREPRESENTED GROUPS
• ASK YOUR STAFF TO HELP FIND NEW EMPLOYEES
• OFFER CORPORATE BENEFITS AND INCENTIVES THAT ARE
RELEVANT TO YOUR WORKFORCE
• DESIGN AND DELIVER A COMPELLING AND AUTHENTIC
EMPLOYER BRAND THAT INCREASES YOUR REPUTATION AS AN
ATTRACTIVE EMPLOYER
• WORK WITH LOCAL HIGH SCHOOLS TO CREATE JOB
OPPORTUNITIES FOR PROMISING STUDENTS
• HAVE AN ATTRACTION STRATEGY
Talent Retention
• Start An Employee Recognition Program
• Work With Employees To Maximize Talent
Utilization
• Pair & Mentor New Staff With Existing Staff
• Introduce An Internal Career Ladder
• Consider Cultural Sensitivity
• Initiate A Volunteer Leave Policy
• Create Strong Manager-employee Relationships
• Develop A Talent Succession Plan
Best Practices

Tech monster Google has been organizing

a Google Code Jam software-writing
competition for 12 years as a way to find
fresh, new talent to work for the company.
Ostensibly, developers and engineers who
enter the contest are competing in a game to
win monetary prizes up to $50,000—but
Google uses it as a way to attract potential
hires with the right skills for the job and
company.

https://code.google.com/codejam/

>>
'TechGig Code Gladiators' - the undisputed leader in coding contests, had
already won the Limca Book National Record for the same in 2015 and 2016,
and now holds the 2017 Guinness World Records for the largest computer
programming competition in the world.

>>
Best Practices

Shell has developed a game called “The Shell

Explorer Game” to enhance its recruitment
process. The game is available on their
career page. It works by inviting potential
employees to tackle various problem-solving
quizzes and challenges that reflect the type
of work the successful candidate would be
expected to perform in the role. Shell uses
gamification primarily to determine if the
applicant is skilled and motivated enough.

http://explorergame.shell.com/index-game.html

>>
Best Practices

The French postal service Formapost struggled

with employee retention. After a short trial period,
around one-quarter of new hires left the
company—which cost Formapost extensively in
recruiting and hiring budgets. So, to achieve this
clear singular goal of increasing employee
retention rates, the company turned to
gamification.
Formaposte launched Jeu Facteur Academy, which
allowed players (and potential candidates) to “live”
a week in a life of a new hire postal carrier. It had
situations of getting them up early in the morning,
learning about postal work, and even elements of
ethics on the job as a way of managing realistic
expectations.

The gamification effort succeeded immensely. Drop-out rate went from 25% to 8% after the game was
introduced in the hiring process, according to Enterprise Gamification Consultancy, and the company
found candidates were better prepared and asked better questions.

>>
Best Practices

Marriott, a hospitality giant, had introduced a game

called ‘My Marriott Hotel' as part of its recruitment
gamification strategy on its Facebook jobs and careers
page.
The ‘My Marriott Hotel' Facebook game was targeted
at the youth in developing countries like India and
China where the hospitality industry was not
prominent. This was part of Marriott's recruitment
strategy to bypass traditional recruitment methods
and test the real talent of prospective employees by
creating a virtual workplace and checking in advance
the suitability of the candidates for the hospitality
positions. Players were then directed to Marriott's
official recruiting page where they could submit their
resumes for a suitable position.

>>
8 ways to Gamify Your Recruitment Process by Tom Laine

Category 1.

What?
Activate employees to share recruitment ads and employer branding content

Why?
Company personnel has on average 6 times the network reach the company has.
Personnel is also the most trustworthy advocate a company can have

Category 2.

What?
Activate personnel to give referrals, point us to the right direction, who are the most
interesting individuals in their networks we should consider hiring

Why?
To hire the best of the best and better cultural matches, people who fit in the team.

>>
8 ways to Gamify Your Recruitment Process by Tom Laine
Category 3.

What?
Activate our fans, friends and followers or even the applicants to share our
content in their networks

Why?
To gain awareness and for brand building purposes, sometimes just plain ol’
marketing

Category 4.

What?
Activate the top specialists out there to apply with us

Why?
You want to attract the best individuals, not just anyone unemployed
desperate for a job
>>
8 ways to Gamify Your Recruitment Process by Tom Laine

Category 5.

What?
To educate the applicants about us. Give the applicants a possibility to understand better our
organisation, the company culture, our values, the job content, methods, tools & technologies, etc., in
order to make better decisions whether to apply with us or not.

Why?
To avoid cultural mismatches. In short, it’s transparency, and that’s the name of the game these days.
The applicants will search for information about you and how you treat your employees and a number
of other things – whether you want it or not.

Category 6.

What?
Test the potential candidates if they have what it takes to work with us (while helping to understand
the working environment, and more).

Why?
You want to test the applicants as well as possible before making the decision. Firing is often more
difficult than hiring.

>>
8 ways to Gamify Your Recruitment Process by Tom Laine

Category 7.

What?
Educate the potential candidates how to apply better

Why?
To make candidates more comparable with each other and to guide them to apply in the right way
through the right channel with the right kind of application. Of course you’ll be able to spot the best
ones more easily if they know what you’re really looking for and how the process works.

Category 8.

What?
For simply marketing purposes, to build employer brand or to gain media exposure with no greater
cause or agenda behind it

Why?
What is the purpose or marketing or employer branding…

>>
 Key Recruiting Trends

Trend #1: Strong company branding is critical.

If you don’t tell your story, others will do it for you.

Having an attractive career web site was a prerequisite 10 years ago.

Now managing your brand and highlighting what makes you special
across social media and elsewhere is a basic requirement.
https://www.youtube.com/watch?v=OvfU1NpCJQQ

©SHRM 2016
 Key Recruiting Trends
Marriott Google

©SHRM 2016 32
 Key Recruiting Trends

Intuit Marriott

©SHRM 2016 33
 Key Recruiting Trends

Trend #2: Learn and embrace predictive analytics.

The role of HR metrics has grown dramatically. While you may not
need to hire a full-time data analyst, you (or your vendors) should
have the ability to measure the effectiveness of all aspects of your
recruiting efforts.

©SHRM 2016 34
©SHRM 2016
35
©SHRM 2016
Time to hire

©SHRM 2016
37
How to Calculate and Reduce New Hire Turnover

turnover can be voluntary—an employee decides to leave—or involuntary—an employee is asked

Why do new hires leave an organization?
The job isn’t what they thought it would be
Poor onboarding and new employee training
Bad management

key to boosting your quality of hire is cultural fit

• Various factors form your company culture, including:

• values
• vision
• ways of working
• language and communication styles
• belief systems
• habits
• acceptable or preferred behaviors

©SHRM 2016
©SHRM 2016
 Key Recruiting Trends

Trend #3: Maximize employee referrals.

Referrals are still the primary source of new hires. So why

are most incentive payments so low? Some companies are
turning every one of their employees into recruiters.

©SHRM 2016 40
 Key Recruiting Trends

Jobvite 2021 survey of 1,400 US recruiters

78% list referrals as the most effective source for targeting

and hiring high-quality candidates

Other effective sources include social networks (86%),

internship programs (55%), direct applications (46%)
and external recruiters (38%)

Traditional online job boards are down to 37% in 2015

from 57% in 2009

©SHRM 2016 41
 Key Recruiting Trends

Trend #4: Build strong talent networks.

Learn to develop relationships with potential new hires long before

relevant job openings are posted. One approach is to create
“communities of engagement” where candidates can learn and
make a difference.

©SHRM 2016 42
 Key Recruiting Trends

Social Media Research from SHRM:

• Recruiting via social media is growing with 84% of organizations currently
using it and 9% planning to use it.
• The top reason organizations use social media for recruitment? Recruiting
passive job candidates, 82% said.
• 36% of organizations have disqualified a job candidate in the past year
because of concerning information found on a public social media profile or
through an online search. 39% allow candidates to explain information of
concern before a decision on hiring.

©SHRM 2016 43
 Key Recruiting Trends

Linkedin remains the most effective social media site for recruiting
Source: 2015 SHRM Survey on Use of Social Media for Talent Acquisition

©SHRM 2016 44
 Key Recruiting Trends

Especially True for Disabled

& Veteran Candidates

• Prompted by Section 503 of the

Rehabilitation Act
• Mandates federally contracted
companies to strive for 7% employment
of candidates with disabilities within each
job group
• That 7% applies to the entire staff for
companies with fewer than 100
employees

©SHRM 2016 45
©SHRM 2016
46
©SHRM 2016
47
©SHRM 2016
48
Social Media and Recruiting
 89% of Companies are using Social Media for recruiting
in 2015. Up 6% from 2010.
 1 of 3 employers rejected candidates based on
something they found about them online
 14.4 Million people have used social media to find a job
in 2015
 24% Managers found good candidates from social
media profile
 65% Companies that have successfully used Social
Media
 55% Companies that plan to invest more in social media
recruiting in 2023

Webinar Series for Business

Hosted by: Burton Blatt Institute – Southeast, a partnership between the
Southeast ADA Center and Southeast TACE Region IV.
Funded by NIDRR Grant # H133A110021© 2013 All Rights Reserved
Social Recruiting
 Simply tweeting out a link to a job posting will get you
visibility and viable candidates. But to really reach your
target audience - Join the conversations
 Learn what is important to the targeted community
 Know Your Audience
 Learn the language and industries
 Get Creative (Make your message stand out)
 Be Open in Return (share information and communicate)
 Take the time to brand your firm as a Employer of
Choice
 Cultivate your social media presence your brand will
allow you to incorporate job announcements.
Webinar Series for Business
Hosted by: Burton Blatt Institute – Southeast, a partnership between the
Southeast ADA Center and Southeast TACE Region IV.
Funded by NIDRR Grant # H133A110021© 2013 All Rights Reserved
HR Managers & Social Media
 92% of Hiring managers in 2019 used or
plan to use social media to recruit
 86% in Linkedin
 60% in Facebook
 50% use Twitter
 76% (up from 54% in 2015) HR
Professionals use networking websites to
source potential candidates
 1 out of 5 employers use Social Networking
Sites to Research Job Candidates

Webinar Series for Business

Hosted by: Burton Blatt Institute – Southeast, a partnership between the
Southeast ADA Center and Southeast TACE Region IV.
Funded by NIDRR Grant # H133A110021© 2013 All Rights Reserved
Recruit via LinkedIn
 Recruiters are posting positions on social media sites like
LinkedIn Groups (free) or LinkedIn Talent Advantage.
 Join LinkedIn Groups that focus on people with
disabilities
 Professionals with Disabilities
 Job Opportunities for Individuals and Veterans with
Disabilities
 USBLN (US Business Leadership Network)
 AAPD (American Association of People with
Disabilities)
 COSD (Career Opportunities for Students with
Disabilities)
Webinar Series for Business
Hosted by: Burton Blatt Institute – Southeast, a partnership between the
Southeast ADA Center and Southeast TACE Region IV.
Funded by NIDRR Grant # H133A110021© 2013 All Rights Reserved
Recruit via Facebook
 Place positions for free in the Facebook Marketplace
 Ad will require location, job category, subcategories,
title, description and allow post an image
 Facebook Pages
 Use your Facebook Page as a recruiting tool.
 You can also post job openings for your fans to see
 Facebook Ad
 This is another option that allows a laser targeting
ability
 This is a pay per click (how many people clicked on
your ad) OR pay per impression (how many people
potentially saw your ad)
Webinar Series for Business
Hosted by: Burton Blatt Institute – Southeast, a partnership between the
Southeast ADA Center and Southeast TACE Region IV.
Funded by NIDRR Grant # H133A110021© 2013 All Rights Reserved
Recruit via Twitter
 Twitter can be powerful for smaller companies or a
recruiter who wants to get an edge.
 Only 140 characters but you can tweet short messages
with a URL
 Increase your network by including hashtags like
#disabilities, #accessibility, #inclusion, #employment,
#jobpost, #career, #staffing, #hiring
 You can also engage with candidates and follow the
topics the tweet about with messages like:
• Stop by our job fair or career expo
• Check out more positions at www.company.com

Webinar Series for Business

Hosted by: Burton Blatt Institute – Southeast, a partnership between the
Southeast ADA Center and Southeast TACE Region IV.
Funded by NIDRR Grant # H133A110021© 2013 All Rights Reserved
Pinterest
Where The Ladies At?
 Pinterest. 2 Million Daily Facebook Users, 97% Of Fans
Are Women
 Pinterest now has over 10.4 million registered users, 9
million monthly Facebook-connected users, and 2 million
daily Facebook users.
 With gorgeous photography, and links to travel and
shopping, Pinterest is becoming an obsession for flocks
of women.
 AppData and Facebook’s advertising tool show that over
97% of Pinterest’s Facebook fans are women.

Webinar Series for Business

Hosted by: Burton Blatt Institute – Southeast, a partnership between the
Southeast ADA Center and Southeast TACE Region IV.
Funded by NIDRR Grant # H133A110021© 2013 All Rights Reserved
Pinterest & Recruiting
 Creative Positions – Allows a slick place for creative
people to pin their portfolios
 Allow a job seeker to share resumes and other content
 Allow both recruiters and job seekers to find content via
hashtags. Instead of cool – add #disabilities and
relevant comments about pinned content
 Boards can be filled with content showing recruiters the
Thought Leaders in a space
 Could allow recruiters to quietly observe the content
 Allow recruiters to brand their firm as “Employers of
Choice” by pinning articles and PR about the firm

Webinar Series for Business

Hosted by: Burton Blatt Institute – Southeast, a partnership between the
Southeast ADA Center and Southeast TACE Region IV.
Funded by NIDRR Grant # H133A110021© 2013 All Rights Reserved
ROI of Using Social Media
 Social media recruiting can allow employers
to target diverse candidates.
 It can also allow an employer to get to know
a candidate a little better.
 Are they a leader in the community?
 Are they knowledgeable in their field?
 Using tools like LinkedIn, Facebook and
Twitter takes recruiting back to its grass root
day of networking but in the digital age.
Webinar Series for Business
Hosted by: Burton Blatt Institute – Southeast, a partnership between the
Southeast ADA Center and Southeast TACE Region IV.
Funded by NIDRR Grant # H133A110021© 2013 All Rights Reserved