Good Assessment Sample-Recruitment - 1.0 Introduction...

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7916EHR Human Resource Management Page 1 1.0 Introduction Through external recruitment advertisings, companies create an awareness of their organisation and available positions while showing potential applicants that they are the employer of choice (Rai & Kothari, 2008). It is a complex dual-decision made by the organis ation’s representatives and potential job applicants (Johnson, Winter, Reio & Thompson, 2008). With the competition for skilled workers increasing, there is growing pressure for human resource (HR) practitioners to use external recruitment advertising to effectively differentiate their organisation and efficiently attract not only qualified applicants, but the best and brightest to fill vacancies. Evidence suggests that recruitment practices affect the applicant s perception of the organisation and their intention to apply (Roberson, Collins & Oreg, 2005). This paper argues that fundamental elements of an organisation’s external recruitment advertising the recruitment brand, messaging and media directly impact potential job seekers. Using the latest research on external recruitment advertising, this paper evaluates the impact of three critical areas of recruitment advertising on the job seeker: (1) identity created by the organisation’s recruitment brand; (2) tone, clarity and detail of the recruitment message and content; and (3) features of media tactics and characteristics of digital media tools. The subsequent section highlights relevant literature, draws a conclusion and ends with recommendations for HR practitioners.
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7916EHR Human Resource Management Page 2 2.0 External Recruitment Advertising 2.1 Recruitment Brand: Power of Attraction Recruitment branding is a tool that allows HR practitioners to market both their organisation and available positions. It is the sum of a company’s efforts to communicate that it is a desirable place to work (Moroko & Uncles, 2008). When cultivated correctly, a recruitment brand can become an organisation ’s most valuable recruitment asset and a source of competitive advantage (Backhaus & Tikoo, 2004). A strong recruitment brand increases the attraction of the potential job seeker to the organisation and impacts their intention to apply. Some researchers believe that a successful recruitment brand should covey all the elements which shape an employee’s experience and highlight the unique aspects of the organisation ’s employment offerings (Backhaus & Tikoo, 2004). To attract proper candidates, a recent article by Moroko and Uncles (2008) suggests that the information conveyed in the brand must be relevant, differentiated, noticeable and accurate. B ackhaus and Tikoo’s (2004) research indicates that the brand should capture the benefits that the organisation offers such as training, career opportunities, culture and personal growth and positive attributes like prestige and innovation.
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