3. Recruitment Strategy

3. RECRUITMENT STRATEGY From assignment 2 we have an elaborate job analysis for an administrative assistant and HR philosophy of our company, now we turn to the next step, the recruitment stage. In this stage, we focus on the two different strategies for administrative assistant and HR manager.

3.1 General information In order to get a sound recruitment strategy, the strategy should be based on the job requirements and also be consistent with the HR philosophy. A sound recruitment strategy also including how many candidates do we need, which resources should we use and how much money and time will put on it. Obviously, in our HR philosophy we stated that we prefer to promote employees within the company, that is the same for the recruitment. The followings are the reasons: if external recruitment efforts are undertaken without considering the present employees first, both short and long run costs may be incurred. In the short run, it will weaken employee loyalty and trust in management. In the long run, an organization with a reputation for consistent neglect internal employees may find it difficult to attract new employees and to retain experienced ones (Cascio & Aguinis, 2005). However, that is not true that we do not need external recruitment. When the recruiter calculate that internal candidates are not enough, then we have to start consider the external recruitment. External and internal recruitment are taken simultaneously, but internal candidates will get priority. So in the design of recruitment strategy, the internal recruitment is prior than the external one. How many candidates do we need? Actual data from a survey of more than 500 companies revealed the following average yield ratios: the leads-to-invites ratio is 14:1, the invites-tointerviews is 4:1, the interviews-to-offers is 5:2 and the offers-to-hires is 5:4 (Cascio & Aguinis, 2005). As for our company Prince, we need 2 HR secretaries, so we change our offers-to-hires as 3:2. Hires

Offers

Ratio 111

222

Interviews

Invites

Leads

How much time do we need? In fact, longitudinal research indicates that delays in the timing of

recruitment events are perceived very negatively by candidates, especially high-quality ones, and often cost job acceptances ( Bretz & Judge, 1998; Rynes, Bretz, & Gerhart, 1991; Ryne & Cable, 2003). So we decide to shorten the cycle by taking online applications and screen application electronically. The following is our timetable. Average number of days from:

Resume to invitation Invitation

to

4

interview 5

Interview to offer Offer to acceptance Acceptance to report for work

3 7 21

Average number of days from Resume to invitation Invitation to interview Interview to offer Offer to acceptance Acceptance to report for work

4 5 3 7 21