Recently, a new type of recruiting relationship has emerged. On demand recruiting services (ODRS) provide short term specialized recruiting to support specific projects without the expense of retaining traditional search firms. They are basically recruiters who get paid by the hour or project, instead of a percentage fee. For example, when the HR Manager for one biotech firm had to hire several dozen people with scientific degrees and experience in pharmaceutical, she decided an ORDS firm was her best option. She could have hired as full time, in-house recruiter, but what would she have done with that person once the job of filling these positions was complete? A traditional recruiting firm might charge 20 to 30% of each hireâ€™s salary, a prohibitive amount for a small company. The ODRS firm charged by time, rather than per hire. It handled recruiting, analysis and prescreening, and left the client with a short list of qualified candidates to put through the employerâ€™s own internal screening process.
College Recruiting: Sending an employerâ€™s representatives to college campuses to prescreen applicants and create an applicant pool from the graduating class is an important source of management trainees, promotable candidates, and professional and technical employees. One study concluded, for instance, that new college grads filled about 38% of all externally filled jobs requiring a college degree: The percentage just for entry-level jobs requiring a college degree would probably be much higher.
But on-campus recruiting is expensive and time-consuming. Schedules must be set well in advance, company brochures printed, records of interviews kept and much time spent on campus. And recruiters themselves are sometimes ineffective, or worse. Some recruiters are unprepared, show little interest in the candidate, and act superior. Many recruiters donâ€™t screen candidates effectively. Such experiences underscore the need to train recruiters in how to interview candidates, how to explain what the company has to offer, and how to put candidates at ease.
On-Site Visits: Employers generally invite good candidates to the office or plant for an on-site vi0sit. There are several ways to make this visit fruitful. The invitation letter should be warm and friendly but business like, and should give the person a choice of dates to visit the company. Someone should be assigned to meet the applicant, preferably at the airport or at his or her hotel, and to act as host. A package containing the applicantâ€™s schedule as well as other information regarding the company â€“ such as annual reports and employee benefits â€“ should be waiting for the applicant at the hotel.
Plan the interviews carefully and adhere to the schedule. Avoid interruptions; give the candidate the undivided attention of each person with whom he or she interviews. Luncheon should be hosted by one or more other recently hired graduates with whom the applicant may feel more at ease. Make an offer, if any as soon as possible, preferably at the time of the visit. If this is not possible, tell the candidate when to expect a decision. If an offer is made, keep in mind that the applicant may have other offers, too. Frequent follow-ups to â€˜find out how the decision process is goingâ€™ or â€˜ask if there are any other questionsâ€™ may help to tilt the applicant in your favor.
What sorts of things turn job candidates on or off? A study of 96 graduating students from a major Northeastern university reveals some positive and negative factors. For example, with this sample 53% mentioned â€˜on-site visit opportunities to meet with people in positions similar to those applied for, with higher ranking personsâ€™ had a positive effect. Fifty-one percent mentioned â€˜impressive hotel/dinner arrangements and having well-organized site arrangements. On the other hand, 41% were turned off by disorganized, unprepared interviewer behavior, or uniformed, useless answers. Similarly 40% mentioned unimpressive cheap hotels, disorganized arrangements, or inappropriate behavior of hostsâ€™ as having negative effects.
Internships: Many college students get their jobs through college internships. Internships can be win-win situations for both students and employers. For students, it may mean being able to hone business skills, learn more about potential employers, and discover their like (and dislikes) when it comes to choosing careers. And employers, of course can use the interns to make useful contributions while evaluating them as possible full time employees.
Referrals and Walk-Ins: â€œEmployee referralâ€ campaigns are another recruiting option. The firm posts announcements of opening and requests for referrals in its intranet Web site, bulletin, and on its wallboards. Prizes or cash rewards are offered for referrals that lead to hiring. Employee referrals have been the source of almost half of all hires at AmeriCredit since the firm kicked off its â€œyouâ€™ve got friends, we want to meet themâ€ employee referral program. Employees making a successful referral receive $1,000 awards, with the payments spread over a year. As the head of recruiting says, Quality people know quality people. If you give employees the opportunity to make referrals, they automatically suggest high caliber people because they are stakeholders.