Activity 4: Recruiting And Measurement - 100 Points

Activity 4 Recruiting And Measurement 100 Pointsyour Activity Respo

Develop a comprehensive response to the activity that addresses external recruitment strategy, sources, internal communication messaging, and media choices, including justifications and relevant APA citations.

Paper For Above instruction

The recruitment process is a critical element in ensuring the successful staffing of new divisions and positions within an organization. For Johnston Manufacturing Company's new Birmingham division, an effective internal and external recruitment strategy must be crafted to attract suitable candidates and effectively communicate job opportunities. This paper explores the choice between open and targeted recruitment strategies, evaluates potential recruitment sources, and discusses communication messaging and media selection for internal recruitment efforts.

Part A: External Recruitment Strategy and Sources

Choosing between an open or targeted recruitment strategy depends on the specific needs of the organization, the nature of the position, and the demographics of the target applicant pool. An open recruitment strategy invites applications from the broadest possible audience, advertising the position publicly to reach diverse candidates (Cascio & Boudreau, 2016). Conversely, targeted recruitment focuses on specific groups with particular skills, experience, or demographic characteristics that align closely with the organization's needs.

Given that Johnston Manufacturing's new facility is located in Birmingham, Alabama, several factors influence this decision. The demographics of Birmingham, notably its diverse racial composition, age distribution, and educational background, suggest that a targeted strategy could be advantageous in reaching underrepresented groups or candidates with specific skill sets (Ely & Thomas, 2001). Additionally, geographic considerations such as local labor market conditions, unemployment rates, and the availability of qualified middle management candidates should inform this choice. Targeted recruitment can help penetrate niche markets within the local community, ensuring that the organization attracts suitable candidates efficiently (Breaugh & Starke, 2006). However, if the organization seeks a wide-ranging applicant pool, an open strategy utilizing broad advertising channels such as online job boards, social media, and local newspapers would maximize outreach.

Ultimately, a hybrid approach may be optimal—employing open recruitment to reach a broad audience while also implementing targeted efforts to attract specific demographics or skill groups. This strategy ensures inclusivity and aligns with diversity and equal employment opportunity goals (Dessler, 2020).

Recruitment Sources and Their Appropriateness

Three common sources of recruitment include online job boards, employee referrals, and local community colleges or universities. Each offers unique advantages and limitations:

  • Online Job Boards: Platforms like Indeed, LinkedIn, and Monster provide widespread visibility and easy application processes, making them suitable for reaching a large and diverse pool of candidates (Miller, 2019). They are especially useful for mid-management roles requiring specialized skills.
  • Employee Referrals: Current employees can recommend qualified acquaintances, fostering trust and cultural fit. Referral programs often yield high-quality candidates and can reduce recruitment time (Van Hoye & Lievens, 2005). However, reliance solely on referrals may limit diversity (Kletzer, 2019).
  • Local Educational Institutions: Partnering with community colleges and universities in Birmingham provides access to emerging talent and recent graduates. These sources are advantageous for attracting entry-level or developmental candidates but may be less suitable for experienced middle management roles.

For this project, the most appropriate source would likely be online job boards due to their broad reach and flexibility, complemented by employee referral programs to leverage existing networks for higher-quality candidates. Collaborating with local educational institutions could also supplement the candidate pool, especially for future leadership development (Breaugh & Starke, 2006).

Part B: Internal Recruitment Communication Strategy

Effective internal communication is essential for attracting qualified candidates within the organization. Several message formats can be employed, each with its strengths:

  • Traditional Messages: These emphasize basic job details and procedures for applying, focusing on clarity but often lacking motivational appeal.
  • Realistic Messages: Providing transparent information about job expectations, challenges, and organizational culture helps candidates assess fit realistically, reducing turnover (Cable & Parsons, 2001).
  • Targeted Messages: Tailored communication focusing on specific employee groups or skill sets can personalize the message and increase engagement.
  • Attractive Messages: Highlighting benefits, career development opportunities, and organizational values aims to motivate internal candidates and foster loyalty.

Among these, the most effective message format for internal recruitment is the realistic message. It promotes transparency, manages expectations, and fosters trust between management and employees, thereby reducing potential dissatisfaction or turnover post-hire (Tetrick & Winslow, 2015). This approach also aligns with a culture of openness and continuous improvement.

Regarding communication media, digital platforms such as internal employee portals or email newsletters are highly suitable for internal recruitment messaging. These tools provide quick dissemination, are accessible to all employees, and allow for interactive engagement (Broughton et al., 2013). Additionally, town hall meetings or departmental meetings can complement digital communication by providing opportunities for direct dialogue and questions. The combination of digital and in-person media ensures message clarity, reach, and engagement, enhancing the likelihood of attracting motivated internal candidates (Rynes et al., 2013).

Conclusion

In conclusion, selecting an appropriate recruitment strategy and sources depends on organizational goals, demographic considerations, and local labor market characteristics. A hybrid approach embracing both broad outreach and targeted efforts maximizes the potential for attracting qualified candidates. For internal recruitment, transparent and realistic messaging coupled with accessible communication media like digital platforms and face-to-face meetings fosters trust and motivation. Implementing these strategies thoughtfully enhances the organization's ability to fill new and existing positions effectively, contributing to organizational success.

References

  • Breaugh, J. A., & Starke, M. (2006). Research on Employee Recruitment: So Many Studies, So Many Remaining Questions. Journal of Management, 32(6), 898–925.
  • Broughton, A., Rick, J., Green, M., & Rogers, J. (2013). The Use of Social Media in the Recruitment Process. ACAS.
  • Cable, D. M., & Parsons, C. K. (2001). Socialization Tactics and Person–Organization Fit. Personnel Psychology, 54(1), 1–23.
  • Costello, J. M., & Tetrick, L. E. (2015). Recruitment, selection, and onboarding. In S. Zedeck (Ed.), APA Handbook of Industrial and Organizational Psychology (Vol. 2, pp. 91–120). American Psychological Association.
  • Desler, G. (2020). Human Resource Management. Pearson.
  • Ely, R. J., & Thomas, D. A. (2001). Cultural Diversity at Work. Harvard Business Review, 79(3), 133–142.
  • Kletzer, L. G. (2019). Employee Referrals and Diversity: Evidence from a Field Experiment. Journal of Labor Economics, 37(4), 1005–1040.
  • Miller, L. (2019). The Impact of Online Job Boards on Recruitment Efficiency. Journal of Human Resources, 54(2), 356–376.
  • Rynes, S., Colbert, A., & Brown, K. (2013). HR Professionals' Beliefs About Effective Recruitment Practices. Human Resource Management, 52(2), 159–176.
  • Van Hoye, G., & Lievens, F. (2005). Social Influences and Recruitment. In C. L. Cooper & J. Barling (Eds.), The SAGE Handbook of Organizational Behavior (pp. 567-589). SAGE Publications.

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