methods of recruitment
With the job description created, you’ll need to decide where’s the best place, and what’s the most suitable method, to advertise a role and attract candidates. This will vary, it’s not one size fits all. The following tables list the pros and cons of internet recruiting, public and private sector agencies (including recruitment agencies), search consultants, press advertising, referrals, social networks, unsolicited applications and apprenticeships.
online job boards and websites
General job boards such as Glassdoor, Indeed, Monster and Adzuna attract large numbers of potential candidates. According to Betterteam, one in four Australians are registered on LinkedIn, which incorporates job boards; while three out of four use SEEK as part of their job search process. There are specialist job boards for government roles, marketing and creative positions and graduates.
Online job boards can be particularly useful for organisations without a strong employer brand that may be unlikely to attract candidates directly to their website. Many offer free and paid advertising options, and some are linked to newspapers, so the advert will cover a range of outlets. Additionally, many organisations, large and small, have a dedicated ‘vacancies’ section on their own websites.
|• cost-effective||• potential large numbers of inappropriate applications if care not taken drafting the job description and person specification|
|• can speed up the recruitment cycle and streamline administration||• a badly designed website or technical difficulties can turn-off potential applicants and damage your brand|
|• technology helps manage vacancies effectively and coordinates processes||• it could be seen to be discriminatory where candidates are not computer literate|
|• global reach, instant applications||• use of CV keyword search can also lead to allegations of discrimination|
|• makes internal vacancies known across a wide range of sites and divisions|
|• supports branding with ‘soft’ information on workplace culture, e.g. though videos and blogs|
|• handles high-volumes of applications in a consistent way and records volume of response easily to feedback which phrases and job advertisements work best|
The Department of Employment reports that at any point in time, 775,000 Australians use recruitment agencies to find their next job. Particularly useful when trying to recruit large numbers of people, the vacancy is hard to fill, employers are seeking candidates quickly, employers want to ensure they find the right match for their criteria, and when recruiting for very technical or specialist roles.
|• specialist expert knowledge of target recruitment market – particularly useful if unfamiliar to the employer – and of business sector and competitors||• one agency can mean only one database, though agencies will also advertise your positions externally on your behalf|
|• speed of response from dedicated staff||• less reputable firms may adopt a ‘scatter gun’ approach – sending too many candidates, some not meeting employer requirements; may also be more motivated by short-term gain (i.e. the fee) than long-term relationship|
|• only pre-screened and pre-referenced candidates, therefore of a higher quality||• candidates may prefer to deal directly with the potential employer|
|• many candidates prefer dealing with an agency rather than direct with an employer||• can seem costly – fees typically 20% of the appointee’s salary.|
|• minimal administration as the agency performs many of the recruitment tasks, including external advertising|
|• database of people who have expressed a desire to move, so able to react quickly|
|• agency staff can become very familiar with an organisation’s ethos and culture and source candidates who match the company and the hiring manager as well as the role|
|• the vacancy does not become public knowledge|
|• no hire, no fee, no risk.|
Search consultants (or ‘headhunters’) may be employed when a vacancy is not to become public knowledge, usually where the post is very senior and/or there may be market sensitivities.
|• specialist knowledge of recruitment market||• costly|
|• discretion||• limited pool of candidates (often the case at very senior levels)|
|• identifies the people who could do the job||• shortlisted people may not be available.|
|• consultant develops detailed knowledge of the organisation|
|• consultant builds personal relationships with senior executives so knows at the outset likely best candidate(s)|
|• no hire, no fee, no risk.|
Specialist/trade journals, national and local newspapers are still valid methods of recruitment. People with specialist skills often look for vacancies in the relevant professional journal first, which are increasingly likely to have an online presence besides a printed edition. Recruitment agencies can often negotiate special rates with media groups.
|• positively communicates your recruitment messages and brand||• high upfront costs and no guarantee of success and return on investment|
|• reinforces your corporate message and helps build brand awareness||• often a slow process, especially if using trade/specialist press|
|• sends a positive message about the company’s fortunes to the marketplace||• cluttered environment, no control over where your ads are placed within the press environment|
|• trade publications target candidates with specific skills or experience||• limited to those who read that particular newspaper or journal|
|• may encourage people to apply who were not considering moving||• limited tracking and reporting on success, as there is no automated/measured response mechanism in printed editions|
|• many publications offer a print and online package.||• potentially high cost of sifting applications – internal time – and resource-heavy.|
employer referral schemes
Also known as co-optation or internal referrals, employee referral programs are growing in popularity as a low-cost way to identify suitable candidates. But they have their limitations and work best alongside specialist recruitment agencies.
|• credible direct ‘sell’ of the vacancy/organisation||• limited pool of candidates|
|• high-quality candidates||• potentially fails to create a diverse workforce, as it limits the pool which may not be representative of the external workforce overall|
|• better retention rates||• rejection of a referral may demotivate the employee who made the recommendation|
|• likely to cost less than other methods of filling a vacancy.||• may distract employees from other duties.|
public sector agency
Job Services Australia is the Australian government’s main employment services program, designed to help people secure sustainable employment. Job Services Australia is delivered by over 100 contracted providers at around 2,200 sites throughout Australia. For more details visit www.ja.com.au.
|• candidate screening and support with shortlisting||• not the first choice for the employed, especially managers and professionals|
|• extensive national network backed by the government||• vacancies tend to be lower-level roles.|
|• access to government initiatives|
|• access to wage subsidy to support businesses|
|• skills training through accredited trainers.|
These can range from face-to-face career fairs, often at universities and colleges, to open days or webchats, where potential applicants can ask questions online.
|• good way to meet a lot of people in a short space of time, cost-effective if you have numerous roles to fill||• no chance to sift through candidates|
|• demonstrates your employer brand|
• at career fairs, you will be competing against many other would-be employers
|• increases awareness of your organisation.||• can be difficult to stand out – those that do tend to have spent the most money|
|• query over cost-effectiveness if you have few vacancies.|
Professional networks such as LinkedIn have seen a steady rise in the number of organisations using them for recruitment, reflecting the rise of online recruitment. The ‘2018 Randstad Employer Brand Research’ revealed that 20% of candidates use LinkedIn to find their next job.
|• good way of connecting with the connected generations||• can blur the private and professional spheres, a problem for employers who discourage staff from discussing the company on social media|
|• good way of connecting with the connected generations access to a wide, virtually unlimited, network of contacts|
• some recruiters fail to recognise the difference between personal and professional life and have refused to interview people because of activity on social networking sites
|• can build relationships with potential candidates and create a talent pipeline to fill future vacancies||• labour intensive: requires the personal touch, not automated responses|
|• gives candidates a view of organisational culture||• some recruiters find the long-term nature of social media recruitment a challenge when compared to traditional CV gathering and sifting|
|• allows you to promote your brand||• a poorly managed presence may put off potential employees.|
|• measurable using digital analytics tools.|
The better known an organisation, the more likely it is to receive speculative letters from job seekers. To develop a reputation as an ethical recruiter/employer with a strong employer brand, it’s important to establish a process for reviewing and responding to these applications in an efficient and professional manner.
|• applicants have already bought into your brand||• difficult to keep track of applicants if there is nothing available immediately|
|• no up-front costs||• can be difficult to ascertain the quality of candidates.|
|• allows you to create your own database of applicants.|
Through various incentive programs, the government’s Australian Apprenticeships supports businesses who employ eligible Australian apprentices.
|• can develop scarce skills in-house||• time developing a scheme to ensure it meets organisational needs|
|• reimbursement of training fees offset some of the costs||• not always suitable for candidates who are better at classroom learning.|
|• boosts loyalty – many apprentices go on to become managers|
|• commitment to community – including assisting indigenous Australians with training opportunities - has a positive impact on your brand.|
more articles about: finding candidates
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- building a resourcing strategy
- setting a competitive salary and benefits package
- flexible work is high on the agenda
- deciding on the right recruitment channel
- creating a balanced and diverse workforce
- challenging times
- the passive candidate
- employee value propositions
- candidate resourcing strategy
- preparing for recruitment
- job and person specifications
- salary and benefit determination
- competency frameworks
- recruitment channels
- creating a job advertisement
- working with recruitment agencies
- methods of recruitment
- managing applications: CVs or application forms?
- the Privacy Act