Manasa 0309 Online Recruitment

8/12/2019 Manasa 0309 Online Recruitment

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A Research Project Report on

EFFICACY OF WEB RECRUITMENT

Submitted in partial fulfillment of the requirements of the MBA Degree

Bangalore University

Submitted by

MANASA.V

Register Number

03XQCM6055

Under the guidance of Prof. Prabakar,

Professor,M.P.Birla Institute of Management

M.P.Birla Institute of Management,

Associate Bharatiya Vidya Bhavan,

Bangalore 560001

2003-05


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PRINCIPALS CERTIFICATE

This is to certify that this report is the result of Research Project

Efficacy of Web Recruitment undergone by Ms. Manasa.V

bearing the register number 03XQCM6055 under the guidance and

supervision of Prof. Prabhakar. This has not formed a basis for the

award of any Degree/ Diploma of any University.

Bangalore Dr Nagesh. S. MalavalliDate: (Principal)


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GUIDES CERTIFICATE

This is to certify that this report is the result of Research Project

Efficacy of Web Recruitment undergone by Ms. Manasa.V

bearing the register number 03XQCM6055 under the guidance and

supervision of Prof. Prabhakar. This has not formed a basis for the

award of any Degree/ Diploma of any University.

Bangalore Prof. PrabhakarDate: (Guide)


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STUDENT DECLARATION

I hereby declare that this Research Project entitled Efficacy of

Web Recruitment has been undertaken and completed by me

under the valuable guidance of Prof. Prabhakar, M.P.B.I.M, in partial

fulfillment of Degree of MBA program is my original work and that no

part of the work has been submitted for any degree, diploma,

fellowship or other similar title or prizes for any institution previously.

Bangalore

Date: (Manasa.V)

Reg No: 03XQCM6055


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EXECUTIVE SUMMARY

Do HR Practitioners believe that Internet is a valuable Recruitment

tool?

Perhaps no method has ever had as revolutionary an effect on

organizational recruitment practices as the Internet. Internet job boards such

as Monster.com and HotJobs.com have enabled organizations to attract

more applicants from a wider geographic base than ever before. At the same

time, many practitioners and researchers suggest that for organizations to

truly gain a competitive recruiting advantage, they must prudently use their

own web sites for recruitment purposes.

The main objective of the research project is to examine HR professionals

attitude toward and Use of Internet for employee Recruitment. The other

objective includes assessing the risks associated with web recruitment.

The results of the research provide:

A barometer of current attitudes toward the online mechanisms.

An assessment of internal organizational expectations regarding the

use of the

Internet for employee recruitment and perceptions of online recruitment

norms

Insight into the short-term future of the Internet for employee recruitment

Perceptions regarding the ease of using online mechanism for

recruitment purposes.

This research is qualitative in nature. This study is based on the data

collected through various structured questionnaire and n-depth interview with

key personnel. The sampling technique used is stratified sample technique.

Since the research topic is qualitative in nature, we are prompted to use

simple percentages so as to make the data more succinct and amenable for

easy interpretation.


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INTRODUCTION TO RECRUITMENT

Performing todays HR Recruiter function has not significantly

changed. Infact, the job of a HR Recruiter has increased considerably due to

constant business requirement to recruit and retain a diverse workforce. HR

Recruiting Functions and Recruiters in most organizations are faced daily

with time consuming transactional tasks such as, prescreening thousands of

resumes, preventing them from focusing on more strategic activities such as,

building solid relationships with qualified candidates and hiring managers.

Many HR Recruiting Functions and Recruiters are experiencing additional

administrative challenges, with very little opportunity to learn the required

strategic behavior that will significantly improve their value, productivity,

performance and career growth.

Optimizing HR recruiting productivity and performance requires

aligning your daily activities to the companys core business competencies

and strategy, while improving upon those skills that not only add value, but

also enhances our ability to be viewed as a Strategic HR Recruiting Function

and Recruiter in the eyes of every hiring manager we serve.

The goal is to help the Strategic HR Recruiting Function and

Recruiters gain a basic understanding of what it takes to easily achieve

individual and strategic hiring breakthrough performance results now and

into the future.

Hire The Best and Inspire The Rest

The Evolution of the HR Function

The HR function has evolved from the early days of the industrial

revolution to the present. This evolution is typified by increased complexity

and regulation, as well as rapid pace of technological change.


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for recruiting quality talent is not yielding an adequate improvement in

performance by the HR Recruiting function. Further complicating this

situation, management is coming to recognize that the organization itself

may ultimately provide the sole avenue for acquiring quality talent to sustain

a competitive advantage, and thestrategic HR Recruiter is sure to play a major role in realizing this potential.


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What is E-Recruitment?

Web recruitment is the process of hiring/tracking job seekers through web

technology.

E-Recruitment encompasses just about every step in the traditional

recruitment process like presenting the available openings, testing

candidates for applicable skills, interests and fits for a particular job,

checking references etc., instead of taking place with paper forms e-

recruiting gives details about the company and vacancy positions is given

either in the company' s website or on the website of commercial recruiters.

E- recruiting may also be done by outsourcing the recruiting activities of the

firm to the brokers who can post it in a paid website, allow candidates to

apply, scrutinise their applications and match those with the available job

specifications and finally send the profile of the list of candidates

(applicants), everything being online.

Online recruiting is a huge industry. It is estimated that online recruiting costs

one-twentieth as much to hire an employee online as it does to hire that

person through want ads and other traditional means.( embracing online

recruiting - Graeme browing , April 08, 2002).

Features and Trends

Most On-line recruiting sites deliver easy-to-use search capabilities,

customer service and convenience. The common features include:

State-of-the-art resume database providing recruiters, head hunters

and corporate human resource professionals easy access to some of

the best talents in the workforce today Questionnaires tailored to detect required skills to meet the exact

needs of the Company or position


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Simplified application process

E- recruiting technology is skill-based with automated pre-screening

features, which is the next step in the evolution of Online recruiting.

A quick look at the overall trends in Online recruiting shows the rise in theimportance of marketing the web site, online training, dawn of video

interviews and emergence of professional Internet Recruiters.

If you are a Job Seeker

Online recruiting sites are specifically designed for those who seek the most

demanding and challenging positions in their chosen field, with the most

dynamic employers. These sites offer the job seeker:

A quick, convenient, reliable, timely and effective way to reachrecruiting, search and employment professionals worldwide

Comprehensive resources for finding a job online Crucial information on potential employers - The more you know

about the company, their business objectives and goals, the better

you will be able to communicate your value to them. Topnotch career information Valuable, content rich information on resume writing advice Access to tools like resume builders Career tips from HR managers Upgraded facilities for maximum visibility Constant monitoring of job postings against resume Educational resources for developing effective job searches and other user friendly services

The best way to work with the system and let it work for you is to become a

member and create a profile. That way, search professionals have easyaccess to your skills, background and experience to quickly match you with

the job opportunities in your field.


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If you are a recruiter..

Thanks to skill based automated prescreening; the time spent at every step

of the recruiting cycle is greatly reduced. This translates into huge savings

for employers in terms of:

Reduced time to hire Reduced ramp-up time (time required for a new recruit to train) Increased probability of hiring the right candidate Improved retention Lower turnover

E-Recruiting sites allows employers to:

Search and respond to resume postings online Constantly monitor resume postings Use criteria builders Find resumes to match specifications Setup interviews Add graphics (like company logos) and active hyperlinks to your

corporate web site Receive, sort and shortlist online resumes Send mass e-mail to candidates direct from your desk top Enhance newspaper advertisements by providing candidates with an

online application facility Provide facts about company culture, environment, practices and

recruitment processes, thus giving the company a higher visibility


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RISKS INVOLVED IN E-RECRUITMENT

Some of the legal risks involved in online recruitment are:

One of the legal risks is that employers, feeling overwhelmed by the

amount of rsums they get, turn to rsum-screening software. That way

they dont have to look at every single rsum that comes in; the screening

software helps select the best applicants [by screening for certain words or

phrases]. Well, that approach only works as well as the software, and theres

a significant legal risk in making a poor selection in your rsum-screening

software.

The second potential problem with e-recruiting : concerns the impact

e-recruiting has on who you consider for a job and ultimately hire -- and how

that affects the diversity of your workplace. By using online recruiting as a

means of identifying potential employees, are you excluding large portions of

the population? For instance, theres the argument that more young people

use the Internet than old people. So if you rely exclusively on e-recruiting,

then youre probably going to get more young applicants than older

applicants. So you might be excluding some of those people by primarily

requiring that applications be done electronically.

Theres also an issue with the collection of the information itself. Can

you properly comply with all the different hiring requirements that might apply

in your state, and still find yourself [in gray areas in another state]. For

example: California laws place a lot more limitations on the amount of

information employers can collect than might be the case in Texas. So if

youre collecting information from someone in California, and youre based inTexas, but youre doing it all electronically, whose law governs? Could you

be collecting information from that California person that would be lawful if

you were both in Texas, but may not be in California?


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The final area of concern: In the electronic context, theres more risk

of getting yourself into trouble by making a comment or asking something

that you wouldnt in the hard-paper format. If youre advertising in a

newspaper, you have X amount of characters, so youre pretty succinct. On

Web sites, you can go into as much detail as you want. You can put pagesof information up there about who would be the best candidate. That can be

good for the applicant, but depending on the nature of the information, can

also come back and be pointed to as evidence of discrimination.

The second component of that is the general informality that exists

online. If an HR person starts engaging in an e-mail correspondence with an

applicant, people arent as careful in those e-mail discussions. They might

say something or ask for some information that would be improper,

something that may later come back [to haunt them] when the applicant

doesnt get the job


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PROBLEM STATEMENT

Problem statement: To find out the magnitude and usage pattern of online

recruitment.

What are the legal risks associated with online recruitment and how to

overcome these risks


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NEED AND SIGNIFICANCE OF THE STUDY

While the use of web technology in the recruitment strategy is substantial,

adequate research enquiry has not taken place in this domain particularly in

the area of legal risks associated with web recruitment. As such job search

websites proliferate on the web, recruiters need to be aware of some of the

risks/hazards of using e-recruiting at their companies.

The main aim of this research work is to get a valuable picture of web

recruitment practices in software and BPO sector.


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RESEARCH OBJECTIVES

To examine the extent of use of web recruitment

To assess the legal risks associated with web recruitment

To formulate strategic guidelines for the use of web recruitment


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PURPOSE OF LITERATURE REVIEW

The purpose of literature review is to identify the problem statement,

understand the secondary data that has been gathered in the field of study

and to make new findings on the problem statement.

METHODOLOGY OF LITERATURE REVIEW

Different sources used in order to collect information or data are

Internet Magazines and journals Publications Articles

This encompasses different facets of information sources concerning the

identification of the efficacy of online recruitment. It started with search in HR

magazines, textbooks and lot of other relevant magazines and journals.

Information on web recruitment were mostly available on the websites, lots

of articles and presentations on the websites were analyzed and used in the

research for better understanding of the topic. ( A list of websites has been

provided in the annexure)


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1. TITLE: E-RECRUITMENT: IS IT DELIVERING

WEBSITE: www.employment-studies.com

SOURCE: Library of articles

This article speaks about the different e-recruitment methods and the keyimplementation challenges. E-recruiting, embracing the term web-based

recruiting can be described as any recruiting processes that a business

organization conducts via web-based tools, such as a firms public Internet

site or its corporate intranet. We use the terms online recruitment, Internet

recruitment, and e-recruitment interchangeably.

The article states that advertising job openings, tracking the source of

applications, and online enquiry forms, were the most frequently used

methods for attracting candidates. This article concludes by highlighting e-

recruitment is about cultural and behavioral change, both within HR and at

line management level.

2. TITLE: ONLINE RECRUITMENT TECHNIQUES

WEBSITE: www.expresscomputeronline


This article speaks that online recruitment in India is likely to pick up

momentum due to speed and cost benefits despite low internet penetration.

The article speaks about the different web recruitment techniques. The

article states that to measure the effectiveness of online recruitment, set up

the metrics for recruitment spending is important. The article gives insights

regarding the talent search for professionals. Although e-recruitment caters

to jobs at all levels, it is largely useful in exploring people at entry and mid-

tier levels. The article concludes by highlighting Online recruiting also gives

equal opportunity to all job seekers irrespective of their background.


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3. TITLE: HOW TO DEVELOP AN ONLINE RECRUITMENT

STRATEGY

WEBSITE: www.job-interview-questions.com


This article speaks about how by developing an online recruitment strategy

can help you tap into the pool of job seekers searching for a job online. The

article states that as e-recruitment begins to gain a bigger sector of overall

employment methods, companies will find it beneficial to hone their online

recruitment skills so they can keep up with their competition in attracting the

best candidates.

The article emphasis with online recruitment, we can use career tests and

applications to find the right employee. The tests can be administered

directly online. The article concludes by giving guidelines on making online

recruitment strategy effective so that we will be able to economically attract

the best candidates to apply for your job.

4. TITLE: E-RECRUITMENT : A NEW PARADIGM

SOURCE: BY WHIZLABS SOFTWARE

This article speaks about the evolving face of online recruitment and the

emerging market opportunities of e-recruiting. It states that e-Recruitment,

though at nascent stage, is becoming a part of corporate strategy with

increasing numbers of companies setting aside budgets for online

recruitment.

The article further speaks about many online recruitment companies are

using testing and assessment on the internet to target so called passive

applicants, who have put their CVs and resumes online, but are not actively

looking for a job. Using the power of Internet to achieve your HR goals not

only increases your productivity but also saves you time and money to give

you a competitive advantage


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One industry, which has most logically impacted by the e drive, is IT

industry itself. E-Recruitment for IT organization has another facet to it: Use

of software solutions for effective and efficient recruitment. Recruiters in an

IT company, use software solutions for not only searching the best skilledcandidates but in the hiring process also.

5. TITLE: ONLINE PERSONNEL RECRUITMENT

WEBSITE: www.winjobs.com


This article is from National HRD Network - Ahmedabad Chapter. The article

states that HR managers are showing interest in adapting IT solutions.

Trends of online recruitment were compared between India, USA and

Fortune-500 companies. Surveys and used experiences reveal that online

recruitment is producing good results and the practices are rapidly evolving

from one stage to another. The main points of inflexions in evolution of

recruitment practices are observed to be print ads, emails, corporate

websites, and career pages on web site and finally generalized online data

capture of work seekers and integration with back end processes


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CONCLUSION FROM LITERATURE REVIEW

The literature review has been very informative as it has thrown light on the

research and articles that have been written on web recruitment. Moreover it

has helped in identifying the degree of research that has been already done

on the subject. It has narrowed the scope of repetition and has formed the

basis of secondary data for this study.


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TYPE OF RESEARCH

This research is qualitative in nature. This study is based on the data

collected through structured questionnaires and in-depth interview with key

personnel of HR departments in various companies.

SAMPLING TECHNIQUE

The sampling technique used is random sample technique. The respondents

are corporate enterprises in BPO sector in Bangalore city.

SAMPLE SIZE

Fifteen companies are chosen for the purpose of collecting data in order to

understand the efficacy of online recruitment.

TOOLS USED FOR DATA COLLECTION

The tool used for data collection is a structured questionnaire. The

questionnaire has been developed for collecting data for the purpose of

understanding HR practitioners attitude and the extent of use of Internet for

recruitment purpose.

Along with questionnaire we decided to conduct in-depth interviews with the

respondents. Interviewing is a flexible method. Interviews generate

descriptive data, which structured questionnaire fail to do so. Rigid

questionnaires tend to be less effective where the vital aspects are

concerned. So, because of this it is decided that a one-one basis interview


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1. Methods currently being used by company for recruitment

67%

60%53%

67%

40%

0%

10%

20%

30%

40%

50%

60%

70%

1Methods o f Re cruitment

Advertisements

EmployeeReferralsC am pus Interviews

Consultants(outsourcing)Others

Source: Field Investigation

INTERPRETATION:

Companies using Advertisements for Recruitment -67%

Companies using Employee Referrals for Recruitment -60%

Companies using Campus Interviews for Recruitment -53%

Companies using Consultants for Recruitment -67%

Companies using other methods like job fairs, walk-ins for Recruitment -40%


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2. Companies using on-line job portals for recruitment

Using Online-Job P ortals forRecruitment

73%

27%

Y es

No


INTERPRETATION

The Pie-Chart shows that 73% percent of the companies use job-portals for

recruitment. This indicates that the use of online recruitment is growing

.Results also showed that most of the companies posts job advertisements

on internet job boards like Noukri.com.


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3. Please state whether your companys website has its own

Employment/career Section

Companies having Career Section

73%

27%

Y es

No


INTERPRETATION

The graph clearly shows that 73% of companys website has its own

Employment/Career Section. The indicates that careers section is very

important for using promoting online recruitment.


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4. Can candidates apply for open positions directly through your

employment website

47%

53%

Y es

No


INTERPRETATION

The companies that allow candidates to apply for open positions directly

through employment website is 53%. This indicates that half of the

companies allow and other half doesnt allow applying for open positions

through the companys website.


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5. Please state whether your application mechanism requires

candidates to submit information beyond simply attaching a resume

document.

40%

60%

Y es

No


INTERPRETATION

This graph indicates that most of the companies want candidates to submitinformation beyond simply attaching a resume document in their application

mechanism. Only 40% of companies require candidates to send only resume

document.


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6. Does your company have a policy for defining when online

applicants are formally considered candidates?

13 %

87 %

Y es

No


INTERPRETATION

87% of the companies have a policy for defining when online applicants are

formally considered candidates. This shows that most of the companies

have a strong policy regarding online applicants.


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Attitude towards Online Recruitment Mechanisms

Internet Job Boards Employment Websites

90%

2%8%

14%6%

80%

Four items assessed overall attitude towards Employment Web Sites

and Job Boards. Specifically, respondents answered four items along a 5-

point scale, which were anchored at each end with positive and negativeattitudinal adjectives (e.g., useless to useful, bad to good). An overall

attitudinal score was computed for each respondent by taking the mean

score of the four attitudinal items.

POSITIVE ATTITUDE NEUTRAL ATTITUDE NEGATIVE ATTITUDE


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The charts below portray participant attitudes toward Employment

Web Sites and Internet Job Boards respectively. 80% of the respondents for

Employment Web Sites held positive attitudes while less than 14% held

negative attitudes. Alternatively, 90% of respondents held positive attitudes

toward Internet Job Boards while 2% expressed negative attitudes towardJob Boards. Thus, responses suggest the existence of slightly more

favorable attitudes toward Internet Job Boards than Employment Web Sites.

However, attitudes toward both mechanisms of online recruitment were

overwhelmingly positive.

INDIVIDUAL BELIEFS REGARDING ONLINE RECRUITMENT

Online Recruitment Website

Survey

Scale & Items

Agree NeitherAgree norDisagree

Disagree

IB1: Online recruitment enablesorganizations to attract qualifiedcandidate:

66.67% 26.67% 6.67%

IB2: Online recruitment providesa positive return on investment(ROI) for organizations that useit:

60% 20% 20%

IB3: The job ads found onInternet job boards can increasejob seekers' desire to work foran Organization.

40% 40% 20%

INTERPRETATION

Respondents answered three items along a 5-point scale, which were

anchored from Strongly Disagree to Strongly Agree. These items

assessed the extent to which respondents believed that either recruitment

mechanism could (1) attract candidates, (2) provide a positive return on


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internal pressure. The data also shows that around 40% of respondents

have neutral attitude regarding online recruitment.

RECRUITING ENVIRONMENT FOR ONLINE RECRUITMENT


Survey

Scale & Items

Agree

Neither

Agree nor

Disagree

Disagree

The competing companies useonline recruitment to recruittalented people:

60% 13.33% 26.67%

The competing companies treatonline recruitment a powerfultool of talent supply chainmanagement:

60% 20% 20%

Targeted job seekers find thejob advertisement on theinternet job boards/companysown website useful:

53.33% 26.67% 20%

INTERPRETATION

Three items were included in the survey to assess individual perceptions

regarding how parties outside of the organization value the Internet as a

recruiting tool. For each item respondents answered along a 3-point scale

which was anchored from Disagree to Agree. In all three cases, higher

scores indicated beliefs that these key external parties did use or value thetarget online recruitment mechanism.

The results show that 60% of the respondents agree that their competitors

use online recruitment to attract talented people.


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While only 50% of the respondents agree that targeted job seekers find the

job advertisement on the internet job boards/companys own website useful .

PERCEIVED TECHNICAL EXPERTISE REGARDING ONLINE

RECRUITMENT


Survey

Scale & Items

Agree

Neither

Agree nor

Disagree

Disagree

The company knows how to usejob boards to effectively recruitpeople with requisite skills:

53.33% 13.33% 33.33%

It is relatively easy to designInternet job ads to attract qualifiedapplicants:

60% 6.67% 33.33%

It is easy to use Internet jobboards to post job ads:

60% 13.33% 26.67%

The company has control over theallocation of budget toward onlinerecruitment:

53.33% 6.67% 40%

INTERPRETATION

Four items were included in the survey to assess perceptions of whether or

not each respondent felt that he/she was in control of his/her organizations

use of either recruitment mechanism. This scale was composed of two sub-

components. One component dealt with perceived technical expertise to

utilize online recruitment. The second component dealt with perceived

control over budget allocations. Specifically, respondents answered each

item along a 5- point scale, which was anchored from Strongly Disagree to

Strongly Agree.


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The results indicate that above 60% of respondents are confident in

designing job ads for attracting qualified applicants.

40% of the respondents showed discretion over budget allocation for online

recruitment.

INTENTIONS TO INVEST HR RESOURCES FOR ONLINE RECRUITMENT


Survey

Scale & Items

Agree

Neither

Agree nor

Disagree

Disagree

Support organizationalinvestment: 66.67% 6.67% 26.67%

Devote more departmentresources:

73.33% 0% 26.67%

Integrate into recruitmentstrategy:

60% 13.33% 26.67%

Increase the number ofapplicants recruited by IJB:

66.67% 6.67% 26.67%

INTERPRETATION

Four items measured intentions to devote resources toward online

recruitment.

67% of the respondents plan to advocate increased investment in

advertising on internet job boards.

74% of the respondents intend to devote more department resources to

better utilize internet job boards.

60% of the respondents plan to integrate into recruitment strategy.

67% of the respondents intend to increase the number of applicants

recruited by internet job boards.


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Highlights of the findings include:

Use of the Internet was widespread with 73% of practitioners

reporting their organizations posted jobs on Internet for recruitment. The Internet is a valid mechanism for recruitment for 60% of the

workforce for Organizations in this sample 87% of organizations have policies for defining when online applicants

become job candidates Of those organizations that use their Employment Web Sites for

recruitment, 53% reported providing some means of application

through their web site while 60% reported that they provided online

job seekers with an automated mechanism for job application through

such sites In general, practitioners reported very positive attitudes toward the

use of online recruitment mechanisms 67% of the respondents perceive that online recruitment enables

organizations to attract qualified candidate 50% of the Practitioners indicated that they were more comfortable

with the technical aspects of using online recruitment. Responses indicated high intentions to use both Employment Web

Sites and Internet Job Boards for recruitment in the near future.


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Though intentions to use employment websites were high, a potential barrier

to greater use of Employment Web Sites seems to be in practitioner beliefs

that they knew how to effectively design and use web sites for recruitment.

This makes sense because such web sites are more complex mechanismsto develop and do require greater internal technical capacity than posting on

Job Boards. Given the uncertainty that surrounds appropriate design of web

sites for recruitment purposes, it may be worthwhile for organizations that

are seriously considering using their web sites for recruitment to audit their

technical capacity and the recruiting potential of their web sites.

Online recruitment techniques

The recommended online recruitment techniques are:

To measure the effectiveness of online recruitment, set up the metrics

for recruitment spending. A detailed job description should be given while posting jobs to attract

candidates with the right skill sets. Give a precise and unambiguous questionnaire to reduce time in

searching for a suitable candidate. Ensure that all the approaches related to recruitment are linked to and

centered on your own recruitment site. Integrate e-recruitment into your overall recruitment strategy. Applicant tracking system should be of a high quality and should be

integrated with the back-office. Develop a comprehensive website to receive and process job

applications whether through direct or online advertising.

There are various risks involved in using online recruitment. Some of the

recommendations to overcome these risks are:


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First, advice to HR professional considering rsum-screening

software

Make a very educated decision about the right software for your

company. You should probably involve your labor counsel to make sure

youre making the right decision and to evaluate whether that system createsany specific legal risks.

Second, how can HR avoid disparate impact in its e-recruiting?

To begin with, it would be a mistake to abandon traditional methods of

recruiting. When you start e-recruiting, you obviously broaden the number of

applicants who can apply, because its much easier. But as we discussed,

you can limit the pool of people in protected categories: older workers and

minorities, arguably. So you still have to maintain the traditional methods of

recruiting. You also have to constantly be reviewing the results of your e-

recruiting system and asking yourself: Are we drawing the right mix of people

for this job from the standpoint of avoiding a disparate-impact issue? You

need to constantly check to make sure youre achieving the results of

creating a diverse workplace and thereby insulating yourself to some degree

from liability and litigation.

Defining who is and who isnt an applicant

An applicant is defined as someone whos expressed an interest in a

job. Well, thats pretty darn broad. So you must have a very detailed system

[narrowing the definition] that says: If youre going to apply for a job -- not

just inquire about hiring -- you have to go through this application procedure,

and you have to submit something in writing that says youre interested in a

specific position.

As part of that procedure, I think its important that the company

maintain a dialogue with the individual -- thanking them, alerting them that

theyve received the rsum. Some employers are sending voluntary self-

identification forms electronically now. But you can also design something


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that would be sent back to you electronically, and that will help you gather

and keep that information.

HR addressing the informal nature of e-recruiting

Employers need to stick to the application procedure they draft.People tend to be a little less formal online, and its easy to slip away from it

because youre in a hurry and just want to send a note back to this applicant.

There are a lot of things that can go wrong, and if people dont stick to these

procedures, theyre going to be finding themselves in a lot of trouble down

the road.

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Manasa 0309 Online Recruitment

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