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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
SOURCE: Library of articles
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
SOURCE: Library of articles
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
SOURCE: Library of articles
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
Source: Field Investigation
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
Source: Field Investigation
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
Source: Field Investigation
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
Source: Field Investigation
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
Source: Field Investigation
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
Online Recruitment Website
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
Online Recruitment Website
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
Online Recruitment Website
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.