Running head: Theory and Concept Submission No. 21
Theory and Concept Submission No. 2
[Author Name(s), First M. Last, Omit Titles and Degrees]
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Author Note
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Theory and Concept Submission No. 22
Theory and Concept Submission No. 2
Introduction
Actions that influence the number and types of individuals that apply for jobs, stay in the pool,
and accept a job offer is referred to as employee recruitment. In terms of the activities’ goals,
there is a differentiation to be drawn between different sorts of recruiting attempts. While some
recruitment tactics target persons who are actively searching for work (i.e., active job searchers),
others target those who are presently employed by other companies or who are not interested in
working but could be receptive to job prospects if they are provided (i.e., passive job-seekers).
Active job searchers might be recruited by relatively passive means of recruitment, such as
publishing information about a job opportunity on an online job board or a corporate website.
These approaches, on the other hand, are unlikely to work for the second group because they are
unlikely to be looking for work. As a result, the best method to reach those people is to target
them directly with more aggressive tactics.
In the development of human capital and strategic human resource management, organizational
recruiting is critical. Given that the major goal of recruiting is to discover and attract potential
workers , recruitment may be described as procedures and actions undertaken by an organization
with the primary goal of identifying, attracting, and influencing competent applicants’
employment choices. Internal recruiting refers to recruitment operations that involve either
external candidates from outside organizations or current workers. Because internal recruitment
frequently entails additional concerns, such as career planning and development, the focus of this
study is entirely on the process of recruiting external applicants. The ATS can spot red flags in
the various stages of the hiring process while also allowing for better and more effective
communication between the company and candidates. Application drop off rate, the number of
Theory and Concept Submission No. 23
unsolicited applicants, candidate reactions at all points of interaction, time to fill a position,
recruiter response time, job offer to acceptance ratio, percent qualified applicants, recruitment
yield ratio, and quality/impact of hire are some of the key metrics to ensure a positive candidate
experience and organizational benefits.
Discussion
Question 1
The following are the three main propositions about the major constructs that impact employee
recruiting and job search success.
The content and manner of recruiting efforts carried out by companies are influenced by
the features of the position and the company
The features of the position and the organization are likely to impact the forms and substance of
recruiting operations. Organizations are likely to conduct various sorts of actions while filling a
high-level management post than an entry-level blue-collar role in terms of job characteristics.
Differences might include things like preferred recruiting sources (e.g., executive search
companies for high-level management vs. point-of-purchase for entry-level part-time jobs) or
recruitment message content (e.g., an emphasis on pay for high-level positions vs. an emphasis
on experience for entry-level jobs). Different sorts of companies, based on their size, industry,
and other features, are likely to favor different forms of recruiting efforts. Small local businesses,
for example, may prefer to recruit through various channels (e.g., word of mouth, newspaper
advertisements) than larger companies with a stronger reputation (e.g., using the official website,
LinkedIn). There may also be distinctions between companies in various industries. A tech firm,
for example, is likely to take a different strategy to recruit people (e.g., internships,
“hackathons”) than a fast-food firm (e.g., point-of-purchase methods, local job fairs).
Theory and Concept Submission No. 24
The types of job search activities that job seekers engage in are influenced by applicant
attributes.
Similarly, job searchers’ qualities may impact the sorts of activities they engage in while looking
for work. This claim is backed up by meta-analytic empirical data discovered that numerous
individual-level factors, such as personality, self-efficacy, needs, and social support, were
significant predictors of job search activity in a meta-analysis. Job seekers’ chosen recruiting
sources are likely to be influenced by candidate qualities such as needs, personality, education, or
experience. The individual differences hypothesis, one of the most widely accepted explanations
for recruitment source effects, is based on this basic notion. According to this theory, the efficacy
of recruitment sources varies because they reach people from various demographic groups, who
may or may not be equally qualified for the position. For example, a very outgoing person or
