I rely heavily on our company's recruiters to find job applicants at college campuses and community job

Question:

"I rely heavily on our company's recruiters to find job applicants at college campuses and community job fairs. But recently I'm finding that the applicants these recruiters send to me are not good fits to the company culture or to the requirements of my jobs. What can I do to increase the effectiveness of these recruiting efforts?"

First, take a close look at the information you've provided to recruiters. Are recruiters familiar enough with the job content that they can knowledgeably address applicant questions? Recruiters often receive only a bare-bones sketch of the job requirements. That can discourage job applicants who try to probe for more details about the work environment. Second, check the message that you are sending to recruiters. Are you providing incentives for more applicants or for applicants who provide a better fit to the organization? Recruiters who are trying to fill quotas may be over-selling the job to potential applicants. By encouraging them to provide a realistic preview to job applicants, you communicate your commitment to finding qualified applicants, not just more applicants.1+++ "I'm discouraged by my efforts to recruit employees for my small business.

It seems like all the applicants want health insurance and other benefits I can't afford to provide. Is there any way that I can attract qualified applicants to my company?"

Small businesses often are unable to compete with large ones on financial terms. However, small businesses can offer job applicants more opportunities to gain hands-on experience and greater responsibilities than they might find at larger firms. Try emphasizing these nonfinancial benefits during your recruiting efforts. For example, students are frequently covered by their parents'

health insurance plans, and might be less concerned about the lack of health benefits than applicants from other labor pools. But students would value flexible scheduling or training opportunities that allow them to gain work experience at the same time they are maintaining a full-time courseload.

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Related Book For  book-img-for-question

Human Resources For The Non-HR Manager

ISBN: 9781135632045

1st Edition

Authors: Carol T Kulik, Elissa Perry

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