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How to execute a highly-effective university recruitment strategy.

When you’re on the hunt for early talent, it helps to have a recruitment strategy. So how do you do it? There’s definitely a lot to consider when developing and implementing a campus recruitment strategy.

• Which programs and degrees should you hire from? (BAs, MBAs, JDs, etc). 
• Which schools should you target?
• What is the best way to ensure you generate enough interest in available opportunities?

Here’s everything you need to know about building a strong campus recruitment strategy.

What Is a Campus Recruitment Strategy?

Campus recruiting is the process of hiring students and recent graduates directly from colleges and universities. It enables organizations to scoop up the best and brightest students straight from campus–a surefire way to build entry-level talent pipelines.

Organizations typically focus on attracting students for internships, co-op and summer jobs, or new graduates for full-time entry-level positions. Depending on an organization’s industry niche or area of expertise, recruiters can find specific schools to target that are known for their academic excellence in these areas. 

Benefits of Campus Recruiting

Regardless of whether your company is looking to hire students or recent graduates, there are significant benefits associated with campus recruiting.

Large Talent Pool

Campus recruiting allows organizations to tap into a large pool of diverse and highly educated candidates for current hiring needs and to create pipelines for future opportunities.

Collaboration with Career Centers

Campus career centers often help coordinate the entire recruitment process, including       scheduling on-campus interviews with students.

New Graduates Are Eager to Learn

New grads are likely to dive into a new role. They're eager to learn and contribute with positive energy and fresh knowledge.

Improved Retention Rates

Hiring early talent helps companies hire employees that are already willing and ready to commit to their new roles. This is especially true for companies that offer training opportunities for career advancement and growth.

Strengthens Relationships Between Companies and Campuses

A strong relationship with campus Career Centers not only builds a good rapport, but it increases the opportunities new graduates get while also exposing companies and organizations to large talent pools. Moreover, the stronger the relationship between the company and the university, the more likely new graduates are to recommend the company to their juniors.

For an organization to ensure it reaps these benefits, its recruiters need to create and implement a strong campus recruiting strategy by following the five steps outlined below.

5 Campus Recruitment Strategy Steps

• Establish Career Center Relationships Once you know which schools to target, reach out to campus career centers at each school. It’s important to establish a relationship with the career centers on campus, as each program has specific guidelines, events, and timelines associated with its recruiting process. Remember, career centers can alleviate some of the stresses associated with job posting deadlines and facilitate networking with prospective hires.
• Organize Calendars and Resources Connecting with career centers will make you aware of timelines on campus. Use these to implement the same schedule internally and begin planning the campus recruiting cycle. The key to having a successful recruiting season is to pay close attention to detail and coordination, especially when you’re planning on recruiting from multiple schools. Before planning for anything, confirm which campus events you want to participate in and whether your company has the required resources and budget. Some examples of events you should attend include: career fairs, company information sessions, case competitions, and interview days. As for resources you’ll need, these will include company representatives, branding materials, and giveaways. 
• Attract Students On-Campus With Gen Z, the best way to get their attention on campus is to have a strong employer brand presence. One way to do this is by partnering with your company’s marketing team. A company’s marketing team can create organizational presentations to specifically appeal to the campus audience. It’s important that you, as the recruiter, also assist the marketing team by sharing your knowledge of what each of the diverse student groups on campus value in an employer and what Gen Z wants in a career . Creating appealing and impactful job postings through online campus recruitment tools, such as Recruit also helps organizations promote their unique company brand across multiple schools.
• Make the Offer and Onboard Once you find the best candidate for the role, it’s time to make an offer and begin the onboarding process. Make sure to have a clear understanding of benchmark compensation for entry-level hires, as well as other benefits and perks student and recent graduate hires are looking for. PRO-TIP Don’t hesitate to reach out to the school’s career center for information on graduates. They’re a valuable resource for this, as they often compile and publish student compensation data for various academic programs and industries.

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Strategic Faculty Hiring Initiative

Strategically hiring promising, accomplished and diverse faculty in key areas is fundamental to our future as an urban-serving, multi-cultural discovery enterprise focused on student success and research excellence.

Launched in January 2019, UTSA’s Strategic Faculty Hiring Initiative comprises five complementary programs to provide support mechanisms to academic colleges to recruit and hire some of the best and brightest minds of diverse backgrounds and experiences, providing intellectual prowess to help the university address society’s grand challenges. The programs include:

• Accelerated Hiring of Nationally Recognized Faculty Program (NRP)
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• Clustered and Connected Hiring Program (CCP)
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View the Initiative Brief

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Strategic Plan Midpoint Update (Fall 2022)

Faculty is at the heart of all we do at UTSA. Outstanding educators advance academic excellence, and a diverse faculty provides role models and mentors to better support our students’ success.

To inform the design of UTSA’s Strategic Faculty Hiring Initiative, feedback was initially sought from deans and academic leaders and then two open forums were hosted on campus in 2019.

Incorporating stakeholder feedback, UTSA has successfully implemented three cycles of the Strategic Faculty Hiring Initiative since 2020. The division of Faculty Success, in collaboration with Inclusive Excellence, worked together to instantiate and promote hiring best practices by overhauling the faculty recruitment process, including the creation of a search committee training program to enhance effectiveness in actively recruiting outstanding candidates.

Strategic Faculty Hiring programs have been fully operationalized and will continue to play a vital role in UTSA’s ongoing commitment to hire and retain outstanding diverse faculty members to advance student success and research excellence. UTSA will continue to evolve and adapt its hiring efforts to meet the university’s strategic goals.

This Initiative Supports Strategic Destinations

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Destination Two: Great Public Research University

Destination Three: Exemplar for Strategic Growth and Innovative Excellence

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Graduate College Strategic Plan: Recruitment and Retention

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The Graduate College will enhance graduate experiences by recruiting​ and ​retaining​ the best and brightest students.

Objective 1:  Work with graduate programs to implement admissions practices that employ holistic approaches to minimize bias in the admissions process.

Objective 2: Leverage student retention data and best practices so that our students thrive intellectually and attain access to their professional aspirations.

Objective 3:  Establish informed Graduate College recruitment goals for the entire University that:

• Develop goals based on U.S. and global graduate enrollment trends, costs and projections as well as market demands.
• Maintain a sustainable balance between master’s, terminal master’s, doctoral and certificate programs.
• Account for existing capacity and other strategic interests at UD.
• Incorporate a healthy strategy that includes internal recruitment where appropriate.
• Incorporate a diverse, robust and pragmatic international strategy.
• Build graduate cohorts that include domestic graduate demographics that are similar to those of the United States.
• Build international graduate demographics that are similar to those worldwide.

Objective 4: Develop a robust University-wide marketing and recruitment strategy that:

• Achieves the Graduate College recruitment goals.
• Recruits UD undergraduates in a systematic way by providing a “one-stop” mechanism, such as a Graduate Program Fair for UD undergraduates and those at selected colleges in our region to learn about UD’s graduate programs.
• Distinguishes between internal and external recruiting and includes plans for each.
• Works harmoniously with other colleges.
• Develops pipelines from UD summer programs.
• Clearly articulates what distinguishes UD graduate education.  

Immediate (AY21-22)

• Objective 1 - Hold workshops on minimizing bias in graduate admissions to educate graduate program and academic college leadership on promising practices around holistic admissions.
• Objective 2 - Devise methods to assess the overall effectiveness of the existing graduate student and postdoctoral researcher support services provided by the Graduate College and the other UD units. Implement new retention strategies based on these assessments. 
• Objective 2 - Continue and strengthen efforts aimed at meeting needs unique to graduate students and postdoctoral researchers from underrepresented or marginalized backgrounds. 
• Objective 3 - Gather recruitment goals and priorities from UD president and college deans.
• Objective 3 - Research U.S. and global graduate enrollment trends (including tuition costs) and projections for the next 1-5 years.
• Objective 3 - Research UD capacity (housing, instructors, classroom space, lab space, etc.) for additional graduate students.
• Objective 3 - Develop a strong plan for internal recruiting centrally and at program level.
• Objective 3 - Identify major local and regional graduate fairs. Develop an annual plan for attending these fairs.
• Objective 4 - Develop annual marketing and recruitment plans that includes tasks, subtasks, dates, resource assignments, and budgets and considers the recruitment of internal and external candidates.
• Objective 4 - Gain annual budgeting approval for marketing and recruitment plans.
• Objective 4 - Build relevant and compelling messaging that complements the marketing and recruitment goals and associated plans, campaigns and tasks.

Mid-Term (AY21-22 through AY23-24)

• Objective 1 - Identify and implement appropriate changes to the central graduate application and review process to provide information to all graduate programs that will facilitate holistic admissions.
• Objective 1 - Create discussion groups/communities of practices for graduate program leaders to share successes and challenges in their implementation of holistic admission practices.
• Objective 1 - Identify and implement policies and practices in other Graduate College initiatives that incentivize the use of holistic admissions practices (e.g., questions on admissions practices in funding nomination/application processes).
• Objective 3 - Conduct cost and ROI studies to determine high-demand, high-return graduate programs.
• Objective 3 - Develop a list of schools for minority recruitment, both centrally and for specific programs/disciplines, then develop relationships with those institutions that will lead to a pipeline of students from them.

Long-Term (AY21-22 through AY25-26)

• Objective 2 - Research housing interests/requirements of graduate students and postdocs at various ages and life stages. Advocate for campus to build and/or procure housing that meets those needs.
• Objective 3 - Hire or appoint a part-time or full-time Graduate College recruiter with the responsibility to recruit for UD Graduate programs. 
• Objective 3 - Create an industry outreach position/function within the Graduate College where the primary focus is relationship-building, needs analysis and program development.
• Supporting faculty involvement in recruitment trips/webinars and international yield events. 
• Streamlining international transfer or joint degree negotiating procedures. For example, when negotiating with an overseas higher education institution on joint degree operations (2+2 or 1+3), involve the Graduate College to bring up 1+1 master’s or even Ph.D. degrees on the table.
• Graduate student degree completion rate broken out by program and demographics, relative to aspirations of incoming cohort.  
• Postdoc satisfaction from survey responses.
• Written statements of recruitment and retention goals and priorities.
• Reputable reports from organizations like EAB, Hanover, etc.
• Written statements of housing capacity from campus housing stakeholders.
• Responses on surveys by demographic group; retention and graduation rates by demographic group.
• Number of institutions identified, number of students from those institutions applying to UD summer and graduate programs, other measures of quality partnership (seminars at each institution, research collaborations, etc.)
• Documented, approved plan with tasks, resources, dates, expenses, etc. built in a project management system.
• Written budget approval from all campus stakeholders. Note that budgets could cross colleges and units.
• Output used in web copy, advertisements, recruitment letters/emails, etc.)

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University Strategic Plan

TU 2020-2030 Strategic Plan: Leadership for the Public Good

With more than 150 years of leadership advancing higher education, Towson University has established a rich history of academic success and a proven dedication to improving lives. Building upon this established excellence, TU strategically looks to the future with both purpose and passion. 

TU’s academic excellence and innovative research and creative activities happen within a community where all students achieve inclusively. The diversity of our student body is a strength that not only enriches the learning environment with varied backgrounds, it also prepares our students to better lead in a global environment. TU's ongoing success is dependent on our capacity to shift perspectives and approaches and strategically place diversity, equity and inclusion at the core of our mission. We offer a transformative student experience that creates a foundation for social and economic mobility grounded in a profound respect for civic responsibility.

Towson University is an anchor institution for Greater Baltimore and Maryland, committed to making a difference and transforming lives throughout our region. Through our signature programs in BTU—Partnerships at Work for Greater Baltimore—we demonstrate our commitment to community engaged partnerships that have an immediate, positive impact on Greater Baltimore. We foster an environment that embraces leadership and entrepreneurship for our students, our region, and our state. 

As part of the university’s relentless commitment to advancing the public good, this plan serves to define objectives and deliver transformative outcomes. Through the power of learning, discovery and creativity we create opportunities, ensuring a future where everyone plays a role in shaping a positive future. Being ambitious on behalf of others isn’t just a promise at TU—we deliver on it every day. And this plan is where that ambition becomes action.

Mission Statement

Towson University fosters intellectual inquiry and critical thinking, preparing graduates who will serve as effective leaders for the public good. Through a foundation in the liberal arts and a commitment to academic excellence, interdisciplinary study, research and public service, Towson University prepares students for careers in high demand today and in the future. TU is recognized as a leader in community engagement, including entrepreneurial efforts that provide collaborative opportunities between the campus and the larger Maryland community. Our graduates leave with the vision, creativity and adaptability to craft solutions that enrich the culture, society, economy and environment of the state, the region and beyond.

Towson University is a national leader in student-centered education, where students will develop the knowledge, skills and dispositions to become ethical leaders in a global society. Our faculty model the highest values of the scholar-educator, with a steadfast devotion to intellectual rigor and the pursuit of innovative scholarly and creative activities. We embrace our role and responsibilities as an anchor institution for the Greater Baltimore region and the state of Maryland.

Towson University’s Core Values

At Towson University, everything we do reflects our core values:

• Dedication to student intellectual and personal growth
• Commitment to creating and disseminating knowledge of the highest caliber
• Passion for continuous learning
• Devotion to civic responsibility and community service
• Commitment to diversity and inclusion
• Integrity and ethical action as leaders for the public good

Towson University is already recognized as one of America’s Top 100 public national universities; this strategic plan is a call to action for an even bolder future. It is a focused strategy to build upon TU’s already impressive momentum, further its impact as an anchor institution, and advance its pre-eminent position as a national leader in higher education for the public good. 

Our Expectation: Excellence (in everything we do)

Towson University has built a reputation as a leader in inclusive, accessible academic excellence where students, faculty and staff thrive. Here, rigorous and relevant academic instruction is combined with a diverse and supportive community that deepens connections and builds success. 

• We challenge students to be engaged participants in an inspiring educational journey preparing them for professional success and positive impact as engaged members of their community.  
•  We empower faculty to make significant contributions through scholarly and creative inquiry of the highest caliber. 
• We encourage and promote excellence in staff resulting in exceptional contributions and personal growth.
• We serve communities as an anchor institution, with socially-minded partnerships and entrepreneurial efforts advancing the greater Baltimore region and Maryland. 

Through the initiatives outlined in this strategic action plan, we’ll harness our expertise from decades of transformation at Towson University to accelerate into a new era of leadership for the public good.

Our Focus: Achieving Goals 

For Towson University to make a greater difference we must remain unapologetically persistent and clearly focused on our goals above all else. Our plan focuses on six major goals, defined with input from across our university and greater communities. These goals must serve as guiding intentions at the center of every decision we make and every action we take. 

Our Goals: 

Goal one:  educate.

Of course, education is at the center of everything we do. But it’s how we educate that really matters. Towson University is committed to academic excellence, providing exceptional, student-centered educational experiences. TU’s distinguished faculty mentors push the possibilities of engaged learning, create in-demand academic programs and initiate cutting-edge instruction in each of our colleges and interdisciplinary programs. Our graduates will be prepared to lead their communities with integrity, civic-mindedness, and creativity in service of the public good.

Educate Actions:

• Institute and fully support a comprehensive enrollment strategy that achieves the goals of the university with regard to degree programs, diversity, and fiscal outcomes. 
• Recruit, retain and support outstanding faculty committed to teaching excellence.
• Provide an interdisciplinary core curriculum grounded in the liberal arts that reflects our educational outcomes and prepares students for the contemporary workforce and global society.
• Increase high-impact teaching and learning opportunities to ensure every TU student engages in multiple experiences during their academic career.
• Capitalize on new facilities in STEM and health professions to develop new, high-demand academic programs that support state and national workforce needs.
• Develop selective new masters and doctoral programs in accordance to regional demand and institutional mission.
• Offer an array of professional certificate programs and credentialing alternatives to position our graduates competitively in the workforce.
• Support our world-class faculty through the Faculty Academic Center of Excellence at Towson University (FACET).

GOAL TWO:  INNOVATE

As higher education leaders, the world looks to us for innovation. TU supports and promotes an active scholarly and creative activity agenda for faculty, staff and students. This includes providing appropriate resources, suitable facilities and work schedules to facilitate these critical and worthwhile efforts.

Innovate Actions:

• Faculty will continue to serve as leaders demonstrating the highest standards of a scholar/teacher model that balances teaching, research and service. 
• Utilize emerging and innovative technology to enhance teaching and learning.
• Substantially increase grant activities and scholarly output, utilizing the full spectrum of student, staff, and faculty expertise.
• Build requisite facilities and resources, including those of Cook Library, to support and increase faculty scholarly and creative activity. 
• Increase our commitment to undergraduate and graduate student research, including a vibrant summer research program with faculty mentors.
• Reward and recognize faculty national leaders in scholarship, creative activity and teaching.

GOAL THREE: ENGAGE

Our impact goes beyond the boundaries of our campus. As a Carnegie Foundation Community Engaged University, TU students, faculty and staff serve as community leaders and partners extending their talents beyond our campus boundaries to create opportunities for leadership, entrepreneurship, civic engagement, and experiential learning. 

Engage Actions:

• Build on the existing success of the BTU initiative to further TU’s leadership as an anchor institution for the greater Baltimore region.
• Develop and sustain a successful StarTUp business engagement center.
• Develop and sustain innovative entrepreneurship programs for internal and external parties that increase student participation from all colleges.
• Build a successful venture creation program that engages students, faculty, staff and external participants.
• Develop nationally recognized leadership programs for internal and external markets that create and reflect cutting-edge research. 
• Ensure all TU students have the opportunity to participate in experiential learning during their academic careers.
• Promote civic responsibility and engagement as a learning outcome for all students. 
• Fully develop a world-class Career Center supporting students and alumni.

GOAL FOUR: INCLUDE

TU actively works to build an inclusive, collaborative, and equitable community where people from all backgrounds, identities, abilities and life experiences are welcomed, valued and supported to achieve their fullest potential.  This commitment is reflected in our hiring practices, decision-making, academic and co-curricular programming, support services and resources. We will achieve the goals of the university’s Diversity Strategic Plan and will be leaders in equity and inclusion.  

Include Actions:

• Provide ongoing teaching, learning, research and service opportunities to prepare students, faculty and staff to address diversity, inclusion and equity issues in disciplinary and interdisciplinary fields.
• Continue our commitment to recruiting and retaining faculty from underrepresented groups.
• Continue to build trust and confidence through strong collaborative and value-added relationships with all shared governance bodies. 
• Increase diversity-rich learning experiences that raise all students’ self-awareness and ethical and cultural intelligences while advancing their understanding and commitment to TU’s values of inclusion, diversity and equity.
• Provide resources for faculty to learn, use and evaluate inclusive teaching and learning practices, scholarly research and creative activities.
• Build upon existing mentorship programs for undergraduate and graduate students, faculty and staff.

GOAL FIVE: SUPPORT

Student success starts with a student-centered culture. TU is committed to recruiting, retaining and graduating students of the highest caliber, offering effective support services and an engaging campus experience that reflects the values of Towson University.

Support Actions: 

• Implement a comprehensive student retention plan from prospect status through graduation and into the post-graduate years.
• Increase the four-year graduation rate through a systemic approach.
• Capitalize on the new Student Union to deliver rich co-curricular programming for students.
• Establish a One-Stop Academic Support Center.
• Support an exceptional athletics program that emphasizes success in the classroom, in the community, and in athletic competition. 
• Establish a world-class holistic practice of student well-being that addresses physical, mental, and emotional dimensions of individuals. 
• Serve as a cultural center for the TU and greater Baltimore communities, offering outstanding arts and culture programming for the region.
• Increase affordability of study abroad and other experiential learning opportunities and raise the number and diversity of student participants.
• Identify opportunities to reduce costs to students while maintaining high academic and co-curricular standards.

GOAL SIX: SUSTAIN

TU is committed to sustainable practices, responsible management and efficient use of all resources. Whether it’s environmental, financial or human—we act as conscientious stewards of all resources.

2030 Sustain Actions: 

• Promote a transparent capital and operating budget process that engages shared governance to invest financial resources in support of the university’s strategic goals. 
• Promote and implement effective internal controls and enterprise risk management practices to provide reasonable assurance for the safeguarding of assets, the reliability of financial information, and compliance with laws and regulations.
• Implement a holistic Campus Sustainability Plan inclusive of environmental, health, and academic activities.
• Recruit, reward and retain outstanding faculty and staff through the implementation of a total rewards program.
• Offer engaging professional development opportunities, including mentoring and coaching programs that span career trajectories.
• Build and maintain a sustainable campus through economically viable initiatives that are environmentally and socially responsible.
• Increase philanthropic giving from all constituent groups—alumni, friends, parents, faculty, staff and students—to support ongoing and emerging needs and opportunities at TU. 
• Strengthen alumni engagement and giving in support of the university community and its strategic goals.

Strategic Recruitment

What Is Strategic Recruitment?

Why is strategic recruitment important.

• Qualified candidates are in high demand. You must be thorough and move quickly to secure the best people for the job. Having a strategic recruitment process helps you attract, interview, and hire the right people before someone else does.
• The best candidates want information. Highly qualified people know the right questions to ask to see if it will be a mutual fit, so you need to be prepared with the information they’re looking for.
• First impressions are important. From the job description to your website, job boards, review sites, and first interaction, you’re making an impression. Make it positive each time.

Best Practices for a Strategic Recruitment Plan

Employer branding, staffing plan, compensation plan, success plan, how to create a strategic recruitment plan, step 1: review your brand.

• Are all public profiles complete?
• Are all public profiles consistent?
• Are all public profiles attractive to prospective employees?
• Is your company profile complete on your job boards?
• Is it clear what your company does and who you service?
• Are employee reviews public and positive?

Step 2: Develop a Process

• Who will review resumes and applications?
• How will they be tracked?
• Who will conduct the interviews?
• How will interviews take place?
• What are the screening criteria?
• How will job offers be presented?

Step 3: Write Great Job Descriptions

Step 4: start a referral program, step 5: post to job boards, step 6: automate outreach.

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Howard Forward

Strategic pillars, enhance academic excellence.

Supporting faculty, research and student development, academic rigor and retention through strategic recruitment and continuous improvement of academic programs.

Inspire New Knowledge

Reward innovation in instruction, research, entrepreneurship, collaboration and capacity building that maximizes our impact, and challenges, enlightens and inspires our faculty and students to change the world.

Serve The Community

High impact outreach and collaborative partnerships across divisions and beyond campus borders, while cultivating an atmosphere of inclusivity, wellness and civility.

Improve Efficiency & Effectiveness

Investments in upgraded technology and systems to promote process automation and strategic incentive programing for customer satisfaction metrics, while consistently delivering the highest quality products and services.

Achieve Financial Sustainability

Revenue diversification, process optimization, asset management, fundraising and investment in high return business opportunities, communicating in transparency and operating with accountability, all while being good stewards of our resources.

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Reengineering the Recruitment Process

The skills needed in many roles are continually changing—and sources of talent are too.

The Covid-19 pandemic has upended many traditional business practices. When it comes to recruiting, the crisis has not so much disrupted as accelerated shifts in the talent landscape that were already under way, leaving many companies poorly served by their current hiring practices. In a period of steep unemployment, it might seem that companies looking to add workers would be in the driver’s seat. But job openings have also been rising in recent months, meaning that competition for top talent remains keen—and in uncertain times, bringing on the right people is more important than ever.

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The Ultimate University Student Recruitment Plan [Guide]

The university admissions landscape is in a state of flux, which means it’s more important than ever to have a robust university student recruitment plan.

Most universities are facing increased competition and technological challenges, intensifying the pressure from an admissions perspective, but also opening up opportunities for reaching new domestic and international markets.

What is a student recruitment plan?

A student recruitment plan is a document that details your recruitment objectives and the strategies you’ll put in place to achieve them. It’s informed by your institution's vision as well as data from previous recruitment cycles. It also alludes to the tools you’ll use to implement your plan and details of how you’re going to measure success.

Discover how Full Fabric can enhance your institution's admissions management. Schedule a demo today and start optimizing your enrollment process!

Why do you need a student recruitment plan?

To cut through the competition and recruit the students your university needs to continue thriving, a solid student recruitment plan is imperative. But that’s not all.

You also need the right admissions technology ; a digital toolkit that will enable you to execute your finely tuned plan. Having an admissions SRM (a platform that enables you to streamline student data and automate interactions) and a recruitment plan at your disposal will enable you to meet – and even surpass – your enrollment goals. 

The proof is in the data

When Stockholm School of Economics transitioned from using excel-based spreadsheets to implementing their recruitment plan with a CRM specifically designed for university admissions, their number of leads and applicants rose by 20 per cent.

A student recruitment plan should be a detailed and structured document, like this recruitment plan by the University of Illinois. To help clarify things and get you started, here’s  an overview of the main constituents to consider when approaching your plan.

1. Establish your recruitment goals

To get the most out of your recruitment strategy, you should work alongside different leaders in the institution in advance of the recruitment cycle to outline your goals. You may want to start at a “high level” before drilling down into specific aims.

Your overarching goal might be to enrol enough suitable students to maximise each programme’s capacity. But going beyond that, you may also be aiming for a specific ratio of domestic to international students, or you may wish to make your student intake more diverse and representative of different identifiers and backgrounds.

When setting goals, always try to make them SMART (specific, measurable, actionable, realistic, timely). Here are a few examples of micro-goals to get you thinking.

• Deliver all application decisions by 30 April
• Enrol 15% more international students
• 1,000 full-time students enrolled in Spring 2022

We’d always suggest dedicating part of your plan to international student recruitment, or creating a spin-off international student recruitment plan alongside your main one.

2. Create a communications plan

As soon as a potential applicant interacts with your institution, for instance, by downloading a prospectus, their information is entered into your SRM and they are placed into an automated email workflow .

The purpose of a workflow is to nurture the potential applicant through the application funnel by providing them with useful and timely content.

This content should be designed to help them on their journey to becoming a fully fledged student at your university.

For example, when a prospectus is downloaded, you could send a follow-up email with links to other useful documents or invite them to take a ‘Which Programme is Right for You” quiz.

This could be followed up by an invite to a virtual mini open day or a link to start the application process. Here's what this looks like in FULL FABRIC.

3. Build awareness through outreach

The third step after outlining your goals is to start implementing your outreach strategies. Identify where your opportunities lie so that your approach is as informed as it can be. You’ll work closely with the marketing department to do this.

Outreach activities can include:

Paid advertising

You can use platforms like LinkedIn and Instagram to target specific groups and interests . Ensure that your content is on-brand and authentic; to do this, you could enlist the help of faculty or alumni to tell their story and share experiences.

International student recruitment fairs

You may decide to partner with international education services, such as iee, to help recruit international students.

Identify specific members of admissions staff who can focus their efforts on recruiting international students by attending fairs in different countries.

Email marketing 

One way of getting the word out in a more personalised and direct way is to send an email to prospects in your SRM. Every “opt in” is an opportunity for you to upsell your institution. Make sure messaging is customised, timely and relevant. 

LinkedIn prospecting

Let’s say you run an admissions department in a business school.

One way to reach a new and relevant audience is to utilise LinkedIn’s InMail tool. It allows you to send customised messages to people on the platform. If utilised well, the response rate can be higher compared with cold calls or emails.

Caption: Use your SRM to create personalised email workflows.

4. Review applications

Once the applications start flowing, the reviewing process begins. 

You’ll need to provide information about your review process for the year in your university student recruitment plan:

• How quickly will applications be reviewed? 
• How many university employees will review each application? 
• How detailed is the feedback?

Your plan must also contain details of the admissions criteria, as these goalposts can shift from year to year.

Applicants should be able to monitor the status of their application through your university’s admissions portal, which can be managed through your SRM.

Members of your team can use the SRM to add their evaluation notes to each application; so, instead of relying on handwritten notes, the information is linked to the applicant's file.

5. Nurture successful applicants

Once your successful students have received confirmation of their admittance, the communication doesn’t stop there. You’ll still need to keep applicants engaged to prevent them from “dropping out“ and signing up for a competitor university. 

You can use your SRM to enter individuals into a new workflow when their application is successful. Once they enter this new funnel, you can configure automated emails that continue to pique their interest, from networking event invites to alumni testimonials.

6. Managing registration

The final phase of your university recruitment plan should outline how you’re going to manage the registration process. Once you have a clear idea of how many people have accepted offers, you’ll need to decide how you’re going to tackle the ‘ summer melt ’. 

How are you going to welcome new students to your institution at the start of term? Welcome receptions that have alumni and existing students in attendance, as well as newly enrolled ones, can help students learn about what university life is really like. 

Use your SRM to coordinate email and SMS notifications about orientation days and share detailed guidance on how to apply for accommodation.

Personalised communications should be sent to international students in relation to things like visas and travel.

7. Analyse your data

After registration is complete, you need to consult the data.

Analysing your data will enable you to figure out what’s worked well during the recruitment cycle and where you should focus your efforts next time.

Examples of questions to ask include:

• Which outreach activities attracted the most applicants?
• What is my average lead to enrollment ratio?
• What is the demographic spread of my applicants? 

Your SRM software can provide you with these insights because it’ll have inbuilt analytics capabilities. You can use your SRM to dig deeper into the ultimate success or failure of your outreach events, marketing campaigns and other student recruitment efforts.

Enable your team to manage the student recruitment pipeline remotely

It’s never been more important to equip your admissions team with the tools they need to do their job remotely. Many of us are currently working from home and will continue to do so, at least on a part-time basis, moving forward.

Without the right SRM software system in place, implementing your university recruitment plan will be challenging and time-consuming. 

There’s only so much you can achieve over email, Zoom or a spreadsheet, after all. That’s why it’s so important to have access to a platform that enables people to log in and collaborate from anywhere. 

Frequently asked questions about Student Recruitment

• What does student recruitment mean?

Student recruitment refers to the practice of encouraging individuals to enrol on an educational programme. Further education colleges, universities and other skills training providers all use student recruitment strategies to attract potential students. 

• How do I create a college recruitment plan?

To create a college recruitment plan, you should first analyse your college’s previous recruitment cycle data to determine what works and identify areas for improvement. Then, you can begin to outline your recruitment goals for the upcoming academic year.

• How do you recruit students?

To recruit students you need to have a clear student recruitment plan and an SRM system that will enable you to enact it in place.

Today’s students expect a streamlined and personalised application process, so be sure to optimise your admissions portal and emails. 

• How can I promote my college programme?

You can use social media advertising and sponsored content to promote your college programme and get your brand in front of students.

It’s also important to be active at both in-person and virtual college recruitment fairs, including those aimed at international students.

How to Boost Admissions using Workflow Automation

The development and maintenance of an in-house system is a complex and time-consuming task. Full Fabric lets you turn your full attention to maximizing growth and performance.

Kate Tattersfield is a former teacher turned content creator at FULL FABRIC, specialising in writing for the education sector.

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• Schedule a Demo to see how Full Fabric can help your organization.
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How to Create a Strategic Recruitment Plan And Execute With Ease Using an ATS Solution for Maximum Efficiency

July 10, 2023

Kiran Kazim

Content Writer

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Are you tired of sifting through countless resumes and conducting endless interviews, only to end up with a mediocre hire? It’s time to take control of your hiring process with a strategic recruitment plan.

By creating a plan tailored to your company’s needs and leveraging the power of an ATS solution, you can streamline your recruitment efforts and find top talent with ease.

A strategic recruitment plan involves identifying your company’s hiring goals, understanding the job market, developing targeted job descriptions, utilizing effective sourcing strategies , and measuring success through data analysis. With these key components in place, you can optimize your recruitment process and save time and resources.

And by incorporating an ATS solution into your strategy, you can automate many of these tasks for even greater efficiency. So why settle for average hires when you could have exceptional ones?

Let’s dive into how to create a strategic recruitment plan that works for you using an ATS solution.

What is a Strategic Hiring Plan?

If you want to streamline your hiring process and find the best candidates for your company, you need a strategic recruitment plan. Meanwhile, a solid plan can help you identify your hiring needs, target top talent, and speed up the hiring process.

By utilizing an ATS solution, you can execute your plan with ease and increase efficiency in all aspects of recruitment.

You can streamline your hiring process and avoid costly mistakes by developing a well-thought-out recruitment strategy that prioritizes efficiency and effectiveness. This means identifying your hiring challenges, setting clear recruitment goals, and implementing talent acquisition strategies that align with your organization’s mission and values. And to optimize your hiring process, target exceptional talent, and expedite recruitment, utilizing an applicant tracking system (ATS) like EVA-REC is crucial. 

EVA-REC serves as the perfect solution, seamlessly integrating into your strategic recruitment plan and enhancing efficiency across all recruitment aspects. By leveraging EVA-REC’s advanced features, you can streamline your hiring procedures, eliminate costly mistakes, and ensure your recruitment strategy prioritizes effectiveness and efficiency. 

With EVA-REC, you gain the ability to effortlessly identify and address hiring challenges, establish clear recruitment goals, and implement talent acquisition strategies aligned with your organization’s mission and values. This empowers you to attract top talent, significantly reduce time-to-hire, and ultimately foster a robust and capable workforce. 

In today’s highly competitive job market, a strategic recruitment plan fortified by EVA-REC is indispensable, safeguarding against missed opportunities and poor hiring decisions that could adversely impact your bottom line. Make the smart choice for your recruitment success by embracing EVA-REC as your ideal ATS solution.

However, a strategic recruitment plan is especially important in today’s job market where competition for skilled workers is fierce. Without a plan in place, you risk missing out on the best candidates or making poor hiring decisions that could impact your bottom line.

So take the time to develop a solid strategy that addresses your unique needs and goals. In the next section, we’ll explore some key components of strategic planning for recruitment to help you get started.

Unveiling the Key Components of a Strategic Hiring Blueprint

When creating a strategic recruitment plan, you need to focus on several key components.

• First, define the job roles and requirements for the positions you want to fill.
• Next, develop your employer branding and candidate attraction strategies to attract top talent .
• Then, identify and utilize appropriate sourcing channels and methods to reach potential candidates effectively.
• In addition, design selection and assessment processes that are efficient but thorough.
• Finally, develop solid onboarding and retention strategies to retain your new employees in the long run.

Discover Your Perfect Fit – Job Roles and Requirements Made Simple!

Defining your team’s job roles and requirements is crucial for attracting the right candidates who possess the necessary skills and experience to thrive in your organization. To start, conduct a thorough job analysis to identify the specific duties and responsibilities of each role. This will help you create accurate job descriptions that accurately reflect what’s expected of the employee.

Next, perform a skills assessment to determine what attributes are essential for success in each position. This will help you identify any gaps in your current talent pool and develop a targeted recruitment strategy.

Finally, consider talent mapping – identifying key players within your industry or competitors who may be ideal candidates for your open positions. By creating detailed job roles and requirements, you can ensure that you attract top talent who align with your organizational goals and values.

Now that you’ve defined your team’s job roles and requirements, it’s time to focus on developing employer branding and candidate attraction strategies.

Develop an Irresistible Employer Branding and Attract Top Talent Today

Let’s dive into how to build a strong employer brand and attract top talent to your organization. Employer branding is the process of creating a unique image for your company that highlights its culture, values, and mission. By developing an employer brand, you can differentiate yourself from other companies and showcase why your organization is a great place to work.

Recruitment marketing plays a crucial role in building an employer brand by promoting job opportunities across various channels such as social media, job boards, career fairs, and more, with targeted messaging designed to appeal to specific candidate personas.

When it comes to candidate attraction, there are several strategies you can use. One approach is employee advocacy, which involves encouraging current employees to share their positive experiences working at your company on social media or through word-of-mouth referrals. Another strategy is creating compelling job descriptions that accurately reflect the responsibilities and requirements of the role while also highlighting what makes your company unique.

By focusing on building a strong employer brand and implementing effective recruitment marketing tactics like these, you’ll be able to attract top talent that aligns well with your organization’s culture and values. Elevate your employer brand and revolutionize your assessment processes with EVA-REC! EVA-REC’s powerful features enable you to construct dynamic pipelines and workflows that transcend traditional assessment methods. This empowers you to take your candidate evaluations to the next level while effectively showcasing your remarkable employer brand. 

By leveraging EVA-REC, you create a compelling and engaging recruitment experience that resonates with top talent who align well with your organization’s culture and values. So, opt to transform your recruitment marketing tactics and attract exceptional candidates who are not only highly skilled but also share a genuine connection with your company. 

Now let’s move on to identifying and utilizing appropriate sourcing channels and methods without losing momentum in our recruitment plan.

Unleash the Power of Sourcing Channels and Methods to Uncover Hidden Talent 

Now it’s time to figure out which sourcing channels and methods will work best for you so you can cast a wider net and find the cream of the crop, giving your recruitment efforts an extra boost.

Here are some effective sourcing channels that you might want to consider:

•          Social media sourcing: With billions of people using social media platforms like LinkedIn, Facebook, Twitter, and Instagram, you can leverage these networks to reach a vast audience of potential candidates. You can use targeted ads, sponsored posts, or hashtags to attract relevant talent.

•           Employee referrals: Your current employees may know someone who would be a perfect fit for your organization. Encourage them to refer their friends or acquaintances by offering incentives or rewards. This way, you not only get access to qualified candidates but also build employee engagement and loyalty.

•           Job board advertising: Posting job openings on popular job boards like Indeed, Glassdoor, CareerBuilder, or Monster can help increase visibility and traffic. Use relevant keywords and descriptions that match the job requirements to optimize search results.

To expand your recruitment reach and effectively fill positions with suitable candidates, it’s important to explore various avenues such as campus recruiting events and professional networking sites like Meetup or GitHub. By experimenting with different channels and carefully tracking the results, you can continuously refine your recruitment strategy over time.

Furthermore, to optimize your selection and assessment processes, it is crucial to prioritize designing effective evaluation methods. This ensures that you identify the most qualified candidates and make informed hiring decisions.

With EVA-REC, posting job ads becomes effortless. With just a single click, you can seamlessly post job ads on over 200 job boards, instantly expanding your reach to a wider pool of potential candidates. EVA-REC simplifies the job posting process, saving you time and effort while maximizing the exposure of your job openings. Take advantage of EVA-REC today and effortlessly expand your recruitment reach to attract top talent efficiently!

The Winning Formula: Craft Your Selection and Assessment Mastery

It’s time to up your game in hiring the best talent by designing effective selection and assessment processes. One of the most effective ways to do this is through behavioral interviewing, which focuses on asking candidates about their past experiences and how they handled certain situations. This approach allows you to gain insight into a candidate’s thought process, problem-solving skills, and ability to work well under pressure.

Another important component of an effective selection process is competency mapping. This technique involves identifying the key competencies required for success in a particular role and then assessing candidates based on those competencies.

Finally, psychometric testing can also be used as an objective way to measure a candidate’s cognitive abilities, personality traits, and other relevant characteristics. By incorporating these techniques into your selection process, you’ll be able to identify top talent more efficiently and accurately than ever before.

As you move forward with developing onboarding and retention strategies for your new hires, it’s important to keep in mind that the hiring process doesn’t end when an offer is accepted. Instead, it’s just the beginning of building a successful team that will help drive your organization forward.

Ignite Engagement and Fuel Loyalty with Stellar Onboarding and Retention Strategies

Developing effective onboarding and retention strategies is like laying a strong foundation for a building – it sets the stage for long-term success and stability in your organization.

Employee engagement is key to ensuring that new hires feel welcome, valued, and motivated to contribute their best work. This can be achieved through thoughtful orientation processes that introduce new employees to the company culture, values, and expectations.

Performance evaluation also plays a critical role in onboarding and retention. Regular feedback meetings with managers can help identify areas where employees need additional support or training programs. By investing in employee development, you demonstrate your commitment to their growth and success within the company.

With these strategies in place, you can build a loyal workforce that is eager to stay with your organization for years to come.

As you look towards implementing a strategic recruitment plan with an ATS solution, remember that your onboarding and retention efforts should always remain a top priority. By leveraging technology tools like an ATS solution, you can streamline administrative tasks and focus more on creating engaging experiences for your employees from day one.

With automated workflows and customized communication channels, you’ll have more time to invest in training programs that ensure long-term success for both the individual employee and the company as a whole.

Revolutionize Recruitment: Unleash the Power of an ATS Solution to Supercharge Your Strategic Hiring

By harnessing the capabilities of an ATS, companies can optimize their recruitment strategies and streamline the hiring process, ultimately leading to more effective acquisition of top talent.

ATS functionalities such as recruitment automation and candidate experience tools allow recruiters to easily track and manage candidates throughout the entire recruitment cycle. This means that you don’t have to sift through countless resumes or manually schedule interviews, saving you time and resources.

With an ATS in place, your recruitment team can focus on building relationships with potential candidates rather than being bogged down by administrative tasks. By providing a seamless candidate experience through automated communication and personalized job recommendations, you increase your chances of attracting top talent who are more likely to stay invested in your company long-term.

And because an ATS allows for easy tracking of candidate engagement metrics, you can continually fine-tune your recruitment strategy based on what works best. Successfully executing a strategic recruitment plan with an ATS requires careful planning and attention to detail.

By leveraging data analytics provided by your ATS solution, you can pinpoint areas for improvement in your current recruitment process and adjust accordingly. Additionally, regularly reviewing key performance indicators (KPIs) such as time-to-hire or cost-per-hire will help ensure that you are meeting your goals while minimizing unnecessary expenses.

With these best practices in mind, implementing a strategic recruitment plan with an ATS isn’t just efficient but also highly effective in acquiring top talent for your organization.

Master the Art of Strategic Hiring with ATS Best Practices for Unparalleled Success!

As you navigate the implementation of an ATS in your recruitment process, imagine yourself confidently analyzing key performance indicators and pinpointing areas for improvement, all while effortlessly building meaningful relationships with top talent who are excited to join your team.

One essential best practice for the successful execution of a strategic recruitment plan with an ATS is improving communication. With real-time updates and automated messaging, you can keep candidates informed throughout the hiring process and maintain open lines of communication with them.

Another crucial aspect of executing a strategic recruitment plan with an ATS is maximizing automation. By automating repetitive tasks such as resume screening or interview scheduling, you can free up time to focus on more critical aspects of the hiring process. This not only improves efficiency but also allows recruiters to make better use of their skills and expertise.

Finally, optimizing user experience is another key factor in the successful execution of a strategic recruitment plan with an ATS. By providing a seamless candidate experience from application to onboarding, you can attract top talent and retain them for longer periods. An easy-to-use platform that’s mobile-friendly and provides detailed job descriptions will go a long way in enhancing the user experience for both recruiters and candidates alike.

You now have a solid understanding of what a strategic recruitment plan is and the key components that make it successful.

But how can you implement this plan with ease and maximum efficiency? The answer lies in leveraging an ATS solution.

By implementing an ATS, you can streamline your recruitment process, automate repetitive tasks, and easily track candidate progress. This not only saves time and resources but also allows for better decision-making when it comes to hiring top talent.

Remember the adage ‘Failing to plan is planning to fail.’ With a well-executed strategic recruitment plan using an ATS solution, you can ensure that your organization has a steady pipeline of qualified candidates ready to fill critical positions.

However, to implement your strategic recruitment plan with ease and maximum efficiency, it is crucial to leverage an ATS solution. By incorporating EVA-REC, the ultimate ATS, you can streamline your recruitment process, automate tasks, and seamlessly track candidate progress. EVA-REC offers unrivaled accuracy and precision in analytics, providing you with a comprehensive overview of your recruitment efforts through its intuitive dashboard. 

With its in-depth insights into all aspects of your hiring process, EVA-REC empowers you to make data-driven decisions and take immediate action. By utilizing EVA-REC, you can ensure that your strategic recruitment plan is executed flawlessly, enabling you to maintain a steady pipeline of qualified candidates for critical positions. To be more specific, a well-executed plan with the support of EVA-REC sets the stage for recruitment success. Start optimizing your recruitment efforts today with EVA-REC and achieve outstanding results, click here for a free demo .

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Strategic Enrollment Management focuses on the student experience from recruitment through graduation and beyond, and it recognizes that a student’s college choice, academic success, retention and timely graduation are influenced by many factors, including but not limited to:

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During the planning phase of the Strategic Enrollment Management process, six priorities emerged that capture the essence of a comprehensive strategic enrollment plan. Each priority has a dedicated leadership team who is responsible to review, research and recommend solutions to address recruitment and retention initiatives. The collaborative work of the Strategic Enrollment Management implementation team along with individual priority action teams are driven by specific measurable goals that align with our access and completion mission.

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11 Strategic Recruitment: A Multilevel Perspective

Stanley M. Gully, School of Management and Labor Relations, Rutgers University

Jean M. Phillips, School of Management and Labor Relations, Rutgers University

Mee Sook Kim, Rutgers University

• Published: 16 December 2013
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This chapter examines recruitment practices through a strategic lens. To be strategic, recruitment must be integrated with other human resource management practices (horizontal alignment) as well as with the goals and strategic objectives of the firm (vertical alignment). Recruitment activities are integrated into a complex system of strategies, policies, practices, and activities that permeate all organizational levels. Understanding strategic recruitment thus requires the incorporation of strategic human resource management perspectives as well as an appreciation of levels of analysis issues. The chapter begins by reviewing the concepts of core competence, sustained competitive advantage, and the resource-based view. This foundation is used to interpret research and theory relevant to strategic recruitment. It then uses a multilevel model of strategic recruitment to examine the body of previous recruiting research to identify opportunities for future research directions. The chapter provides a number of testable propositions and suggests new directions for strategic recruitment research.

Introduction

Effective recruiting is a cornerstone of strategic human resource management systems and strategic execution. Because strategic execution relies on people to transform a strategy from an idea into real changes in services, products, markets, technologies, and prices, firms must hire people who fit the culture and have the right mix of skills to generate sustainable competitive advantage. However, if potentially strong employees are not effectively recruited then they can never be hired. And if they aren’t hired, they can’t be developed, evaluated, compensated, or motivated. Stated simply, you cannot select and manage talented employees through human resource management (HRM) systems if you do not first recruit them.

Background and Introduction

Research on recruitment in general has exploded in the last forty years, Breaugh and Starke (2000) note that the 1976 edition of the Handbook of Industrial and Organizational Psychology contained less than one page of recruitment coverage ( Guion, 1976 ), but fifteen years later an entire chapter of the Handbook was devoted to recruitment research ( Rynes, 1991 ). A keyword search of the literature also suggests increasing research interest. Table 11.1 shows the number of times the words “recruiting, recruitment, or recruiter” were mentioned in the PsychInfo index among the top journals in management and applied psychology. References to recruiting related topics have increased dramatically since the 1970s, increasing in a nonlinear fashion.

Since the 1970s, many books (e.g., Barber, 1998 ; Breaugh, 1992 ) and research reviews have been written on recruitment related topics (e.g., Breaugh, 2012 ; Breaugh, Macan, & Grambow, 2008 ; Breaugh & Starke, 2000 ; Dineen & Soltis, 2011 ; Olian & Rynes, 1984 ; Orlitzky, 2007 ; Ryan & Delany, 2010 ; Rynes & Cable, 2003 ; Yu & Cable, 2012 ). It would be impossible for us to summarize all aspects of this broad literature. We refer interested readers to the original sources and other chapters within this handbook for quality summaries. Here we specifically address recruitment research with a strategic focus. This requires incorporation of work that falls outside the bounds of traditional recruitment research.

There is a relative dearth of recruitment research in the strategic arena. For example, a meta-analysis on high-performance work systems found fewer than five effect sizes that related any type of recruitment measure to firm level performance ( Combs, Liu, Hall, & Ketchen, 2006 ). With the exception of some key papers that have focused on the connection between recruitment and organizational level strategies (e.g., Miles & Snow, 1984 ; Olian & Rynes, 1984 ; Rynes & Barber, 1990 ), most work has concentrated on specific recruitment practices such as realistic job previews ( Phillips, 1998 ), recruitment messages ( Roberson, Collins, & Oreg, 2005 ), or job advertisement content ( Feldman, Bearden, & Hardesty, 2006 ). This is useful for building our understanding about determinants of recruitment effectiveness but it doesn’t provide a strategic and integrated perspective on recruitment.

We begin by examining what is meant by strategic recruitment. Breaugh et al. (2008) built on definitions from Barber (1998) and Ployhart (2006) to suggest that recruitment involves “…organizational actions that are intended to: (a) bring a job opening to the attention of potential job candidates; (b) influence whether these individuals apply for the opening; (c) affect whether recruits maintain interest in the position until a job offer is extended; and (d) influence whether a job offer is accepted and the person joins the organization” (pp. 45–46). Recruitment activities can also play the role of helping people who may be a poor fit to self-select out of the recruitment and selection process ( Allen & Bryant, 2012 ).

We suggest that strategic recruitment is consistent with all of these activities. How, then, is strategic recruitment different from recruitment as it is more traditionally defined? Strategy reflects an enterprise’s long-term goals and the adoption of courses of actions and allocation of resources necessary to meet these goals ( Chandler, 1962 ). Attaching the modifier “strategic” often implies firm level strategies, firm performance, and integrated HRM systems. However, HRM practices can be “strategic” across functions and levels. Accordingly, strategic execution can be overlaid as an integration of systems and processes across micro, meso, and macro levels of analysis ( Arthur & Boyles, 2007 ; Huselid & Becker, 2011 ; Molloy, Ployhart, & Wright, 2011 ; Ployhart & Moliterno, 2011 ; Wright & Boswell, 2002 ). Rather than focusing only on firm level HRM practices as the defining characteristic of strategic execution, it is useful to think of strategic recruitment as connecting practices across levels of analysis that must be carefully aligned with the goals, strategies, and characteristics of the specific firm.

Level of analysis refers to a plane of interest in a hierarchy of systems ( Rousseau, 1985 ). Employees work in teams, business units, and organizations. Characteristics and processes that exist at one level can drive systems, processes, and outcomes at another level ( Klein, Dansereau, & Hall, 1994 ; Klein & Kozlowski, 2000 ). Because the effects of recruitment on outcomes may or may not generalize across levels ( Klein et al., 1994 ; Rousseau, 1985 ), we argue individual, business unit, and organizational level factors and associated systems, practices, and activities can influence how recruitment unfolds across levels.

Understanding strategic recruitment requires the incorporation of strategic human resource management (SHRM) perspectives and levels of analysis. In Figure 11.1 , vertical alignment is shown by the congruence of HRM practices across micro, meso, and macro organizational levels with strategic objectives and the external environment ( Wright & McMahan, 1992 ). Congruence across HRM practices within a given level is horizontal alignment ( Baird & Meshoulam, 1988 ; Wright & Snell, 1998 ). The vertical slice of HRM practices under a given strategy represents a bundled, or congruent, HRM strategic system. The entire block in the figure represents SHRM.

A Multilevel Model of Strategic Recruitment.

The darkened blocks at the front of Figure 11.1 represent strategic recruitment. The front face illustrates how recruitment might differ across strategies and levels. For example, the upper left of the front face indicates that some organizations might create recruiting policies and systems that focus on operational excellence. The middle block suggests that business units might differentially engage in recruiting activities to support an innovation strategy. For example, the research and development unit of a pharmaceutical company might engage in recruitment activities to find scientists who can deliver a future drug pipeline. The bottom right indicates practices targeted toward individuals that will increase the likelihood that they will engage in behaviors that support a customer intimacy strategy. for example, a recruiter might communicate a message of focusing on excellence in customer satisfaction to individual applicants.

Figure 11.1 also highlights that recruitment must be integrated with other HRM practices (horizontal alignment) as well as with the strategic goals of the firm (vertical alignment). It can be seen that recruitment activities are integrated into a complex system of strategies, polices, practices, and activities that permeate all organizational levels. This perspective adds the elements of alignment and strategic focus to previous definitions.

Strategic recruiting thus refers to allocating resources, creating systems, setting polices, and engaging in organizational practices and activities that (1) are aligned with the strategic objectives of the organization; (2) are integrated with HRM activities in other parts of the organization or in other functional areas; (3) bring job openings to the attention of qualified candidates who fit the job, organization, and work unit; (4) influence whether talented and well-fitting individuals apply for openings; (5) encourage unqualified or poor fitting candidates to self-screen out of the hiring process; (6) affect whether top candidates maintain interest in the position until a job offer is extended; (7) influence whether a job offer is accepted and the person joins the organization; (8) increase the human capital available to enable strategic execution; and (9) result in positive individual, business unit, and organizational outcomes.

Recruitment research from a more traditional focus has examined such topics as the influence of website attributes, job and organizational information, recruiters, realistic job previews (RJPs), diversity images, and the timing of recruiting actions on individual attraction, job choice, and perceived or objective fit ( Breaugh, 2012 ; Breaugh et al., 2008 ; Rynes & Cable, 2003 ). This research has been helpful in filling out our understanding at the individual level and elaborates some of the connections across levels (e.g., how organizational image influences attraction). Strategic recruitment builds on this foundation and considers how the impact of websites, information, recruiters, RJPs, diversity, and timing should be integrated with other HRM functions (e.g., compensation, training, etc.) and flexibly adapted to fit the needs of specific strategic imperatives to yield recruitment outcomes across all levels.

We begin by briefly reviewing the concepts of core competence and the resource-based view as a foundation for understanding strategic human resource management. This foundation is then used to interpret research and theory relevant to strategic recruitment.

Core Competence and the Resource-Based View

A core competence is a key capability that differentiates firms from their competitors and brings about firm success. For example, Google’s robust search technology and innovative business model (e.g., auctioning ads that appear alongside relevant search results) has made it so dominant that “google” is now a recognized verb. Core competencies may include a variety of resources ranging from a tangible asset such as a firm’s optics technology (e.g., fiber optic cable) to intangible competencies such as creativity (see, e.g., IDEO, the award winning design and development consulting firm). Core competencies are driven by the types of talent that can be recruited into and retained by an organization. To understand which core competencies yield sustainable competitive advantage, we turn to the resource-based view.

The resource-based view (RBV) assumes resource availability is not equal across firms and that some resources are less available to certain firms. The RBV suggests resources can yield competitive advantage when they are valuable, rare, inimitable, and non-substitutable, and the firm is organized to take advantage of the resource ( Barney, 1991 ; Barney & Wright, 1998 ). The RBV suggests that HRM systems can be a source of sustainable competitive advantage ( Barney & Wright, 1998 ; Bowen & Ostroff, 2004 ; Wright, McMahan, & McWilliams, 1994 ) because individuals make differential contributions to the firm and having high-quality HRM systems is valuable and rare. Wright et al. (1994) also argue that the way employees behave in a given firm is determined by complex and unique firm histories and social interactions, creating causal ambiguity and making it difficult to imitate firm HRM systems.

As can be seen in Figure 11.1 , there are many complex causal pathways that exist for a given firm with regard to strategic recruitment. Some firms are large and have a clear image that is connected to its marketing and branding efforts. Other firms are small with resource constraints, and they have no clear image or reputation. This means that trying to apply a singular recruitment strategy to both types of firms is unlikely to work, even if they are in the same industry, limiting transportability of a recruitment system across firms. Similarly, scouting and hiring competent employees from rivals does not guarantee copying their competitive advantage because their performance is determined by unique firm history, business strategy, and complex social interactions ( Groysberg & Lee, 2008 ; Groysberg, Nanda, & Nohria, 2004 ). Lastly, the quality of HRM involves competencies such as intelligence, creativity, knowledge, and skill that cannot be easily substituted by other resources.

Research on high-performance work systems (HPWS) supports the idea that HRM systems are a sustainable source of competitive advantage. Firms that adopt recruiting and selection systems consistent with their competitive strategy, implement reward and feedback practices that reflect successful strategic execution, and create training and development systems guided by performance and business objectives outperform firms that do not avail themselves of such practices and systems ( Becker & Huselid, 1998 , 2006 ; Crook, Todd, Combs, Woehr, & Ketchen, 2011 ; Terpstra & Rozelle, 1993 ; Toh, Morgeson, & Campion, 2008 ). This is in part because strategic choice and execution is determined by whether a firm has employees who possess the necessary skills, knowledge, abilities, personality characteristics, and motivation required to execute the strategy.

In this light, recruitment practices are strategic in the deepest sense. A meta-analysis by Jiang, Lepak, Hu, and Baer (2012) demonstrated that skills-enhancing, motivation-enhancing, and opportunity-enhancing HRM practices influence both proximal and distal organizational outcomes. Effective strategic recruitment can bring in necessary skills, knowledge, and abilities. In addition to functioning as a skill-enhancing practice, recruitment can influence motivation. For example, research on person–environment fit and attraction–selection–attrition shows that attracting people who best fit both the organization and job creates higher satisfaction, greater commitment, lower turnover, less strain, and often better performance ( Kristof-Brown, Zimmerman, & Johnson, 2005 ; Schneider, 1987 ). Thus, recruitment practices that enhance fit ( Cable & Yu, 2007 ) can affect the usefulness of both skill-enhancing and motivation-enhancing HRM practices. Finally, recruiting can affect the utility of opportunity-enhancing practices. It has long been known that individuals differ in their desires for growth, risk taking, and work ethic. Providing opportunities to contribute will work only insofar as the employees have the desire, capability, and willingness to participate and remain involved.

The key point is that recruitment activities are a sustainable source of competitive advantage when aligned with business objectives and integrated with other components of the HRM system because strategic recruitment yields talented and passionate individuals who are rare, valuable, non-substitutable, and inimitable. Recruiting a workforce with a deep passion for the core of the business is unusual, but that is exactly what makes it a source of competitive advantage ( Cable, 2007 ). In addition, a recruitment system that is deeply integrated into the broader organization can better attract specific types of individuals who fit and can execute the business strategy. This is a valuable resource that yields sustainable competitive advantage.

Proposition 1: Strategic recruitment systems are a source of sustainable competitive advantage when aligned with business strategy and integrated with other components of the HRM system .

To understand better how recruitment systems must be integrated with business strategies we must first consider some specific strategic typologies that typify business core competencies. This is useful because HRM functions, including recruitment, should be aligned with the strategic imperatives of the firm ( Barney & Wright, 1998 ; Huselid & Becker, 2011 ; Schuler & Jackson, 1987 ; Wright & McMahan, 1992 ).

Strategic Typologies

Different firms seek different business strategies based on their analysis of market forces such as new entrants, relative power of suppliers and buyers, market power of competitors, and potential substitutes ( Porter, 1985 ). The relative emphasis on each of these forces determines the type of business strategy pursued and consequent competitive advantage. Some firms strive to provide innovative products that competitors cannot easily imitate whereas other firms pursue cost-savings in production processes so they can offer low costs or gain high margins. These strategy typologies do not have to be mutually exclusive ( Chadwick & Cappelli, 1999 ), and firms may use one or a combination of strategy types. We briefly detail the strategic typologies of operational excellence, product leadership through differentiation and innovation, and specialization through customer intimacy ( Treacy & Wiersema, 1997 ). We use these typologies as a foundation for discussing strategic recruitment (see Phillips & Gully, 2010 for more detailed examples).

Operational Excellence

Firms can provide cost leadership in services and/or products by pursuing excellence in their operations. Such firms strive to provide products of similar quality at a lower price as compared to competitors. The strategic goal is to become a cost leader in the targeted market. These firms constantly seek ways to increase the efficiency of operations while reducing the cost incurred in manufacturing, marketing, and distribution. Wal-Mart, Dell, and Costco are good examples of firms that follow such cost-leadership strategies. Some companies, such as ING Direct bank and JetBlue, differentiate themselves by pursuing a strategy based on providing no-frills but high quality services at a low cost. As we mentioned earlier, companies can pursue more than one strategy at a time. In this case, JetBlue and ING Direct pursue both operational excellence and differentiation strategies.

Differentiation/Innovation Strategy

A differentiation strategy focuses on the creation of a service or product that has unique characteristics valued by customers that often enables the business to charge a premium price. Examples of ways in which a firm can differentiate itself include quality (e.g., Mercedes-Benz), technology (e.g., Apple), and safety (Volvo). Innovation is often a key aspect of a differentiation strategy. Differentiation strategies may require employees to innovate new services or products continually. Innovation oriented companies cultivate an environment that encourages employees to provide new ideas. Examples of innovation oriented companies include Corning, Nike, and Google.

Specialization/Customer Intimacy Strategy

Businesses pursuing a specialization strategy focus on a narrow market segment or niche. This can result in strategy focused on a single product, geographic location, or buyers with special needs. The firm then pursues either a differentiation or cost leadership strategy within that market segment. Organizations pursuing a specialization strategy must know their product or market segment in depth and they often cultivate a high degree of customer loyalty. Customer intimacy is often a key part of the strategy because such firms try to increase loyalty by delivering customizable and unique services and products that meet specific customer needs. A specialization strategy can be successful if it results in either lower costs or an ability to offer customers something other competitors do not. Specialty coffee company Caribou Coffee is an example of a company pursuing a specialization strategy. Caribou Coffee specializes in coffee, and like many firms pursuing specialization, they also have a strong customer focus. Their CEO, Michael Tattersfield, has stated that an “…exceptional focus on quality, whether it’s the experience or product, will resonate with customers” ( Van Tan, 2010 ).

Growth Strategy

Growth strategies can be pursued by a firm using any of the previously noted strategies. Firms that adopt a growth strategy expand their organization by increasing sales, building new facilities, or acquiring new companies. Growth can be achieved organically through consistent growth or inorganically via mergers and acquisitions. When a firm grows organically, it strives to expand from within by opening new stores or facilities. In contrast, when a firm grows via mergers and acquisitions (M&As), it combines with other firms with valuable and rare talents or resources. Organizations can choose whether to expand the company through increases in the current business model or by M&As. Internal growth generally requires the acquisition of additional talent. For example, growth-oriented chains such as Caribou Coffee regularly open new stores that require store managers, employees, and even distribution staff.

It is clear that the types of talent being sought by organizations and the recruitment practices put in place will vary depending on the strategy of the organizations. Organizations pursuing operational efficiency must recruit and attract people who are conscientious and detail-oriented and can focus on low cost, reliability, and consistency. For certain positions, such as buyers, organizations must ensure they are effective negotiators for the firm. In key positions, such as logistics and planning, the organization might invest heavily in recruitment activities while for peripheral positions it might work to attract part-time employees.

An organization pursuing customer intimacy must market and brand itself as customer oriented, and then recruit and attract people able to provide high quality customer experiences. It will probably strive to attract people who are cooperative, extroverted, and conscientious as well as open to learning how to perform tasks differently. This recruitment effort must occur across business units and it must drive down to individual interactions between recruiters and applicants.

Organizations pursuing a differentiation- innovation strategy must recruit people who can support new product directions and who are entrepreneurial during product development and launch. They must be tolerant of ambiguity, open to risk taking ( Schuler & Jackson, 1987 ), and resilient to failure ( Gully & Phillips, 2005 ). Such organizations will probably strive to attract people who are intelligent, open to new ideas, creative, and have a low fear of failure, yet who are focused on high-level performance.

Organizations pursuing fast inorganic growth must develop externally focused recruitment systems able to attract large numbers of qualified applicants. Organizations pursuing consistent internally oriented organic growth must create internal recruitment and employee development systems that allow assignment and deployment from within the organization ( Schuler & Jackson, 1987 ).

Although the SHRM literature suggests the HRM system must be aligned with the external environment and strategy of the firm ( Delery & Doty, 1996 ; Youndt, Snell, Dean, & Lepak, 1996 ), relatively few studies have examined whether such alignment in HRM practices take place. If there is a dearth of literature on strategic alignment for HRM systems as a whole, then there is a virtual absence of empirical work on whether such alignment in recruitment systems actually takes place, and if so, whether it makes a difference.

There have been a handful of theoretical papers addressing this topic. Miles and Snow (1984) reasoned that firms pursuing prospector (differentiator-innovation), analyzer (specializer-customer intimacy), defender (operational excellence), and reactor (survival) strategies must develop different SHRM systems. They further suggest that internal recruitment (“make”) and external recruitment (“buy”) strategies would vary by firm strategies. Likewise, Schuler and Jackson (1987) , Taylor and Giannantonio (1993) , and Olian and Rynes (1984) suggested that recruiting might differentially focus on internal versus external labor markets depending on the strategy deployed. Innovators may need to hire top talent externally for certain positions that will help them achieve the breakthrough innovations required to remain competitive. Olian and Rynes (1984) hypothesized that innovators would concentrate more on research and marketing skills whereas firms pursuing operational excellence (defenders) would focus on finance and production skills. They further suggested that strategy would influence the range and types of skills being sought (e.g., narrow/specialized, broad/flexible). In one of the few studies examining these ideas, research using Taiwanese firms shows that outsourcing of recruitment functions leads to higher perceptions of HRM effectiveness by line managers when they are pursuing an innovation (prospector) strategy ( Shih & Chiang, 2011 ).

In contrast, customer intimacy strategies may require internally focused recruitment to retain employees with a high degree of tacit knowledge relevant to strategic execution ( Nonaka, 1994 ). In those cases where external hiring must take place for firms with customer intimacy strategies, we hypothesize that there will be a strong focus on cultural and values-based fit.

Proposition 2: Strategic recruitment systems will vary in implementation depending on whether organizations are pursuing operational excellence, differentiation-innovation, or specialization-customer intimacy strategies .

Proposition 3: Strategic recruitment systems will vary in focus on internal versus external recruiting depending on the business strategy deployed and whether organizations are pursuing internal organic growth or external inorganic growth strategies .

Next, we briefly review the literature on strategic human resource management (SHRM) to consider better how HRM strategies may vary as a function of business strategy. We then discuss how the SHRM perspective combined with the levels perspective can inform future opportunities for recruitment research.

Strategic Human Resource Management

In the early stages of HRM research, most researchers focused on individual practices to examine their effect on either individual level outcomes (cf. Phillips, 1998 ), or organizational level outcomes (cf. Terpstra & Rozelle, 1993 ). However, most contemporary strategic human resource management (SHRM) scholars argue that the focus should be on bundles of HRM practices when examining the relationship between HRM practices and organizational effectiveness. This is because HRM practices are not used in isolation ( Delery, 1998 ; Huselid, 1995 ; Wright & McMahan, 1992 ) and there is potential simultaneity among HRM practices ( Wright & Boswell, 2002 ). SHRM researchers have concluded that it is more appropriate to use HRM bundles in examining the relationship between HRM practices and organizational effectiveness. Using meta-analytic approaches, Toh et al. (2008) found evidence that organizations used different HRM bundles, including cost minimization, competitive motivation, and commitment maximization practices, which overlays nicely with the strategic typologies discussed earlier.

We agree that HRM practices, including recruitment, must be carefully aligned and bundled with other HRM activities. For example, it makes little sense to recruit for the very best talent in a given profession if a firm doesn’t intend to pay a competitive wage, provide developmental and growth opportunities, and encourage career advancement. If these practices aren’t aligned, it will be hard to convince top talent to join the organization and even if they do come, they will be quick to leave.

Proposition 4: Recruitment systems will be more strategically effective when they are integrated and bundled with other human resource functions and activities .

SHRM scholars have also focused on the particular fit between HRM practices and the organization’s competitive strategy ( Bowen & Ostroff, 2004 ; Miles & Snow, 1994 ; Wright & Snell, 1998 ). Generally, there are two key types of fit being considered. Internal, or horizontal fit, refers to the alignment of HRM practices across various aspects of an HRM system. As noted in the discussion of HRM bundles, different HRM practices can reinforce and support each other when they are integrated and congruent, or they can weaken and undermine each other when they are incongruent. With regard to internal fit, organizations must align their recruitment practices so that they complement each other to achieve the firm’s business strategy ( Bowen & Ostroff, 2004 ; Schuler & Jackson, 1987 ; Wright & Snell, 1998 ; Wright et al., 1994 ). Incongruent HRM practices compromise the effectiveness of the entire HRM system.

External, or vertical, fit refers to the alignment of recruitment with the external context and the organization’s strategy ( Delery, 1998 ; Wright & McMahan, 1992 ). Organizations must ensure that both business strategy and HRM practices are aligned with the demands of the competitive environment, legal/regulatory issues, and the labor market ( Delery, 1998 ). The guiding logic of the strategic fit perspective is that a firm’s HRM practices must develop employees’ skills, knowledge, motivation, and opportunity to contribute so that employees behave in ways that allow strategic execution ( Becker & Huselid, 1998 ; Bowen & Ostroff, 2004 ; Jiang et al., 2012 ; Schuler & Jackson, 1987 ).

For example, recruitment practices must be vertically aligned with the business strategy and the external environment. If a pharmaceutical firm wishes to rapidly expand its ability to deliver drugs through devices using nanotechnology, then it may need a lot of nanotechnology engineers who understand biological and pharmaceutical systems and it must recruit for them accordingly. If there are a lot of competitors seeking this same talent or if there aren’t enough engineers graduating with this capability in the United States then the firm may need to realign its sourcing strategy to focus on external global centers of technical excellence.

Vertical alignment also refers to alignment in systems, policies, and practices ( Arthur & Boyles, 2007 ; Jiang, Lepak, Han et al., 2012 ) that can differentially manifest themselves across levels within a firm. Misalignment across levels can also occur. For example, research shows that perceptions of HRM executives can differ from line executives, who are presumably heads of operating business units or functions (e.g., Wright, McMahan, Snell, & Gerhart, 2001 ). This suggests that espoused or intended policy can differ in implementation and practice across business units ( Khilji & Wang, 2006 ), as shown in the meso-level of Figure 11.1 . If strategic execution is going to manifest itself consistently in the behaviors, abilities, and role performance of individuals across business units then it is important for vertical alignment to exist.

Proposition 5: Recruitment systems will be more strategically effective when they are vertically aligned with the strategy, the external environment, and across levels within the firm .

It is unlikely for a single HRM system to exist in a given organization and the same recruitment practices may not work when applied across the entire organization. Lepak and Snell (1999) noted that an organization requires different employment relationships and a different workforce for different jobs. Gully and Phillips (2005) similarly suggested that although firms may have an overall culture, different work units often have different subcultures. For example, although Merck is known as an innovative pharmaceutical organization, the degree to which innovation may be a core part of a job or a work unit’s culture may vary across the research and development labs, product manufacturing plants, and legal department.

Lepak and Snell (1999) introduced the concept of HRM architecture that explicates what type of HRM system should be considered based on the value and uniqueness of human capital. For example, when a firm staffs jobs which require firm-specific skills, it is better to recruit applicants internally and develop their skills than to outsource the skills because those jobs are generally associated with core competencies for the firm. For such core jobs, recruiters need to find applicants willing to establish a long employment relationship with the firm as well as possessing unique and valuable abilities.

Proposition 6: Strategic recruitment systems will vary in execution based on the centrality of the position to the strategy of the organization .

Given that different forms of knowledge, value systems, and behaviors are required for different work units and jobs in a single organization, recruiting practices should differ across jobs and units within the organization. This is consistent with the meso, or business unit level, of recruitment practices shown in Figure 11.1 . Within a given work unit, specific recruitment practices should be put in place to identify required skills and abilities and attract applicants who fit the job requirements, norms, or culture of the work unit. Yu and Cable (2011) found collective identity and reputational differences across organizational departments that influenced member satisfaction. Such reputational differences may translate into differences in internal recruitment practices and it potentially could influence external recruitment as well. For example, although university reputation can influence the attraction of academics to a particular position, school or departmental reputation can have an equal or larger effect on attraction.

Proposition 7: Strategic recruitment systems will vary in execution across business units and business unit reputation will influence recruitment effectiveness .

Talent philosophy . An organization’s talent philosophy reflects how a firm considers its employees and their role in the business ( Schuler, 1989 ). The talent philosophy is a system of beliefs about how employees should be treated and it is often shaped by its founders. For example, some organizations such as Southwest Airlines view employees as partners and key stakeholders, whereas others, including Wal-Mart, view many employees as more expendable and replaceable.

A talent philosophy can emphasize a make (develop internally) or buy (hire externally) talent perspective ( Miles & Snow, 1984 ). Relatedly, it can concentrate on filling immediate vacancies or hiring for long-term careers. Research suggests that some firms seem to treat employees as having more value or potential than others, focusing attention and organizational resources upon a select group of “stars” ( Schuler, Jackson, & Tarique, 2011 ). Other firms have a more inclusive perspective, believing that focusing on a select few can damage morale and compromise future talent capability ( Schuler et al., 2011 ; Stahl et al., 2012 ). Some organizations and their subunits have a talent philosophy that supports a strong commitment to diversity ( Herdman & McMillan-Capehart, 2010 ; McKay, Avery, & Morris, 2009 ). Organizations may have a talent philosophy that treats employees merely as assets to be mobilized versus partners who mutually invest in each other’s success ( Pfeffer & Veiga, 1999 ; Whittaker & Marchington, 2003 ). Finally, some firms have a talent philosophy organized around ethical behavior ( Kaptein, 2008 ), having a positive impact on society ( Cameron, Bright, & Caza, 2004 ), or exhibiting corporate social responsibility ( Turban & Greening, 1997 ).

Human resource strategy refers to the linkage of the entire human resource function with the firm’s business strategy and talent philosophy in order to improve business strategy execution. It is shown in Figure 11.1 as an entire array of blocks across levels and HRM practices within a given strategy. SHRM practices align a company’s values, goals, and talent philosophy with the behaviors, values, and goals of employees. An organization’s HRM strategy in turn influences the substrategies of each of the HRM functions, including recruitment, selection, performance management, training, and compensation. The alignment of these functions creates an integrated HRM system that supports (or hinders) the execution of the business strategy, guided by the talent philosophy of the organization. Empirical support comes from Toh et al. (2008) , who found differences across organizations in terms of the HRM bundles of activities deployed. They showed that these bundles of HRM activities were associated with organizational values the firm pursued and organizational structure.

An organization’s overall HRM strategy is the constellation of priorities, policies, and behaviors used to manage the flow of talent into, through, and out of an organization over time. An organization’s HRM strategy thus encompasses its approaches to recruiting, acquiring, deploying, and retaining its talent, and the choice of jobs to which it devotes greater or lesser resources. A firm’s recruiting strategy must ultimately reflect its business strategy, human resource strategy, and talent philosophy. If not created intentionally, a firm’s talent philosophy develops on its own as the personal values of high-level managers are expressed in their hiring and talent management decisions and actions. If properly structured, this creates a sustainable form of competitive advantage because it is valuable yet rare to see such alignment in philosophy, strategy, culture, and HRM practices.

Proposition 8: An organization’s talent philosophy will influence the recruitment strategies deployed to support execution of the organization’s strategy .

Implications of SHRM research for recruiting research . The first lesson to be drawn from the strategic perspective is that the effectiveness of any recruitment system for generating firm level outcomes depends on four key issues: (1) effectiveness of the business strategy for yielding sustainable competitive advantage; (2) alignment of the recruitment system with the intended business strategy and talent philosophy; (3) alignment of the recruitment system with other HRM activities or protocols; and (4) alignment of the recruitment system within and across levels (see Figure 11.1 ). In other words, it is difficult to disentangle the firm level effectiveness of a recruitment system from its intended strategic purpose and the other HRM activities that are in place. Perhaps an example will make this clear.

If a company such as Apple decides to pursue a high-priced but generic product strategy, then even if the recruitment system is designed to be perfectly aligned with a generic strategy, the effectiveness of the system will be compromised and the firm is likely to fail. Why? Because Apple’s raison d’etre is to cultivate a brand that ignites the passion of Apple fans through quality customer service and continuous innovation toward the “next big thing.” A generic strategy is not likely to work for Apple, and even if they can do it, customers won’t pay a premium for the products. Thus, even if the recruitment system is perfectly aligned with the strategy, it can’t yield effective outcomes if the strategy itself is deeply flawed.

If, however, Apple continues to pursue its differentiation strategy by releasing innovative and fun products that support its image then we have to consider the alignment of the recruitment strategy with the business strategy. Imagine if Apple’s HRM strategy revolved around treating its workforce as a cost, not an investment, and it pursued a low-cost, low-investment HRM strategy. If the recruitment strategy was perfectly designed to yield low-cost, low-investment outcomes, it would still fail due to misalignment with Apple’s core strategy. Recruiting and retaining the best engineers and designers in technology is not consistent with a low-cost, low-investment approach to HR. However, the same low-cost, low-investment recruitment strategy might work in certain organizations such as McDonalds, Wal-Mart, or other cost leadership companies.

Finally, even if the business strategy, HRM strategy, and recruitment strategy are perfectly aligned, the recruitment effort could still fail if other components of the HRM system do not support the recruitment practices. For example, assume that the recruiting system is able to identify the best and most innovative engineers in the industry for Apple. If the compensation system were misaligned so that engineers are paid 20 percent below industry averages, how likely is it that the recruiting system would be effective in securing hires? Or, assume that the recruiting system is well designed and the pay is good. How strong will retention rates be if newly hired engineers have no path for personal development or career enhancement?

The key point is that recruiting efforts are embedded in a system of activities, each of which must be carefully integrated with the other components in the system. In addition, a given practice’s effectiveness will be determined by both horizontal and vertical alignment, external market forces, and the overall effectiveness of the core business strategy. Also, a SHRM perspective generally, and strategic recruitment specifically, suggests the importance of measuring both processes and outcomes ( Carlson, Connerley, & Mecham, 2002 ) to ensure that practices and structures evolve to meet the demands of the shifting external environment. Adjusting strategies and recruitment systems to meet the demands of an ever changing environment would be difficult without information about the effectiveness of current practices.

SHRM researchers have usually focused on the HRM system rather than individual HRM practices because the overall system of practices may provide the strongest theoretical basis for understanding the HR–firm performance relationship ( Wright & Boswell, 2002 ). As ( Becker and Huselid 1998 , p. 55) observed: “An internally consistent and coherent HRM system that is focused on solving operational problems and implementing the firm’s competitive strategy is the basis for the acquisition, motivation, and development of the underlying intellectual assets that can be a source of sustained competitive advantage.”

We agree that having a systems perspective is important. However, to achieve high consistency in HRM practices, it is critical to understand the specific components that make up the overall system. By way of analogy, it’s hard to understand how a living cell functions if you don’t understand the separate components of the cell, such as the nucleus and mitochondria, even though the cell itself functions as an integrated unit. In particular, it is important to understand how to recruit and attract the right applicants who best fit the overall HRM system, firm culture, and business strategy. If a firm adopts teams as a primary structural unit for strategic execution, and other HRM practices such as training and compensation are also designed based on team units, then an organization that recruits people who lack teamwork skills will have negative outcomes even if individual applicants have high task-focused capabilities. Logically, recruiting lays the foundation for all subsequent components of the SHRM system, and components of the broader SHRM system feed back into the effectiveness of the recruitment system.

External Environment and Organizational Life Cycle

Although a firm’s core competencies are critical to the implementation of business strategies and adoption of HRM practices, there are other contextual factors beyond a firm that shape recruitment and HRM practices ( Jackson & Schuler, 1995 ; Lengnick-Hall & Lengnick-Hall, 1988 ; Rynes, 1991 ; Rynes & Barber, 1990 ). For example, economic conditions, characteristics of the labor force, employment regulations, industry characteristics, national politics, country culture, and technology are possible factors that are connected to the effectiveness of recruitment systems. This is indicated by the arrows from External Environment to strategy and levels within the firm shown at the top of Figure 11.1 .

Economic and labor market conditions can affect recruitment practices. Rynes and Barber (1990) suggested that different forms of recruitment activities, pecuniary and nonpecuniary inducements, and pursuit of different types of applicant pools can occur depending on labor market conditions and vacancy characteristics (e.g., hierarchical level). In poor economic conditions, company growth is typically slower so there is less need to focus on rapid growth and recruiting, thus reducing pressures on external recruitment. At the same time, there are often more potential applicants searching for jobs so the challenge for strategic recruitment is not to generate large numbers of applicants but to enhance strategic fit for the few positions that are open. Part of this process is allowing people to self-select out as well as self-select into the process, based on perceived fit. In contrast, when economic conditions are positive, many organizations are growing rapidly and there is an intense competition for talent in the labor market. In this case, organizations will strive to make themselves attractive to top talent, and they will use both pecuniary and nonpecuniary means to do so ( Rynes & Barber, 1990 ).

Proposition 9: When economic conditions are poor or the labor market is loose, strategic recruitment systems will focus more on internal as opposed to external recruitment efforts. When economic conditions are good or the labor market is tight, strategic recruitment systems will shift to focus more on external as opposed to internal efforts .

Proposition 10: When economic conditions are poor or the labor market is loose, strategic recruitment systems will focus more on allowing applicants to self-screen out of the process. When economic conditions are good or the labor market is tight, strategic recruitment systems will shift to focus more on attracting top talent than on screening out misfits .

Globalization is another external factor that can influence recruitment within a given organization. Firms have to face the challenge of global talent management demands ( Schuler, Jackson, & Tarique, 2011 ) because international competition is intensifying. The United Nations estimated that as of 2011 there are more than 103,000 multinational corporations (MNCs) with more than 892,000 foreign affiliates ( UNCTAD, 2011 ). Managers are now required to compete across borders for the best employees who are able to work in global settings ( Schuler et al., 2011 ). As Schuler and colleagues (2011) note, workers are more important than ever for MNCs that strive to remain locally and globally competitive.

A growing body of research suggests that cross-cultural differences can influence staffing practices ( Colakoglu, Tarique, & Caligiuri, 2009 ; Collings, Scullion, & Morley, 2007 ; Ma & Allen, 2009 ; Morris et al., 2009 ; Ployhart, 2004 ). However, other than work on expatriates, only a few articles (e.g., Ma & Allen, 2009 ) have considered how recruitment practices might vary according to the forces of globalization or MNC subsidiary or cross-cultural context. A firm’s HRM and recruitment practices need to reflect the demands of a global workforce. For example, global travelers are increasingly used to manage the globally distributed workforce ( Shaffer, Kraimer, Chen, & Bolino, 2012 ) but we know little about how to recruit for these critical positions ( Phillips, Gully, Castellano, McCarthy, & Kim, in press ).

Research has demonstrated that people in different global contexts vary in their reactions to HRM practices including selection techniques ( Phillips & Gully, 2002 ; Steiner & Gilliland, 2001 ), merit pay programs ( Gully, Phillips, & Tarique, 2003 ), and using drug and alcohol testing to manage counterproductive behavior ( Seijts, Skarlicki, & Gilliland, 2002 ). It is reasonable to expect that global differences in perceptions, practices, and reactions to such practices will influence recruitment effectiveness. For instance, Froese, Vo, and Garrett (2010) found symbolic perceptions of Japan and the United States predicted attractiveness of U.S. and Japanese foreign companies in Vietnam beyond instrumental job characteristics. We suggest that because of regulatory, cultural, and economic differences across countries ( Colakoglu et al. 2009 ), strategic recruitment systems must vary across subsidiaries and global/local contexts.

Proposition 11: Strategic recruitment systems must address the global context for globally distributed organizations. Strategic recruitment must increasingly focus on customizing recruitment systems to meet the global demands of specific positions (e.g., global travelers) as well as of local contexts (e.g., recruiting sensitivity to local culture) .

The degree of diversity in the labor market also plays an important role in adjusting HRM systems. Given that the composition of the workforce induces emotional and behavioral consequences and affects team and organizational outcomes ( Jackson & Joshi, 2004 ), it is not surprising that firms consider diversity when hiring. Depending on the importance of diversity to the firm’s philosophy and strategy, firms should show differences in recruitment activities in response to shifting demographics.

Proposition 12: Strategic recruitment systems will most strongly respond to shifting demographics in the labor market among firms that value diversity .

Organizational life cycles also can affect a firm’s HRM systems ( Baird & Meshoulam, 1988 ; Schuler, 1989 ). As organizations form, grow, and decline, they need to adjust their HRM and recruitment practices to meet the needs of each stage. For example, during the forming stage, HRM managers should pay more attention to establishing basic administrative routines and hiring exempt employees. Such organizations focus on growth, and employees often have to serve in multiple roles owing to the limited number of employees. Young organizations also must find ways to attract high-quality talent despite weak images and reputations and limited resources. Strategic recruitment for young organizations must emphasize growth, opportunity, and entrepreneurial orientation and focus on organizational branding, image, and reputation to attract highly qualified applicants. This is in direct contrast to more mature organizations.

As organizations grow and become more complex, HRM managers are required to increase professionalism in functions and managerial skills, adopt advanced compensation programs, and actively respond to external needs ( Baird & Meshoulam, 1988 ). Larger organizations generally have more codified and institutionalized rules of operation. Mature firms often have more resources to invest in recruiting initiatives and stronger reputations and images. Strategic recruitment for mature organizations can still emphasize growth and opportunity, but it can also emphasize strength and stability. The organizational brand, image, and reputation are likely to be strong so recruiting activities can focus on taking advantage of these attributes rather than building them, unless of course, the perception is negative. In this case the recruitment activities must deal with anchoring and adjustment heuristics by highlighting change.

Proposition 13: Strategic recruitment systems will vary as a function of organizational life cycles. Early in the organizational life cycle recruitment will focus on attracting talent through opportunities for growth and development. Later in the organizational life cycle recruitment will focus on attracting talent through stability and reputation .

Future Research Opportunities

What would happen if we took the notion of strategic recruitment seriously? If we accept that recruitment strategy manifests itself across levels of analysis, alignment with business strategy, and congruence with other HRM practices, how have we been doing in terms of our progression of knowledge? Table 11.2 represents the current state of knowledge formed by integrating current research findings with the model presented in Figure 11.1 .

Arrayed across the top, representing columns, are examples of recruiting outcomes across levels of analysis. Theoretically, one could also include extra-organizational outcomes, but because we are focused on recruitment for and within organizations, this is beyond the boundaries of our discussion. The examples of outcomes are meant to be representative but neither exhaustive nor exclusive. Some of the outcomes might warrant inclusion in other levels and there are certainly other outcomes one might envision for inclusion.

The levels arrayed across the rows indicate input factors that influence recruitment outcomes. Extra-organizational factors are included because they can influence recruitment outcomes across and within organizations. We also added a set of job factors that is not included in Figure 11.1 for three reasons. First, the influence of job factors can unfold across levels and even outside organizations. For example, job influences can involve career, vocational, and industry effects (e.g., Ackerman & Heggestad, 1997 ; Kristof-Brown et al., 2005 ) so the level can be extra-organizational, depending on how it is treated. Second, the influence of a job factor may depend on whether it is considered core or peripheral to the firm’s strategy ( Lepak & Snell, 1999 ). Thus, job level could not easily be incorporated into the model represented in Figure 11.1 . However, job factors belong in our evaluation of the literature because of the volume of research on how job factors influence recruitment of individuals.

Putting these factors, or predictors, together with outcomes, we obtain fifteen cells. We will not try to review research in every cell for two reasons. First, some cells lack research to consider. In these cells the opportunities to have a significant research impact is great. Second, other cells contain a large amount of well-reviewed research. In particular, typical reviews on recruitment research address cells 6, 9, and 15. Instead, we focus our discussion on macro cells 1 through 5 and briefly address the remaining cells.

Cell 1 contains a large amount of economic research on how economic and labor market conditions influence the quality and size of the labor pool and aggregate recruiting efforts (e.g., Davis, Faberman, & Haltiwanger, 2012 ; Davis, Haltiwanger & Schuh, 1997 ). There is less research from the recruitment arena. Rynes and Barber (1990) suggest the nature of recruitment practices will vary depending on market conditions. When vacancies are unattractive or labor shortages are chronic more aggressive strategies than standard recruitment practices must occur. For example, signing bonuses or additional pay may be used to attract scarce applicants, or nontraditional sources such as out-of-country labor pools may be targeted. Rynes and Barber (1990) called for more research on such topics but in the two decades that have passed little new work has appeared. In a rare empirical piece, Dineen and Williamson (2012) determined that perceptions of labor supply, firm reputation, and quality-based compensation incentives are associated with increased use of screening-oriented messages, which in turn, influences the quality of the applicant pool.

This is a good start but many questions remain. Do the labor market, economic conditions, and globalization alter strategic execution of recruitment systems? Are recruitment strategies differentially effective depending on these extra-organizational factors? Does recruitment strategy effectiveness vary by region, culture, or business strategy, and if so, under what conditions is it more or less effective?

Cell 2 contains little or no research on how extra-organizational factors influence recruitment strategy, practice, or effectiveness for business units or teams. Recruitment strategies and practices are likely to vary across business units in reaction to labor market and economic conditions that are driven by local or subsidiary HRM issues (e.g., Colakoglu et al., 2009 ). Similarly, global forces may dictate the types of recruitment practices that can be put in place for business units operating in specific regions. We know little about whether business unit or team recruitment strategies vary, whether they are differentially effective, and whether they respond to extra-organizational factors such as the economy, labor market, globalization, or technology. There is plenty of anecdotal evidence that business units will alter recruitment strategies when labor markets are tight. For example, research and development labs go to great lengths to find top quality engineers or scientists, especially when too few are graduating to meet growth needs. However, the way in which such decisions are made, the manner in which such forces shape recruitment strategy, and the effect on recruitment outcomes are virtually unknown.

In cell 3 we find more research on how individual reactions to recruitment activities may vary in reaction to extra-organizational effects such as the economy, global effects, or technology. For example, for economic effects, we find that permanent job losers often are hesitant to accept new job offers if they are below their pre-separation wages. As a result, they may take a long time searching for similar jobs even when their prospects are brighter elsewhere ( Katz, 2010 ). We can also find studies for how long and hard people search for jobs depending on unemployment status (e.g., Wanberg, 1995 ; Wanberg, Glomb, Song, & Sorenson, 2005 ). If economic conditions influence job search they should also influence recruitment outcomes, but specific studies examining how the economy, labor market, globalization, and technology shapes individual reactions to recruitment efforts are lacking.

Do strategic recruitment practices differentially affect individual outcomes depending on economic and labor market conditions? It may seem obvious to say yes but many questions remain. For example, Gully, Phillips, Castellano, Han, and Kim (in press) conducted a study in the midst of the 2008 economic downturn and found that active job seekers still valued fit with organizational values such that higher levels of perceived fit led to greater attraction and job pursuit. But are applicant concerns about fit stronger during economic upturns than downturns? Are there specific practices that can enhance fit during recessions but not in expansions and vice versa? If so, do they have different effects on perceived fairness of the process as well as quality of the applicants? It seems that shifting from “screening in” to “screening out” is likely to generate perceptual and attitudinal effects. For example, perhaps potential applicants will see “screening out” activities as less fair than “screening in” activities. What are the activities and messages that signal such a shift in strategy to potential applicants?

For global effects we can easily find studies on global staffing, cross-cultural influences, or expatriate adjustment (e.g., Caligiuri, Lepak, & Bonache, 2010 ; Schuler et al., 2011 ). Despite a fair amount of work on selecting expatriates and global managers there is less targeted toward their recruitment. Ma and Allen (2009) reasoned that cultural values moderate relationships between recruitment practices and outcomes. Are recruitment practices differentially effective in different global contexts? Do job search behaviors and recruitment outcomes differ in response to global contexts and economic conditions? Are applicants in some global regions differentially responsive to organizational image, reputation, stability, and size? It seems likely.

Marketing research demonstrates international and cultural differences in response to brand image and marketing strategies ( Erdem, Swait, & Valenzuela, 2006 ; Roy & Chau, 2011 ; Steenkamp, 2001 ). Cultural differences in terms of uncertainty, collectivism, importance of status, perception of global brands, and identification with local brands are thought to influence reactions to marketing and advertising messages. Do job seekers around the world similarly differentially weigh status and global/domestic differences when seeking employment?

More research exists on the use of technology and technologically mediated tools for recruitment and its influence on individuals. A survey of 15,600 people indicated that job board ads were the top source for how respondents found their previous job ( WEDDLES.com, 2008 ). Job boards accounted for 20.1 percent of company hires in 2011, second only to employee referrals ( Rafter, 2012 ). The use of the Web for recruiting has implications for individual recruiting outcomes.

Familiarity with Internet navigation is significantly associated with general job search activities, particularly for those who want to explore job options in private and without fear of retribution ( Feldman & Klaas, 2002 ). Job seekers are also more likely to use the Internet for job hunting when the geographical scope of the job hunt is large, when a large salary increase is desired, and when a variety of types of firms (e.g., large and small) are being considered as potential employers. In addition, use of the Internet is perceived as less effective than personal networking, but superior to searching for jobs through newspaper ads or “cold calling.”

The use of organizational web sites for recruitment has become common ( Cober, Brown, Keeping, & Levy, 2004 ). Initial affective reactions to a website’s aesthetic and playfulness features influence perceptions of website usability, and perceptions of usability and affective reactions are related to job seeker search behavior, website attitude, and applicant attraction. Braddy, Meade, Michael, and Fleenor (2009) examined the effects of four “careers” website content features (pictures, testimonials, organizational policies, and awards won) on viewers’ perceptions of organizational culture. Participants with weak culture preferences formed less favorable person–organization (P–O) fit perceptions as they perceived a stronger cultural message. Participants with strong culture preferences formed more favorable P–O fit perceptions as they perceived an organization to more strongly portray the desired cultural attribute.

Social media sites such as Twitter, LinkedIn, and Facebook are becoming increasingly important as recruitment and job search tools ( Workforce.com, 2012 ). Yet, even as social media is increasingly used we don’t know much about who benefits the most from such recruitment efforts. Research on social networks (e.g., Carpenter, Li, & Jiang, 2012 ) would suggest that some potential applicants would benefit more from social media tools than others. Also, some firms may benefit more from reputational or image effects from the use of such sites than others. Does the effect vary by country? Again, we know little even as the use of such tools is exploding.

One might expect to see a lot of research in cell 4 representing organizational level recruitment predictors or inputs and organizational level recruitment outcomes. The amount of research on SHRM systems seems to indicate that we know a great deal about strategic recruitment at the macro level. However, the body of research is relatively barren. As Wright and Boswell (2002) note, relatively few studies examine the influence of single practices on organizational outcomes. The seminal article in this area is by Terpstra and Rozelle (1993) , but they were focused on staffing, not recruitment. The item used to measure recruitment was “Does your organization conduct follow-up studies of recruiting sources (e.g., direct applications, employee referrals, college recruiting, want ads, etc.) for any jobs to determine which sources yield greater proportions of high-performing employees?” Their study was valuable for establishing the link between staffing practices and organizational performance but it doesn’t really inform us about how recruitment strategy might be linked to business strategy or organizational effectiveness.

Numerous studies have been conducted on HPWS but relatively few have explicitly examined recruitment strategy. For example, ( Huselid 1995 , p. 646) indirectly measured recruitment with the following question: “For the five positions that your firm hires most frequently, how many qualified applicants do you have per position (on average)?” This taps into one aspect of recruitment, the applicant pool size, but it doesn’t address the many nuances discussed throughout this chapter. Similarly, Youndt et al. (1996) measured hiring selectivity. Again, work from the SHRM perspective on HPWS has been important for pushing our understanding of how bundles of HRM practices influence meso and macro level performance. However, it has not helped us to get a good handle on strategic recruitment effects in organizations.

One of the most comprehensive macro recruitment measures used is the eight-item dichotomous (Yes/No) scale measuring recruitment technique and evaluation based on the work of Cascio (1987) used by Toh et al. (2008) . Items asked if the organization had a formal recruitment or staffing plan in place; whether recruiters were trained or instructed to provide realistic information to job candidates about available jobs; and whether six different types of data were routinely collected to evaluate and improve recruitment efforts (e.g., total recruiting budget, number of prospects hired for each recruiting source used, success after hire of individuals from various recruiting sources), in combination with other measures of HRM practices. Toh et al. (2008) observed bundles of HRM practices ranging from cost minimizers (low investments in HR), contingent motivators (focusing on using contingent pay systems), competitive motivators (buying talent externally), resource makers (developing talent internally), and commitment maximizers (using full investments across HRM to maximize motivation and commitment). Investments in recruitment were negatively associated with cost minimizers and contingent motivators and positively associated with the other bundles. This provides information about how organizational attributes are related to recruitment practices or strategies.

Two studies ( Collins, 2007 ; Collins & Han, 2004 ) demonstrate that recruitment strategy effectiveness is moderated by organizational factors such as product awareness and firm reputation. Collins and Han (2004) found that recruitment practices, corporate advertising, and firm reputation had direct effects on applicant pool quality and quantity. In addition, low-involvement recruitment practices were more effective for firms with low levels of corporate advertising and weaker or lower firm reputation. In contrast, high-involvement recruitment practices were more effective for firms with higher levels of advertising and stronger or higher firm reputation. Collins (2007) found that when product awareness is low, low-information recruitment practices are significantly and positively related to application behaviors through employer familiarity and employer reputation. When product awareness is high, high-information recruitment practices are related to job seekers’ application behaviors through employer reputation and job information. This shows that recruitment practices are differentially effective depending on employer reputation and brand awareness.

Barber, Wesson, Roberson, and Taylor (1999) suggest that recruitment practices of larger firms are generally more formal and bureaucratic than those of smaller firms. In addition, job seekers have different preferences regarding firm size, which is related to job search behavior. Barber et al. (1999) indicated that processes involved in matching large and small employers to applicants differ so much that they may comprise separate labor markets. Kroon, Van De Voorde, and Timmer (2013) likewise argue that high-performance work practices in small firms are notably different from large firms, in part because of scarce resources and in part due to global and contextual differences in the strategic execution of such firms.

We can see that recruitment strategies must vary as a function of firm characteristics such as reputation, size, resources, and brand awareness. This is good progress but again, many questions remain. Do different business strategies result in different recruitment practices? If so, do they manifest different effects depending on how and when they are implemented or as a function of reputation? Can a weak or inappropriate recruitment strategy break a bundle of HRM practices? Do effective recruitment strategies yield incremental or synergistic effects with other HRM practices? Do certain strategies maximize certain outcomes (e.g., increasing size of the applicant pool) while having negative effects on other outcomes (e.g., decreasing average quality in the applicant pool)? If one thinks about it for a bit, a myriad of questions appear.

Cell 5 contains little research on how organizational recruitment practices influence business unit or team outcomes. We can imagine that some business units or departments are afforded greater resources and flexibility in their recruitment practices owing either to their reputation ( Yu & Cable, 2011 ) or strategic importance to firm execution (e.g., HRM departments; Barney & Wright, 1998 ). Also, recruitment practices may vary across units and teams depending on the internal and external labor market and current and future talent requirements. We simply don’t have much research in this arena but we can consider many possibilities.

First, do business units and teams differ in their recruitment strategies and practices? The answer is almost certainly “yes.” Caribou Coffee discovered the most important competency across district managers was their ability to effectively staff the position of store manager. Taking the time to carefully search for and find the best replacement for a store manager instead of automatically promoting someone based on tenure had a major positive impact on revenue ( Heide & Sevy, 2010 ). But what differentiates managers or leaders who focus on recruiting effectively from those who do not? What are the organizational influences (e.g., support, resources, training, socialization) that influence business unit or team recruitment activities? For that matter, how do business unit and team recruitment activities vary across units or teams?

We know much about how organizational characteristics (e.g., culture, image, reputation, and use of websites) influence applicant attraction and job choice behaviors (cell 6: e.g., Breaugh, 2012 ; Cable & Turban, 2003 ; Dineen, Ash, & Noe, 2002 ; Highhouse, Lievens, & Sinar, 2003 ; Judge & Cable, 1997 ). Organizations send messages to influence their projected image ( Cable & Yu, 2006 ) which is intended to influence job seeker attitudes. For example, firms that send messages about environmental or corporate social responsibility ( Aiman-Smith, Bauer, & Cable, 2001 ; Gully et al., in press; Jones & Willness, in press) are more likely to attract applicants in general and most likely to attract those who have values congruence. People perceiving higher fit with organizational values, as communicated through a variety of messages including pay practices, are more likely to be attracted to the firm ( Cable & Judge, 1994 ). Many previous reviews of recruitment research have thoughtfully parsed the various findings in cell 6 (and others) to provide a clear perspective on when, how, and why organizational factors influence individual recruitment outcomes.

We know something about how recruitment for top executives influences organizational performance (cell 7) but much less about how other job related recruitment predictors influence organizational strategy and firm performance. We know almost nothing about how business units or teams use specific recruitment practices to address job or role demands or how jobs or roles influence recruitment practices in business units or teams (cell 8). We have a large amount of research on cell 9, which examines the influence of job/role characteristics on individual outcomes (e.g., behaviors; Chapman, Uggerslev, Carroll, Piasentin, & Jones, 2005 ; Phillips, 1998 ). People are clearly influenced by job characteristics including pay, job security, benefits, and global travel demands ( Cable & Judge, 1994 ; Lievens & Highhouse, 2003 ; Phillips et al., 2012 ). We have relatively little research on cells 10 and 11 examining how business unit or team recruitment activities and inputs influence organizational and business unit/team outcomes.

We can use team staffing and team composition research to extrapolate recruitment effects in cell 11. Wright, Smart, and McMahan (1995) found that basketball teams’ performance was superior when they recruited players with competencies consistent with their current strategies. Yet we still lack a basic understand of how, when, and why business units may differentially engage in recruitment activities, much less their effects. Although some research exists on how business unit recruitment activities (e.g., job postings, recruitment source, timing, site visits, etc.) influence individual outcomes (cell 12), other than CEOs, star performers, and upper-level executives we have little information in cell 13 on how individual recruitment activities influence macro outcomes and actions.

The research that does exist for cell 13 suggests that engaging in external recruitment to hire star performers may not have the expected effects on organizational outcomes ( Bidwell, 2011 ; Groysberg, Lee, & Nanda, 2008 ; Oldroyd & Morris, 2012 ). In fact, external hiring of stars often results in a performance decline unless they are able to bring their colleagues with them ( Groysberg & Lee, 2008 , 2009). This is consistent with the RBV suggesting that human resources are valuable in part because of the causal and social complexity that exists within firms. But when do firms engage in recruitment for groups of colleagues and why do they do it? The attraction–selection–attrition model ( Schneider, 1987 ) suggests organizational culture and performance are influenced by individual level processes. What is the aggregation or composition effect that yields macro-level outcomes based on individual level processes? Is it consistency in recruiter behaviors? Consistency in media and messages communicated to individual potential applicants? Branding? More questions arise than can be addressed here.

Finally, we have little or no research on how individual recruitment activities influence business unit or team effectiveness. We can extrapolate from work on person–group fit ( Kristof-Brown et al., 2005 ) but we have little else to draw upon. Finally, a large body of research on cell 15 exists on the impact of individual level factors and practices on individual level outcomes.

When we apply a strategic perspective to recruitment we begin to see that we must consider vertical alignment across levels and with business strategy. We also must consider horizontal alignment, or congruence with other HRM practices. Applying these ideas to the current body of research we find that of fifteen cells created by a 3 by 5 matrix, only four of them are strongly populated with research findings. Theory and extrapolation suggest that strategic recruitment effects may permeate all fifteen cells but huge opportunities exist for expanding our knowledge of recruitment practices and outcomes across levels.

We close with a few points to consider regarding strategic recruitment. First, people who don’t apply can’t become employees. Because sourcing and recruiting determine who becomes an employee, sourcing and recruitment activities must be given appropriate resource investments. Even if recruiting converts only a small percentage of people into applicants, if they are a good fit the effort will be fruitful because training, performance management, and compensation activities can impact only the people ultimately hired. The rest of the HRM system faces an uphill battle compensating for deficiencies in the recruiting process because you can’t make up for fundamental loss in talent, capability, motivation, or fit in values and personality.

Firms often invest a large amount of energy into thinking about and recruiting for top positions (e.g., CEOs) or star performers. However, transplanting star performers often doesn’t work. It is also critical to remember that recruiting for lower level positions impacts the future talent pool for higher level positions, particularly when the company promotes heavily from within to fill higher level jobs. It is therefore essential to recruit for competencies important to these higher level jobs when recruiting to fill lower level positions. Many leadership shortages can be traced to ineffective recruiting for the lower level feeder positions to leadership roles.

It can be useful to think of recruiting in terms of supply chains ( Cappelli, 2009 ). As Cappelli notes, “failing to manage your company’s talent needs is the equivalent of failing to manage your supply chain.” Executives, line managers, and HRM professionals should be asking questions such as, “Do we have the right types of talent in stock?”, “Do we know where to get the talent if we need it?”, “Does it cost a lot of money to carry inventory in talent?”, and “What is the best system for getting talent where we need it when we need it?” ( Cappelli, 2008 ). This perspective highlights that static forecasting and planning won’t work in a turbulent, uncertain, and variable context. Effectively managing recruiting and talent management processes in the face of contextual complexity will be certain to provide a sustainable source of competitive advantage because so few firms are able to do so.

Finally, strategic recruiting requires flexibility in thinking and approach. Recruiting different types of people for different jobs in different global contexts with different economic conditions requires consistent adjustment and adaptability to meet the demands of every situation. In addition, the appropriate system and methods deployed during the recruitment effort will vary across levels and business units or teams.

We have attempted to provide a different perspective on recruitment research by looking at recruitment practices through a strategic lens. Along the way we provide a number of testable propositions and we use our model presented in Figure 11.1 to suggest new directions for research. Filling the observed voids in our scientific understanding of recruitment practice will go a long way toward enhancing our understanding of strategic recruitment.

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Peak education bodies warn against government cap on international student numbers

Australia's university sector has warned against the federal government's plan to cap international student numbers, as ministers and the International Education Council met Monday morning.  

The Commonwealth announced its plans to ensure the "integrity and sustainability" of the international education sector and set a cap on the number of student enrolments, to help with sustainable sector growth and ease national housing demand.

The cap would also mean educators are required to build purpose-built accommodations if they want to exceed limits to the caps. Last year 787,000 international students studied in Australia, exceeding pre-pandemic levels. 

Home Affairs Minister Clare O'Neil and Education Minister Jason Clare, who released a draft of the framework for the legislation over the weekend, will be at the meeting on Monday morning, where education bodies will raise their concerns. 

Phil Honeywood, the CEO of the International Education Association of Australia, which includes universities, told the ABC many people overseas who had planned to come to Australia needed clarity on the changes. 

"We're worried that we're going to have policy overreach where too much, too quick is going to damage Australia's reputation as a welcoming, safe, world-class study destination," Mr Honeywood said. 

Mr Honeywood said all governments in Australia had "turned a blind eye" to ensure the public funding struggles of universities was adequate, which he said had left universities to recruit international students to "make up the shortfall for research funding and for delivery cross-subsidising our domestic students".

The vice-chancellor of the University of Sydney, Mark Scott, highlighted that while university finances nearly "break even" on domestic students, there exists a significant underfunding in research. This funding gap, he explained, is filled by revenue generated from international student tuition.

"If you send a message to international students that they're not welcome, they have many other options. This is the number one service export industry in the country," Professor Scott said. 

"We'll be saying to [the] government — listen carefully. Consult closely. Recognise the different universities and different providers have very different contexts. Let's not have a one-size-fits-all solution. Let's work carefully together to protect this market, to strengthen Australia's universities, and to see the benefits accrue to all Australian society that international students bring."

Positive and constructive 

The government said it would  clamp down on the large growth in international student numbers after the results of a migration review this year, where it announced new visa streams and stricter language requirements to slow migration levels. 

Federal Education Minister Jason Clare said he had been in detailed consultation with leaders from the international education sector to "make sure we get the design and implementation of these critical reforms right".

"International education is a valuable national asset. It doesn't just make us money, it makes us friends. These reforms will help to set it up for the future," he said in a statement. 

Home Affairs Minister Clare O'Neil said the meeting had been "positive and constructive".

"Our government is implementing big changes. We understand that. And we will work collaboratively with the sector to manage them," she said. 

"The leadership of this sector also understand that things could not continue with the lazy policy settings left to us.

"No plan for migration, no plan for population, no plan for housing, no plan to ensure the sector meets skills shortages. For a sector this big and this important, it's just not good enough."

Speaking on ABC's RN, Shadow Finance Minister Jane Hume refused to be drawn on whether the opposition would support the international student changes. However, she said migration was an area of "profound failure" for the government.

What are the other proposed changes? 

The federal government's draft International Education and Skills Strategic Framework would look to:

• Prevent education providers from owning education agent businesses
• Pause applications for registration from new international education providers and of new courses from existing providers for periods of up to 12 months
• Require new providers seeking registration to demonstrate a track record of quality education delivery to domestic students before they are allowed to recruit international students
• Cancel dormant provider registrations to prevent them being used as a market entry tool by unscrupulous actors
• Prevent providers under serious regulatory investigation from recruiting new international students
• Improve the sharing of data relating to education agents

The government plans to amend the Education Services for Overseas Students Act to give the education minister power to set limits on enrolments for each education provider, including specific courses or locations.

Mr Honeywood said it was not just universities that would be affected by the proposed changes, but "hundreds of long-established English-language private colleges", government high schools and private schools. 

"It's going to cause a massive problem with 200,000 jobs potentially at risk," he said. 

"We need to get certainty, and we don't want to find that, in a few months' time, we're closing doors of both public university lecture theatres, but also closing doors of long-establish, quality private colleges." 

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Director of Recruiting & Scouting

• Madison, Wisconsin
• INTERCOLLEGIATE ATHLETICS/BASKETBALL (MEN)
• Staff-Full Time
• Opening at: May 22 2024 at 14:40 CDT
• Closing at: Jun 5 2024 at 23:55 CDT

Job Summary:

The Director of Recruiting and Scouting for Men's Basketball strategically plans and plays a primary role in the execution of all student-athlete recruitment activities for the program. They are responsible for digital recruiting content, coordination and planning of on-campus recruiting visits and logistics of recruiting travel by the coaching staff. Additionally, this person assists in recruit evaluation and plays a substantial role in scouting of opponents and preparation of analysis of opponents for coaching staff and student-athletes.

Responsibilities:

• 10% Monitors student-athlete academic eligibility and status to ensure compliance with established rules and regulations
• 20% Evaluates existing strategies, policies, and procedures and makes recommendations to unit leadership for program enhancement; ensures compliance with existing requirements
• 20% Schedules logistics, secures resources, and finalizes team scheduling of facilities and travel for games, practices, camps, clinics, and special events
• 5% Manages the unit or program budget
• 15% May travel with assigned team to ensure compliance with applicable state and university rules
• 10% May exercise supervisory authority, including hiring, transferring, suspending, promoting, managing conduct and performance, discharging, assigning, rewarding, disciplining, and/or approving hours worked of at least 2.0 full-time equivalent (FTE) employees
• 10% Maintain and oversee all aspects of recruiting, including recruit graphics, subscriptions, evaluations, services, ticket allocations, all correspondence, etc.
• 5% Provide statistical and analytical breakdowns of opponent player personnel, including scouting reports of upcoming opponents
• 5% Coordinate and assist with all on-campus recruiting visits

Institutional Statement on Diversity:

Diversity is a source of strength, creativity, and innovation for UW-Madison. We value the contributions of each person and respect the profound ways their identity, culture, background, experience, status, abilities, and opinion enrich the university community. We commit ourselves to the pursuit of excellence in teaching, research, outreach, and diversity as inextricably linked goals. The University of Wisconsin-Madison fulfills its public mission by creating a welcoming and inclusive community for people from every background - people who as students, faculty, and staff serve Wisconsin and the world. For more information on diversity and inclusion on campus, please visit: Diversity and Inclusion

Required Bachelor's Degree

Qualifications:

o One to three years of intercollegiate athletics experience is preferred. o An understanding of NCAA, Big Ten and University rules and regulations is also preferred.

Full Time: 100% It is anticipated this position requires work be performed in-person, onsite, at a designated campus work location.

Appointment Type, Duration:

Ongoing/Renewable

Minimum $63,800 ANNUAL (12 months) Depending on Qualifications Employees in this position can expect to receive benefits such as: - Generous vacation, holidays, and paid time off; - Competitive insurances and savings accounts; retirement benefits; - Badger gear & season tickets for Badger football, men's basketball and men's hockey, and/or the varsity sports pass. More Benefits information can be found at https://hr.wisc.edu/benefits/ . 

Additional Information:

Conditions of Appointment: This is a 100% Academic Staff appointment. Salary will be assigned within the appropriate range, commensurate with the candidate's qualifications and experience. An excellent benefits package is also included. Successful applicants are responsible for ensuring their eligibility to work in the United States (i.e. a citizen or national of the United States, a lawful permanent resident, a foreign national authorized to work in the United States without need of employer sponsorship) on or before the effective date of appointment. Unless confidentiality is requested in your online application, information regarding the names of applicants must be released upon request. Finalists cannot be guaranteed confidentiality. UW-Madison conducts criminal background checks for final candidate(s).

How to Apply:

To ensure full consideration, complete applications must be received by no later than 11:55 p.m. CST, on the assured consideration date. Please complete the online application and attach a cover letter addressing your qualifications and experiences specifically relating to the responsibilities of this position, a comprehensive resume, and contact information for at least three professional references. The hiring unit will notify finalists prior to any communication with these references. Applicants selected to participate further in the selection process will be notified directly. All applicants will be notified once a final selection has been made and the search has been completed.

Kayla Weisensel [email protected] 608-262-6340 Relay Access (WTRS): 7-1-1. See RELAY_SERVICE for further information.

Official Title:

Athl Prog Operations Mgr(AT027)

Department(s):

A42-INTERCOLLEGIATE ATHLETICS/BASKETBALL (MEN)/BBALL-M

Employment Class:

Academic Staff-Renewable

Job Number:

The university of wisconsin-madison is an equal opportunity and affirmative action employer..

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Strategic Planning

Eastern Washington University

BOT Approves Mission, Vision, and Values

The Board of Trustees approved the newly created mission, vision, and values. A major milestone in the strategic planning process! You can view the approved version below. A big thank you to our Strategic Planning Committee for all the hard work that went into this, and our campus community for providing feedback.

Approved Mission, Vision, and Values

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