Talent Without Borders by Robert E . Ployhart Jeff A. Weekley & Julian Dalzell

Author:Robert E . Ployhart, Jeff A. Weekley & Julian Dalzell
Language: eng
Format: epub
Publisher: Oxford University Press
Published: 2018-03-17T04:00:00+00:00

Recruiter or Hiring Manager

In large organizations, it is common for full-time recruiters or hiring managers to be the main point of contact with the firm. In smaller firms, it may be a line manager or a representative from the HR department who is the point of contact. In either instance, these individuals can have a strong influence on how applicants perceive their fit with the organization. Interestingly, research suggests “surface” features like racial similarity do not have much of an effect on attraction. Rather, “deep” features such as values and personality are much stronger determinants (Chapman et al., 2005). Once the company’s unique organizational image has been identified, recruiters and hiring managers should be chosen based on their ability to exemplify those characteristics, including cultural values.

For example, the “Big Four” accounting firms in the United States typically use alumnae to help recruit new talent from their alma maters. Usually employed as auditors, tax specialists, or providers of services in other lines of business, these alums are used as “part-time” recruiters. They are familiar with the school and its traditions, the program and professors, and the best places to eat. They also know the firm and the job, as most joined the firm in that job straight off the same campus at which they are now recruiting. That said, it is a safe bet that not every graduate of a particular college or university is asked to play the role of part-time recruiter. Those with the best social skills and “presence” are tapped most frequently.

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