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E-Recruiting, 2007.
This paper discusses the use of human resource information systems for e-recruiting.
3,008 words (approx. 12.0 pages), 33 sources, APA, AU$ 128.95
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Abstract
This paper explains that, properly designed and implemented, human resource information systems can be used for e-recruiting through the Internet to collect and exchange information on job opportunities and skills, to provide for the transmission and analysis of curricula vitae and even to fulfill many of the functions of the traditional face-to-face interview. The author points out that the Internet has fueled a colossal expansion in the choices available to both recruiter and recruited. The paper stresses that computers analyze the huge volumes of scientifically-designed questionnaires, which form a clear and easily comprehended picture of the needs of employees, managers and companies, and match these needs to the individual recruit garnered through the Internet. The paper includes several long quotations.
Table of Contents:
Introduction
Literature Review
Historical Overview
Comparison of E-Recruiting to Traditional Recruiting
The Benefits of E-Recruiting: Evidence for a New Era
Conclusion
From the Paper
"Bringing together information from a number of different sources can be a strain on traditional Human resources departments, but the challenge is multiplied many times over on today's global commercial stage. Outsourcing carries with it opportunities and difficulties for the multinationals seeking superior workers and increased profits by making use of human and material resources in foreign countries. New environments necessitate the ability to change, to manipulate program details as needs arise, and to satisfy the requirements of a workforce that may not share the language and customs of the large multinational firm that makes use of their skills."
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E-Recruitment, 2006.
Contrasting e-recruitment to more traditional forms of recruitment.
3,026 words (approx. 12.1 pages), 16 sources, MLA, AU$ 130.95
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Abstract
The recruitment process has been completely changed and revolutionized by the Internet, and today all the traditional and slower process of recruitment have been bypassed in favor of the new process that is known as 'e-recruitment. This paper shows how e-recruiting, a simple and easy method of recruiting candidates for vacant positions, has become a major force in recruitment today. Most organizations recognize that manpower is the key to success, and, by using e-recruitment, they are hiring better people, at a faster and cheaper rate than ever before.
From the Paper
"Today, the Internet is in fact revolutionizing the entire world, in multifarious aspects, in the business as well as in the personal world. In business, the recruitment process for a new employee to join a firm has been completely changed and revolutionized by the Internet, and today all the traditional and slower process of recruitment have been bypassed in favor of the new process that is known as 'e-recruitment'. In a traditional method of recruitment, the company would have to initially invest an amount for the advertising of a 'situations vacant' column in a newspaper or a magazine or elsewhere, after which the candidate must apply, after which the candidates who have applied would have to be sifted through carefully, their various qualifications analyzed and adjudged, and then called for an interview. There will be many people involved in the entire process, like for example, the advertiser, the agency that handles the advertisement, and so on and so forth. Today, however, the entire process has been reduced to a simple enough procedure, wherein all the company has to do would be to include a short advertisement into their already existing website. Prospective employees would simply have to apply directly to the company for the job, or indicate their interest in working for a particular brand, after which they would be called for the interview. This means that today, companies have in fact become their very own 'agencies', which invite the so called 'passive' job seekers into a database for future reference, when jobs may become available. Those companies that have a high turnover division, such as, for example, a call center, have been the first to recognize the benefits of e-recruitment, and also of maintaining a database where the names and other details of potential future employees may be stored for easy referencing at a later date. Some company career sites provide a facility for potential employees and job seekers wherein they may be able to create a personal account with an e-mail address and a password, and give relevant information about themselves through an online application form, which would be made available to the employers for their own perusal."
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Internet Recruiting, 2002.
A look at the phenomenon of internet recruiting and how it is changing the recruiting process today.
3,521 words (approx. 14.1 pages), 15 sources, APA, AU$ 143.95
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Abstract
This paper explains and defines how the Internet has revolutionized the Human Resources of any organization, recruiter or job seeker. It explains how the Internet is quickly becoming the fastest and most cost effective way to attract new employees.
Table of Contents:
Introduction
History of Recruiting
What Exactly is Internet Recruiting?
Data and Statistics on Internet Recruiting
How Internet Recruiting is Changing the Recruiting Landscape
Advantages to Employers for Internet Recruiting
What Type of Individual Uses the Internet for Job Searching?
Actual Results of Internet Recruiting
Background Checks and their Increased Importance
Unique Models of Internet Recruiting
Conclusion
References
From the Paper
? In today?s competitive environment, companies are looking to hire quality people quickly and cost effectively. As with so many other business functions, companies are turning increasingly to the Internet for that competitive edge. Online recruiting methods have become extremely popular with both employers and job seekers. When used properly, the Internet helps you hire top talent, reduce your time to hire and lowers your recruiting costs.? (Zall, 2000, p. 66) This paper will attempt to identify the history of candidate recruiting, define the term Internet recruiting, Data and statistics on Internet recruiting, the different composites of Internet job seekers, actual results on Internet recruiting, unique models of Internet recruiting and the conclusion."
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K-12 Recruiting Plan, 2004.
A K-12 recruiting plan for selecting/retaining an ethically diverse, certified, and classified staff in an educational environment.
1,373 words (approx. 5.5 pages), 2 sources, MLA, AU$ 66.95
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Abstract
This paper examines how recruiting, selecting, and retaining an ethically diverse, certified, and classified staff is a leadership responsibility and a priority for K-12 school administrators. There are many challenges associated with recruiting a diverse staff, but by recruiting a diverse staff, educators can assure that students will be provided ample opportunity to experience an education that is diverse in an environment that promotes diversity and a sense of global understanding. It attempts to show how implementation of a diverse recruiting campaign requires a stringent strategy.
Outline
Introduction
Management Support
Recruitment Strategies
Selecting
Retention
Certification/Classification
Conclusions
From the Paper
"With regard to recruiting strategies, selection and hiring procedures must be oriented in a manner that encourages applications from a diverse pool of applicants. To do this the team must first emphasize communication (Spangler & Wixon, 2000). A communication strategy should incorporate the educational goals and philosophies plus an explicit desire to promote diversity."
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Army Recruiting Information, 2003.
An analysis of the U.S. Army recruiting system and ways that it could be modified.
2,897 words (approx. 11.6 pages), 12 sources, MLA, AU$ 124.95
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Abstract
As the Army is trying to regard soldiers as customers instead of the old generation's view, it is also trying to give better service to these customers. This paper looks at how the United States Army Recruiting Command?s recent web-based approach and the implementation of the Army Recruiting Information Support System is a part of this effort. It explains that not only has boosted recruitment, but also made the process more efficient. Since the successful implementation or ARISS, the Marine Corp, Air Force, and Navy have all followed suit respectively. It shows how ARISS allows recruiting personnel to bring their work with them in their mobile recruitment effort and also has allowed the number of personnel needed in the process of enlistment to be lowered.
From the Paper
"Standard Army Military Systems (STAMIS) is the ?Army?s primary organization for developing and managing IT systems?? (Greenemeier, 2001, September 28). STAMIS mission is to ?provide effective, multi-functional, leading edge, global information solutions to guarantee information dominance across the operational spectrum? (Defense Daily Network, 2001). One information system that STAMIS is responsible for is the Army Recruiting Information Support System (ARISS) (Defense Daily Network, 2001). In trying to save money and provide more efficient service, the government introduced programs like the ARISS system which are designed to operate more like a business than a governmental bureaucracy. ARISS gives the Army recruiters an automated system that allows them to sell, recruit and process the required documentation more efficiently with less error. The previous process was basically manual and required the recruiter to make contact with the prospective recruit, find out their interests and then make an appointment with the recruit to come into the Recruiting Station for further assessment and processing. (T.D. Briggs, personal communication, November 11, 2003). With the integration of ARISS, the recruiter can make an appointment with the prospective recruit wherever and whenever it?s convenient including home, school and work environments (T.D. Briggs, personal communication, November 11, 2003)."
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Marketing a Navy Recruiting District, 2008.
A marketing audit of a local navy recruiting district.
4,360 words (approx. 17.4 pages), 3 sources, APA, AU$ 166.95
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Abstract
This paper explains that the mission of recruiting high quality men and women for the Navy's enlisted and officer programs must be achieved with integrity by personnel trained to accomplish its goals. The author describes the U.S. Navy's excellent unique mix of positions and services, which focus on the long-range perspective of the life plan for a specific recruit. The paper evaluates the marketing elements and suggests ways to improve them. Several tables are included with the paper.
Table of Contents:
Name and Address
The Organization's Mission
General Objectives or Goals
The Products (Or Services) That the Organization Markets or Provides
Competitors
Customers
Products (Goods and/or Services)
Product/Market Matrix
Demands of the Market
Support Services
Phased Out Products (Goods and/or Services?
Add Any Products/Services?
Product Mix
How Currently Distributed?
Variations in Distribution/Delivery by Target Market?
Alternative Methods of Distribution for More Service or Less Cost
Service to Customers through these Channels
Promotion and Personal Selling
Sales Force
Organization of the Sales Force by Territory, Market, Product
Morale, Effectiveness, and Ability of the Sales Force
Training
Incentives
The Procedures Used to Evaluate Performance
Advertising
Advertising Objectives
Advertising Messages Effective?
Advertising Themes, Graphics, and Copy Effective?
Advertising Media
Public Relations (which includes Publicity)
Public Relations Program
Sales Promotion
How are Prices Set?
Price Elasticity
Temporary Price Promotions
From the Paper
"The sales force is actually a group of Navy recruitment officers and enlisted men and women who staff the center mentioned at the beginning of this audit. Their roles vary, with several of them focused on assisting high school graduates with decisions on which area of the Navy to enlist into, and the more senior members of the recruitment staff working with local high schools, universities, and also youth groups, where the recruitment officers give overviews of what life is like in the U.S. Navy."
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Recruiting and Retaining Employees, 2002.
A paper which provides methods on recruiting top employees and retaining their services.
2,585 words (approx. 10.3 pages), 5 sources, MLA, AU$ 114.95
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Abstract
The paper discusses why employees should consider recruitment as a continuing process and that, even during economic doldrums, a peak performer can bring new accounts with them or they could have an idea that will spark new business. It shows that employers must also make sure that they know how to keep existing employees happy. Employees are the cornerstone to good business. This paper outlines methods for recruiting some of the best employees and methods for keeping good workers satisfied.
From the Paper
"Young and creative employees want to see a tangible return on their investment in a company. Employment opportunities are viewed as short-term. Good employees are often on the look-out for new opportunities. Employees may feel as if they have a greater stake in the company if their value is raised and would want to stay at a company that provides learning opportunities and training. They are more likely to stay with a company, sometimes even with less money, if a company takes the time to improve the employee's skills."
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Recruiting the Recent College Graduate, 2004.
Discusses the best practices for recruiting and retaining recent college graduates.
3,589 words (approx. 14.4 pages), 20 sources, APA, AU$ 146.95
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Abstract
This paper discusses the recruiting and retaining of recent college graduates. The unique benefits of recent college graduates are explored, as well as the best ways to recruit this specific demographic of candidates. In addition, ways to retain these valuable employees once they have been brought on board are also discussed.
From the Paper
"By fully understanding what recent college graduates value, learning the best methods of recruiting these distinctive candidates, and developing best-practices to retain these new employees for the long-term, an organization can implement strategies to enhance their competitive edge in an increasingly competitive marketplace. This competitive edge can mean the difference between being an industry leader or one who watches as competitors eagerly eat away at their hard earned market share."
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Internet Recruiting, 2007.
Description of how the Internet may be used by companies to recruit new employees.
1,990 words (approx. 8.0 pages), 6 sources, APA, AU$ 92.95
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Abstract
This paper examines the benefits for job searchers and companies of using the Internet as a recruiting tool. The writer explores the history and explosion of Internet recruiting and provides an examination of the advantages and disadvantages of its use. The paper presents the pros and cons of Internet recruiting from both the perspective of the employer and the job seeker.
Outline:
Introduction
From the Recruiter's View
The Applicant
Conclusion
References
From the Paper
"For many years recruiters and employers were at the mercy of the whim of the local public. If a company had an opening it would usually advertise in the local papers, possibly put a sign up in the window and occasionally put a call into local recruiting agencies for assistance(Levy, 2000). Then the waiting game would begin.
The applicants who were interested in applying for the position would either stop in or fax a resume to the company in the hopes they could obtain an interview.
"The strain of a tight labor market has increased the importance of organizational recruitment activity. The deep pool of applicant talent that once existed has become shallow, as potential employees have ample opportunities available to them. As a result of this shortage of workers, there is a great deal of pressure on human resource departments to attract qualified applicants to their organizations. Without an adequate number of applicants, selection procedures cannot yield quality employees(Levy, 2000).""
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Army Recruiting: An Ethical Dilemma, 2006.
A discussion regarding the ethics surrounding recruitment to the U.S. army.
675 words (approx. 2.7 pages), 3 sources, AU$ 38.95
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Abstract
This paper looks at the situation of ethical dilemmas in the U.S. army, and how it affects army recruiting. It explores how ethics typically involves the choice between an ethical and a non-ethical situation, and how the army has elected to not promote such ideals in army recruiting, as this may discourage the number of recruits. The paper illustrates this through current pertinent examples.
From the Paper
"With all of the current news focus on the war in Iraq, the converge between ethics and war actions has been made evident to the American public, especially with recent information regarding U.S. soldiers actions towards detainees at Guantanamo Bay. This raises questions regarding how much the army should consider situations containing ethical dilemmas. Ethical dilemmas involve considering a conflict between moral imperatives. Typically, this necessitates a choice between a moral or ethical response and a non-ethical alternative. In many cases, ethical dilemmas are highly difficult as the non-ethical conclusion is often paired with other incentives. If a nation's army does not consider such ethics, major atrocities, genocides, torture, among other results, may occur. "
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Recruiting and Retaining Soldiers, 2008.
A discussion of the incentives for the recruitment and retention of soldiers in the U.S. Army.
751 words (approx. 3.0 pages), 4 sources, APA, AU$ 38.95
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Abstract
This paper discusses the challenges facing U.S. Army recruiters today in view of the value placed on civilian versus military service. Demand has increased, particularly in the Reserve, for recruiters as well as for troops.The writer explains that, contrary to public belief, military wages and pay raises are civilian comparable, and both the Army and the Reserve offer substantial bonuses and many side benefits, including payment of education costs. The writer concludes that these benefits, together with the currently slowing economy and new opportunities for recruiters at federally supplemented public schools may raise demand on the part of potential recruits.
Outline:
Price
Prices Set
Demand
Temporary Price Promotions
From the Paper
"Wages or prices are set based on the level of achievement and the time an individual has served. This scale is forthright and potentially exponential, as continuing to serve often offers the soldier significant wage increases that are comparable to civilian work. The problem for many recruiters simply becomes expressing the strict set of regulations that are not always easy to understand or explain, for the recruiter. The determination of starting pay as well as pay increases are determined by entrance skill set (testing and prior education and occasionally civilian experience) as well as years of service to the military."
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Gekko Consulting and Recruiting, 2008.
A strategic plan for a hypothetical new business in recruitment.
4,302 words (approx. 17.2 pages), 4 sources, MLA, AU$ 165.95
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Abstract
This paper provides a business plan for Gekko Consulting and Recruiting. The company aims to penetrate the small, medium and large companies in the area, on a radius of around 10-15 kilometers. At the same time, it will also market its services via the Internet and attempt to establish a non-geographical related clientele in other states within the United States. The paper uses different forms of analysis such as PEST and economic forces and includes a number of graphs, charts and tables.
Outline:
Executive Summary
External Assessment
PEST Analysis - Political, Economical, Social, Technological
Economic Forces
Social, Cultural, Demographic, and Environmental Forces
Political, Governmental, and Legal Forces
Technological Forces
Opportunities
Threats
Internal Assessment
Management Assessment
Market and Marketing Assessment
Pricing Strategy
Promotion Strategy
Product Strategy
Place-Location Strategy
Strengths
Weaknesses
Strategies in Action
Linking Performance and Pay to Align Employee Performance with Corporate Strategies and Objectives
From the Paper
"The marketing designers will play an important role in defining the company's brand identity on the market. They are not only responsible with elaborating the designs that will best match the targeted segment of consumers, the market niche the company will be penetrating and the medium and long-term strategy, but they will also develop promotional materials such as brochures, promotional products etc. The fact that the Florida market (and, in fact, the overall market, since market designers can be hired over the Internet and this is, in fact, the type of activity that can pertain to online collaboration) has a reasonable number of marketing designers makes their power sensibly negligible in the equation."
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Sports Recruiting, 1996.
History, regulation, ethics, economics, criticism, scandal, athletes' expectations, focusing on college recruitment of high schoolers.
4,050 words (approx. 16.2 pages), 11 sources, AU$ 197.95
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From the Paper
"Colleges and professional sports teams alike pay coaches and scouts to find a certain number of players each year for sports teams. College coaches try to find likely prospects to add to their roster and perhaps to catch the eye of the public in a way that redounds to the credit of the school. Professional scouts watch players in college in an attempt to find those who could make the leap from amateur to professional sports. There are rules by which both types of scouts have to live, and the players as well have to follow certain rules as they decide what college to attend or what team to join. Questions are often raised as to the ethics of certain practices undertaken by coaches or scouts, but all in all the system seems to work. At the same time, those with prospects for recruitment need to be careful because there..."
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Internet Employee Recruiting, 2002.
This paper discusses the use of the internet and a human resource management tool to recruit employees.
3,400 words (approx. 13.6 pages), 11 sources, AU$ 181.95
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Abstract
This paper explores the pros and cons of human resource management using the Internet to search for employees. The author defines some of the pitfalls and looks at possible solutions.
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Recruiting Firm, 2005.
A case study of a new business.
2,925 words (approx. 11.7 pages), 3 sources, AU$ 168.95
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Abstract
This paper discusses the creation of a new technical recruiting business headed by entrepreneurs David Wise and Matthew Beck. The paper looks at the professional background of each partner and examines the strengths that each have to offer the business. The fact that one partner was previously a subordinate to the other is evaluated. The paper also examines the reasoning behind starting this particular type of business.
From the Paper
"This is a report on a new business headed by entrepreneurs David Wise and Matthew Beck. David is the Senior Partner and has over 20 years of experience in the recruiting field. He has been a vice president of Human Resources and Staffing at various High Tech companies in Dallas and North Carolina, and he has owned his own firm in the past. He therefore knows some of the pitfalls and can help navigate past them. Matthew has about five years of recruiting experience and has previously worked under David at a High tech company. He has never owned his own company. He also has experience working for a recruiting firm similar to the one he and David have now created. The company they have formed is based in Dallas and is a technical recruiting agency. The company has been started in the late 1990s at a time when there is a high tech boom and new computer and Internet.."
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Army Recruitment, 2003.
This study investigates the relationship between the assigned Army recruiter's recruiting mission and their production output.
2,987 words (approx. 11.9 pages), 9 sources, MLA, AU$ 128.95
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Abstract
The hypothesis of this paper is that there is a positive relationship between providing recruiters with an individual mission assignment and their individual production. The Army promotes teamwork, and Army recruiting supports this by assigning station mission goals. This study determines whether individual mission assignments produce better individual results than station results. One of the measurements of a successful recruiter is the amount of contracts produced per year. Two geographically separate companies of recruiters with an 18-question questionnaire were surveyed ; also gathered was past production data for some of the recruiters who have worked both types of mission assignments. The hypothesis was supported.
From the Paper
"The job of finding quality men and women to serve in the U.S. Army is that of the United States Army Recruiting Command (USAREC). There are approximately 15,000 Army recruiters and guidance counselors that staff and support more than 1,700 recruiting stations and 64 Military Entrance Processing Stations (MEPS)(Documentum, 2003). It is not unusual for the USAREC mission to be between 80,000 and 100,000 persons per year (Documentum, 2003). With this in mind, USAREC employs different strategies and mission assignments to produce the most effective way of recruitment."
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