Q8 -Hi Can you write 3 things ( 200 words )you learned about this chapters / each chapter 3 things :

A MODEL OF THE RECRUITMENT PROCESS

As noted in Figure 5.1, the recruitment process proceeds through a few well-defined sequential stages, building on the pioneering work of Alison Barber, James Breaugh, and their colleagues.4 The model also recognizes the shifting contextual factors and applicant perceptions of organizational activities across these stages.5 The first stage involves attracting and capturing the interest of potential applicants. A few key steps are essential to realizing success in this stage of recruiting, including establishing recruiting objectives, delineating key targeting and messaging strategies to follow, and recognizing issues linked to social networking ties, as well as understanding the information-processing limitations that affect the efficacy of the message. The second stage revolves around maintaining applicant interest sandwiched between the time the applicant has formally applied up through either receiving a job offer or no longer being under consideration for the position. Critical applicant perceptions are shaped by the recruiting and screening process, including its perceived fairness, the speed and IN formativeness of communications, and the quality of interactions with organizational agents (for example, recruiters, hiring manager).The third and final stage follows the organizations decision to extend a job offer to the candidate and involves postfire closure in terms of encouraging sought-after candidates to join the organization. These stages are delimited by two key applicant decisions: whether to apply to the organization and whether to accept or decline an opportunity to choose the job. The complexity of this process is magnified by the applicants uncertainty as to whether the organization will extend a job offer to them. The remainder of this chapter focuses on organizational decisions and recruiting activities that can influence the applicants choices, critical applicant reactions that are shaped by those activities, and the contextual and individual boundary conditions that frame the influence of the organizational activities and applicant reactions. To cover these topics, we break the recruiting process into three specific stages.

Stage 1: Attracting and Generating Interest

The first stage of the recruitment process involves a number of key organizational decisions that ultimately determine the potential value of the entire recruitment process.6 First, the organization has to establish its recruitment objectives. These objectives include the number of minimally acceptable applicants for each position while keeping costs low,meeting the organizations legal and social obligations regarding the demographic composition of its workforce, and increasing the success rate of the selection process by reducing the proportion of applicants who are poorly qualified or are a poor fit to the organization.Of course, the purpose of recruitment is to attract as many qualified people as possible with as little cost as possible. In part, this is because the more qualified candidates you have in your applicant pool, the better the selection decision will be.7 As youll find out in chapter 15, the larger the applicant pool, the lower (more selective) the selection ratio. When the selection ratio is near zero (lower), most of the applicants will not be hired. As long as the employer uses a valid predictor, being more selective means those few who are hired are even more likely to be the best performers. This is one critical way the recruiting process adds substantial value to the organizations selection activities. This stage also includes a number of strategic decisions for reaching these objectives. These decisions include choosing which recruitment activities and message orientation the organization will use, when and how these activities will be done, whom to use as recruiters, what theme or message to convey, and even the timing of recruiting actions Careful consideration must be given to these strategic decisions to achieve the previously defined recruitment objectives.The first set of recruiting decisions involve targeting strategies about the type of applicants to pursue, including active job seekers, passive applicants (for example, currently employed), and nontraditional candidates. In addition, a decision must be made whether to target applicants broadly or instead to focus on person-to-person methods.Finally, considerable attention must be paid to the message orientation, use of diversity advertising, or reliance on Internet recruitment and social media versus other methods.These considerations will be discussed shortly. Look again at Figure 5.1. By potential applicant population, we mean all individuals who possibly could have an interest in an open position and who might consider applying for this position. These individuals have not yet decided to apply for a position and might choose not to do so. In contrast, the applicant pool is a subset of the potential applicant population, and consists of those who have chosen to apply for a position. Even though they might not accept a job offer if one were made, they have at least applied to the organization. A this stage, the key task is to generate a minimum level of attraction so the applicant considers the organizations job opening. Thus, research has focused on what information and how much is needed to catch an applicants attention. Clearly, organizations must consider the types and sources of information applicants focus on, including which Web sites, tweets, or blogs applicants are viewing.8 By understanding what information the applicant has access to, the employer can begin to manage the content of the recruiting message, including the source of that information. One of the critical considerations in terms of the messages orientation involves the need to balance a desire to sell the job, product, or organization with the need to convey realism about doing the work. The need for selling the job opportunity is obvious, as the objective at this stage is to attract applicants. Nevertheless, to create realistic expectations and build trust, there is also a need to share some of the less positive aspects of the job. Doing so keeps new hires from being disappointed and quitting or even suing for fraudulent inducement or truth-in-hiring as might occur with promises regarding time to promotion or bonuses.9 Talking about the good and the bad aspects of a job, however, does lead to some candidates withdrawing from consideration, and those often are the most sought-after candidates. Still, the conclusion is somewhat reassuring, as in the long run, it is (slightly)better to provide more relevant information during recruiting than not to do so.10 In fact, failing to discuss some information (such as pay) can be interpreted negatively and lead to lower perceived attraction to the position.11 The research that will be discussed in detail later in this chapter has shown that the quantity and quality of the applicant pool is significantly affected by both the source of the information (Web sites, friends, advertisements, and so on) and the orientation of the information (its specificity, realis, brand creation, credibility, and so on).Although the advice could be succinctly summarized as more information is better, 12 recruiters and hiring managers still have to think through when to use realistic information and how strong the applicants affective responses to the information is likely to be. Ultimately, it is useful to keep in mind that applicants stop considering an organization or opportunity when they conclude that they are a misfit to the organization or the job.13 The challenge is to ensure that the misfit judgment is correct, as the organization does not want to miss the chance to hire talented candidates who will stay in a position. To understand what the organization is trying to accomplish during the early stages of recruitment, it is useful to consider the effect these actions have on the applicants attraction in or interest in a job opening.