11.The goal of succession management is to keep the firm’s talent pipeline full in order to ensure a supply of qualified people, especially for key jobs.
12.Careers sites are not very cost effective and cannot communicate a lot of information about a company’s business, values, and job requirements.
13.Asking employees, particularly top performers, to recommend people they feel would be good performers is not generally suggested and can generate low-quality leads.
14.Employee referral programs tend to be relatively fast and inexpensive, although some organizations reward employees quite generously for making successful referrals.
15.Recruiting is the set of practices and decisions that affect either the number or the types of individuals willing to apply for and accept job offers.
16.When unhappy job candidates tell their friends about a bad recruiting experience, the negative spillover effects can reduce the organization’s performance and its ability to recruit candidates effectively in the future.
17.The most important recruiter characteristics are that they be knowledgeable about the job opening and the company, able to communicate this to the applicant, and able to effectively persuade people to apply for and accept job offers.
18.Analytic recruiting metrics track recruiting processes and outcomes that influence the organization’s performance, competitive advantage, or strategic execution.
19.It is important to note that metrics and feedback are not very helpful in aligning recruiters’ goals and behaviors with organizational goals.
20.One popular model of applicant attraction suggests that job applicants are not interested in the types of rewards offered when they are researching the requirements of job openings.
21.Because most applicants have a limited amount of information early in the job search process, their decisions to apply or not apply for different opportunities are largely based on general impressions of organizational attractiveness.
22.Brands are often represented by symbols such as logos, slogans, and designs.
23.Poaching talent from competitors and misleading recruits about the nature of the job or about their chances of getting a job offer are common ethical issues.
24.High-quality passive candidates are often more reluctant to pursue job opportunities with recruiters they do not trust.
25.Because recruiters often rely on referrals, recruiters who are more ethical will also be more trusted and will receive more leads.