Employment Agency
An employment agency is an organization which matches employers to employees. In all developed countries there is a publicly funded employment agency and multiple private businesses which also act as employment agencies
Public employment agencies
Since the beginning of the twentieth century, every developed country has created a public employment agency as a way to combat unemployment and help people find work.
In the United Kingdom the first agency was began in London, through the Labour Bureau (London) Act 1902, and subsequently nationwide by the Labour/Liberal government through the Labour Exchanges Act 1909. The present public provider of job search help is called Jobcentre plus.
In the United States, a federal programme of employment services was rolled out in the New Deal. The initial
legislation was called the Wagner-Peyser Act of 1933 and more recently job services happen through one-stop centres established by the Workforce Investment Act of 1998.
Private employment agencies
The first private employment agency in the United States was opened by Fred Winslow who opened Engineering Agency in 1893. It later became part of General Employment Enterprises who also owned Businessmen’s Clearing House (est. 1902). Another of the oldest agencies was developed by Katharine Felton as a response to the problems brought on by the 1906 San Francisco earthquake and fire.
Executive search profession
Executive search (informally headhunting) is the process of recruiting individuals to fill executive positions in
organizations. Executive search may be performed by an organization’s board of directors, by executives in the organization, or by an outside executive search organization.
The executive search profession ranges in models from “Retained” search to “Contingency” search. Retained search firms are paid a retainer up front to start the search process, another portion of the fee toward the middle of the process and the balance when the candidate begins work. Contingency search firms, on the other hand, receive their entire fee at the conclusion of the search process. Over the years, many contingency firms have begun receiving retainers while retained firms have expanded their models to include flat fees, capped fees, etc.
Search consultancies are often entrenched in particular market sectors. Their market sector networks are used along with various methods to seek candidates for a particular job. Normally the individuals are not actively seeking a new job. It is the job of the search consultant to approach these individuals with a view to taking them out of their current company and placing them in another, often a competitor.
Executive search is an extremely lucrative industry and successful search consultants can earn large sums. For this reason there is fierce competition to work in this sector. Generally the office is broken down into three functions: Business Development, Recruiting and Research. Generally the Business Development person receives the largest commission while the Researcher receives the smallest.
The service is paid for by the client company or organization, not by the hired job candidate. Potential job
candidates are identified, qualified and presented to the client by the executive search firm based upon fit with a written or verbal Job Specification developed in conjunction with the client. Assessing degree of potential fit of the candidate with the job specification is a key activity for the search firm, since the most common reason a search consultant is engaged by a client company is to save time and effort involved with identifying, qualifying and reviewing potential candidates for specific leadership positions.
It is common for a potential candidate to be identified by the search firm via a telephone call. Often the phone call is the result of a recommendation from someone inside the existing network of the search firm. Quality oriented search firms work hard at cultivating and continually updating their network of contacts so that when a search assignment is awarded they will be ready to start recruiting potential candidates. Another way to identify potential candidates involves search firm “research”, which is contacting targeted people in specific companies who appear to fit the job profile in some logical manner. Some of the best candidate referrals come from people who could be candidates for the job themselves but for any number of reasons are not interested at that particular time.
Retained executive search firms
Retained executive search firms are firms paid on a retainer-structure and tend to work at higher levels in the
company. There are large, global firms who engage in this activity, as well as regional “boutique” firms. Some
smaller firms act together as a network, thus gaining global reach and being able to compete with the large
integrated ones. Some firms specialize in specific industries (for example pharmaceutical, retail, IT) or functions (i.e. sales executives), while others are generalists.
Job seekers who qualify for senior-executive level searches often mistake executive recruiters for career transition, or “outplacement” specialists. Executive recruiters work for their client companies. They do not actively place out-of-work individuals. This would not only be a conflict of interest, it would also be financially unwise. A job seeker does not pay a recruiter when he lands a job. The client company pays the recruiting firm when it fills a position. This nuance is lost on many. It may be worthwhile to contact executive search firms if you qualify, but do not expect them to take time out of their schedule to talk with you or see you. They are driven by their specific assignments for their clients: they find people for roles, not roles for people. Executive search consultants can be “career makers” for some individuals, but for most, this will not be the way they will find their next role.
When choosing a firm, it is a good idea to consider carefully what you want from the relationship. While contingency firms offer a service with no money up front, they will often only work on those searches that can be executed quickly and do not have the time to focus on high-quality candidates. Another option is to hire one firm and give them an “exclusive contingency” arrangement so that the money is still paid at the end of the search, but there is only one firm working on the search. This gives the firm the benefit of time to truly focus on quality and the hiring manager is not flooded with resumes. A third option is to pay the firm an engagement fee. Generally firms with engagement fees are exclusive as well and then have more resources available to them to purchase additional research. This also moves the search to a “retained” level which brings a level of professionalism sought by many upper level candidates. At the retained level, a client could pay a “performance retainer” which means a payment to start the search, a payment when candidates are submitted and final payment when the candidate starts. These milestones are chosen due to the fact that the firm “performed”. The more traditional retainer agreements are time based and are set at specific intervals regardless of retainers.
Types of executive search firms
There are broadly two different types of Retained Executive Search firms in operation.
Global: These tend to cover numerous different sectors including financial services, life sciences, automotive,
consumer, energy, pharmaceutical, telecommunications, technology, and media companies, as well as other industries. Such executive search companies will have many offices all over the world and the consultants will typically be split by which sector they are expert in. These firms are often public listed and may have over 100 offices.
Boutique: These tend to be more sector specific. That is to say that they will cover only one sector and within this sector, they may only look at certain aspects. For instance, there are a number of boutique firms that operate within financial services and these companies tend to look at senior positions (MD, Director and Vice President) within Investment Banking (M&A, Corporate Finance), Capital Markets (ECM & DCM), Sales, Trading, Research, Interest Rates, Credit, Equities, Derivatives, hedge funds and long-only asset management. As such, these firms would have one or more offices in the major financial centers across the globe; London, New York, Chicago, Dubai, Shanghai, Beijing, Mumbai, Hong Kong, Tokyo and Singapore. While the global firms may have a presence within these areas, they tend to cover board level positions within retail banking, asset & wealth management and insurance. However the larger global firms do periodically work within the capital markets arena.
Two of the largest search firms in the U.S. include Korn/Ferry International (CEO: Gary Burnison) based in
Los Angeles; and Heidrick & Struggles (CEO: L. Kevin Kelly) based in Chicago.
The largest global network of executive search firms (by number of offices) is AIMS International (according to the annual ranking of Search Firms made by Search Consult in 2006). The largest in EMEA (by revenue) is Egon Zehnder International with $321m followed by Ray & Berndtson (now Odgers Berndtson) with $215m according to ERN’s (Kennedy Information) latest 2008 survey (published August 2009).
BlueSteps is an exclusive service of the prestigious Association of Executive Search Consultants (AESC). Executive Search Consultants are sometimes referred to as executive recruiters, or executive headhunters.
The Association of Executive Search Consultants (AESC) is the worldwide professional association for retained
executive search consulting firms. The AESC promotes the highest professional standards in executive search through its industry recognized Code of Ethics and Professional Practice Guidelines. The AESC also serves to broaden public understanding of the executive search process and acts as an advocate for the interests of its member firms.
The AESC also provides BlueSteps.com, a career management service for senior executives, and CorporateConnect, a service for HR professionals offering search industry information and access to the AESC membership directory.
Recruiter
A recruiter is someone engaging in recruitment, which is the solicitation of individuals to fill jobs or positions within any group, such as a corporation or sports team. Recruiters may work within an organization (typically in its Human Resources department) or on an outsourced basis. Outsourced recruiters working for multiple clients in a third-party broker relationship, and are variously called headhunters, search firms, agency recruiters, recruitment consultants or agents.
Internal recruiters
An internal recruiter (alternatively in-house recruiter or corporate recruiter) is member of a company or organization and typically works in the human resources (HR) department, which in the past was known as the Personnel Office (or just Personnel). Internal recruiters may be multi-functional, serving in an HR generalist role — (negotiating, hiring, firing, conducting exit interviews; as well as managing employee disputes, contracts, benefits, recruitment, etc.) — or in a specific role focusing all their time on recruiting. They can be permanent employees or hired as contractors for this purpose. Contract recruiters tend to move around between multiple companies, working at each one for a short stint as needed for specific hiring purposes. The responsibility is to filter candidates as per the requirements of each client.
[edit] Third party recruiters or headhunters
Employment agency
A third party recruiter or an employment agency acts as an independent contact between its client companies and the candidates it recruits for a position. These firms or individuals specialize in client relationships and finding candidates, with minimal or no focus on other HR tasks. Most recruiters tend to specialize in permanent, full-time, direct-hire positions or contract positions, but occasionally in both.
Executive Search
An executive search firm is a type of employment agency that specializes in recruiting executive personnel for companies in various industries. Executive search agents/professionals typically have a wide range of personal contacts in their industry or field of specialty; detailed, specific knowledge of the area; and typically operate at the most senior level of executive positions. Executive search professionals are also involved throughout more of the hiring process, conducting detailed interviews and presenting candidates to clients selectively, when they feel the candidate meets all stated requirements and would fit into the culture of the hiring firm, as well. Executive search agencies typically have long-lasting relationships with clients spanning many years, and in such cases the suitability of candidates is paramount. It is also important that such agencies operate with a high level of professionalism.
Executive search agencies often also provide clients with (legal) inside rumors gleaned from contacts within their clients’ competitors.
Compensation methods for recruiters specializing in direct hire placements fall into two broad categories: contingent and retained. Contingent recruiters are paid only upon the successful completion of the “search.” Retained recruiters are “put on retainer,” typically for a portion of the final fee they will earn if and when they complete the search successfully. Legitimate search firms are always remunerated by the client (the company doing the hiring) and never by the candidate or job applicant.
Retained search
High-end executive search firms get a retainer (up-front fee) to perform a specific search for a corporate officer or other senior executive position. Typically, retained searches tend to be for positions that pay upwards of US$100,000 and often far more.
Search fees are typically 33% of the annual compensation of the recruited executive. Fee payments may be made in thirds, 1/3 of fee paid on initiation of the search, 1/3 paid thirty days later, and the final 1/3 paid thirty days later or upon placement of the candidate. Alternatively the fee may be paid upon the new employee starting work with a clawback if they leave within a defined period, sometimes with an clause in the contract which states that the search firm will find an alternative if the first employee fails to remain with the employer for the initial period.
In a retained search the fee is for the time and expertise of the search firm. The firm is employed to conduct the entire recruitment effort from startup until the candidate has started working.
Retained recruiters work for the organizations who are their clients, not for job candidates seeking employment, in some countries, such the the UK, recruiters are not legally permitted to charge candidates.
Search firms generally commit to off-limits agreements. These agreements prevent a firm from approaching employees of their current clients as candidates for other clients (for instance, if a headhunter recruits the new CEO into Boeing, they will agree not to recommend Boeing executives to other companies). Since they act as management consultants working in the best interests of the clients for whom they conduct searches, it would be counterproductive to simultaneously remove talented executives from those client companies. Search firms may decline assignments from certain companies, in order to preserve their ability to poach candidates from those companies. Some large search firms may insist on guarantees of a certain number or dollar value of searches before they will put an entire company “off-limits”.
One trade association for the retained search industry is known as the Association of Executive Search Consultants (AESC) and is based in New York.
Delimited search
Another form of high-end executive search, delimited search, is often improperly categorized as retained search, although there are distinct differences.
Similar to retained search firms, delimited search firms require an up-front fee before engaging the search. Unlike a conventional retainer, however, the delimited search commitment fee is refundable if the recruiter fails to achieve a hire or other deliverable specified in the contract. Moreover, the delimited search commitment fee does not follow the typical 1/3, 1/3, 1/3 model of retainers, but rather is a relatively small up-front fee which is discounted from the final placement fee of 30-35% of the successful candidate’s first year compensation.
Both retained and delimited searches involve partial payment prior to filling the job, and the contracted recruiter has the search exclusively. Therefore, the search can be customized to the client organization’s needs, with the search professional providing a consultative service throughout the process.
While both retained and delimited searches serve client employers rather than job-seeking executives, delimited search contracts always (as opposed to sometimes) state a future date when the project must be completed or the downpayment refunded.
Contingent search
As stated, contingent search firms are remunerated only upon the successful completion of the search — typically when the candidate accepts the position. These recruiters may earn 10% to 35% of the candidate’s first-year base salary or total remuneration as a hiring fee; the fee may also be calculated to include the candidate’s (that is, the successful hire’s) median or expected first-year bonus payout. In any case, the fee is (as always) paid by the hiring company, not the candidate/hire.
Relative advantages
Clients (companies seeking to hire) often tend to work with contingent search firms when filling mid-level positions. As contingent search firms generally rely heavily on their contacts, and seldom work on an exclusive basis, it is not rare for a client to work with a large number of contingent recruiters on the same search at the same time, in order to maximize the volume of candidate (job seeker) resumes they receive. Beyond the increased volume of candidates that such an approach allows, contingent firms do not get paid until the placement is made (a candidate is successfully hired), and thus the search risk is shifted almost entirely to the search firms. Moreover, contingent search firms often work with clients on Higher percentage fee basis, relative to retained and delimited search firms as they shoulder more risk.
For senior level roles, clients often prefer to work with Recruiters who have performed in the past for them and usually will end up in the hands of a contigency recruiter. By working exclusively with one firm on such searches, the client generally develops a much deeper relationship with the recruiter, and receives a much higher level of service. With both retained and delimited searches,and contingency search clients rely on search professionals to provide not just resumes, but also insightful, consultative information about the market in general.
A delimited search is often preferred by clients who are seeking a retainer-style service level, while not willing to accept the level of risk that retained search entails. While delimited search does entail up-front fees, they tend to be much smaller than total pre-placement fees that retained search entails. Moreover, delimited search professionals shoulder the risk of their own failure to execute the search within a specified time-frame, offering to refund the up-front fees in such an event. While delimited search is not as desirable for searches that are open-ended in nature, the “ticking clock” is often seen by clients as an incentive that motivates delimited search recruiters to stay more active and involved throughout the hiring process.
Specialization
Headhunters tend either to be generalists or specialists in a particular niche, with some recruiting firms also specialising in a geographical region as small as a city, and others recruiting worldwide. Niche headhunters may specialise in a specific industry or type of employee, such as medical specialists, information-technology professionals, senior-level executives, or sales professionals.
A résumé (French pronunciation: [?ezyme]) is a document that contains a summary of relevant job experience and education for specific employment search. The résumé is typically the first item that a potential employer encounters regarding the job seeker and is typically used to screen applicants, often followed by an interview, when seeking employment. The résumé is comparable to a curriculum vitae in many countries, although in Canada and United States it is substantially different.
In many contexts, a résumé is short (usually one to two pages), and therefore contains only experience directly relevant to a particular position. Many résumés contain precise keywords that potential employers are looking for, make heavy use of active verbs, and display content in a flattering manner.
In the past, résumés used to be no longer than two pages, as potential employers typically did not devote much time to reading résumé details for each applicant. In some countries employers have changed their views regarding acceptable résumé length. Since increasing numbers of job seekers and employers are using Internet-based job search engines to find and fill employment positions, longer résumés are needed for applicants to differentiate and distinguish themselves, and employers are becoming more accepting of résumés that are longer than two pages. Many professional résumé writers and human resources professionals believe that a résumé should be long enough so that it provides a concise, adequate, and accurate description of an applicant’s employment history and skills[citation needed]. List only the information and achievements required for the position. The transmission of résumés directly to employers became increasingly popular as late as 2002[citation needed]. Jobseekers were able to circumvent the job application process and reach employers through direct email contact and résumé blasting, a term meaning the mass distribution of résumés to increase personal visibility within the job market. However the mass distribution of résumés to employers often can have a negative effect on the applicant’s chances of securing employment as the résumés tend not to be tailored for the specific positions the applicant is applying for. It is usually therefore more sensible to adjust the résumé for each position applied for.
The complexity and simplicity of various résumé formats tend to produce results varying from person to person, for the occupation, and to the industry. It is important to note that résumés used by medical professionals, professors, artists and people in many other specialized fields may be comparatively longer. For example, an artist’s résumé, typically excluding any non-art-related employment, may include extensive lists of solo and group exhibitions.
Cover letter
A cover letter or covering letter or motivation letter or motivational letter or letter of motivation is a letter of introduction attached to, or accompanying another document such as a résumé or curriculum vitae.
For employment
Job seekers frequently send a cover letter along with their CV or employment application as a way of introducing themselves to potential employers and explaining their suitability for the desired position. Employers may look for individualized and thoughtfully written cover letters as one method of screening out applicants who are not sufficiently interested in their position or who lack necessary basic skills. Cover letters are typically divided into three categories:
* The application letter or invited cover letter which responds to a known job opening
* The prospecting letter or uninvited cover letter which inquires about possible positions
* The networking letter which requests information and assistance in the sender’s job search
Format
Cover letters are generally one page at most in length, divided into a header, introduction, body, and closing.
* Header. Cover letters use standard business letter style, with the sender’s address and other information, the recipient’s contact information, and the date sent after either the sender’s or the recipient’s address. Following that is an optional reference section (e.g. “RE: Internship Opportunity at Global Corporation”) and an optional transmission note (e.g. “Via Email to jobs@example.net”). The final part of the header is a salutation (e.g., “Dear Hiring Managers”).
* Introduction. The introduction briefly states the specific position desired, and should be designed to catch the employer’s immediate interest.
* Body. The body highlights or amplifies on material in the resume or job application, and explains why the job seeker is interested in the job and would be of value to the employer. Also, matters discussed typically include skills, qualifications, and past experience. If there are any special things to note such as availability date, they may be included as well.
* Closing. A closing sums up the letter, and indicates the next step the applicant expects to take. It may indicate that the applicant intends to contact the employer, although many favor the more indirect approach of simply saying that the applicant will look forward to hearing from or speaking with the employer. After the closing is a valediction (“Sincerely”), and then a signature line. Optionally, the abbreviation “ENCL” may be used to indicate that there are enclosures.
Other uses
Cover letters may also serve as marketing devices for prospective job seekers. Cover letters are used in connection with many business documents such as loan applications (mortgage loan), contract drafts and proposals, and executed documents. Many US MBA Schools, such as MIT and Harvard, request a cover letter as part of their admission application. Cover letters may serve the purpose of trying to catch the reader’s interest or persuade the reader of something, or they may simply be an inventory or summary of the documents included along with a discussion of the expected future actions the sender or recipient will take in connection with the documents.
Recruitment
Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies.
The recruitment industry has five main types of agencies: employment agencies, recruitment websites and job search engines, “headhunters” for executive and professional recruitment, niche agencies which specialize in a particular area of staffing and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews.
Agency types
The recruitment industry has five main types of agencies. Their recruiters aim to channel candidates into the hiring organizations application process. As a general rule, the agencies are paid by the companies, not the candidates. David Lord of Executive Search Information Services suggests that “…retained search is a management consulting service. Contingency recruiting is one of many forms of candidate identification, no more, no less.”
Traditional agency
Also known as employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agency’s books. Recruitment consultants then work to match their pool of candidates to their clients’ open positions. Suitable candidates are short-listed and put forward for an interview with potential employers on a temporary (“temp”) or permanent (“perm”) basis.
Compensation to agencies take several forms, the most popular:
* A contingency fee paid by the company when a recommended candidate accepts a job with the client company (typically 20%-30% based and calculated on the candidates first-year base salary – though fees as low as 12.5% can be found online[2], which usually has some form of guarantee (30–90 days standard), should the candidate fail to perform and is terminated within a set period of time (refundable fully or prorated)
* An advance payment that serves as a retainer, also paid by the company, non-refundable paid in full depending on outcome and success (eg. 30% up front, 30% in 90 days and the remainder once a search is completed). This form of compensation is generally reserved for high level executive search/headhunters
* Hourly Compensation for temporary workers and projects. A pre-negotiated hourly fee, in which the agency is paid and pays the applicant as a consultant for services as a third party. Many contracts allow a consultant to transition to a full-time status upon completion of a certain number of hours with or without a conversion fee.
Headhunters
A “headhunter” is industry term for a third-party recruiter who seeks out candidates, often when normal recruitment efforts have failed. Headhunters are generally considered more aggressive than in-house recruiters or may have preexisting industry experience and contacts. They may use advanced sales techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices. They may also purchase expensive lists of names and job titles, but more often will generate their own lists. They may prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidate’s annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles. Headhunters are also used to recruit very specialized individuals; for example, in some fields, such as emerging scientific research areas, there may only be a handful of top-level professionals who are active in the field. In this case, since there are so few qualified candidates, it makes more sense to directly recruit them one-by-one, rather than advertise internationally for candidates. While in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists, and cold call prospective recruits.
Niche recruiters
More and more we are seeing the emergence of specialized firms which only staff for a very narrow specialty. Because of their focus, these firms can very often produce superior results due to their ability to channel all of their resources into networking for a very specific skill set. This specialization in staffing allows them to offer more jobs for their specific demographic which in turn attracts more specialized candidates from that specific demographic over time building large proprietary databases. These Niche firms tend to be more focused on building ongoing relationships with their candidates as is very common the same candidates are placed many times throughout their careers.
In-house recruitment
Larger employers tend to undertake their own in-house recruitment, using their human resources department, front-line hiring managers and recruitment personnel who handle targeted functions and populations. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate internal employee referrals, work with external associations, trade groups and/or focus on campus graduate recruitment. While job postings are common, networking is by far the most significant approach when reaching out to fill positions. Alternatively a large employer may choose to outsource all or some of their recruitment process (recruitment process outsourcing).
Passive candidate research firms and sourcing firms
These firms are the new hybrid firms in the recruitment world able to combine the research aspects (discovering passive candidates) of recruiting and combine them with the ability to make hires for their clients. These firms provide competitive passive candidate intelligence to support company’s recruiting efforts. Normally they will generate varying degrees of candidate information from those people currently engaged in the position a company is looking to fill. These firms usually charge a per hour fee or by candidate lead. Many times this uncovers names that cannot be found with other methods and will allow internal recruiters the ability to focus their efforts solely on recruiting.
Job analysis
The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search. [3] Oftentimes a company will have job descriptions that represent a historical collection of tasks performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting a recruitment with an accurate job analysis and job description insures the recruitment effort starts off on a proper track for success.
Sourcing
Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods done in #1. This initial research for so-called passive prospects, also called name-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened (see below).
Screening and selection
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through résumés, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing. Other resume screening criteria may include length of service, job titles and length of time at a job. In some countries, employers are legally mandated to provide equal opportunity in hiring. Business management software is used by many recruitment agencies to automate the testing process. Many recruiters and agencies are using an applicant tracking system to perform many of the filtering tasks, along with software tools for psychometric testing
Onboarding
“Onboarding” is a term which describes the process of helping new employees become productive members of an organization. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. Onboarding is included in the recruitment process for retention purposes. Many companies have onboarding campaigns in hopes to retain top talent that is new to the company, campaigns may last anywhere from 1 week to 6 months.
Internet recruitment and websites
Such sites have two main features: job boards and a résumé/curriculum vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a résumé to be included in searches by member companies. Fees are charged for job postings and access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment. Websites capture candidate details and then pool them in client accessed candidate management interfaces (also online). Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry sectors, who want to e-enable entirely or partly their recruitment process in order to improve business performance.
The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online, but they will not attract the “passive” candidates who might respond favorably to an opportunity that is presented to them through other means. Also, some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards, for fear that their current companies, co-workers, customers or others might see their resumes.
Job search engines
The emergence of meta-search engines, allow job-seekers to search across multiple websites. Some of these new search engines index and list the advertisements of traditional job boards. These sites tend to aim for providing a “one-stop shop” for job-seekers. However, there are many other job search engines which index pages solely from employers’ websites, choosing to bypass traditional job boards entirely. These vertical search engines allow job-seekers to find new positions that may not be advertised on traditional job boards, and online recruitment websites.
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