Online Recruitment as a Powerful Tool for Businesses - Essay Example

Online Recruitment as a Powerful Tool for Businesses Introduction Online recruitment has become a powerful tool for businesses small or large. The job seekers prefer online job hunting to other traditional methods. Companies can gain advantage over their competitors by creating career pages that are easy both for the applicant and the company to size each other up. E-recruiting should be integrated into an overall recruiting and selection strategy that includes sophisticated behavioral and skills assessment and incorporates modern interviewing techniques (Cullen, 2001). Microsoft The first glance at this career website is not very impressive. It looks more like a search engine listing. However, as one clicks on various links, the ease of navigation is understood. The links are very easily identifiable and the key words in each of the links have been highlighted which makes it easy for the eyes to capture, locate and follow the link. The website portrays an image of being suave. The colour is soothing to the eye. It presents the values of dignity, sobriety and polish. It portrays an image of knowing what it is looking for. Accordingly, it has set all parameters so that the right candidates only need apply. The website also sounds promising of growth as they have research positions available at all the growth centres. The key information is well laid. There are strategic search options and drop-down menus. The prospective candidate has all the necessary information as well as insights into the actual happenings within the company through employee blogs, the link to which is available on the careers site. The website also provides information on how to reach each of the UK offices including details for arrival by private car or public transport. Additionally, the website provides a resume builder and the facility to save upto three resumes. All information and links to other job sites have been provided for the benefit of the applicant. Target audience is well defined and links to each segment have been separately provided. The application process is clear and concise. The image that it portrays itself suggests that the expectations are high and the candidate must match the company image. By claiming that they have some of the most extraordinary people (http://careers.microsoft.com/careers/en/gb/home.aspx) the expectations are clearly high. The website also portrays that the company has the means of identifying needs and sourcing candidates (Cullen, 2001). It shows that it has a team environment and is ready to embrace change. Overall, they have been able to market themselves well and attract talent. PWC The first look at the website and the first words that hit the eye - You know us; we want to know you are extremely impressive and make the applicant feel at ease. The career section is easy to locate. The very first glance would make anyone feel comfortable because they offer opportunities for women. Moreover, links to different countries have been provided, which makes it very convenient for the candidate to select his country and proceed to the respective sites. Once the applicant selects the country of her choice, all details pertaining to that country are easily accessible. Graphics are attractive and easy to read. Their values and standards are well portrayed. They are committed to diversity and the advancement of women. Their care and concern for the communities is conveyed through their commitment to CSR. The website also conveys their sense of precision, clarity and a methodological approach. They value teamwork, excellence and leadership. They demonstrate that they are professionals and work with professionals. Information about the organization is easily accessible. The website details the different industries that the organization caters to and hence the applicant can, at a glance, determine where he fits in. Each industry link again has several links and provides all information related to that sector. The country websites are in the local language which intends to attract local talent. Extensive research has been done behind the website because each link offers tons of information. However, no provision for online submission of application or CV could be found. It is only through the Contact US link that the candidate can express her interest to work at PWC. The vacancies in the organization have not been provided too. They do provide a link to the Press releases which can enable the applicant to obtain further information about the company. They are committed to growth and offer career progression, which is aptly conveyed through the website. They seek people who are willing to accept challenge which demonstrates that they seek the best and want people with drive. They offer global locations and offer choice to the applicant. Sainsbury True to their industry, the website has neatly stacked the different roles on offer. Since this is a sector where too many applications can be expected, they have provided easy access to videos on how to register and apply. To further ease the process, both flash and QuickTime versions have been provided. They have even provided the link to QucikTime and Flash in case the candidates do not have this software. The company is committed to serving the community. They follow the norms of labeling, safety and quality, thereby demonstrating their value for perfection. The website offers complete guidance in the online job search process as well as for online submission of application, including taking online test. They assure the candidate of privacy as shifting jobs in the industry is rampant. Separate guidelines and the legal requirements have been provided for the applicants under 18 and 16 years of age. The website takes into account the low level of education of the applicants in the sector and hence suggestions of the preferred browsers and information on javascript and cookies have been provided. The applicants have to register before they can submit an application, a process that ensures that only the genuine applications are submitted. Location-wise vacancies have been provided. Easy-to-read job descriptions are thorough and self-assessment tools have been provided. Sainsbury is in the service sector where a high standard of customer service is critical to success. The expectations for each role have been specified for the applicants. Graduate requirements and roles are clearly spelt out. In nutshell, clarity has been maintained for each role. Thai carpets – Motivation Introduction Each individual is unique and different employees are motivated by different factors. The owner/manager must have a clear understanding of the principles and theories of motivation because “motivation produces” (Ryan & Deci, 2000). Motivation is the key to performance improvement. Performance, according to Accel-Team (2010) is a function of ability and motivation. Ability depends upon education, training and experience and is a long-term process. Motivation, on the other hand, fetches instant results and can improve the situation instantly. Moreover, there is a gap between an individual’s actual state and the desired state. The owner of the Thai carpets firm must identify and reduce the gap with the right motivational strategy. Hierarchy of Needs Managing people is essential to get timely outcome in this organization. To deal with people is to deal with people’s mind and hence the mind needs to be motivated (Kanji, 1995). At the Thai Carpets firm, the workers are no more motivated by cash incentives. Pok is right in his identification as the workers have moved beyond the basic needs. Maslow’s Hierarchy of Needs states that once the lower needs or the basic physiological needs are satisfied, the employees move up to higher order needs and consequently their motivating factor is altered (Jones, 2007 p12). Pok should know that as one need is somewhat fulfilled employee clamour for other needs such as love, recognition and self-actualization. Herzberg too contends that an employee’s motivation is understood when his attitude is understood (Tietjen & Myers, 1998). Accordingly, Pok needs to assess several factors. The work environment is a contributing factor in positive attitude towards work, which has been named the hygiene factors, according to Herzberg. The environment has to be pleasant and happy to get the best out of the employees. Monetary incentives Monetary incentive is fundamental to job satisfaction. However, financial incentives have limitations. The motives to acquire wealth may differ across workers and some may use it to satisfy higher psychological needs (Houran & Kefgen, n.d.). Money alone may not be a motivator but when used in conjunction with non-financial reinforcements, it can be more effective. Money loses its importance after the basic needs are satisfied and any amount of monetary incentive will not add to their psychological well-being. Workers that lack social connection seek solace in material goods and may use the money to buy such material. They use external means to fulfill internal desires. Money does not bring happiness and those that lay emphasis on money are less happy than those that give less importance to money. Even if money can give happiness after a certain limit, it does not buy better performance. Non-cash motivators Rewards work as incentive to work. Rewards have to move beyond cash incentives. Pok needs to recognize that people are curious and self-motivated (Ryan & Deci, 2000). While they are keen to master new skills, after a certain level they reject growth and responsibility. At this point innate psychological needs become the basis for self-motivation. Once the basic needs are satisfied, small raises in pay, offer only short-term boosts of energy (Dewhurst, Guthridge & Mohr, 2010). Non-cash motivators at this point make the employee feel valuable. The non-cash motivators could range from praise from managers to leadership attention to leading projects. In the case of Thai workers, praise from workers is essential. The non-cash motivators require more time and commitment from the management. There must be fruitful interactions with the workers. Verbal praise from the manager can increase intrinsic reward; it augments internal motivation (Ryan & Deci, 2000). Intrinsic motivation The Self-Determination Theory (SDT) of human motivation, according to Ryan and Deci, states that intrinsic motivation is the tendency to seek out novelty and challenges. Intrinsic motivation requires supportive conditions to maintain and enhance these tendencies. The workers at Pok need novelty and challenges as this could serve to provide them intrinsic motivation. Intrinsic motivation also requires a sense of autonomy. The owner at Pok must have this sense of autonomy and empower the managers who in turn would be able to motivate the team or their subordinates. Intrinsic motivation encourages people to venture into new projects. The manager/owner at Pok must become conscious of this principle. They would then be able to identify workers that have intrinsic motivation, and delegate autonomy and individual innovative projects to such workers. As the orders for carpets come, the owner must ask for innovative designs and the best design should be rewarded. The workers should then be involved in deciding the time frame for delivery and when they have decided on the time, they would adhere to their own commitments. Autonomy is essential because a controlled approach can reduce initiative and this can be detrimental where creativity is required. At the same time, the manager would know how to arouse intrinsic motivation among those that do not posses this motivation. In fact, extrinsic rewards of money as has been offered by Pok, and threat of punishment, can reduce the intrinsic motivation. The workers at the carpet manufacturing firm need verbal praise in public by the management as it boosts the self-esteem and personal worth of the subordinate (Gallagher & Einhorn, 1976). The internal reward system, according to Maslow’s theory, results in less anxiety and hence is better than external reward system. Challenging goals Some workers are more concerned with personal achievements and not with the result of success. Such people may be satisfied and motivated when challenging goals are given to them (McClleland, 2006). They want difficult but achievable goals where the risks are high and so are the outcomes. The achievement motivated people feel that efforts and abilities influence the outcome. However, there are others who are contented with low gains and do not like to take risks. Thus, difference in attitude determines what would motivate each individual. Hence, a personalized approach to motivation works best, as Herzberg emphasizes that an employee’s motivation is understood when his attitude is understood. Conclusion Thus, to ensure timely delivery by the carpet workers, a different strategy would have to be adopted. They demonstrate an attitude where they have no desire for growth. Level of satisfaction, needs and motivations differ across individuals. Interactions between the management and the workers have to increase. This would provide the management insight into individual employee attitudes and motivational needs. Verbal praise should be provided in public while rebuke should be in private. Innovation and creativity should be encouraged and suitably rewarded. Another technique could be to get the workers to set their own delivery targets. Employee involvement in decision-making would ensure they stick to their own schedules. Employee involvement can be a great motivator as it enhances the higher social needs such as self-esteem and personal worth. Any technique that would serve to motivate them from within has to be applied; motivation cannot be enforced. References Accel-Team. (2010). Employee Motivation: Theory & Practice. Retrieved 30 November 2010 from http://www.accel-team.com/motivation/ Cullen, B. (2001). e-Recruiting is driving HR systems integration. Strategic Finance, 83 (1), 22-26 Dewhurst, D., Guthridge, G., & Mohr, M. (2010). Motivating people: Getting beyond money. McKinsey Quarterly; 2010, 1, 12-15 Gallagher, W.E., & Einhorn, H.J. (1976). Motivation Theory and Job Design. The Journal of Business, 49 (3). 358-373. Houran, J., & Kefgen, K. (n.d.). Money and Emloyee Motivation. Retrieved 30 November 2010 from http://www.2020skills.com/asts/Money%20and%20Employee%20Motivation.pdf Jones, G. (2007). Introduction to Business: How Companies Create Value for People. Chapter 7, Motivating and Managing People and Groups in Business Organizations, The McGraw-Hill Companies, 2007. Kanji, G.K. (1995). Total Quality Management & Business Excellence. Total Quality Management & Business Excellence, 6 (4), 427 - 434 McClelland, D. (2006). Human Relations Contributors, Achievement Motivation, ACCEL Team, Retrieved 30 November 2010 from http://www.accel-team.com/human_relations/hrels_06_mcclelland.html Ryan, R.M., & Deci, E.L. (2000). Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being. American Psychological Association, 55 (1), 68-78 Tietjen, M.A., & Myers, R.M, (1998). Motivation and job satisfaction. 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