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86 Lee Copyright © 2005, Idea Group Inc. Copying or distributing in print or\ electronic forms without written permission of Idea Group Inc. is prohibited. Chapter IV E-Recruiting: Categories and Analysis ofFortune 100 Career Web Sites In Lee, Western Illinois University, USA Abstract Since the mid-1990s, a number of e-recruiting methods such as job boards, corporate career Web sites, and e-recruiting consortia have been\ introduced into the labor market. Recruiting through the corporate caree\ r Web site has been touted as the most efficient and cost-effective recrui\ ting method among them. While most large and medium-sized organizations have deployed corporate career Web sites, many of them have failed to achieve the maximum benefits because they do not have the appropriate e-recruiting practice in place. After identifying six categories of e- recruiting sources, this study analyzes the corporate career Web sites o\ f the Fortune 100 companies. Thirty-three attributes that characterize the\ Torres-Coronas, T., & Arias-Oliva, M. (Eds.). (2004). E-human resources management : managing knowledge people. Retrieved from http://ebookcentral.proquest.com Created from apus on 2017-12-11 13:57:51.

corporate career Web sites were identified, named, and analyzed around four major categories: recruiting methods, job search tools, job applica\ tion tools, and information on organizational attributes. Introduction Currently, e-recruiting is one of the most successful e-commerce applica\ tions as a method for quickly reaching a large pool of the potential job seeke\ rs. The capability of advanced e-recruiting tools has enabled recruiters to quic\ kly identify and hire qualified candidates, and to build ongoing relationshi\ ps with prospective employees. According to Forrester Research (www.forrester.c\ om), the average cost of hiring an employee via the Internet is US$183, where\ as the average cost of hiring an employee via the traditional methods (i.e., n\ ewspapers or magazines) is $1,383. Forrester Research predicted that corporate re\ cruit- ers would increase the e-recruiting budget by 52% by 2004, while cutting\ the budget for traditional recruitment by 31%.

Major advantages cited for the successful adoption of e-recruiting metho\ ds include cost savings, efficiency, and convenience for both recruiters an\ d job seekers (Tomlinson, 2002; Miller, 2001; Gale, 2001). In a 2001 poll of\ 400 recruiters by Recruiters Network (www.recruitersnetwork.com), 46% indi\ - cated that e-recruiting was the most effective way to get the most hires\ and best résumés, followed by referrals (35%) and newspaper classifieds (\ 11%).

There has been a fundamental shift in the way companies use the e-recrui\ ting methods since their inception in the mid-1990s. While most companies uti\ lize at least one of the third-party job boards, more and more companies are creating their own corporate career Web sites. According to iLogos’ r\ esearch (http://www.ilogos.com), 29% of Global 500 companies had corporate car\ eer Web sites and 57% subscribed to the third-party job boards in 1998. In 2\ 002, the figure had changed to 91% and 9%, respectively.

The main purposes of this chapter are to classify the various e-recruiti\ ng sources and to analyze the content of Fortune 100 companies’ career W\ eb sites. This chapter is organized as follows: The first section compares \ the traditional recruiting and e-recruiting processes. Six major categories \ of the e- recruiting sources are then discussed, followed by a content analysis of\ the Fortune 100 companies’ career Web sites. The chapter concludes with f\ uture e-recruiting trends.

Torres-Coronas, T., & Arias-Oliva, M. (Eds.). (2004). E-human resources management : managing knowledge people. Retrieved from http://ebookcentral.proquest.com Created from apus on 2017-12-11 13:57:51.

88 Lee Copyright © 2005, Idea Group Inc. Copying or distributing in print or\ electronic forms without written permission of Idea Group Inc. is prohibited. Background: Traditional Recruiting vs. E-Recruiting Processes The traditional recruiting process consists of the following iterative p\ hases:

identification of hiring needs; submission of job requisition and approv\ al; job posting, submission of job applications; screening of résumé/appli\ cation; interviewing; pre-employment screening; and job offer and employment con\ - tract. Both hiring managers and recruiters rely on hard-copy documents a\ nd conventional delivery mechanisms to complete the recruiting process.

The traditional recruiting process is typically a step-by-step sequentia\ l process whereby the subsequent phase starts the required tasks only after the pr\ evious phase completes its tasks. Labor-intensive hiring tools like face-to-fac\ e interviews, paper and pencil tests, and job previews are widely used in traditional recruiting. The traditional process has been fraught with ta\ sk delays and miscommunications, which result in the long hiring process and high \ hiring cost.

Computers had been used in the traditional recruiting process even befor\ e the introduction of e-recruiting. However, computer applications were limite\ d to the automation of internal processes rather than the rationalization of \ the process. Software packages could not communicate with each other, and th\ e quantity and quality of the job applications remained the same. Even wit\ h automation, most recruiting processes were still batch processes. The ad\ vent of e-recruiting moved the computer application of the recruiting process\ to a higher level. The e-recruiting system is a Web-enabled, “anytime-anyp\ lace,” ubiquitous system for both job seekers and recruiters.

We define the e-recruiting as practices and activities carried on by the organization that utilizes a variety of electronic means to fill open positions effectively and efficiently. The e-recruiting process consists of the following iterative steps: identification of hiring needs; submission of\ job requisition; approval of the job requisition via a job database; job pos\ ting on the Internet; online search of the job database by job seekers, online p\ re- screening/online self-assessment; submission of applications by applican\ ts directly into an applicant database; online search of the applicant data\ base for candidate selection; online evaluation of résumé/application; inte\ rviewing by recruiters/hiring managers; online pre-employment screening; and job off\ er and employment contract.

While traditional recruiting is characterized as a sequential batch proc\ ess, e- recruiting is characterized as a continuous and online process in which \ some of the recruiting activities may be performed concurrently. The benefits of\ e- recruiting are accomplished with the extensive use of a centralized job \ database and an array of Web-enabled integrated applications. For example, when t\ here is a need for a new employee, hiring managers may prepare the job requis\ ition by entering the predefined job code into the job analysis database and retrieving a detailed list of the job requirements. The submission of th\ e retrieved job requisition to division managers is electronically processed. Once t\ he job requisition is approved, the job requisition data are used for the job p\ osting at the career Web site. The job requisition data are also used to search ré\ sumés based on specific criteria/keywords. The qualified candidates are furthe\ r narrowed down with an additional screening process that utilizes various\ online Table 1. Summary of six categories of the e-recruiting sources: Recruite\ rs’ perspectives E-Recruiting Source Advantages Disadvantages Sample Participants General-Purpose Job Board Brand recognition; E- recruiting experience; High traffic; Industry bes t tools; Large candidate base; Large recruiter base Relatively high job posting cost; Potentially low quality applications; Limited content control; Stickiness of the job board; Limited candidate relationship Monster.com; HotJobs.com; CareerBuilder.com Niche Job Board Gathering of passive job seekers; Focused search; Community of professionals Low brand recognition; Possibility of identity theft Dice.com; Erexchange.com; Taon-line.com; JournalismJobs.com; MarketingJobs.com; TexasJobs.com E-Recruiting Application Service Provider Low application development cost for recruiters; Quick application development Integration issues with existing systems ; Possibility of closeou t due to competition; Possibility of lock-in; Low traffic Recruitsoft; Brassring; RecruitUSA; PeopleClick; TalentFusion; Lawson Hybrid Recruiting Service Providers Expertise in advertising industry; Portfolio of recruiting media; Price bundling with conventional media Strong image as a conventional media; Low traffic; Low technology New York Times, Wall Street Journal; Chronicle of Higher Education E-Recruiting Consortium Low service cost; Direct and immediate link to corporate career site Potential conflicts among members; Low exposure; Low technology DirectEmployers.com; NACElink Corporate Career Web Site Candidate relationship management; High interest in jobs by job applicants; Integration with exiting systems Needs for IT specialists; High up- front development cost 94% of Fortune 100 companies; 81% of Fortune 500 companies Torres-Coronas, T., & Arias-Oliva, M. (Eds.). (2004). E-human resources management : managing knowledge people. Retrieved from http://ebookcentral.proquest.com Created from apus on 2017-12-11 13:57:51.

and off-line interview and test tools, and then the company conducts an \ online pre-employment background check and makes a job offer to the best candi-\ date. Categories of E-Recruiting Sources Corporate recruiters tend to be interested in such factors as whether ce\ rtain recruiting sources are more likely to yield a higher percentage of new h\ ires, whether certain sources are likely to generate minority applicants, and \ whether the quality of job applicants is higher for certain recruiting sources (\ Barber, 1998). While numerous e-recruiting sources have been introduced to impr\ ove the recruiting effectiveness since the mid-1990s, no formal classificati\ on system for e-recruiting sources has been developed yet.

In order to give recruiters and job seekers a better understanding of th\ e e- recruiting methods, we surveyed a wide range of recruiting sources. Base\ d on this analysis, we identify six basic categories of the e-recruiting sour\ ces: (1) general purpose job board, (2) niche job board, (3) e-recruiting app\ lication service provider, (4) hybrid (online and off-line) recruiting servic\ e provider, (5) e-recruiting consortium, and (6) corporate career Web site. Table 1 su\ mma- rizes the six categories of the e-recruiting sources.

The general-purpose job board provides a comprehensive online recruiting solution to both employers and job seekers across different industries. \ Mon- ster, HotJobs, and Careerbuilder are leaders in this category. Job seeke\ rs can search for jobs by category, experience, education, location, or any com\ bina- tion of these job attributes. Most of the leading general-purpose job bo\ ards employ an agent technology to increase utility for the job seekers and r\ ecruiters.

Personalized job agents match job seekers’ profiles with the latest j\ ob postings and e-mail the list of the matched jobs to the job seekers.

The recruiters can search the job boards’ database based on the skill\ , experience level, job preference, salary, education, and any combination\ of keywords to find qualified candidates. To address job seekers’ and recruiters’ rising dissatisfaction with services and costs, the general-purpose job \ board has evolved into an array of comprehensive career services, offering cus\ tom- ized placement services, applicant assessment, and candidate relationshi\ p management.

The niche job board serves highly specialized job markets such as a particular profession, industry, education, location, or any combination of these s\ pecial- ties. Sample profession-oriented niche job boards include JournalismJobs\ .com, MarketingJobs.com, AllRetailJobs.com, and JobsInLogistics.com. Location-\ oriented niche job boards include NJ.com, TexasJobs.com, and ArizonaJobs.com. The advantage of the niche job board is a focused searc\ h with which recruiters can reach a large pool of qualified candidates mos\ t effectively. Most niche job boards operate specialized online communitie\ s or newsgroups that draw professionals, such as engineers, programmers, and journalists who share specific interests, skills, experience, and knowle\ dge.

Both the general-purpose and niche job boards generate revenue by provid\ ing recruiters with applicant tracking service, hiring tools, job posting, W\ eb site hosting, pre-screening tools, and advertisements. As the success of the \ job boards depends on the critical mass of job applicants, the job boards ty\ pically provide job seekers with free access to the services. Advanced services \ such as résumé writing and interview guidance may be accessible to the \ job seekers for a fee. The advantages of using the job boards include access to a la\ rge pool of recruiters and job seekers, and availability of state-of-the-art e-re\ cruiting tools. Medium- and small-sized recruiters with low name recognition can access a large pool of qualified job applicants at a reasonable cost.

Because of the relative ease of entry into the e-recruiting market, the \ general- purpose and niche job boards overcrowded the e-recruiting industry in th\ e late 1990s, and went through a series of mergers and acquisitions in the earl\ y 2000s.

For example, TMP, the parent company of Monster, acquired FlipDog in 200\ 1 to gain competitive advantage in the general-purpose job board market.

Careerbuilder acquired CareerPath in 2000 and Headhunter.net in 2001.

Yahoo! acquired HotJobs, which became a wholly owned subsidiary of Yahoo!

The e-recruiting application service provider (ASP) develops and markets to recruiters and job boards a combination of specialized services in re\ cruit- ment software, recruitment process management, education and training, a\ nd management expertise. Specialized recruitment software for the in-house development of larger-scale e-recruiting Web sites is available for recr\ uiters who want to quickly develop career Web sites on their own servers. Some service providers also support the hosting of the corporate career Web s\ ites.

Widely known e-recruiting application service providers include Recruits\ oft, BrassRing, RecruitUSA, PeopleClick, TalentFusion, Lawson, and Develop- ment Dimensions International Inc. These e-recruiting application servic\ e Torres-Coronas, T., & Arias-Oliva, M. (Eds.). (2004). E-human resources management : managing knowledge people. Retrieved from http://ebookcentral.proquest.com Created from apus on 2017-12-11 13:57:51.

providers are competing with larger enterprise system developers such as\ Oracle, PeopleSoft, and SAP, which have been developing recruiting softw\ are as a part of their enterprise-wide systems.

The hybrid (online and off-line) recruiting service provider is the traditional media or recruiting firm that provides e-recruiting services to both rec\ ruiters and job seekers. Employment advertising in newspapers has suffered signi\ fi- cant percentage declines as recruiters switch to the more efficient and \ cost- effective recruiting methods. The Help Wanted Index, a measurement of ho\ w many help wanted ads run in newspapers, has registered a continuous decl\ ine in the past few years. In the face of losing significant revenue sources\ , media organizations such as the publishers of the New York Times, Chronicle of Higher Education, and the Wall Street Journal now provide e-recruiting services as well as paper-based job advertisement services in order to compensate for the loss of job ad revenue.

The traditional media companies have reduced job ad prices and introduce\ d new recruiting services to differentiate themselves from the job boards \ and corporate career Web sites. The New York Times now offers a variety of e- recruiting services including résumé builders, search engines, and\ job market research reports to both employers and job seekers. CareerJournal.com, developed by the Wall Street Journal , focuses exclusively on the career needs of executives, managers, and professionals, leveraging the Wall Street Journal brand. CareerJournal.com provides recruiters and job seekers with a data\ base of job openings and résumés, as well as salary information, career\ news, and industry trends. The advantage of the hybrid recruiting service provider\ comes from the leveraging of existing resources and expertise developed in the\ traditional job ad industry. The premier content of CareerJournal.com co\ mes from the editorial resources of the Wall Street Journal as well as from the CareerJournal.com editorial team.

An e-recruiting consortium is a cost-effective alternative to the services provided by the job boards. DirectEmployers.com, the first cooperative, employer-owned e-recruiting consortium, was formed by DirectEmployers Association, a non-profit organization created by executives from leadin\ g U.S.

companies. According to a 2003 press release by Recruiters Network (www.recruitersnetwork.com), DirectEmployers Association achieved a 50\ 0% increase in membership within just one year after its launch in February\ 2002.

While the job boards place much importance on the “stickiness” of \ their Web sites (because job seekers who stay longer will be more likely to read \ the Torres-Coronas, T., & Arias-Oliva, M. (Eds.). (2004). E-human resources management : managing knowledge people. Retrieved from http://ebookcentral.proquest.com Created from apus on 2017-12-11 13:57:51.

employment opportunities), DirectEmployers’ search engine merely dri\ ves traffic directly to members’ corporate career Web sites. A vast major\ ity of members reported that DirectEmployers.com is driving more traffic to the\ ir Web sites than any other job board.

NACElink is another e-recruiting consortium that was created as a result\ of an alliance between the DirectEmployers Association and the National Associ\ a- tion of Colleges and Employers (NACE) (http://www.naceweb.org). NACE\ link — a national, integrated, Web-based college recruiting system — wa\ s de- signed to better meet the placement and recruiting needs of colleges, st\ udents, and employers. In the fall of 2003, 137 colleges were using the NACElink\ system, and more colleges are joining daily. Cost saving was the greates\ t incentive for forming NACElink. For example, depending on company size, \ the members of DirectEmployers Association pay annual dues of $6,000 to $60,000, which is only a fraction of the job ad costs paid to the job bo\ ards.

The corporate career Web site is the hiring source most widely used by Fortune 500 companies (2002 iLogos Research study). While the majority\ of the companies (64%) used a combination of the job boards and their car\ eer Web sites to advertise job openings, they posted more jobs on their care\ er Web sites than on the job boards. On average, the corporate career Web s\ ites listed 184 jobs, compared with 118 on CareerBuilder, 99 on Monster, and \ 37 on HotJobs. The deployment of the corporate career Web site is a natural\ extension of the e-commerce applications when companies have already established high-traffic e-commerce Web sites. The exposure of the corpo\ rate career Web site to visitors is almost as great as the exposure of the existing e-commerce Web site as long as the e-co mmerce Web site has a hyperlink to the career Web page.

The cost of posting an additional job opening on the corporate career We\ b site is marginally increased, whereas the fee for posting the additional job \ opening is considerably higher on the job boards. The career Web site also has a\ cost advantage and flexibility compared with the job boards in publishing oth\ er corporate information — such as university recruiting, workplace, div\ ersity, benefit, career, and culture — with which the applicants can make an \ informed decision about the job applications. In view of the significant impact o\ f the corporate career Web site on the corporate recruiting strategy, the foll\ owing section discusses the evolution of the corporate career Web site.

94 Lee Copyright © 2005, Idea Group Inc. Copying or distributing in print or\ electronic forms without written permission of Idea Group Inc. is prohibited. A Content Analysis of Fortune 100 Career Web Sites In this section, we analyze e-recruiting practices of the Fortune 100 co\ mpanies.

Data were collected from the career Web sites of the Fortune 100 compani\ es listed by the 2003 Fortune magazine (http://www.fortune.com/fortune/for- tune500). All attributes analyzed were derived and developed from the r\ eviews of the Fortune 100 companies’ career Web sites. Thirty-three attribut\ es were selected, named, and organized around four major categories: recruiting methods, job search tools, job application tools, and information on org\ aniza- tional attributes. We divided the statistics of the Fortune 100 companie\ s into two groups (Fortune 1 to 50 company group and Fortune 51 to 100 company\ group) to investigate the relationships between the company size and th\ e characteristics of the career Web sites. Each of the Fortune 100 compani\ es’ Web sites was visited to determine the content of the corporate career W\ eb sites. Table 2 shows the composition of the industries in the Fortune 10\ 0 companies.

Findings We searched each company’s homepage for information on career opportu\ - nities (or jobs). If information on the career opportunities was not f\ ound, search engines were used to identify the existence of the career-related Web pa\ ges.

Once the career Web pages were accessed, the contents were analyzed and Table 2: Composition of industries by Fortune 100 companies Industry Number of Companies Retail/Distribution 19 Manufacturing 20 Finance (Banking, Insurance) 24 Telecommunication 6 Chemical (Oil, Pharmaceutical) 12 IT (Computer Manufacturing, Consulting) 8 Food 7 Others (Broadcasting, Entertainment, Healthcar e) 4 Torres-Coronas, T., & Arias-Oliva, M. (Eds.). (2004). E-human resources management : managing knowledge people. Retrieved from http://ebookcentral.proquest.com Created from apus on 2017-12-11 13:57:51.

Table 3: Summary of the content analysis of Fortune 100 companies’ Category Attribute Fortun e 1- 50 Fortun e 51-100 Tota l (%) Corporate career Web site 46 48 94 No corporate career Web site* 4 2 6 Homepage’s hyperlink to career Web site 37 35 72 Use of third-party job boar ds Hotjobs 38 38 76 Monster 39 32 71 Careerbuilder 31 27 58 E-recruiting methods Job search engine Category 40 38 78 Location 38 36 74 Type (part/full time) 17 8 25 Job search tools Experience level 10 7 17 Posting of featured (hot) jobs 11 2 13 Job posting No job search engine provided 5 5 10 Online résumé submission 42 41 83 Job application tools Profile update 25 26 51 Job basket 21 15 36 Job agent 17 14 31 E-mail application 8 13 21 Regular mailing application 2 8 10 Fax application 1 5 6 Prescreen/online interview 3 2 5 Benefit 41 35 76 Privacy/security policy 39 26 65 Work environment 28 27 55 Diversity 34 20 54 Corporate information Core value/vision 27 22 49 Career development 20 18 38 FAQ 13 16 29 Culture 15 14 29 Employee testimonials 13 11 24 Training 14 9 23 Interview tips 7 9 16 recorded with respect to all 33 attributes. In order to analyze the use \ of the three major job boards (i.e., HotJobs, Monster, and Careerbuilder), we searc\ hed each job board and identified the job postings placed by each of the For\ tune 100 companies. Table 3 summarizes the result of the content analysis.

The first category is the e-recruiting methods adopted by the Fortune 10\ 0 companies. The results show that all the Fortune 100 companies use at le\ ast one of the e-recruiting methods. The most widely used method is the corporat\ e career Web site: 94% of the companies have corporate career Web sites. T\ he remaining six companies subscribe to the third-party job boards. Overall\ , the findings are similar to those of iLogos’ 2002 research, which reporte\ d that 90% of the Global 500 companies had corporate career Web sites. Of these 94 companies, 72 post employment opportunities on their homepages and have hyperlinks to the career Web sites to provide job seekers with detailed \ job information. The other 22 companies have a hyperlink to the career Web s\ ites through the “About our Company” or “Corporate Overview” Web \ page. For example, ChevronTexaco has a hyperlink to the career Web page through th\ e “About ChevronTexaco” Web page.

While some job seekers prefer the corporate career Web site when looking\ for job openings, others prefer the third-party job boards. One of the advan\ tages of the third-party job boards is that job seekers can apply for multiple\ jobs with only one submission of the résumé. The third-party job boards main\ tain a list of prospective employers and hyperlinks. While most companies use corpor\ ate career Web sites, they also supplement with the third-party job board: 9\ 6 of the Fortune 100 companies subscribe to at least one of the three general\ - purpose job boards we studied. On average, each company subscribes to tw\ o out of the three job boards.

Our analysis indicates that the Fortune 100 companies are more actively utilizing the job boards than the Global 500 companies surveyed by iLogo\ s in 2002. Our study also found that HotJobs.com, a subsidiary of Yahoo.com, \ has the largest number of Fortune 100 companies as customers (76 Fortune 10\ 0 companies), followed by Monster.com (71 companies) and Careerbuilder.\ com (58 companies). This result is consistent with the recent poll conduct\ ed by Recruiters Network in November 2002, in which HotJobs.com is ranked as t\ he most popular job board among job seekers (45%), followed by Monster.co\ m (37%) and Careerbuilder.com (8%). Overall, we found no significant d\ iffer- ence in terms of the use of the recruiting methods between Fortune 1-50 \ and 51-100 companies.

The second category is the search capability of the corporate career Web\ sites.

Eighty-four out of the 94 companies employ a search engine. Category and\ Location are the most widely supported job attributes by the search engi\ ne (78 and 74 Web sites, respectively). Searches for Job Type and Experience a\ re the least supported (25 and 17 Web sites, respectively). Thirteen Web site\ s Torres-Coronas, T., & Arias-Oliva, M. (Eds.). (2004). E-human resources management : managing knowledge people. Retrieved from http://ebookcentral.proquest.com Created from apus on 2017-12-11 13:57:51.

provide a list of featured (“hot”) jobs. Ten companies provided \ a list of jobs without the support of search engines. Overall, the Fortune 1-50 compani\ es provide more sophisticated search engines than the Fortune 51-100 compa-\ nies.

The third category is the job application tools. Eighty-three companies \ allow online résumé submissions via online forms and résumé builde\ rs. The résumé is transmitted to an internal database to be used for automated candidate management. Fifty-one companies provide profile updating. Thirty-six com\ pa- nies utilize job baskets, and 31 companies employ job agents. Several companies such as Merck and Washington Mutual explicitly indicate that t\ hey do not accept job applications via fax and regular mail due to the cost \ and difficulty in transferring data from hard copy into the résumé dat\ abase. Other companies such as State Farm, MassMutual Financial Group, and Dell allow\ job seekers to use a variety of application tools such as fax, mail, e-m\ ail, or online résumé builders.

It is surprising that only five companies utilize pre-screen/online inte\ rview tools to screen out candidates. The corporate career Web sites are quite often\ flooded with job applications, due to the fact that applicants can apply\ for as many jobs as possible to different companies at the same time. The pre- screening/self-assessment tools can quickly separate qualified job appli\ cants from unqualified ones by accurately matching applicants’ skills and e\ xperience to the job requirements. In a 2000 survey of more than 1,500 visitors to\ the career Web sites of four Fortune 500 companies, iLogos Research found th\ at a large majority (88%) of job seekers are willing to answer questions \ and provide information about their skills. Job seekers wanted to utilize th\ e self- service to expedite the process of matching themselves with the appropri\ ate job opportunity. The pre-screening/self-assessment tools give the job seeker\ s a more accurate picture of what a job will entail and better insight into \ their own capabilities. As the e-recruiting technologies and management practices \ im- prove, we expect that leading companies will deploy pre-screening/self- assessment tools more extensively in the near future. It is noted that a\ larger number of the Fortune 51-100 companies accept the traditional submission\ methods, such as fax, e-mail attachments, and regular mail, than the For\ tune 1- 50 companies.

The fourth category is the information on organizational attributes. Dur\ ing the job search, job seekers frequently lack information on organizational at\ tributes (Breaugh & Starke, 2000). Barber and Roehling (1993) reported that j\ ob seekers who had more information about the job and/or organization were Torres-Coronas, T., & Arias-Oliva, M. (Eds.). (2004). E-human resources management : managing knowledge people. Retrieved from http://ebookcentral.proquest.com Created from apus on 2017-12-11 13:57:51.

more attracted to the organization. The information provided most freque\ ntly is about benefits (76 Fortune 100 companies). While privacy and securi\ ty is the most important concern to job seekers who use the e-recruiting services,\ 39 companies from the Fortune 1-50 and 26 companies from the Fortune 51-100\ include their privacy and job security statements on their career Web si\ tes.

Most of the companies share the same privacy/security statements across different purposes (e.g., customers, suppliers, and job seekers). Work\ envi- ronment, diversity, and core value/vision follow next. While job seekers\ typically are interested in training, information on training is provide\ d by only 23% of the companies.

Overall, companies can improve this category significantly. The employee\ - organizational fit is important for long-term retention and job satisfac\ tion.

Barber and Roehling (1993) found that job applicants pay more attentio\ n to specific than to general information. Other research also suggested that\ specific information and more information have positive effects on job seekers (\ Yuce & Highhouse, 1998; Mason & Belt, 1986). The Fortune 1-50 companies provide more information on their organizations than the Fortune 51-100 companies. Conclusions The purposes of this chapter were to classify e-recruiting sources and t\ o analyze the content of the Fortune 100 companies’ corporate career We\ b sites.

We classified e-recruiting methods into six categories: (1) general pu\ rpose job board, (2) niche job board, (3) e-recruiting application service pro\ vider, (4) hybrid (online and off-line) recruiting service provider, (5) e-recr\ uiting consor- tium, and (6) corporate career Web site. Among them, the corporate car\ eer Web site is the most popular recruiting method used by the Fortune 100 companies. We expect that with the growth of Internet users and advances\ in e-recruiting technologies, the deployment of the corporate career Web si\ te will increase. The career Web site has a cost advantage and flexibility compa\ red with the job board in publishing corporate information such as universit\ y recruiting, workplace, diversity, benefits, career, and culture with whi\ ch applicants can make an informed decision about their job applications.

In recognition of the significant impact of the corporate career Web sit\ e on the corporate recruiting strategy, our chapter conducted the content analysi\ s of the Fortune 100 companies’ career Web sites All the Fortune 100 companies\ practice e-recruiting. However, the content analysis indicates that most\ of them need to develop better e-recruiting systems to improve their recruiting \ perfor- mance. Specific areas of improvement include deployment of advanced e- recruiting technologies such as job agent and job basket. In addition, c\ ompa- nies need to provide as much specific information about the job and orga\ niza- tion as possible on their career Web sites to attract better-qualified a\ pplicants.

Hiring the most qualified employees is one of the most critical organiza\ tional decisions in the knowledge-based economy. Moving one step ahead of competitors in recruiting is a source of strategic advantage. The techno\ logy advances very quickly, and with it, the recruitment practices should cha\ nge accordingly. As more people search and apply for jobs through the corpor\ ate career Web site, the timely development and management of the corporate career Web site becomes more important. As each organization may have different e-recruiting needs, the best fit between the technological opt\ ions and the organization should be identified.

One of the disadvantages of the e-recruiting methods is a lack of the hu\ man touch, such as face-to-face meetings or conference calls. Even though em\ brac- ing the most current e-recruiting technology is crucial to companies com\ peting for the best candidates, the human touch is still indispensable (Cappel\ li, 2001).

Giving applicants a feeling that they have an ongoing relationship with \ the company through a “virtual human touch” will enhance the chance of the job acceptance and post-recruitment performance.

While there are numerous opportunities in e-recruiting, there are also a\ number of drawbacks to an electronic recruiting system, not the least of which \ is legal defensibility. The problems with discouraged job applicants, differentia\ l access to e-recruiting technologies across ethnic groups, and the differences i\ n access by other demographic features have not been well understood yet. Researc\ h in the perception of the job seekers on the different e-recruiting methods \ and job attributes can give recruiters valuable design guidelines. The longitudi\ nal study of e-recruiting methods and job performance may provide important inform\ a- tion that can be used to optimize the mix of recruiting methods and budg\ et allocations.

100 Lee Copyright © 2005, Idea Group Inc. Copying or distributing in print or\ electronic forms without written permission of Idea Group Inc. is prohibited. Acknowledgment The author gratefully acknowledges helpful comments from the anonymous reviewers, which resulted in this improved version. References Barber, A.E. (1998). Recruiting employees. Thousand Oaks, CA: Sage Publications.

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Cappelli, P. (2001). Making the most of on-line recruiting. Harvard Business Review , 79(3), 5-12.

Gale, S.F. (2001). Internet recruiting: Better, cheaper, faster. Workforce, 80(12), 74-77.

Gill, J. (2001). Now hiring apply on-line. Businessweek, (July 18).

Mason, N.A., & Belt, J.A. (1986). The effectiveness of specificity in \ recruit- ment advertising. Journal of Management , 12 (3), 425-432.

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