Mr. Feeney

Human Resources, Recruitment & Training

Has the 'Net Made Old-Fashioned Recruiting Obsolete?

By Paul Feeney, Managing Director, Sanford Rose Associates - Wayne

Alas, while companies across the country have experimented and implemented electronic recruiting as a very beneficial and cost effective tool, results can be decidedly mixed for recruiting for all positions. In order to understand the potential and the pitfalls of on-line searches, those who are considering a cruise on the Internet may appreciate a few words of explanation first.

Much of this business presence is found on the Internet, the "Yellow Pages" of cyberspace. All sorts of for-profit and nonprofit organizations have established Home Pages on the Web to promote their products and services (and, in some cases, to advertise for job applicants).

The Function of Outside Recruiters

Recruiters of executive, managerial and professional talent know one simple truth: If hiring managers didn't have problems finding people, they wouldn't turn to outside recruiters for help. When a position opening occurs, the ideal solution often may be to promote a qualified candidate from within - assuming that one exists. (In some situations, however, the company may want the fresh perspective of an outsider.) Promotion from within costs nothing, enhances at least one employee's career and bolsters organizational morale.

The next best solution, especially at lower levels, may be an existing employee's referral (usually a financial "reward" is now the norm with many firms) of a respected business or personal acquaintance. After that, a lot of companies will turn to advertising - at least once.

What happens when you have advertised in some local newspapers and on some of the more popular job recruitment web sites and you have not found "the most suitably qualified candidates?" These days it is very easy to apply to a few jobs online in a matter of minutes, but this will also mean that many candidates will send resumes everywhere to every company "spraying and praying" whether they are qualified for a position or not. When advertising produces several thousand resumes of people who are looking for work and (after laborious screening) prove to be under-qualified, over-qualified or simply lackluster, employers at last enlist a professional recruiter.

In many instances companies will turn to outside recruitment firms where they can identify the very best people are usually not "in" the job market and, hence, are not reading want ads. For middle and senior management positions, professional search consultants know how to identify the best candidates, regardless of whether they are actively seeking new employment opportunities. Professional recruiters also know how to interview these candidates on a highly confidential basis, protecting the interests of both client and candidate. And they know how to screen out the 95% who may "look great on paper," but who lack the specific skills, work experience and personality to match the client's job requirements and corporate culture.

Although recruiting has greatly changed the speed and efficiency in identifying people for positions, the rules of the game have not. Vast amounts of information about the a company can be found via their web site, financial information and online chat rooms regarding public opinion (be it good or bad!).

Companies still want people to join their firm for the right reasons and potential candidates are still looking for the same things with employers that existed before the Internet. The speed at which the Internet can have people react to a potential as changed with the Internet and email that people can react much quicker, than the bad old days of snail mail and fax.

Things might have changed with the Internet but the rules of the game of recruiting have not changed that much as long as we are still dealing with human beings!

Paul Feeney is the Managing Director of Sanford Rose Associates - Wayne, it is a full-service executive search organization conducting retained and contingency searches worldwide. It devotes its practice to all areas of finance, accounting, general management, operations, technology, management consulting and project management for national and international searches. Mr. Feeney accumulated over 25 years of executive search management and corporate recruiting experience while working in New York, London and Prague. Mr. Feeney resided in London and Prague for over 10 years while working as an Executive Search Manager for Hays Plc and Nicholson International, where he specialized in financial management searches.for positions based throughout Europe. Mr. Feeney can be contacted at 201-962-2122 or pfeeney@sanfordrose.com Please visit http://www.sanfordrose.com/wayne for more information. Extended Bio...

HotelExecutive.com retains the copyright to the articles published in the Hotel Business Review. Articles cannot be republished without prior written consent by HotelExecutive.com.

Receive our daily newsletter with the latest breaking news and hotel management best practices.
Hotel Business Review on Facebook
RESOURCE CENTER - SEARCH ARCHIVES
General Search:

FEBRUARY: Social Media: Interacting with the Hotel Customer

Nisha Thakkar

While social media has become a mainstream marketing channel, there are many variables that hoteliers are not taking advantage of to increase their revenue. Unlike other mainstream marketing avenues, social media is not static, as platforms continuously find ways to increase engagement with both users and advertisers. As social platforms have realized their massive marketing opportunities within their user base, they have increasingly capitalized on their clearly defined users by providing advertisers access to them. Today, the popularity of social channels has created a “pay-to-play” model that leaves many business owners and managers perplexed as to which channels to focus on, and the right budget to allocate in order to maximize return on investment (ROI). READ MORE

Cass Bailey

These days, a lot goes into choosing the perfect hotel. Hotel choice no longer depends solely on the location, price, and amenities; it depends on experience. Customers have become more interested in experiential features instead of whether or not the hotel has a five-star review. As the phrase goes, many “do it for the gram.” When looking to book their stay, the Instagram generation is interested in things that are eye-catching and worthy of sharing with their followers. Just searching the hashtag “wanderlust” reveals millions of images of different travel experiences from around the world. READ MORE

Tim Sullivan

As hoteliers’ key audiences spend less time on the Web and more time on their smartphones’ social apps, it is crucial for hotels to have a digital engagement strategy that creates meaningful interactions on social channels. Desktop still converts higher, but the path to a booking is a journey full of touch points across social. Now that social media platforms are maturing, hotels can go beyond targeting their own guests to discovering new profitable audiences. They can reach and drive sales for all sides of the business: leisure, corporate and group sales. However, before hoteliers think about social engagement, they need to cover the basics of personalization and one-to-one marketing. READ MORE

Chris Teso

Social media has traditionally been approached as a marketing tool for top-of-funnel activities. However, the activities associated with generating awareness, like creating viral posts and taking advantage of real-time marketing moments, are difficult to measure and even harder to link to real business value. Yet, marketers innately know that social media has real opportunity as their audience is there—in volume and in frequency. As a result, a new trend is emerging among hotel marketers that takes distinct advantage of the direct follower model of social networks: the marriage of the loyalty program with social media marketing. READ MORE

Coming Up In The March Online Hotel Business Review




Feature Focus
Human Resources: Inspiring a Journey of Success
In an increasingly competitive environment where hotels are competing to attract, and more importantly, to keep top talent, Human Resource managers are realizing the need to focus on improving their Employee Experience. Smart managers are embracing the idea of Employee Wellness which translates into a system of physical, mental, emotional, and purposeful well-being. Some organizations are even providing free counseling for their employees and their dependents. The goal is to nurture, support and engage with their employees in a way that increases productivity, improves customer service, enhances loyalty, and creates a more harmonious work environment for all. Along with this development is the need for more effective, ongoing training. Many HR managers rely on external training firms for this, but there is a growing trend which taps the experience and expertise that already exists within the organization. For example, younger employees likely have greater knowledge of social media which an older generation might struggle with. Harnessing this peer-to-peer learning can be an efficient and cost effective way of increasing skills, and as a result, the knowledge transferred is likely to be more acceptable and relevant. Finally, HR managers need to foster an environment that empowers people and taps into their full potential, inspiring a personal journey of success. The March Hotel Business Review will take a look at some of the strategies and techniques that human resource directors are currently developing in order to achieve success.