Based on historical data given in Appendix B about Tanglewood’s recruitment at the four locations and different recruitment methods (as can be seen from the above table), effectiveness of each method is analyzed below. The effectiveness is judged based on the parameters of candidate qualification, hiring rate, and cost of recruitment and retention rates.
1. Media – Media is used for recruitment at three of the four locations. As can be seen from the tables above, compared with other recruitment methods at each of the locations, media is not the most effective of the methods used. It is a costly method compared with referral, job service and kiosk (except in Eastern Washington). Also other recruitment methods give better qualified candidates …show more content…
Kiosk – Kiosk is used at all the four locations and has a pretty high setup costs, pushing up the cost of hiring per candidate considerably higher. Also the retention and candidate qualification rates are lower than other methods making this an expensive and not so effective method of recruitment for Tanglewood.
4. Job Service – Job service is used only in Western Washington as a recruitment method and can be said to be relatively effective in terms of cost of hiring (cheaper than referrals also) and having good retention rates. However the hiring rate is only 9% which makes it a slow process due to the administrative effort needed to screen through huge number of applications.
5. Agency – Agency is used as a recruitment method in the Northern and Southern Oregon regions. Though it may seem to be an expensive proposition due to the very high fixed start up cost, it works out to be much cheaper than kiosk and media and almost comparable to referrals. It fares well on all the four parameters and provides Tanglewood with highly qualified candidates with very good retention …show more content…
Due to this, they suggest that it is better to use kiosks and staffing agencies that would eliminate favoritism and lead to selection of better candidates. In my opinion, unless the company has data to prove that candidates who joined by employee referrals are indeed under qualified and there are mal practices going on, the point Northern Oregon make should not be implemented. If there are some issues with the process, the company can put in stricter controls and better transparency in the hiring process which would help eliminate the drawbacks of employee referrals. However they should not do away with employee referrals completely as they would lose access to a very relevant and rich pool of candidates whom they would be able to target at comparatively lower costs with better retention percentage than kiosk or staffing agency. This can be shown from data in appendix B, where referral have the lower cost of recruitment per employee and better retention at the other three regions that use