Recruitment

Question 1

Individuals who are currently searching for a new job.

Answer 1

Active Candidates

Question 2

People who have applied for a position in your organization. Help you determine how well an HR brand intervention worked.

Answer 2

Actual candidates

Question 3

Programs that provide alternate routes to teaching. Participants with a four-year degree in an area outside of education typically serve as classroom teachers while completing coursework for licensure.

Answer 3

Alternative certification

Question 4

Theory that states that applicants are attracted to organizations that have the same values as them. If there is a misfit between an applicant and the organization, the employee is likely to leave.

Answer 4

Attraction selection theory

Question 5

A “name, term, design, symbol, or any other feature” that identifies an organization (American Marketing Association, 2017). Brands should tell a story and create a relationship with an organization’s customers.

Answer 5

Brand

Question 6

The means and methods through which organizations and people communicate.

Answer 6

Communications channel

Question 7

When a special interest community and an organization work collaboratively to address issues of impact for the community in which they both reside. These can support recruitment by serving as a source of candidates for organizations.

Answer 7

Community partnerships

Question 8

Requiring degrees on a job advertisement that are not actually needed for a position. For example, college degrees are often used as a baseline requirement, but may not be needed for all positions.

Answer 8

Degree inflation

Question 9

A statement that communicates the essence of an organization—how it is unique, what it stands for, and why people would want to be part of it.

Answer 9

Employee value proposition (EVP)

Question 10

An organization’s reputation as an employer.

Answer 10

Employer brand

Question 11

Process of managing and influencing your reputation as an employer with current and prospective employees and stakeholders.

Answer 11

Employer branding

Question 12

The communication of an organization’s brand through the look and feel of physical spaces such as offices, lobbies, hallways, libraries, cafeterias, or outdoor spaces.

Answer 12

Environmental branding

Question 13

Looking outside the organization to fill an open position.

Answer 13

External Recruitment

Question 14

Partnerships—typically between school districts and educator preparation providers—in which selected candidates earn licensure and a degree to teach. In some of these programs, candidates earn their degree and license for free while being employed during their clinical/internship experience.

Answer 14

Grow Your Own (GYO)

Question 15

Looking at employees within the organization to fill an open position.

Answer 15

Internal recruitment

Question 16

Person(s) who would best meet your needs in a position. Help you hypothesize what the future-state HR brand should be.

Answer 16

Ideal candidates

Question 17

Person(s) who are currently in a specific position within the organization. Help you analyze your current HR brand.

Answer 17

Incumbents

Question 18

A process to help organizations think about how to communicate their value proposition. This process helps understand the experiences of target audiences by mapping the touch points where those audiences interact with the organizational or employer brand.

Answer 18

Journey mapping

Question 19

The selected strategic points of your communication that an organization wants their targeted audience to know and/or remember.

Answer 19

Key messages

Question 20

Qualifications that an applicant must possess in order to be considered a candidate for the position.

Answer 20

Minimum qualifications

Question 21

The percentage of new hire who are still working at the organization after a defined period, as measured by the formula: (# of employees still employed from the original group ÷ # of employees at the start of the measurement period) x100.

Answer 21

New hire retention

Question 22

Individuals who possess desired skills and/or qualifications, but who are not actively searching for a new job.

Answer 22

Passive candidates

Question 23

Profiles representing a segment of users—such as employees or candidates—with similar characteristics. Can be used for a number of purposes, such as tailoring communications to specific audiences.

Answer 23

Personas (target personas)

Question 24

Qualifications that are nice to have, but that are not required for consideration for an open position.

Answer 24

Preferred qualifications

Question 25

Targeted strategies to identify qualified candidates and convince them to apply to your organization.

Answer 25

Recruiting

Question 26

Metric derived from comparing recruitment costs with the total compensation of new hires. The RCR formula is: ((external costs + internal costs) ÷ total compensation of new hires) x 100.

Answer 26

Recruitment cost ratio (RCR)

Question 27

Measure of the quality of efficacy of specific recruitment efforts. Metrics for measuring recruitment source potency varies. They may include, but are not limited to: #
of new hires source through specific recruitment channels or the # of current high-performing employees sourced through specific recruitment channels.

Answer 27

Recruitment source potency

Question 28

The process of proactively identifying candidates, or suppliers of candidates for current or future vacant positions. This may involve uncovering sources of high-potential candidates by reviewing information on current successful employees.

Answer 28

Sourcing

Question 29

Describes how organizations and applicants interact. Organizations send signals, such as through their job advertisements, their vision and mission, or photos on their website. Applicants interpret these signals through their specific lens and make judgements about the organization.

Answer 29

Signaling theory

Question 30

The heart of effective communications that resonates and engages with an organization’s intended audience. It communicates key messages can build connections and elicit an emotional response.

Answer 30

Storytelling

Question 31

Pool of potential candidates who are qualified and prepared to fill key roles in your organization when there are openings.

Answer 31

Talent Pipeline

Question 32

Actively building and maintaining a sustainable pool of talent for your organization. This typically involves a combination of short-and long-term strategies for sourcing and recruitment.

Answer 32

Talent Pipeline Management

Question 33

The intended audience for an organization’s communications. May include internal and/or external customers.

Answer 33

Target audience

Question 34

The amount of time it takes to fill a vacant position, as measured by the formula: (day the position becomes vacant) -(day the position is filled).

Answer 34

Time to fill

Question 35

The time it takes to spot and hire an organization’s best candidate for a vacant position, as measured by the formula: (day the candidate accepted offer) -(day the candidate entered the pipeline).

Answer 35

Time to hire

Question 36

Active process of identifying individuals who meet specific criteria. Often used when hiring for high-level positions or positions that require a specialized skillset.

Answer 36

Targeted recruitment