HRIS

Introduction
Traditional Recruiting
Recruiting via the internet
Traditional Recruiting Model at CEG
CEGs Recruiting Model via the internet
Data Analysis and Findings
Quantitative Analysis
Future Trends
Conclusion
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The scope of this article is to conduct
research into the influence of the
Internet on processes of
personnel recruitment, in light of
the growing number of companies
seeking to attract candidates for
employment onto their staff and the
enormous number of professionals
who currently use this technology in
their search for employment or
professional placement.
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The exponential growth of the Internet in the
world is a direct result of the technological
facilities inherent to its usage and the fascination
exerted by the richness and reach of information
available on the Web.. (Evans & Wurster, 2000).
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Cont..

richness signifies the quality of the information defined by the user: accuracy,
bandwidth, currentness, personalization, interactivity, relevance, security, and
so forth.
While reach signifies the number of people who share and have access to
this information.
In the former industrial economy, it was only possible to share extremely
detailed information with a mere handful of people. The old technology did not
allow the same desired degree of richness and reach to be attained
simultaneously.
Cont..

In the labor market, the concepts propounded by these authors may be used to
good advantage, adding to what they refer to as
asymmetry of information.
Condition in which at least some relevant information is known to some but not
all parties involved.



By applying this concept to recruiting and taking the company as the interested
party, one can see how Internet technology may harmonize the ability of
companies in general in their search for professionals, with the impetus of
qualified professionals seeking a new position or change in profession..
(Zambos & Salazar, 2001).
Cont..
Prospecting for opportunities through the Internet is less costly
and time consuming than the traditional method, especially when
the physical displacement of the candidates and the cost of postage for
mailing to a large number of companies are consideredShapiro et al.
(1999)
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Second Page
The main objective of this paper is to;

Study and present the transformations that occurred at a Brazilian company (CEG),
during its transition from a traditional recruiting process to a new one, based on the
intensive use of the Internet.
Therefore, this paper seeks to find answers to the following question (Q1),
concerning the company under analysis:

Q1: What were the results obtained with the use of the Internet in recruiting
processes in terms of cost, speed, and accurate matching candidates to job
positions, compared to the results using traditional methods?
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Recruitment sectors need to attract a group of qualified candidates
to the organization. The success of recruitment is measured by the
suitability and adjustment of the new employee to the job position
in terms of satisfactory performance (Chiavenato, 1999).



Individual performance can be expressed by the following
equation: Performance = f (a, e, s); where a represents individual
attributes, e represents on the job effort, and s represents
organizational support (Schermerhorn, Hunt, & Osborn, 1982).
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The main recruiting techniques that make it possible to attract a
reasonable number of candidates for any selection process.
According to Chiavenato (1999), these techniques are:

1) Advertisements in newspapers and specialized
magazines;


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2.) Recruitment agencies;
3.) Partnerships with schools, universities, and
associations;

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4.) Posters or advertisements in visible public
locations;
5.) Inclusion of candidates by recommendation
of existing employees;
6.) Consultation of candidate files;
7.) Candidate database.

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Traditional recruitment is still widely used to
fill technical, administrative and managerial
job positions. The well-known employment
supplements in large national newspapers
continue to publish advertisements and job
opportunities, demonstrating the health of
traditional methods.
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A survey conducted by the International Data
Corporation (IDC) reveals that the growth
attained by the ten leading recruitment sites
i.e. Monster.com, Futurestep.com,
HotJobs.com, Headhunter.net, and
Dice.com, etc. was in the order of 232%
between 1999 and 2000.

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BrightSpyre is used by top companies in Pakistan to advertise jobs for job seekers looking for jobs in Pakistan.
The advantageous use of the Internet for two
specific types of candidates: university
students for positions as interns
(trainees) and seasonal labor and
technical personnel, especially those
with uncommon skills.. Nakache (1997)
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Internet is not the ideal solution for all types of
recruitment. Traditional recruitment will persist,
with the Internet as a subsidiary option, rather
than the most important part of the process,
namely:

1. Frequently, companies are unwilling to broadcast
their need to fill an executive post;
2. The professionals who are sought for executive
positions are normally successful in their careers,
and are not actively seeking work;
3. Executives prefer to be recruited in a personalized
manner, not via the computer.
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Internet advertisements have had a good response,
according to Schreyer and McCarter (1998), for the
following reasons:

They replace newspaper ads with digital ads;
They reach a national talent market and a society in
transition;
They use technology that provides broad access to the job
market;
They enable companies and employees to have greater
awareness of their mutual needs;
They set standards for intermediation.
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Cia. Estadual de Gs (CEG) Brazils largest pipeline gas
company in number of customers, engaged in the
distribution of three types of gas: Natural, Manufactured and
Liquid Petroleum Gas (LPG) throughout the metropolitan
region of Rio de Janeiro.
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1. The position is advertised, normally on Sundays, in
a leading circulation city newspaper, giving a brief
description of the main characteristics of the
position vacant.
2. Rsums are received
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CEG basically follows the following stages to
identify the need to fill a position or create a new
position:
3. The rsums are opened and sorted, selecting
those that, a priori, fall within the profile of the
position open;
4. A second more detailed sorting of the rsums
initially selected is undertaken;
5. The candidates chosen to participate in the
selection process are contacted by telephone;
6. Since many candidates were not personally
contacted and the company awaits a return call to
messages left;
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7. The phases of the selection process are
determined, often involving group dynamics
studies, psycho-technical tests, an evaluation of
general and specific knowledge, and culminating
in an interview with the person responsible for
the area in which the potential candidate will
work if selected;
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8. The company checks the professionals career
background;
9. Medical admission exams are conducted, which, in
many cases, are also eliminatory;
10. The candidate chosen presents appropriate
documents, diplomas and certificates;
11. The professional chosen receives company
orientation so that he/she can then start working in
the organization.
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Placement of ads regarding positions available
within the company on its own Web site
www.ceg.com.br
CEG recruiting operational process via the Internet
involves two main channels, as set forth below:
a. Process backed by a newspaper ad:
b. The process without the aid of a newspaper ad:
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To check efficiency in terms of the total reduction in time using Internet recruiting
versus the traditional method, the average times for the entire process for
hiring 68 professionals over the Internet (34 of them backed by an ad) and
those for another 33 using the traditional method were calculated based on
data provided by CEGs human resources management.
To analyze the total time taken in the process, the difference between
the date of the personnel requisitionthe CEG form that initiates the
processand the candidates first effective day of work at the company
was calculated. The costs were calculated for the traditional process and the
Internet-based procedure either backed by an ad or not.
To evaluate the permanence at CEG of the candidates recruited by both the
traditional and Internet-based recruiting processes, research designed to
evaluate improvements due to the change in process was
conducted on candidates remaining with the company within
90 daysthe normal probation period regulated by law in
Brazil.
Table 1 was prepared in order to analyze, on a consolidated basis, the principal
indicators, namely time, cost, and fitness, associated with the CEG recruiting
processes that involved both the Internet and the traditional methods.
Having recourse to the
Internet recruiting using an ad (41 days) and without use of an ad (39 days) showed a
reduction of close to 30% in time consumed compared to traditional means (57 days).
variation coefficient of the Internet recruiting in both cases (39%) can be seen to be
substantially lower than that obtained by the traditional method (72%). This indicates
a greater dispersion of results using the latter method than by the use of the Internet -
where the results tend to be more concentrated around the sample average.
When the Internet was used with the assistance of a newspaper ad,
the cost (US$ 1,412/candidate) was reduced by 36% compared to the traditional
method (US$ 2,216/candidate), and an impressive 88% when the Internet was used
directly (US$ 260/candidate).

It can also be seen that the variation coefficient associated to the cost is smaller in
online recruiting (35% using an ad and 9% without using an ad) than in traditional
recruiting (61%).
Third variable of research Q1
Fitness (accurate matching candidates to job positions)
concerns the fitness of the candidates who appear through the Internet for the
position, based on the assumption that they have a better profile than those who
appeared by traditional means because they have a higher level of formal education.
The results found do not allow for confirmation of this
hypothesis.
Data gathered indicates that there is no significant
difference between the time of permanence
in the position, of a professional selected by
either of the two mechanisms within the 90-
day probation period.
However, the overall turnover of the candidates
recruited by the Internet was a little lower (15%) than
that for candidates selected by the traditional method
(18%).
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Add your text here
Turnover
Turnover
Turnover
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PROCESS/Variable TIME (Calendar
days/candidate)
COST (In US$/
candidate)
FITNESS (Permanence in
company less than 3 months)
TRADITIONAL
Average 57 2,216
Standard Deviation 41 1,352
Variation Coefficient 72% 61%
N. Left/Selected 18%
INTERNET WITH AD
Average 41 (implies 30%
reduction)
1,412 (36% less)
Standard Deviation 16 494.2
Variation Coefficient 39% 35%
N. Left/Selected 15%
INTERNET WITHOUT AD
Average 39 (implies 30%
reduction compared
to traditional)
260 (88% reduction
compared to traditional)
Standard Deviation 15 23.4
Variation Coefficient 39% 9%
N. Left/Selected 15%
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One aspect that cannot be fully quantified
concerns the question of the fitness of a candidate
generated by the Internet.
This question was defined by the limits of 90-day
probation period as After this period, the recruiting
role is considered finished and thereafter how long
the employee remains in the job depends on a
performance management system, which is
currently lacking in the company.
Systematic performance evaluation is an instrument
that facilitates the employees career after the
probation period has ended
For this reason, when used constructively,
performance evaluation is a tool that improves
personnel quality and, by extension, the company
itself, even when its goals and proposals only focus on
quantitative aspects (Feldman et al., 2003).

Without a qualified evaluator, any evaluation runs the risk
of being a mere bureaucratic formality, since it will not
diagnose performance objectively (Steers, 1988).
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Thus, the use of systematic performance
evaluations to track the careers of the
professionals recruited via the Internet could
ascertain whether or not there is any difference
between them and their peers recruited by the
traditional process.
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The objective of this research was achieved as
the extent to which Internet resources
facilitate the recruiting process in terms of
time and cost.
However, evidence was not found to assert
that the fitness of the candidates selected
with the help of the Internet is greater than
that for the traditional process, thereby
reducing turnover.
For CEG to determine if
Internet provides better suitable participants in the
selective process that translates into lower
turnover and a greater contribution, it would first
have to
Implant a performance evaluation system that
could measure permanence within formal criteria
for periods greater than three months.
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At last, the results of this research can assist
organizations in seeking
to use the Web as part of their recruiting
efforts,
designing corporate recruiting Web site
developing Web systems to support
processes of personnel recruiting.
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