Natasha Roberts

Dr. Gully
LER 426
Honors Paper

An Analysis of Recruiters and Their Influence on Applicants

The corporate culture of a company determines the way a

company functions. It includes the beliefs, norms, practices and

behaviors of people in the company. According to John Coleman, the

six components of corporate culture are the following; (1) the vision or

mission statement; (2) company values; (3) practices; (4) the people;

(5) the companys history, and (6) the environment (Coleman, 2014).

Each one of these components adds something of value to the

organization and contributes to establishing a unique set of

characteristics that sets each company apart from its competitors.

The success of the company is affected by the corporate culture

(Schwartz & Davis, 1981). Management systems and the expertise and

skills of the people are influenced by corporate culture, which is why

recruiting the right people is crucial. The culture of a company attracts

specific job applicants based on the qualities and beliefs that are

necessary for that company. Therefore, the recruitment process is very

important. The recruitment process involves analyzing the

requirements of the job, sourcing, selection, acquiring talent, and

deploying talent. Hiring unqualified candidates may be very costly to

the organization since the amount of time and money invested in

sourcing and hiring each candidate will not equate to the amount of

money lost if the applicant is ineffective or leaves the organization.

Due to the detrimental effects on the company from sourcing

and hiring an unqualified candidate, effective recruiting is fundamental

to the stability of the organization (Heerwagen, 2016). When realistic

information about the company is presented and the recruiter utilizes

the methods of central route persuasion, which involves attending to

and processing information within the primary rather than peripheral

area of cognition, the candidate will then retain the information. Once

the information is retained and the candidate sees a strong

person/organizational fit and peruses the company, effective

recruitment has been achieved (Bretz & Rynes, 1993). For this reason,

recruiters hold immense responsibility for the companys recruiting

success.

The recruiter actively seeks candidates then selects and

interviews those who are qualified. The role of the recruiter and

recruitment theories will be examined throughout this paper. This

content will go into depth about how the verbal and non-verbal

communication of the recruiter affects the applicant throughout the

process. Recruiters influence candidates reactions through behaviors

that have signaling effects, create changes in perception of fit, and

influence impression management processes. Recruiters can be trained

to be more effective in their role by understanding how they influence

applicant and candidate reactions.

Recruiter Influences

There are three main types of recruiters; college recruiter,

organizational recruiter and external recruiter (Connerley & Rynes,

1977). College recruiters travel to various universities to find talented

innovative students or recent graduates to join their organization.

James Breaugh states that a campus recruiters strategy for recruiting

talent includes selecting which universities to attend, creating a

positive presence on campus, offering student internship programs and

assessing their influence over the applicant. In addition, for lower level

companies it is most beneficial to recruit at public universities since

students selectivity amongst companies is lower but it is important for

any company to establish good rapport with any institution they are

recruiting at (Breaugh, 2009).

A study that examined 54 campus recruiters took note of if the

applicant had job related coursework or experience in addition to

looking at the applicant KSAOs. KSAOs signify job related knowledge,

skills, abilities, and other characteristics that will make him/her

successful in the given position. The researchers concluded the 13

best-fit attributes recruiters look for are the following; job-related work

experience, articulateness, job related course work, appearance,

general communication skills, perceived cognitive ability,

teamwork/cooperative attitude, focus, work ethic, leadership abilities,

well-roundedness, self-confidence, and lastly grade point average

(Bretz & Rynes, 1993). This shows the multidimensionality involved

with recruiting new talent, especially students.

Additionally, another study conducted on 66 recruiters with at

most five years experience who traveled to college campuses, found

that recruiters negatively judged introverts yet positively judged those

who exhibit aggressive characteristics. Through fourteen different

sessions, the recruiters where required to watch videotaped interview

sessions with either male or female candidates who either portrayed

him/herself as shy or as slightly aggressive and proceeded to review

their resumes. The researchers concluded that the recruiters found the

passive applicants responses to be poor in comparison to the

moderately aggressive applicant after viewing the recordings. While on

paper both passive and aggressive candidates were qualified for the

position, in the recordings the aggressive candidate seemed more

qualified since it was inferred that they had more job experience and

training. These findings reveal some implicit biases involved in

recruitment, especially when there is not much context to base each

candidates potential (Dipboye & Wiley, 1977).

Organizational recruiters seek applicants to fill job openings in

businesses or organizations. They may attend college career fairs and

seek innovative students or post job ads online, but they have a focus
on finding recruits with job related experience. An organizational

recruiters strategy is to cast a wide net to hire applicants, capitalize

on technology, use financial incentives, and create a positive image of

the company (Taylor & Collins, 2000). In comparison to the strategy of

a campus recruiter, organizational recruiters are more focused on

providing a favorable realistic job preview rather than ensuring the

qualifications of the applicant meet requirements. Research exists to

demonstrate the importance of organizational recruitment and theory

suggests it is the most important of the human resource system, in

part because it can influence the applicants perceptions of the other

human resource functions within the company (Phillips & Gully, 2015).

Furthermore, recruiters add value to the company by attracting and

recruiting diverse applicant who may be a supplementary fit to the

organization and add differentiation to the companys products (Avery

& McKay, 2006).

External recruiters are essentially headhunters for the company

and act as third party agents (Finaly & Coverdill, 2000). External

recruiters receive their business from new customers and an employer

gives him/her a position to fill. This profession is very competitive and

requires calling the employer to see if he/she is needed, engaging in

marketing calls, responding to contacts by an employer, and

responding to client calls (Finaly & Coverdill, 2000). Although there are

many sources analyzing external recruitment, there has not been

substantial evidence to show how they recruit their candidates and

how the candidates perceive them. The evidence supports the

importance of understanding how the employer and recruiter

relationship evolves.

Theories Describing Recruitment Effects

The signaling theory states that the recruiter influences the

applicant though signals. It has been studied through impression

management efforts (IM) which is the conscious and subconscious

process of influencing someone and regulating information within the

interaction (Larsen & Phillips, 2002). The purposeful actions of the

interviewer are the interviewer IM and the characteristics of

interviewer IM have been studied. Interviewers, ages 27-63, and

applicants applying to PhD programs, ages 25-46, were studied

through observations of audio recordings and interviews. The data

noted five different types of behaviors of interviewers. The first is

verbal communication, the use of words. The second is paraverbal

communication. It is the way the tone of voice, pitch and pacing of our

words are said and interpreted; it is the underlying message. The third

is nonverbal communication, it includes the gestures, facial

expressions, eye contact etc. one uses. The fourth is artifactual

interviewer IM, which refers to how the interviewer manipulates status

and professional cues and the aspects of their appearance. The fifth is

administrative interviewer IM, which is the logistical planning of the

interview and the services provided to the applicant. The use of the

behaviors vary based on the interviewers IM intentions. For example

the asthetics of the interview room can be used with the intention to

signal attractiveness. The behaviors are universal and provide a set of

fundamentals for interviewers (Whilhemly et al., 2016).

This study shows that verbal communication is not the only

factor that has a large influence during the interview process;

messages can be transmitted and received through body language, the

environment and tone of voice. The interviewer and the intentions that

he/she is trying to cater to are expressed through their

unintentional/intentional messages. Additionally, the applicants

interest in the company is strongly influenced by the signals given by

the recruiter/interviewer. By expressing negative body language or

rudeness, it may cause the applicant to become disengaged and lose

interest in the company and attribute the employees behavior and

attitude to the overall attitude of the company.

The fit theory/selectivity model is the organizational fit of a

person. This model looks at the characteristics of the individual and

assesses the similarities between the applicant and the company

(Swider, Zimmerman & Barrick, 2015). A study conducted across four

different organizations and 169 applicants found that applicants who

are given a higher person-organization (PO) fit are more likely to join

the organization. The PO fit is initially influenced through the

company/organizations websites, corporate reports, as well as other

sources, and the applicants relationship between PO fit and

organizational attraction fluctuates throughout the recruitment

process. The participants in the study were required to indicate

whether their values on life were similar to those of the company or if

they matched those of the company for each firm on a 1-5 scale.

Analysis on PO fit changes was then concluded from that data. The

study found that as the PO fit of applicant increased, the selection ratio

decreased since those with a high PO fit were highly encouraged to

apply for the position while the others were not. Additionally, it was

concluded that there are different differentiations of PO fit and

applicants showed preferences for certain companies over others.

However, there is very little knowledge about the changes in the

applicants PO fit perceptions throughout the recruitment process or

how the perceptions influence employment decisions (Swider,

Zimmerman & Barrick, 2015). In conclusion, the PO fit theory is

beneficial in seeing which organizations each applicant is best suited

for and which on they have a stronger interest in. But a limitation of

this theory is that it is not beneficial in understanding why and how

their perceptions of the organization change throughout the

recruitment process and how the PO fit perceptions influences the

employers decisions during the hiring process.

 Impression management is another recruitment theory. This

theory is similar to the signaling theory due to the focus on regulating

behaviors and sending signals. The difference between the two is that

the Integrative Resource Model states that the amount of effort it takes

to regulate ones behavior takes away from the amount of attention on

the task one is conducting (Barber, Hollenbeck, Tower, & Philips, 1994).

Essentially, this shows a limitation of multitasking, the amount of

attention that should be focused on the task is split between the other

cognitive processes occurring, and therefore there is more room for

error. Additionally, signaling attractiveness and signaling authenticity

are core to this theory. These factors can create realistic job previews

about the company and positively portrays the attitude of the

company. The secondary intentions of the theory are to signal

characteristics that differentiate the interviewer from the applicant. It

can signal closeness or professional distance in the sense that a sense

of superiority is established (Whilhemly et al., 2016). The theory

places a stronger emphasis on the cognitive implications associated

with recruitment efforts and mentions then need for central processing

and information relevance in order for the recruitment efforts to be

successful.

The influences of the interviewers characteristics tend to be

under examined when analyzing the recruitment process (Searle,

2011). The applicant is influenced by the recruiters age, the younger

the recruiter the more positive image of the company is created versus

an older recruiter, which signals a less positive image of the company.

Additionally, age plays a role in the credibility of the organization.

Older recruiters are associated with greater credibility due to the

common association between age and knowledge (Breaugh & Starke,

2000). It is commonly inferred that older people know more; therefore

it is perceived that older recruiters know more about the organization

and have higher credibility. Credibility can either positively or

negatively influence the applicants decision to apply for the company.

Applicants tend to under value corporate recruiters credibility and

instead value the word of someone working in the position. Therefore

credibility is subjective (Breaugh & Starke, 2000). This statement

explains why word of mouth is one of the best recruitment strategies.

The applicant not only receives reliable information but the candidate

being recruited has a tie to the current employee. The relationship is

beneficial since the current employee can vouch for their candidate

and can see potential in him/her in a different aspect than a recruiter

would.

Just as gender influences the media and societal norms, gender

impacts recruitment. It has been found that women are better

comprehensive information processors; they better understand

information regardless of its complexity. Women are better at

understanding subtle social cues; women pay more attention to detail

and their surroundings. Men, on the other hand, rely on heuristics as

their form of information processing resulting in less attention paid to

subtle cues (Ouirdi, Pais, Segers, 2016). Therefore women recruiters

are more inclined to notice the behaviors of the applicant and his/her

subtle cues and can adjust their behavior to appeal to the applicant.

Recruiting for diversity is influenced by the signals sent by the

organization and its recruiters (Roberson, Collins & Oreg, 2005).

Women recruiters and recruiters of color signal to the applicant some

of the values of the company. Having minorities and diverse people in

the workforce signals that the company values diversity and is working

towards inclusivity (Breaugh & Starke, 2000). Women and people of

color will be more attracted to the company/organization if they see a

representation of their identity already within the company. It not only

signals diversity but also openness. The company appears to be open

to allowing women into their workforce and allowing them to have the

opportunity to represent the company and flourish within the company.

Male recruiters had a larger more positive impact on the applicants and

increased applicant attractiveness to the job.

Furthermore, the implications of intersectionality, the

interdependent systems of race, gender and class, persist onto the

topic of race and recruitment. People have a tendency to stick with

those who look like them. Therefore, having a diverse recruitment force

will attract a diverse applicant pool. A study conducted on Dutch and

Italian recruiters supports this statement (Ouirdi, Pais, Segers, 2016).

The study focused on recruitment efforts via social media and found

that Dutch recruiters follow stricter criteria in deciding whom to recruit.

The findings of the study indicate there is no difference between male

and female recruiters in their ability to assess unprofessional content

on social media sites. Furthermore, culture influences the way

recruiters assess applicants. There are some recruiters who favor

applicants from their race or generate stereotypes against others,

while some even alter their recruiting style to align with cultural

values. For example, it was found that due to the Dutch culture, Dutch

recruiters were stricter on applicants and followed a more rule based

approach when assessing applicants, while Italian recruiters were more

lenient and showed more interest in maintaining the connection made

(Ouirdi, Pais, Segers, 2016). Another study found that when the

recruiter and applicant are of different races, there tends to be a lack

of trust between the two due to cultural differences and the perception

that the other may not understand or connect with him/her. Cultural

barriers like those mentioned above, make it more difficult to recruit a

representative sample for job positions (Daunt, 2003).

The behavioral influences of the recruiter vary based on the

recruiter and his/her position within the company. The nonverbal

behaviors of the recruiter are equally as significant as the verbal

behaviors. Nonverbal behaviors entail body posture, eye contact, tone

of voice, gestures and more. They signal the underlying messages or

intentions of the recruiter and applicant can infer whether or not the

recruiter has a strong interest in the applicant (Roberson et al., 2005).

These signals ultimately influence the applicants decision to apply for

the company. Positive body language sends positive vibes and positive

vibes lead to positive behaviors. This supports the concept of self-

monitoring, which is being attuned to ones surrounding and the way

one presents themselves and performing in order to create the desired

impression (Myers, 2016). The data concluded from 171 undergraduate

students, 45% women and 74% white, showed that the way the

information was portrayed could lead to the applicants increased

interest in the company and it could promote a stronger feeling of

person organization fit. The information is then centrally processed if

the content is precise and relevant to the applicant. Conversely,

general information that does not appeal to the applicant is not

centrally processed and does not increase the likelihood that the

applicant will apply (Roberson et al., 2005).

Furthermore, a study conducted on 388 different campuses

evaluated the use of nonverbal and verbal communication during

interviews (Hollandsworth et al., 1979). It was found that the following

behaviors frequently used by recruiters are eye contact, body postures,

and composure. The combination of fluency and speech proved to be

the most effective method for positively persuading an applicant. The

behaviors are universally applied but it is up to the recruiter to

determine which characteristics he/she would like to use and decipher

his/her intentions. The findings support the previous statement that

people seek out knowledge from others and the way it is presented

and the associated content then influences the effect it has on the

applicant. This evidence shows similarity to the informational social

influence theory where in an unknown situation one tends to look at

their peers in order to understand how to respond to the situation

(Smith & Mackie, 2016). Furthermore, an outcome of nonverbal

communication is that it can foster empathetic listening, which

involves seeking to understand and/or be understood. Empathetic

listening is fostered through eye contact, handshakes, friendly

backslap and the other gestures that signal closeness (Whilhemly et

al., 2016). Communication, whether verbal or non-verbal, sends a

message or a signal and much influence occurs through the non-verbal

behaviors.

Verbal communication has numerous subcomponents. The

subcomponents are either self-focused, applicant focused, fit focused,

job/organization focused (Hollandsworth et al., 1979). Each

subcomponent has different intentions of delivering information based

on the focus. Fit focused requires more emphasis on the candidate and

his/her capabilities, in comparison to job/organization focused which

emphasizes the characteristics of the organization regardless of the

candidates PO fit.

Interviewers alter their speech through verbal encouragers to

signal that the candidate is doing well (Whilhemly et al., 2016). The

use of yeah, mhhmmm, ya signals a positive message to the

candidate and reassures their confidence during the interview process.

On the other hand, recruiters use verbal encouragers as a form of

manipulation. Recruiters use verbal encouragers and enthusiasm as a

method to create a positive image of themselves yet deliver negative

information in a friendlier manner. This can create false hope in the

applicant and can lead to the candidate second-guessing their

interviewing capabilities and may discourage the candidate from

reapplying to the job.

The impact left on the applicant during the conversation

continues after the initial conversation. By continuing to communicate

after the initial meeting and working towards establishing an ongoing

relationship, the applicant gains a stronger sense of security. They feel

that their chances of obtaining the position are higher when keeping in

contact with a recruiter. This coincides with the social influence theory

that states humans are strongly influenced by their peers based on

their perception of the relationship with the influencer. In this case the

candidate is examining his/her relationship with the recruiter and the

relationship influences the candidate to believe his/her chances of

receiving a job offer is higher (Smith & Mackie, 2016).

Fairness is an important factor to be taken into consideration

when interacting with people, especially in staffing systems (Gilliland,

1995). Since people are very different from one another, it is unlikely

that everyone will have the same type of interaction and be treated

the same way. One way in which fairness can be impaired or enhanced

is when realistic job previews are given. A realistic job preview gives a

favorable or non-favorable preview about the company and is given

within the early stages of the recruitment process (Phillips, 1998).

Fairness is achieved when the recruiter provides an honest overview of

the company to the candidate (Whilhemly et al., 2016).

A recruiter has the power to dictate what information is given

within the recruitment process and has the ability to elaborate or

provide minimal information that doesnt give a realistic overview of

the company or the position. Also, fairness can be influenced by the

lack of engagement by the recruiter. One way a recruiter can irritate

the candidate is by avoiding eye contact and redirecting attention

elsewhere. This creates a sense of superiority over the candidate

rather than a feeling of equality and the redirection of attention

expresses a lack of interest and may influence the candidates

confidence and performance (Whilhemly et al., 2016). Additionally,

researcher Stephen Gilliland, found that applicants saw the selection

process as fair when there was two way communication, job-

relatedness, opportunity to perform, feedback and honesty (Gilliland,

1995). The interpersonal treatment of the applicant has shown to be

one of the main factors in determining recruitment fairness.

Human Resource Practices for Recruiters

Just as selecting the right candidate is essential for the success

of the organization, so is selecting the right recruiter. The recruiter has

a large influence over the future of the company. Researcher

Bernadette Pawlik states that deciphering the intentions and

motivations of the recruiter is essential to the effective selection of

recruiters. Its important to see if the potential recruiter is consulting or

selling. The potential recruiter should know information about the

company he/she is trying to work for and know answers to questions

that would be asked by the applicant through the recruitment process.

Rather than try to persuade the employer that he/she is the best and

can easily persuade a candidate, hearing a potential recruiter gloat

about their success is not a positive sign because it means that the

best interest of the company is not a priority (Pawlik, 1998).

Recruiters are selected with approximately 4.7 years working

with the company with either experience in the human resource or

managerial fields (Rynes & Boudreau, 1986). In selecting army

recruiters, the following skills and abilities are important; (1) locating

and contacting qualified prospects, (2) gaining and maintaining

rapport, (3) obtaining information from prospects and making good

person-army fits, (4) salesmanship skills, (5) database/information

maintenance, (6) establishing and maintaining good relationships in

the community, (6) organizing skills/time management, and (7)

supporting other recruiters and the unit (Horgen et al., 2006). Despite

the fact that this evidence focuses on army recruiters, a majority of

those skills and abilities listed is transferable to any type of

recruitment position. Although further information would help to

enhance our understanding of recruitment and how each type of

recruiter are chosen, there has not been substantial research on this

topic.

Likewise, recruiter training is essential. In order to ensure the

success and quality of the recruiter, training is necessary. Some may

argue that recruiter training is ineffective. The training provided for

campus recruiters is a total of 13 hours focusing on the following; (1)

practice in interviewing skills, (2) traits to look for in applicants, (3)

interpersonal aspects of recruiting, (4) recruiting forms and reports, (5)

designing interview content, (6) what to tell recruits about the

company, (7) EEO/AA regulations, and (8) current recruiting targets.

Yet, campus recruiters receive little, if any, prior training (Rynes &

Boudreau, 1986). The research states that training on organizational

knowledge and interpersonal skills can be enhanced in order to

adequately recruit more applicants.

 A study done on recruiters found that recruiters that went

through training and were given constructive feedback showed no

improvement in the recruitment process (Connerly & Rynes, 1977).

However, training is beneficial in teaching recruiters the difference

between the peripheral and central routes of processing, which are

part of the Elaboration Likelihood Model, and which is most effective

for gaining the attention of recruits (Roberson et al., 2005). Central

route processing is possible when the person being influenced has both

the motivation and ability to process and retain the information (Petty

& Cacioppo, 1986). According to the Yale Attitude Change Approach, in

order to be persuasive the speaker must be credible, attractive and the

information must be tailored to the audience (Bryant & Zillmann, 2002)

therefore recruiters must know the information about the company

they work for, understand how to influence an audience and be taught

the appropriate ways of interacting with potential candidates especially

with interacting with those of another background.

Although there are studies to portray the recruiter effects on

applicant; the counter argument is that after 50 years of research there

are still inconclusive results to the importance of the recruiter and

recruiter outcomes (Cable, 2003). But based on the evidence

presented above it can be argued that recruiters have the potential to

influence of the company and over the applicant perceptions of the

company. Although there is no information on the quality and retention

rate provided to help support this claim, there is still enough research

to support the fact that recruiters do influence the applicant and the

applicants will ultimately influence the company they join.

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