A Problem Ad?

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A Problem Ad?
Dorothy overlooked some highly important recruitment practices including failure to develop and advertise a detailed description of the job. An effective ad should be specific about the job in question, associated duties and responsibilities and qualifications of the potential employees (Deb 105). Providing a job description ensures that the advertisement only attracts candidates who are qualified for the job. To ensure that only the right candidates are selected, there was a need for a job analysis before the ad could be printed. A job analysis ensures that gaps in the human resource are identified and that the company advertises for a candidate who can effectively fill in the gaps (Deb 106). The ad provided was too general and did not provide any specific qualifications; hence the excessive number of applicants.
Some hiring standards should be avoided to ensure recruitment of the most suitable candidates. The first standard is the use of job ads that are too generic or too specific (Deb 105). Very generic ads tend to attract many unqualified candidates while very specific ones may scare away potential candidates. The second standard is overly focusing on skills and experiences. This prevents the company from identifying candidates with unique characteristics and with potential to learn and perform accordingly. The third practice is seeking replicas, where ads require candidates to have worked in a similar position, hence locking out potential candidates.

There are several recruitment methods and sources that would have been useful in generating a more desirable applicant pool. One of the most applicable would have been the use of career websites and applications such as LinkedIn, a social media platform in which employers and employees can interact (Gatewood et al. 163). In doing so, it would be easier to search for individuals with the skills and capabilities that the company was looking for. The second method is the use of employment agencies. Such agencies have information on job seekers and are best positioned to provide potential candidates who meet the qualifications. The third recruitment method that could have been used is referrals. When using this method, the human resource manager may provide close business associates, colleagues and friends with the required qualifications and ask them to recommend individuals that meet them (Gatewood et al. 165).
Works Cited
Deb, Tapomoy. Strategic Approach to Human Resource Management: Concept, Tools and
Application. Atlantic, 2006.
Gatewood et al. Human Resource Selection. Cengage Learning, 2015.