A study of strategies followed by select employers to be perceived as preferred employers in India’s leading B-Schools
PROF. SANJAY CHANDWANI
Sudhanshu Sharma 11PGHR52
Varun Kansal 11PGHR58
Findings: Chosen Organizations9
Findings: Employer Strategies9
Hindustan Unilever Ltd.11
Aditya Birla Group18
Mahindra & Mahindra27
The methodology followed for doing the project was as follows: 1. Study of why organizations follow various strategies to be understood as preferred employers in B-schools 2. Study of four surveys from internet- Great places to Work, Best Employer, Best IT companies to work for, Campustrack to get a list of organizations that are rated high as employers. 3. Selection of organizations that can be approached by the team members 4. Interviews (Face-to-Face) with students who have worked in the select organizations as summer interns. 5. Collection of data about what the organizations are doing in campuses through secondary research
Organizations have always been concerned about attracting and selecting the "right types" of employees. To date, the management and organizational behavior literatures have focused on recruitment as the dominant tool for attracting applicants. However, prior economic research into the functioning of labor markets suggests that improved recruitment is frequently an inadequate response to attraction difficulties, particularly when vacancies are unattractive, or labor shortages persistent. In such situations, more aggressive strategies generally become necessary.
General Strategies employed by Organizations
Under any given set of market conditions, at least three conceptually distinct strategies exist for increasing success in attracting prospective candidates. These are: (1) improving recruitment practices, (2) altering employment inducements, and (3) targeting nontraditional applicants.
Of the proposed attraction strategies, recruitment practices have received the most attention in the management and organizational behavior literatures. The following summarizes four dimensions of recruitment that have been hypothesized to influence applicant attraction.
Organizational Representatives: Several characteristics of organizational representatives (e.g., recruiters, hiring managers) have been hypothesized to affect applicants' impressions and decisions about organizations. If in fact organizational representatives have important effects on applicants, it would make sense to ensure that recruiting representatives possess the "right" characteristics through selection, training, or some combination of the two (Rynes & Boudreau, 1986). To date, research on organizational representatives has concentrated almost exclusively on campus recruiters. A review of this research suggests that: (1) recruiter characteristics explain more variance in attitudes that are far removed from job choice (e.g., impressions of recruiters) than those closer to choice (e.g., likelihood of accepting a job offer); (2) recruiter characteristics generally explain less variance in studies that control for job characteristics than those that do not, and (3) virtually no evidence exists that actual job choices are affected by recruiters, once job characteristics are taken into account (Rynes, in press). Thus, the employer wishing to attract more or better applicants will not find much support for the notion that improving the performance of organizational representatives will enhance job acceptance rates (although it may enhance the more general...