Recruiting Practices in Transition W. J. Heisler - Troy University Journals
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Recruiting Practices in Transition
W. J. Heisler
Troy University
ABSTRACT
One of the top concerns facing business organizations today is talent management. Although the
concern of most business organizations over the past few years has been how best to respond to
the economy following the recession that began in 2008, today’s global employers now face
growing skill shortages that will need to be addressed to foster a sustainable economy. This
paper (1) reviews global labor market trends, (2) explores developments in recruiting
technology, and (3) presents suggestions for improving the talent acquisition process in business
to proactively address projected shortages in the labor market. The paper should be of
particular interest to HR faculty who teach in the area of staffing or talent acquisition.
Keywords: recruiting, recruiting trends, labor market trends, recruiting technology, talent
acquisition, staffing
INTRODUCTION
One of the top concerns facing business organizations today is talent management.
Although the concern of most business organizations over the past several years has been how
best to respond to the economy following the recession that began in 2008, many of today’s
global employers will face growing skill shortages that will need to be addressed to foster a
sustainable economy. These shortages will vary by country with some countries exhibiting
severe shortages, while other countries will experience a surplus of talent. These variations in
labor supply and demand will promote increased global mobility. How U.S. companies respond
to these surpluses and shortages through their recruitment practices will determine the winners
and losers in this battle for global talent.
LABOR MARKET TRENDS: DEMAND AND SUPPLY OF TALENT
Over the next twenty years, many organizations will experience significant shortages of
trained workers despite the high levels of unemployment that have existed since the 2008
recession. Talent gaps will soon emerge in many parts of the world and present a barrier to
sustainable economic growth (World Economic Forum, 2011). A balance between supply and
demand is rapidly becoming the exception rather than the norm. Significant worldwide labor-
force imbalances -- shortfalls, in particular -- are projected between 2020 and 2030 (Strack,
Baier, Marchingo, & Sharda, 2014). Other studies show that as many as 36% of employers
globally report talent shortages (Manpower Group, 2014). According to the Manpower Group
survey, this is the highest level of reported talent shortages in seven years. Japanese employers
report the greatest shortages, with more than 80% of employers attempting to fill open positions.
Over the past year, the problem has also worsened in Latin American countries. The United
States is just above the global average with 40% of employers reporting difficulties filling jobs
(Manpower Group, 2014).
Journal of Human Resources Education 1 Volume 9, No. 1, Summer 2015A more supportive picture is provided by a global talent survey conducted by Oxford
Economics (2014) in conjunction with consulting firms, business organizations, and the
Organization of American States. According to this survey of the anticipated supply and demand
for talent in 2021, Japan, the U.S., Canada, and many industrialized European nations will
experience the greatest talent deficit due to economic, educational, and demographic trends.
However, India, Brazil, and several developing countries will experience the greatest talent
surplus. Of the major emerging markets, the fastest growth in talent will occur in India (7.3%),
followed by Brazil (5.6%), and Indonesia (4.9%). While China will also experience a talent pool
growth of about 4.6%, it is expected to maintain a relative equilibrium between supply and
demand.
In what fields are projected shortages the greatest? According to the Manpower Group
(2014) survey, in the U.S. the greatest shortages will be in the skilled trades, followed by
engineering and technicians. The demands for global talent are expected to be highest for well-
educated professionals, technicians, and managers according to a study conducted by the World
Economic Forum (2011). The Oxford Economics (2014) survey breaks down the labor shortages
differently. Rather than using occupational fields, the Oxford Economics survey identifies four
broad areas where skills are expected to be most in demand. These include (1) digital skills, (2)
agile thinking, (3) interpersonal and communication skills, and (4) global operating skills.
What are the trends driving these talent surpluses and shortages? Several factors are
involved, including the demand for talent, population demographics, and educational levels.
Growth in emerging market economies, spurred to some degree by the outsourcing of
manufacturing by more developed economies, creates increased demand for talent. The growth
in demand for talent in these emerging market economies include Asia (22% growth), Latin
America (13% growth), Middle East/Africa (13% growth), and Eastern Europe (10% growth).
Growth in talent demand in Western Europe and North America is expected to average only 4-
6% (Oxford Economics, 2014).
While the demand for talent is on the rise, many countries will face a declining supply of
talent due to a slowdown in population growth and an aging workforce. By 2050, most
developed countries, as well as the BRIC nations, will have more than doubled the age 65 and
older dependency ratio -- population aged 65 and older divided by working population aged 15-
65 (World Economic Forum, 2011). And, excluding India, all of these nations will have more
aged societies than Japan - today’s society with the highest aged population.
Growth in the demand for talent may be met in some countries by growth in the college-
educated talent pool. This talent pool is expected to be greatest in India, Brazil, Indonesia,
Turkey, China and Mexico. China will even overtake the U.S. as the country with the most
educated workforce. China is projected to have 28% of the college-educated talent pool by 2021,
while the U.S. will have 25%. These countries will be followed by India (13%), Russia (11%),
and Japan (7%) (Oxford Economics, 2014).
The result of these trends is that, while some countries may show a labor surplus by 2020,
by 2030 many countries will face chronic labor shortages. These shortages are likely to be
addressed by greater worker mobility. According to simulations conducted by the Boston
Consulting Group (BCG) in conjunction with the World Economic Forum (2011), Germany will
experience a shortage of up to 10 million people, Brazil 41 million, Canada over 2 million, and
Journal of Human Resources Education 2 Volume 9, No. 1, Summer 2015China 24.5 million. While the projections of the BCG suggest the U.S. will experience a labor
surplus overall of about 7 million, this figure is down from a surplus of approximately 20 million
expected by 2020. However, overall figures do not account for specific occupational deficits
noted previously in this section.
RECRUITING TECHNOLOGY TRENDS
Given the forecasts presented above regarding labor markets, what trends in recruiting
practices are being evidenced in the U.S. and around the globe? And what changes will be
necessary in recruiting practices going forward? From many perspectives, the changes in
recruiting practices have been quite astounding. Trends in several related areas will be discussed
in the sections that follow.
Job Boards
All job seekers are familiar with online job boards and how they function. Historically,
the most popular of these traditional job sites have been CareerBuilder and Monster. According
to CareerBuilder’s website, more than 24 million unique visitors visit the site each month to find
new jobs and obtain career advice. Monster became very popular in 1999 when it advertised its
services during the Super Bowl; its website (www.monster.com) claims that 7,900 jobs are
searched and 2,800 jobs are viewed each minute on its worldwide network.
The International Association of Employment Websites (IAEW) has 1,200 members in a
universe of over 40,000 job boards (Hoskins, 2014). While their services remain popular, even
traditional job boards are seeing a need to provide additional services to their product mix, such
as mapping applicants to jobs (see “Recruiting Analytics” section below). Even CareerBuilder
and Monster have developed scoring mechanisms to assist in matching job seekers to company
positions.
Job Search Aggregators (Job Search Engines)
Many job seekers now bypass traditional job boards as a first step in seeking jobs and go
directly to what are known as job search aggregators. These aggregators employ job search
engines that scour the web to collect job listings from multiple independent sources such as job
boards, company career pages, newspaper classifieds, associations, and even blogs. Aggregators
hope to become a one-stop shop for job seekers. However, because ads are aggregated from
several sources, duplication may occur. Also, some jobs listed may have been filled and are no
longer active.
Some of the leading job aggregators are Indeed.com, SimplyHired, CareerJet, JobSafari,
Juju, and Jobrapido. According to comScore Inc. (www.conscore.com), the web traffic
measurement company, 17.3 million different visitors clicked into Indeed.com to search for a job
in January 2013. Some traditional job boards such as Monster and Craigslist ban “scrapers” from
posted classified ads; however, others embrace them.
While these better known job aggregators are focused on providing service to the job
applicant, other sites, referred to as job distributors, have been formed to provide a similar
service to employers. For example, ZipRecruiter, Recruitics, and eQuest offer the one-stop shop
approach to job posting by sending a single job post out to dozens of job boards for a nominal
Journal of Human Resources Education 3 Volume 9, No. 1, Summer 2015fee (Hoskins, 2014). Job distribution software such as Smashfly is also available that works in
conjunction with an organization’s applicant tracking system (ATS). Cloud-based approaches are
also available. Flazingo markets itself to do-it-yourself (DIY) recruiters, i.e., small businesses
with tight budgets; AkkenCloud and HireFuel cost more and serve larger companies (Kosinski,
2014a).
Niche or Specialized Job Boards
While job search aggregators seek to expand their search processes to include a variety of
job listings from multiple locations, there is also a growing trend to develop specialized, or
niche, job boards that focus on particular occupations or types of jobs. According to
SmartRecruiters website (www.smartrecruiters.com), 62% of open jobs are posted to niche job
sites. This trend is echoed by Sara Sutton, CEO of FlexJobs that lists job openings by categories
such as telecommuting, flexible schedule, part-time, and freelance jobs for professionals (Sutton,
2014).
A sampling of the multitude of niche job boards that have developed include Adrants
(advertising), AllRetailJobs.com (retail), ClearanceJobs (job seekers with active or current U.S.
government security clearances), ClearedPath (job seekers cleared to work in the U.S., United
Kingdom, Canada, and Australia), Dice (IT professionals, engineers, tech writers), TalentZoo
(marketing, advertising), and Mediabistro (journalists, publishers).
Some trend followers predict that niche job boards will soon evolve even further, niche-
ing the niche. That is, we may not simply see a niche website for nurses; rather, we will see
separate job boards specializing in ER nurses, ICU nurses, or in-home nurses.
Passive Candidate Search
A number of new job sites and mobile aps have surfaced that are oriented to seeking out
passive candidates, i.e., individuals who are currently employed and not actively seeking to
change jobs, but who may be open to other opportunities. These job sites import an individual’s
employment information from professional sites such as LinkedIn and use questionnaires or
algorithms seek to match workers attributes to company’s needs. Candidates remain anonymous
until both parties express interest in each other. Current players in this field of recruitment
include Poacht, Switch, and Poachable. Companies who have posted jobs on these sites include
Amazon, eBay, Facebook, Yahoo, and Wal-Mart (Silverman, 2015).
Entelo, a recruitment software company, uses information gathered from applicant social
media profiles to build a searchable candidate database for recruiters. Entelo Search is a search
engine that allows recruiters to search a database of over 25 million high-quality passive
candidates. Candidates identified as More Likely to Move™ by Entelo are six times more likely
than their peers to leave their job within the next 90 days (www.entelo.com).
Job Ads
There are also changes being made in job advertisements themselves to align with new
technologies. Maren Hogan of RedBranchMedia (Hogan, 2014) says that ad content is the first
factor to look at. In an email, content begins with the subject line. On job boards, it begins with
the job title and the first couple of lines of the ad. She advises that recruiters should avoid
Journal of Human Resources Education 4 Volume 9, No. 1, Summer 2015including such items as requisition numbers and other company-related information that has little
meaning to the job seeker. Instead, she advises companies to paint a picture of what the job is
really like, who the employee would be working with, and what important things the company
has done lately. If possible, include video, pictures, and employee testimonials. In general, job
ads must provide content that is informative, authentic, and entertaining. As an example, in
China, GroupM created a reality show, “24-Hour Pitch,” to showcase what media agency life is
like. Secondly, she advises that ad content must be placed in the right channels. This includes
internal referral boards, external job boards, niche job boards, social media outlets, career portals
on company websites, etc. Ads also must be designed to display correctly on mobile platforms
because of the growth of social media’s use as a recruiting medium.
Services have also developed to help recruiters develop ads and quickly get them out to
the job market. RecruitWriteNow, for example, is such a service. It provides an online service to
help employers write better ads, both online and offline through prewritten “fill in the blank”
templates that can be tailored to the organization’s job requirements.
Video Recruiting and Interviewing
In 2014, some estimate that over 60% of companies with 20 or more employees will use
video interviewing as part of their recruitment process (Anonymous, 2014a). Video interviewing
offers a number of advantages to companies and provides greater convenience to job seekers. In
addition to the obvious cost savings, video interviewing eliminates the need to conduct telephone
interviews, provides a less stressful environment for the interviewee, provides recruiters with an
opportunity to review the interview at their own convenience, and permits sharing with other
managers and/or employees (Marks, 2014). If it is to be used effectively, video interviewing
should be embedded in the company’s career page and structured in such a way that the same
questions are asked of all job seekers for a given position.
HireVue and Jobvite provide video interviewing as part of a larger recruiting platform.
Permitting job seekers to upload their own videos to YouTube would be less expensive but
places the responsibility for content on the applicant and, therefore, will not likely provide the
same information from each applicant. This runs the risk of unequal treatment during the
recruitment process and the inadvertent disclosure of personal information of a protected nature.
A structured company portal minimizes these risks.
While video interviewing is intended to introduce a job seeker to a potential employer,
video recruiting markets the organization to potential job seekers. Through video tours of the
company, employee testimonials, and other content the company would like to convey, a
company can distinguish itself from others to job seekers. When selecting video recruiting
software, Marks (2014) advises companies to search for products with customizable workflow
(e.g., the ability to ask as many questions as desired, an option for applicants to re-record an
interview, and an applicant rating system).
Recruiting Analytics
Another trend emerging throughout the HR profession is the use of HR analytics to make
data-driven decisions. This approach is also making inroads into recruitment, especially in the
area of using technology to map applicants to job success. According to Ben Baldwin, co-
Journal of Human Resources Education 5 Volume 9, No. 1, Summer 2015founder of ClearFit, this approach is shown to be about five times as successful as traditional
hiring (Baldwin, 2014). Leaders in the field of matching applicant experience and biodata with
an employer’s hiring criteria are JobScore and RealMatch. However, other sites such as
CareerBuilder, Monster, and LinkedIn also have developed scoring mechanisms. Even
eHarmony, the online dating website, has decided to enter the job board world to help applicants
and employers find that “perfect match.”
However, despite the potential of recruitment analytics, Sean Bisceglia, president of
Scout, a fast growing software company that uses analytics to match employers with search firms
and headhunters, states that only 6% of HR departments believe they are using “big data”
effectively (Schiefer, 2014).
Social Media
As of the end of 2014, “millennials” are estimated to make up 36% of the U.S. workforce
(Lynch, 2008). This generation has been raised on technology and they are heavy users of social
media. Therefore, it is only logical that employers turn to social media as a component of their
recruiting efforts. Jobvite’s (2013) social recruiting survey reports that 92% of U.S. companies
now use social media when seeking employees and 78% of recruiters have hired through a social
network. Most companies use the more professionally-oriented website LinkedIn (100 million
members in 2011) to source talent, two-thirds also recruit through Facebook (more than 500
million members), and more than half use Twitter. Blogs, You Tube, Yammer, and Instagram
have also emerged as channels used by recruiters to source talent. Companies such as TalentReef
work with employers to optimize their social media presence through talent acquisition
technology.
One should also recognize that there are legal risks associated with the use of social
media for recruiting and assessing applicants. For example, employers may leave themselves
open to charges of discrimination because all protected groups may not have equivalent access to
social media. Through social media, employers may also obtain information related to protected
characteristics of applicants, including sexual orientation, ethnicity, or religion that could lead to
discriminatory actions. Also, employers have been threatened with litigation for requiring
applicants to provide access to their social media site as a condition of hire. As a result, states
have begun to enact “social media password protection laws,” with Maryland enacting the first
legislation in April 2012. Since that time, ten additional states, including California, have
enacted social media password protection legislation (Gordon, 2013).
For these reasons, organizations employing social media for recruiting should follow the
steps presented below to avoid potential litigation (Employment Practices Solutions, 2013):
• Conduct an in-person interview before researching a candidate online so that you
don’t risk asking improper questions based on information learned through your
online search.
• Inform the applicant that a background investigation, including a search of social
media sites, will be conducted.
• After the interview, have a person who is not the employment decision-maker
conduct the search and review of social media information.
Journal of Human Resources Education 6 Volume 9, No. 1, Summer 2015• Have policies in place regarding social media and hiring, and apply the policies
consistently. Research every candidate’s online profile or none at all.
• Retain all records associated with hiring decisions including computer printouts of
social media sites reviewed.
Some employers are also tapping into employees’ social networks to enhance their
employee referral programs and connect with qualified candidates (Feffer, 2015). This involves
encouraging employees to engage their connections on behalf of the company by promoting the
company and touching base with potential candidates in their networks to assess their interest in
particular job opportunities. However, this approach, as well, is not without its risks. While
employing a social referral program can identify candidates who would not otherwise be
disclosed, it also places increased pressure on the company to provide an exceptional candidate
experience. Additionally, requirements related to privacy, if not addressed properly, can create
problems for the company similar to those described in the preceding paragraphs. Finally,
employers and employees must recognize that the quality of referrals will also reflect upon the
employees who referred them. Hence, employers must engage in significant dialog with
employees prior to implementing a social referral program to ensure that all of these factors are
understood.
Mobile Recruiting
It is estimated that nearly 75% of job seekers visit company career pages using their
mobile devices (Kosinski, 20014b). Job seekers want to be able to see company history, learn
about company culture, find current job openings, etc. Despite the potential afforded by mobile
devices, USA Today has reported that 40% of mobile candidates abandon the application process
if a company’s posting is not optimized for mobile (Kosinski, 2014b). Similarly, only 33% of
Fortune 500 companies have made their career page website mobile friendly (Kosinski, 2014b).
And, according to a survey conducted by Dialogue Communications Ltd in 2013, 90% of global
recruiters say they are now using text messaging to communicate with and recruit talent
(Kosinski, 2014b). For an example of a successful corporate mobile website, visit Barclays’
“Careers” page at www.barclays.com/barclays-careers.html. Barclays was the winner of the
“Best Corporate Mobile Website” in the 2014 Global Mobile Recruitment Awards.
Staffing Software
While there is a proliferation of managed staffing programs to aid companies in their
recruiting, many organizations prefer self-managing their recruiting efforts. Self-management
requires computer software that is up to the job. When selecting computer software, companies
should consider the platform, scalability, speed, price, implementation support, ease of use,
navigability, and search features.
While not an inclusive listing, core functions typically include the following
(Anonymous, 2014b):
• Applicant database and tracking
• Assessment tools
• Background verification
• Career site
Journal of Human Resources Education 7 Volume 9, No. 1, Summer 2015• Candidate communication
• Mobile deployment
• Recruiter performance reporting
• Recruitment marketing analytics
• Requisition approval and workflow
According to a Jobvite survey (2013), many companies have reported that they planned
to increase their investment in candidate recruiting sources in 2013 compared to 2012. These
planned increases are shown in Table 1 below.
Table 1
% of Companies Reporting Increase in Use of Recruiting Sources
% of companies
Recruiting Source reporting increase
Social networking 73
Referrals 62
Career website 61
Direct sourcing 57
Internal transfers 45
Campus recruiting 42
Job boards 39
Search engine optimization 37
3rd party recruiters/search firms 19
Applicant Tracking Systems (ATS)
In Bullhorn’s (2013) North American Staffing and Recruiting Trends Report, 89% of
participants said that recruiting technologies like ATS are important or very important for
recruiting success. Joel Passen (2014), head of marketing for Newton Software, states that users
want the following attributes from their ATS:
• These systems should be simple to use and require little training.
• They should be able to manage the entire recruitment process.
• They should have dashboards to permit users to quickly review data and trends.
Keren McCabe (2014) of Redmatch goes even further stating that applicant recruiting
systems should have the following functionalities:
• Reciprocal matching
• Social media and online abilities
• Application options
• Reporting and analytics
• Direct interface to sourcers
• Intuitive interface for managers
• Positional approval process
Journal of Human Resources Education 8 Volume 9, No. 1, Summer 2015• User friendliness
• Competitive pricing
• Localization and language support
OTHER TALENT ACQUISITION TRENDS
In addition to trends in recruiting technology, there are also trends in the recruitment
process itself that should be noted. Some of the more important trends noted in 2014 are
presented below.
Strategic Pipeline Recruiting
Given the expected competition for top talent and rapid changes in recruiting technology,
as noted in previous sections, companies are attempting to streamline the recruitment process to
establish a continuing pipeline of talent that can be accessed quickly. To establish such a
strategic pipeline it is first necessary for companies to engage in human resource planning to
determine their short-term and long-term hiring needs. Next, they must identify the internal and
external resources for accessing the most qualified and diversified candidates. And, finally, they
must maintain engagement and communication with candidates throughout the entire recruitment
process.
Focus on Non-traditional Sources
To meet the growing need for talent, companies are seeking to tap into underutilized
pools of developed talent, including women, veterans, older professionals, the disadvantaged,
retirees, and immigrants (World Economic Forum, 2011). Organizations can employ a variety of
approaches to overcome the barriers to employment faced by these groups, including the
provision of childcare, flexible work practices, mentoring, transportation services and subsidies,
and improved options for gaining licensing and other credentials.
Focus on Internal Talent
A number of major companies, such as Time Warner Cable, are making internal talent a
major focus of their talent acquisition function. Time Warner has developed an “internal talent
advocates program” to identify and engage internal candidates and let them know they are valued
by the company (Greenberg, 2014). These organizations recognize that seeking out qualified
internal applicants for non-entry-level positions can save their organization significant recruiting
costs and improve the performance, morale, and retention of current employees.
Talent Mobility
Because talent surpluses and shortages will not be equally distributed across countries,
one should expect to see an increase in talent mobility worldwide. Globalization is fueling talent
mobility as more companies expand abroad to produce and sell their products or services. And,
as noted previously, factors such as population demographics and educational trends will also
influence these global imbalances. Such mobility of talent brings advantages to both developed
and developing countries.
Journal of Human Resources Education 9 Volume 9, No. 1, Summer 2015RECOMMENDATIONS FOR RECRUITMENT
Based on the labor and technology trends cited previously in this paper, companies who
desire to have a competitive edge in recruiting need to stay abreast of these developments and
incorporate them into their recruitment strategy. While traditional recruitment methods are not
going away, there is a definite shift taking place toward embracing advances in technology to
increase speed and efficiency in the recruiting process to best position company efforts to engage
and secure available talent, given the identified talent shortages that exist and are anticipated.
Perhaps the single most important recommendation for human resource professionals
today is to make greater efforts to partner internally with marketing. More than ever, recruitment
involves “branding.” Job seekers want to know more about the organizations they seek as
potential employers. In addition to developing an exciting and realistic company brand, it is also
helpful if recruiters develop personal brands when contacting job seekers. Companies must
develop ads that are informative, authentic, and even entertaining that give potential employees
the “feel” of what it would be like to work there. Then, recruiters must follow-up to support and
project that image.
Second, companies should develop career websites that can be accessed and interacted
with easily by mobile devices. Some best practices in this area include tailoring online
applications for job-specific prescreening of applicants, protecting the anonymity of applicants,
using video to highlight company culture with realistic previews and employee testimonials, and
enabling easy job searches (category, location, keyword) and job application.
Third, smart prescreening processes (e.g., computer questionnaires, telephone interviews)
should be developed to reduce the applicant pool to those who have the requisite qualifications.
According to an Oracle (2012) study, employers received an average of 85 applications for every
job opening, and 60% of all individuals who applied were unqualified. The primary investment
here is identifying the job requirements through a job analysis and developing the related
questions to assess whether the applicant possesses the KSAs to meet those requirements.
Fourth, companies should employ smart sourcing techniques to place job ads. This
includes automating job board processes to post ads quickly to the most appropriate job boards,
including niche sites for specific jobs, and building a talent pool with candidate relationship
databases for future reference. Companies should also plug into social networks. In 2012, 18.4
million applicants found their jobs through Facebook, 10.2 million on LinkedIn, and 8.0 million
on Twitter (Rouser, 2012).
Fifth, companies should engage in personalized candidate management practices. This
includes notifying applicants when their application is received and keeping them informed of
their status throughout the staffing process. Some of this can be automated at various stages with
pre-formed emails, but recruiters should also establish a personal touch by communicating
directly with applicants periodically via texting or telephone. Effective recruitment is all about
establishing relationships and the companies that do this best will be the most successful.
Finally, organizations that have the requisite expertise should also seek out and employ
recruiting analytics software to improve the likelihood of obtaining the best candidates for the
job. Recruiting analytics can help ensure that recruiting efforts focus on the most valid factors
Journal of Human Resources Education 10 Volume 9, No. 1, Summer 2015related to job success. This will improve the cost efficiency of the recruiting process and provide
a more productive workforce for the organization.
All of the recommendations proposed above will help organizations better meet their
talent needs in a job market in which job seekers will increasingly find themselves in the driver’s
seat.
CONCLUSION
As this article has demonstrated, technology is rapidly changing the employment scene
and those employers who seek to quickly meet the changing employment needs of the business
must stay attuned to these developments and embrace them as part of their recruiting practices.
The day of simply placing a job advertisement in the local newspaper is over. Today’s successful
recruiter needs to be highly skilled in the world of computer technology and social media.
Further, companies need to become more adept at projecting the internal supply and demand for
various employee groups, identifying and developing talent pipelines both internal and external
to the organization, and establishing policies that support the retention of top performers which,
in turn, will reduce the demands placed on talent recruitment.
_______________
W. J. Heisler is a professor of human resources management in the Sorrell College of Business
at Troy University. He earned his M.B.A. and Ph.D. in business administration from Syracuse
University. Dr. Heisler is also Editor of the Journal of Human Resources Management and
serves as Associate Chair and Director of the M.S. in Human Resources Management Program.
His primary teaching and research interests are staffing and compensation. Contact:
wheisler@troy.edu.
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