A worrisome fact within a personnel selection process occurs when very few candidates attend the call made in newspapers or, worse still, when no one attends. This situation, which is not unlikely, not even for large companies, would, in my opinion, have several readings.
First, the problem may be due to the nature of the chosen medium. Let's see: as is known, a communication medium, no matter how massive, has a segment or target audience that is loyal to it and identifies with its style of making news and its editorial line.
It is a group with common or close sociological and psychological characteristics.
Therefore, when trying to search for personnel through a written medium, the social and cultural level of the person or persons we are looking for must be carefully considered and also reflect on whether the chosen medium is preferred by the segment from which we want to extract our candidates.. Without wanting to be elitist, this simply and simply means that we must look for people with certain characteristics using a newspaper usually read by people from the social group that interests us.
Second would be decisions such as the day chosen and the specific characteristics of the published notice.
Regarding the first, it must be said that the inhabitants of a city, region or country know which day is the most suitable to buy the newspaper and safely find a large number of job offers. It seems that a tacit agreement is established between print media and readers around a specific day of the week to publish and read job postings.
On the other hand, if the wording of the notice itself was very generic and broad, the concurrence of candidates will be numerous and probably use a lot of time and effort to no avail since a good part of the applicants will be eliminated precisely because very brief and general requirements were raised.
Last, and perhaps most important, is the greater or lesser prestige of the company that you summon. It is not surprising that very few people come to the call of a long-standing organization and venues with an imposing infrastructure. The answer lies in the human resources practices of that company.
If it has, for example, strenuous hours, an unpleasant work climate, low salaries or high turnover intentionally to keep labor costs low, this is transmitted by word of mouth among the public and can even affect a costly recruitment campaign in the media. Amazing? It is not so if you think of young people from the same university who live together and frequent each other. It would be enough if only a few of them find their experience working in a department store or fast food chain unrewarding to warn and discourage their colleagues and friends from applying to such firms. In fact, among my students there are already companies that are taboo. On the other hand, sometimes an unemployed person can hear unflattering things inside the very firm where he is waiting to be interviewed.
People who wait tell each other things and spread rumors and gossip.
To conclude: Do not believe, Mr. Entrepreneur, that your style of treating your staff is not known outside the company. You always get to know.
Remember that your employees, even if they are all temporary, have family and friends. And there will be no recruitment notice, no matter how giant or expensive, that can restore lost or nonexistent prestige to your company.
