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Company Profile

The Walt Disney Company, commonly known as Disney, is an American diversified multinational mass
media and entertainment conglomerate headquartered at the Walt Disney Studios in Burbank, California. It is
the world's second largest media conglomerate in terms of revenue, after Comcast. Disney was founded on
October 16, 1923, by Walt Disney and Roy O. Disney as the Disney Brothers Cartoon Studio, and
established itself as a leader in the American animation industry before diversifying into live-action film
production, television, and theme parks. The company also operated under the names The Walt Disney
Studio, then Walt Disney Productions. Taking on its current name in 1986, it expanded its existing
operations and also started divisions focused upon theater, radio, music, publishing, and online media.
In addition, Disney has since created corporate divisions in order to market more mature content than is
typically associated with its flagship family-oriented brands. The company is best known for the products of
its film studio, The Walt Disney Studios, which is today one of the largest and best-known
studios in American cinema. Disney also owns and operates the ABC broadcast television network; cable
television

networks

such

as Disney

Channel, ESPN, A+E

Networks,

and ABC

Family;

publishing, merchandising, music, and theatre divisions; and owns and licenses 14 theme parks around the
world. The company has been a component of the Dow Jones Industrial Average since May 6, 1991. An
early and well-known cartoon creation of the company, Mickey Mouse, is a primary symbol of The Walt
Disney Company.
The Walt Disney Company operates through four primary business units, which it calls "business segments":
Studio Entertainment, with the primary business unit The Walt Disney Studios, which includes the
company's film, music recording label, and theatrical divisions; Parks and Resorts, featuring the company's
theme parks, cruise line, and other travel-related assets; Media Networks, which includes the company's
television properties; and Disney Consumer Products and Interactive Media, which produces toys,
clothing, and other merchandising based upon Disney-owned properties, as well as including Disney's
Internet, mobile, social media, virtual worlds, and computer games operations. Three segments are led by
chairmen, but Disney Consumer Products and Interactive Media are currently both led by a
president. Marvel Entertainment is also a direct CEO reporting business, while its financial results are
primarily divided between the Studio Entertainment and Consumer Products segments. While Maker Studios
is split between Studio Entertainment and Media Networks segments.
The Company's main entertainment holdings include Walt Disney Studios, Disney Music Group, Disney
Theatrical Group, Disney-ABC Television Group, Radio Disney, ESPN Inc., Disney Interactive, Disney
Consumer

Products, Disney

India

Ltd., The

Muppets

Studio, Pixar

Animation

Studios, Marvel

Entertainment, Marvel Studios, UTV Software Communications, Lucasfilm and Maker Studios.

The Company's resorts and diversified related holdings include Walt Disney Parks and Resorts, Disneyland
Resort, Walt Disney World Resort, Tokyo Disney Resort, Disneyland Paris, Euro Disney S.C.A., Hong Kong
Disneyland Resort, Disney Vacation Club and Disney Cruise Line.
By 2014, the annual gross revenue of The Walt Disney Company was $48,813 million and the net income
was $13,005 million.

Recruitment
Recruitment refers to the process of attracting, screening, selecting, and onboarding a qualified person for a
job. At the strategic level it may involve the development of an employer brand which includes an 'employee
offering'.
The stages of the recruitment process include: job analysis and developing a person specification; the
sourcing of candidates by networking, advertising, or other search methods; matching candidates to job
requirements and screening individuals using testing (skills or personality assessment); assessment of
candidates' motivations and their fit with organizational requirements by interviewing and other assessment
techniques. The recruitment process also includes the making and finalizing of job offers and the induction
and onboarding of new employees.[1]
Depending on the size and culture of the organization recruitment may be undertaken in-house by managers,
human resource generalists and / or recruitment specialists. Alternatively parts of all of the process might be
undertaken by either public sector employment agencies, or commercial recruitment agencies, or specialist
search consultancies.

The Steps of the Recruiting Process and How to Identify Failure Points
It might surprise you to know that the average recruiter cannot name the distinct steps in the recruiting
process, nor the goals or common failure points for each step. Even among recruiting leaders, its common
for them to realize that their hiring process is failing but be unaware of which steps in the process are
causing the problem.
Having advised a number of organizations seeking to improve their function, I have developed a process for
identifying the weak elements of a recruiting process, which I call Recruiting Failure Point Identification

or Recruiting FPI. There are three different FPI approaches that organizations can use to identify the key
failure points in any hiring process. They include.

Auditing each of the distinct steps in the recruiting process to identify failure points

Using a yield model to identify failure points

Using surveys to identify whats working and whats not working in the process

In this article Ill focus on the first approach, covering the other two in subsequent articles.
It may seem surprising, but many organizations realize significant benefit just from mapping out what they
currently do and do not do, often realizing things they thought were being done were not. The mapping also
allows participants to realize the big picture and the interrelationships between each of the individual
steps. Having a mapped process also enables construction of a yield model that enables organizations to
predict what volume of applicants would be needed to successfully close a projected volume of requisitions.

The 19 Steps in an Effective Recruiting Process

In this section Ill list each of the 19 distinct steps in the recruiting process, as well as the primary goal and
the common cause of failure for each.
Step #1 Determine your ideal recruiting target the goal of this step is to determine precisely who
recruiting efforts should target, including performance level, experience level, and whether or not they are
actively looking for a job. If youre targeting top performers or poaching from competitors, the remaining
steps of the recruiting process must be designed to fit the needs in the job search process of your targeted
candidate if you expect to even gain their attention. At this step many firms prioritize their jobs, so that they
focus resources on jobs with the highest business impact. Common reason for failure: defining your target
but failing to design the approaches used in a way capable of recruiting and hiring that type of target.
Step #2 Understanding your targets decision criteria a significant part of any recruiting process is
attracting desired talent, which you cannot do effectively without understanding what your targets consider
important. This step focuses on identifying the key factors, known as job acceptance criteria, that are
necessary in order to convince a qualified prospect to apply for and eventually accept a job at your firm.
Common reason for failure: omitting this step altogether and producing messages based on what the
recruiting team finds compelling versus what the target talent needs to hear about.

Step #3 Knowing where your target hangs out having defined your target and their decision
criteria, the next step aims at identifying where you are most likely to find the target talent, including what
communication channels would be effective for recruitment messages. If you dont accurately identify where
they spend their time, there will be a low probability of you placing compelling information about the
company and the opportunity in a place they will find or pay attention to. Common reason for failure:
omitting this step altogether and deploying employment branding and recruitment marketing to channels that
are easiest to deploy to.
Step #4 Employment branding driving a pipeline of talent is the role of employment branding, a
science-driven discipline that produces a consistent flow of qualified talent interested in some day working
for your organization. The goal of this step is proactively developing and deploying content about what
makes your organization a desirable place to work in the minds of your target talent populations. Obviously,
if qualified individuals havent ever heard of your firm or they dont really think that your firm offers any
positive or compelling features, you wont get many direct applicants. Common reason for failure: firms
present their employer brand message in a perfect corporate format that is not judged to be authentic or
believable by the target audience.
Step #5 Learning your targets job search process at this step you implement a process designed to
identify the typical process that your target audience uses once they begin a job search. The goal is to better
understand precisely how they look for jobs, so that you can engineer your approach to advertising
opportunities to make your jobs visible to them. If for example you learned that top talent often start job
searches using Boolean search strings entered into a major search engine versus visiting a major job board,
you may focus your attention on making your jobs listing search-engine acceptable and optimized, versus
broadcasting to macro and micro job boards. Common reason for failure: again, many recruiting processes
omit this step and as result, rely on luck or coincidence in order to be at the right place at the right time.
Step #6 Posting jobs for active candidates because active candidates are proactively seeking out job
openings, it doesnt take a lot to make your job postings visible. During this step, the goal is to write position
postings and place them where active candidates can easily find them. Obviously if the descriptions are
written so that they are unappealing or they are placed where your active candidates wouldnt likely see
them, you would have a low percentage of active candidates applying. Common reason for failure: many
firms refuse to gather data, so they are forced to guess where active candidates look for job openings.
Step #7 Directly sourcing non-active prospects because non-active prospects are not in job
search mode, they are unlikely to read any job postings or to visit your corporate career site. Instead,
recruiters (or your employees through the referral program) will have to identify them, contact them, build a

relationship, and eventually convince them to apply through direct sourcing. Common reason for failure:
many recruiting functions do little direct sourcing and as a result, they are forced (often without realizing it)
to select from a pool of primarily active candidates.
Step #8 Providing prospects with additional information at this step potential candidates have
decided to consider your firm but want additional information before they decide to actually apply. The goal
of this step is to make it easy for potential candidates to find positive information about your firm and its
jobs. Many will visit your corporate website for additional information, opting not to apply if what they find
isnt immediately compelling. Smart prospects will also look for information about your firm and what its
like to work there in places you cant control, including blogs, ratings sites, and via social media. The best
firms identify trusted information sources and work proactively to influence information on them. Common
reason for failure: lack of interest in identifying what information candidates are most interested in and
delivering a candid set of information.
Step #9 The job application process by this step, potential candidates have been convinced to apply
for a position, so the goal is for a large percentage of the qualified individuals who visit the site to complete
the application process. Common reason for failure: most application processes are tedious or frustrating and
there is no feedback mechanism to find out why applicants drop before they complete the process.
Step #10 Sorting applications by job once applications are received, the goal is to ensure that the
highest quality applications are sorted relevant to the most appropriate jobs (manually or via software).
Common reason for failure: no metric or feedback mechanism to measure the percentage of applications that
were routed to the wrong job.
Step #11 The initial screening of applications and resumes at this step applications are screened to
see if they meet minimum qualifications for the job. The goal is to successfully qualify the applicants so that
qualified applicants are not sorted out and that only a small percentage of unqualified candidates make it
to the next step. Common reason for failure: the absence of a metric or feedback mechanism to measure the
percentage of applications that were misclassified or that advanced without meeting minimum standards.
Step #12 The initial phone screen having screened resumes, the next step involves screening the
individual behind the application. The goal of this step is to gather additional information on the candidates
qualifications and fit, which should help you more accurately determine which candidates advance to an
interview. Common reason for failure: no metric or periodic testing to determine the accuracy of the
screening process.

Step #13 Interviewing and selling qualified applicants in this step the most qualified candidates
advance to formal interviews and other assessment activities. The primary goal is to rank order the
candidates by level of desirability, with a secondary goal of providing a positive candidate experience that
effectively sells the best candidates on this job. Common reason for failure: the absence of a feedback
mechanism to identify problems and candidate dissatisfaction with the process that leads to top talent opting
out before the process is completed.
Step #14 The final interview the goal of this step is to confirm your initial desirability ranking and
set expectations among those most likely to receive an offer. Common reason for failure: the very best
candidates have been previously screened out by mistake or voluntarily dropped out of the process, so
remaining choices are mediocre.
Step #15 The reference checking process with your short list vetted and expectations for an offer set,
the next step validates the perception of your assessment team using references. The goal is to gather
additional information on the finalist(s) and ensure information provided is not erroneous. Common reason
for failure: the reference checking process is underfunded and no one is accountable for demonstrating
effectiveness.
Step #16 The offer process the goal of this step is to put together an offer that is within the
companys boundaries and that meets as many of the candidates job acceptance criteria as possible. The
process should have the sales and influence component that work to improve the likelihood of top candidates
accepting. Common reason for failure: no one is held accountable for this step and there is seldom an
effective mechanism to analyze failures and to provide feedback on how the offer process can be improved.
Step #17 The post-offer acceptance process once an offer is accepted, it doesnt ensure the candidate
will actually show up for work! The goal of this step is to ensure those that accept our offers dont back out
(as a result of a counteroffer or second thoughts). That often means continuous communications with the
new hire and providing more ties that closely link the individual to the firm prior to their start date. Common
reason for failure: this step is often left to chance or is omitted.
Step #18 The onboarding process contrary to popular belief, the primary goal of onboarding is not to
get employees enrolled in benefits, but rather to provide resources and information that enable new hires to
become productive as fast as possible. Common reason for failure: failures often occur because of the week
handoff between the recruiting and onboarding functions and no defined budget for onboarding.
Step #19 Feedback and new hire monitoring if the ultimate goal is continuous improvement of the
recruiting process, then this step is the most important of all. The goal of this step is to assess the

performance of new hires and to use that performance information to validate or prove that the overall
recruiting process is producing quality hires. If a high percentage new hires fail, quit, or are poor performers,
you will know that the hiring process needs significant improvement. A secondary goal is using new hires to
determine what elements of the recruiting process were and were not effective. Some organizations also
consider it a goal for recruiters to work individually with new hires to improve retention. Common reason
for failure: this step is skipped altogether.

Criteria for Assessing a Recruiting Failure Point

After mapping each of the steps of the recruiting process, the next thing to do is to determine if there are any
indicators that point to an activity as a possible failure point. An individual step becomes an automatic
candidate for closer examination as a key failure point if it meets one or more of the following six
characteristics:
1. The step is absent if a step is nonexistent, it cant make its contribution to the overall hiring
process!
2. The step has no defined goals without published clear and measurable goals, it is unlikely that
any activity will purposely produce desirable results.
3. Performance measures do not exist without feedback mechanisms to provide data or metrics to
monitor the output of the step, the probability of failure increases dramatically.
4. Handoffs are not aligned the handoff between preceding and subsequent activities is not
aligned. If they are not aligned, the outputs of one step will not easily mesh with the inputs of the
next step.
5. No individual is accountable if no individual owns the step, there is less likelihood that errors
will be caught.
6. The step has no defined funding without a defined budget, there is no need to justify the
existence and the performance of the step.

Final Thoughts
One of the quickest and cheapest ways to identify potential failure points is to make a simple list of the steps
in the hiring process. For each step, list the primary goals, how you measure performance of the activities in

the step, and who is accountable. If you find missing steps, unclear goals, missing metrics or lack of
accountability, you know what weaknesses may be leading to poor performance.
In my next article, Ill discuss yield models and how they can further help you identify failure points in
your recruiting process.

Methods of Recruitment & Selection

Bradstreet's All Business states that your small business can use different types of recruitment and selection
methods. In human resources' jargon, recruiting or advertising for new employees is sometimes referred to as
"sourcing," meaning using different sources to find said employee candidates. Once a number of candidates
are found, you must qualify each and determine if they are a good fit.

Internal Sourcing
Internal sourcing is the practice of advertising a new or recently vacated position within a business to
existing employees. More businesses have come to use internal sourcing as a method to recruit employees
upward or laterally within the company because little or no training is needed, and expenses that include
advertising for a new employee and running background checks are spared. It also fosters loyalty and parity
among team members.

External Sourcing
External sourcing is a method of recruitment that conducts an employee candidate search through external
recruitment tools, such as job boards, newspaper advertisements and trade publication announcements. This
method favors bringing in job candidates that may or may not have direct experience in your small business'
line of work; a candidate within a satellite field may offer a fresh, out-of-the-box perspective to the
organization.
External sourcing is also used when the open position is not able to be filled by a current employee because
of the technicality or specialty of the position. Small Business recommends that you know exactly what type
of job candidate you are looking for before advertising the position and accepting resumes.

Third-Party Sourcing
Third-party sourcing involves using a placement agency or headhunter to find qualified job candidates.
These third-party sources use various techniques and tools to find appropriate job applicants, such as
extending offers of improved salary compensation and more flexible benefits packages.

Interviewing/Pre-Selection
All Business suggests that you should schedule interviews when you know you will have uninterrupted time
to review the job candidate's resume and conduct an insightful interview. When conducting the interview, do
not focus solely on the applicant's credentials or experience. Instead, present hypothetical scenarios to the
candidate and ask how she would evaluate and solve the presented problems. Listen to her answers without
interruption and take notes on key points.

Candidate Selection
Using the interview notes you have taken, compare each interviewee with his resume and look to see if you
have missed anything while reading his resume the first time. Make your candidate selection on the basis of
how competently he answered your questions and what questions he asked during the interview.
Interviewees who do not ask questions are either shy or uninterested in your business.

The Role of External Recruitment Companies in the Hiring of Professionals

A popular method of recruitment in the industry is the external recruitment method. Most construction
companies and firmsespecially the smaller and medium-sized onesfind hiring their employees through
external recruitment companies quicker and easier. External recruitment companies not only assist the firms
and companies in hiring qualified and competent workers, but greatly help people seeking employment.
External recruitment companies provide valuable information, guidance and advice to such individuals.
External recruitment companies assist people seeking jobs in the industry in finding jobs that are in
accordance with their abilities as well as their needs. For any particular position, external recruitment
companies, try to recruit the person best suited for the job by reason of qualifications, experience, training
and skills.

Various Kinds of Jobs Available in the Industry

Mass Media and Entertainment contain a large number of job opportunities and specialties. Weve selected a
list of specialties below. With each specialty, we look at the definition and nature of the work, the specialties
employment trends, possibly career advancement opportunities, and hope that it is helpful for you in
determining whether or not the career is right for you.
ADR Recordist
Automated Dialogue Replacement, also known as looping or dubbing. This is the critical process in film and
TV whereby dialogue is recorded in a studio for any number of reasons: to replace existing production sound
that is not usable either for technical considerations (usually due to a noisy location) or editorial ones (lines
of dialogue have been changed); to add a voice-over to a film (often planned from the outset, but
occasionally added at the last moment to help clarify a hazy plot).
Aerial Specialist
Camera Pilots fly the aircraft that carries the aerial camera crew (aerial director of photography (DoP) and
aerial camera assistant). Together they shoot the aerial sequences that form part of the finished feature film.
Camera Pilots are also responsible for flying any aircraft, including helicopters, planes, hot air balloons, etc.,
that appear as action props in finished films. This may involve performing difficult stunts requiring a high
degree of expertise and experience.
Anchor
Anchor/Presenters work at the front line of television and radio. They introduce and host programs, read the
news, interview people and report on issues and events. As the number of channels and radio stations
increases, so do the openings, but opportunities to become a Presenter are still scarce and competition is
fierce. Presenters work across the whole spectrum of broadcasting national and regional television and
radio, satellite and cable channels and also in the non broadcast sector.
Animator
Animation is the art of making images that appear to come to life on screen. It features in all kinds of media,
from feature films to commercials, pop videos, computer games and websites. Animators use a range of
techniques to make images appear to move, and most specialize in one of the following:
* 2D drawn animation
* 2D computer animation
* Stop frame or stop motion animation
* 3D computer generated (CG) animation

2D drawn animation consists of a series of images which the Animator draws on special paper. Each image
represents one stage of a movement, for example, of a character walking or smiling. Traditionally the images
are traced onto film and colored. Scenery is then added by layering sheets of film. Increasingly, however, the
images are scanned into a computer and colored using specialized software. When viewed at speed and in
sequence the images appear to move.
In 2D computer animation, the Animator works with a specialized software package which is used to create
and animate characters, and add scenery and a soundtrack.
Stop frame or stop motion animation uses models, puppets or other 3D objects. The model is photographed,
then moved a fraction by the Animator and photographed again. When the photographs (or frames) are
played at normal speed, the images appear to move.
3D CG animation uses specialized software to create animations. This technique is often used in feature
films and computer games.The work can be extremely painstaking and time consuming, but Animators are
expected to meet deadlines and production schedules.
Although some Animators create their own characters and stories, others follow a brief from a director,
animation director or key animator. Often they work with established characters and layouts.
Art Dept Cpprdinator
The Art Department Coordinator is a position on the production crew that is responsible for overseeing the
entire Art Department. They are concerned with implementing and executing all of the visual artistry of on
set. He or she will work under the production designer and art director to complete the 'look' of the film.
Art Director
Art Directors act as project managers for the biggest department on any film - the art department. They
facilitate the production designer's creative vision for all the locations and sets that eventually give the film
its unique visual identity. Art Directors are responsible for the art department budget and schedule of work,
and help the production designer to maximize the money allocated to the department. Art Directors are
usually requested by the production designer, and are responsible for the assistant art director, the
draughtsman* (as many as 20 draughtsmen may be employed on big budget films), the art department
assistant(s) and all construction personnel. As Art Directors must find practical solutions to creative
problems while simultaneously monitoring the budget, this is highly skilled work. Many Art Directors work
on television dramas and commercials, as well as on films. The hours are long and the job can involve long
periods working away from home. Art Directors work on a freelance basis.
Audie Recordist
A member of the sound crew responsible for operating the audio recording equipment on a set.

Audio Visual Technician

The Audio Visual Technician operates equipment to create sound and visual images. This job requires one to
be able to synch audio and visual, as well as define just one of the mediums.
Writer
Writers are involved in the creation and/or development of all types of creative writing for film and TV.
Creative writing covers a number of wide and varied forms including screen and radio (such as comedy/soap
opera scripts, drama productions or documentaries). Writers may also help to create the content for video
games and cartoons.
Videograopher
A Videographer is a person who works in the video medium recording moving images and sound onto
linear analog or digital tape, non-linear digital disc, or any other digital recording media, such as memory
cards. On a set, he or she may be responsible for the lighting as well as the audio and images captured by the
video camera/camcorder. Videographers differ from cinematographers because they record using video
cameras/camcorders while cinematographers use film cameras to shoot film footage onto motion picture film
stock. The development of high definition digital cinematography, however, is quickly blurring this
distinction.
Video Editor
Video Editors prepare the final version of the product. At the post production stage they take raw footage,
choose the best shots and put them in order, and add sound, graphics and special effects. Skilled Editors
can have a big influence in the quality of the finished piece. As a Video Editor, you would normally use
digital technology and computer software to edit sound and pictures.
Storyboard Artist
Storyboard Artists translate screenplays, or sequences from screenplays, into a series of illustrations in comic
book form. These illustrations have two functions: to help directors clarify exactly what they want to
achieve, and to illustrate to all other heads of department exactly what is required, e.g., prosthetics for
makeup, computer generated Images (CGI) for visual effects, props for the art department, etc. In many
ways comic books are the art form that most closely resembles cinema they both tell stories in a primarily
visual form, involving discrete, framed images linked sequentially to convey information. Although comic
book images are static, it is often useful to employ the comic book form to develop complex sequences in
films that require careful planning, and that cannot or should not be left to on-set improvisation. Helping the

director to conceptualize these sequences is the specialized task of Storyboard Artists. They work on a
freelance basis.
Producer
A

Producer

sets

the

situation

for

the

production

of

television

show

or

movie.

A film Producer initiates, coordinates, supervises and controls all aspects of a production, from fundraising
and hiring key personnel, to arranging for distributors. The Producer sees the project through to the end,
from development to completion. Traditionally, the film Producer is considered the chief of staff while the
director is in charge of the line. This "staff and line" organization mirrors that of most large corporations and
the military. Under this arrangement, the Producer has overall control of the project and can terminate the
director, but the director actually makes the film. It's the Producer who really authors a film. The Producer
raises the money that pays for the film to be made, and is responsible for anything affecting the budget of the
film. The Producer hires the director and the crew, manages the film through production and secures
distribution for it when it is finished. In short, most of the time, it's the Producer who does the work to make
a film happen. Good Producers are constantly on the lookout for material. Scripts, books, plays, news items,
anything and everything these days can be turned into a movie. For every film they get made, a good
Producer will have up to ten other scripts "in development". Some go for a wide spread of projects, others
prefer to concentrate on one type of film that they can make their own. The advantages of having a slate of
projects is obvious. It means you do not have all your fragile-skinned eggs in one basket. Remember: the
development life of most scripts is several years. A television Producer is usually employed by a television
station or network. A network television series usually has an executive producer who does long-term
planning for the show. Some television Producers work independently; they may find sponsors and grants to
supplement their budgets from the stations.
There are 5906 members with the job title Producer on Media Match Magazine.

Requisite Qualifications, Training, Experience and Licensing

Most employers require prospective animators to have a bachelor's degree in animation or a related field, as
well as a professional portfolio, though some animators hold only a certificate or an associate's degree.
Students typically take courses in drawing, 3D programming, computer graphics, video effects and graphic
design. Programs may also provide training on sound and video editing, as well as kinematics.
Through their coursework, students may begin to build a professional portfolio of their work. They may also
take specialized courses, such as design studios, to help them improve their skills in animation. Some of
these courses may also cover portfolio presentation and self-marketing to help students find jobs after they
graduate.

Upon graduation, students may look for employment with motion picture and video production companies,
as well as advertising and public relations firms. Animators may also find work with software publishers and
computer system design firms. With additional training, these professionals may also become:

Sketch artists

Graphic designers

Painters

Cartoonists

Illustrators

Computer game developers

Computer game programmers

Visual artists

Web designers

Multimedia designers

The U.S. Bureau of Labor Statistics (BLS) collects job information for animators and multimedia
artists. The BLS reported that job openings for multimedia artists and animators were projected to
rise by only 6% between 2012 and 2022, which is slower than the average for all occupations. As of
May 2013, the BLS also reported that these professionals received a median annual salary of
$64,470, with most earning between $35,010 and $118,890 per year. Those employed in California,
Washington and District of Columbia received the highest salaries of all multimedia artists and
animators, earning average yearly wages of $88,150, $76,900 and $76,110, respectively.

Few Popular Universities are:

1.
2.
3.
4.
5.
6.
7.

Full Sail University

Rocky Mountain College of Art and Design
ITT Technical Institute
Herzing University
Southern New Hampshire University
Walden University
Grand Canyon University

8. Johns Hopkins University

9. Remington University
10. Media Institute

How to maximize Candidate hiring success in the media industry

No one who has the responsibility for interviewing and recruiting staff likes to get the run-around from job
applicants that turn out to be timewasters. In boom times, and in boom locations such as Hong Kong
currently, this issue can be even more of a problem as applicants often magically forget the need to show
respect and professionalism in their dealings with both recruitment consultants and employers.
No method of recruitment can offer 100% success, but I am amazed at how many companies and individuals
who employ Art Directors, Animators, Videographers, etc. in the media industry fail to follow basic good
recruitment practice. This would cut out most of the timewasters from the recruitment process.
Below, I propose 8 simple areas in which employers can maximize their chances of hiring success. In how
many of these areas do you feel your company is working to best effect?
1. Formulate & Communicate a Full Job Description
2. Confirm a Target Salary range & Package
3. Provide Feedback on CVs Proposed
4. Make the Interviewee Feel Valued
5. Identify the USP or Killer Reason to Join You
6. Pursue Interest in a Candidate Promptly
7. Manage Counter Offers From the Outset
8. Manage the Resignation & Start Date Process
1. Formulate & Communicate a Full Job Description
Has the job description been defined yet? What is essential and what is desirable? Has it been translated into
a person description or a list of required competences that candidates can be measured against? Put simply,
what is the project/role, what are the duties, what qualifications and experience is required, what language
skills or specialist knowledge is required?
Most importantly, is everyone involved in the recruitment process aware of this information also?
2. Confirm a Target Salary Range & Package
This can be a sensitive issue within a company this is understood but the reality is that if an applicant is
not ever going to accept the money you are able/prepared to offer we are all of us wasting our time. Stating

we pay the market rate is just not going to help at all. Agree a broad salary banding if necessary & identify
the skills/qualifications/competences that would indicate someone matching the upper end of it. Take the
time to explain any add-ons to the package & the bonus system.
Most of all, only work with colleagues & recruiters you trust to treat this sensitive information with the
discretion it deserves.
3. Provide Feedback on CVs Proposed
Putting it bluntly if a construction company only wants a bulk CV delivery service from a recruitment
agency, Id agree that recruitment agencies are too expensive and not usually worth using. Of course the
reality is that all the most successful companies in the world use recruiters and headhunters its just that the
smart ones will use them to add value and tap into candidates they arent able to directly access themselves.
If a job description and target salary has been agreed and communicated, short listing & rejecting CVs is a
simple task ask the recruiter to justify their candidate selections!! We can all improve, but my success rate
is highest with clients who have taken the trouble to invest their time in explaining their needs and acting
decisively as soon as something they want is presented to them.
Its also important that both agency applicants & direct applicants get the feedback they deserve from their
application many big companies are harming their standing by effectively ignoring these applicants who
may not apply again in future. You might have to pay a fee to an agency to get access to this candidate a
second time round!
4. Make the Interviewee Feel Valued
When a candidate is invited to interview make them feel valued, even if they are not right for the role you
are trying to fill. Its a small world after 15 years in construction recruitment, I know quite a few great
candidates who would never work for major companies because of a bad experience at interview rudeness,
poor interviewer punctuality, lack of feedback, even being interviewed for a role completely different to
what they had been invited in to discuss. In a buoyant market such as Hong Kong it is often the personal
touch and the social pint after work where the bond of goodwill is cemented that seals the deal to join a
company. People talk others will also be advised to avoid companies with shoddy recruitment procedures
even if they have good jobs available!
5. Identify the USP or Killer Reason to Join You
Not every interviewee accepts the first job offer made (would you really want to employ them if they did?)
The job of the recruitment agency and the client interviewer is to identify the candidates real motivation to
move both negative in their current role and positive in the role you may offer them. If we take the trouble
to look closely in this area, it will be relatively easy to see a genuine candidate/job match where the

candidate also sees the real career benefits of joining you. It is at this stage that the value of all the time
invested earlier in the recruitment process starts to pay dividends no nasty surprises, a good match & high
probability of a successful outcome.
6. Pursue Interest in a Candidate Promptly
It is essential that candidates are given prompt and worthwhile feedback particularly in this age of
information on demand The lack of prompt feedback could cause candidates to make further applications
that they may not otherwise have made creating additional & avoidable competition for their services.
Good candidates will often get multiple offers & if they are good enough to employ, they are surely good
enough to employ promptly. A non-binding draft or verbal discussion about a possible offer can be a great
holding tactic whilst the formal offer approval process is underway.
7. Manage Counter Offers From the Outset
The possibility of a candidate being offered the same or more money to stay put by a current employer needs
to be managed right from the very first candidate conversation. If a candidate has no other reason to move
than money, they are a high risk prospect. In this situation, knowing what money they would move for and
what you as the new employer would pay (probably over the market rate) is essential information to assess
this gamble. Buying candidates is rarely a good long term strategy.
Most of my candidates will turn down a higher offer to stay put as their mind has already been made up.
They are not leaving only for financial reasons but for the opportunities the new employer can provide.
Regular communication & the re-stating of the agreed benefits of joining you will help candidates follow
through with their intended course of action.
8. Manage the Resignation & Start Date Process
Procrastination surrounding a candidate putting in their formal resignation, or a lack of confirmed start date
is a clear sign of danger that things might be falling apart.. Some employers make formal offers conditional
on a specific start date that relates to their stated notice period - this can force the issue to conclusion either
way quickly. Regular communication between successful applicant & potential employer remains the
essential ingredient. Minimizing drop outs at this late stage is critical as it can impact on day to day
operations in a business already planning for the new arrival.
Im certain that the construction companies we partner with closely have some of the lowest candidate drop
out rates in the construction sector. I hope the 8 ideas outlined above however, will do something to start a

debate about how best recruitment practice in the construction industry can be further implemented to the
benefit of everyone concerned.

Media Recruitment
In terms of sourcing, the only thing that works consistently well is to source through the personal networks
of people that already work with you, though sometimes you'll get lucky through other channels if you're
willing to sort through a lot of noise.
Having something really interesting to work on that seems like it is going to be a success is probably the
single biggest thing you can do outside of that. If you think about why an animator joins a company, they
usually want things like an opportunity to learn a lot, a chance to make money, respect from their peers, a
chance to work on interesting problems, a chance to produce something they will be proud of, a chance to
work with other strong animators, etc., and so it's not surprising that great animator want to work on movies
and shows like Mickey Mouse, Inside Out, Monsters Inc, etc. more than they want to work on random
things.
Some other things that can be somewhat effective:

Having people say good things about you -- whether that means good press or just through word of
mouth. People thinking about working with you will trust that more than anything you say yourself.

Putting up programming challenges on your website. This is useful as a screen and also as a way for
people who are somewhat interested in your company but don't want to be so forward as to send you a
resume to engage with you. Lots of people are shy and so this is actually kind of useful.

Developing relationships with colleges that you source from. This generally works better at bigger
companies.

If you give tech talks, produce cool demos, or other things that make people think you are smart and
that you're building something good, that can help too.

At a high level, recruiting employees is pretty much about crafting an environment that the people you want
would like to be a part of, and then getting the word out about that.

Sources of Recruitment
The different sources of recruitment are classified into two categories, viz.,
1. Internal : sources of recruitment are from within the organisation.
2. External : sources of recruitment are from outside the organisation.

Internal Sources of Recruitment

The internal sources of recruitment are:1. Promotions : Promotion means to give a higher position, status, salary and responsibility to the
employee. So, the vacancy can be filled by promoting a suitable candidate from the same
organisation.
2. Transfers : Transfer means a change in the place of employment without any change in the position,
status, salary and responsibility of the employee. So, the vacancy can be filled by transferring a
suitable candidate from the same organisation.
3. Internal Advertisements : Here, the vacancy is advertised within the organisation. The existing
employees are asked to apply for the vacancy. So, recruitment is done from within the organisation.
4. Retired Managers : Sometimes, retired managers may be recalled for a short period. This is done
when the organisation cannot find a suitable candidate.
5. Recall from Long Leave : The organisation may recall a manager who has gone on a long leave.
This is done when the organisation faces a problem which can only be solved by that particular
manager. After he solves the problem, his leave is extended.

Merits of Internal Sources

The benefits / advantages / merits of using internal sources of recruitment:1. It is time saving, economical, simple and reliable.
2. There is no need of induction training because the candidate already knows everything about the
organisation, the work, the employee, the rules and regulations, etc.

3. It motivates the employees of work hard in order to get higher jobs in the same organisation.
4. It increases the morale of the employees and it improves the relations in the organisation.
5. It reduce executive turnover.
6. It develops loyalty and a sense of responsibility.

Demerits of Internal Sources

The limitations / demerits of using internal sources of recruitment:1. It prevents new blood from entering the organisation. New blood brings innovative ideas, fresh
thinking and dynamism into the organisation.
2. It has limited scope because it is not possible to fill up all types of vacancies from within the
organisation.
3. The position of the person who is promoted or transferred will be vacant.
4. There may be bias or partiality in promoting or transferring persons from within the organisation.
5. Those who are not promoted will be unhappy.
6. The right person may be promoted or transferred only if proper confidential reports of all employees
are maintained. This involves a lot of time, money and energy.

External Sources of Recruitment

The external sources of recruitment are:1. Management Consultants : Management consultants are used for selecting higher-level staff. They
act as a representative of the employer. They make all the necessary arrangements for recruitment
and selection. In return for their services, they take a service charge or commission.
2. Public Advertisements : The Personnel department of a company advertises the vacancy in
newspapers, the internet, etc. This advertisement gives information about the company, the job and
the required qualities of the candidate. It invites applications from suitable candidates. This source is

the most popular source of recruitment. This is because it gives a very wide choice. However, it is
very costly and time consuming.
3. Campus Recruitment : The organisation conducts interviews in the campuses of Management
institutes and Engineering Colleges. Final year students, who're soon to get graduate, are interviewed.
Suitable candidates are selected by the organisation based on their academic record, communication
skills, intelligence, etc. This source is used for recruiting qualified, trained but inexperienced
candidates.
4. Recommendations : The organisation may also recruit candidates based on the recommendations
received from existing managers or from sister companies.
5. Deputation Personnel : The organisation may also recruit candidates who are sent on deputation by
the Government or Financial institutions or by holding or subsidiary companies.

Advantages of External Sources

The benefits / merits / advantages of using external sources of recruitment:1. It encourages young blood with new ideas to enter the organisation.
2. It offers wide scope for selection. This is because a large number of suitable candidates will come for
the selection process.
3. There are less chances of bias or partiality.
4. Here there is no need to maintain confidential records.

Limitations of External Sources

The demerits / limitations of using external sources of recruitment:1. It is very costly. This is because advertisements, test, medical examination etc., has to be conducted.
2. It is very time consuming. This is because the selection process is very lengthy.
3. It may not develop loyalty among the existing managers.
4. The existing managers may leave the organisation if outsiders are given higher post.

Recruitment advertising, also known as Recruitment communications and Recruitment agency,

includes all communications used by an organization to attract talent to work within it.
Recruitment advertisements may be the first impression of a company for many people, and the first
impression the firm makes goes a long way to determining interest in the job opening being advertised.
Recruitment advertisements typically have a uniform layout and contain the following elements:

The job title heading and location

An explanatory paragraph describing the company, including the Employer Brand

A description of the position

Entry qualifications

The remuneration package (not always provided by the employer)

Further details and from where application forms may be sought

In the United Kingdom many recruitment advertisements fail to provide all the information listed above and
this is frustrating for potential applicants.
When faced with hiring many roles, corporate employers have many channels and options to choose from.
They may:

A retained search firm

A contingency search firm

Retain a recruitment process outsourcing organization

Use a candidate fulfillment service

Retain a recruitment advertising agency

Retain a specialist interactive recruitment advertising agency

Leverage old media to advertise their openings (print, radio and television)

Leverage job boards

Leverage new media

Invest in additional internal resources

Each of these channels has its benefits and many firms will use a mix of some or all of the above options.
The use of a specialist recruitment advertising agency enables organisations to receive professional advice
on media, design and copywriting specifically related to the recruitment process. This enables their
advertisement to stand out in the relevant publication and build an employment brand. Advertisers are now
able to use micro-sites to put most of the job content and allowing the advert to be more creative with
minimal copy. Recruitment advertising has now developed into a speciality service where most leading
organisations use the services of a specialist agency.
The way companies hunt for talent is changing and this had led to sites that freelancers can sign up to and
get to bid on jobs advertised; they are normally free to join but the agency will take between 10% and 25%
of what applicants earn.

Recruitment advertising
1. Purpose of recruitment advertising
To attract as wide a pool of suitable candidates in a cost-efficient manner.

2. Methods of recruitment advertising

Radio/TV: national, local
Job centres etc.
Professional/specialist journals/newspapers
Newspapers: national, local, free
The Internet: registers, own website
Head-hunters
Use of agencies
Careers offices: school, universities
In-house notice-board, journal, intranet, word-of-mouth
3. How to chose suitable method of recruitment advertising?
Choice of recruitment advertising must be based on some factors as follows:
Type of job
Type/number of users
Frequency of advertisement required
Circulation required
Geographical coverage required
Organizational image
Cost of the right mix above

4. Design of recruitment advertising

a. AIDA principle
When design recruitment ads, you should base on advertising principles of AIDA as follows:
Attention catch the attention of the target audience
Interest hold the interest until the whole message is read
Desire Arouse desire for the opportunity offered
Action Stimulate action in the form of applications
b. Content of a recruitment advertising
Job title/location/salary
Brief description of job
Brief description of organization

 Brief description of the ideal person

Benefits etc.
Special provisions (e.g. mobility, accommodation etc.)
Application procedure and closing date
Equal opportunities statement
The Four As of Recruitment Advertising
There are four steps in making the most of your recruitment
advertising budget:
Assign:
Make someone in your company responsible and accountable for tracking and measuring the effectiveness
of your recruitment efforts.
Automate:
Implement automated candidate source tracking with your applicant tracking system (ATS), job distributor
or career site vendor.
Analyze:
Review your cost-per-applicant and cost-per-hire data to determine which sources perform the best, and
which are not performing well.
Adjust:
Optimize your recruitment advertising investments by shifting budget to sites and sources that deliver the
best ROI.
For each of
The Four As, we have provided a checklist of best practices to help you implement a tracking-centric
approach within your own organization.

Innovative Recruiting Techniques

Social recruiting, gamification, and video interviewing are some of the newest recruiting strategies in the war for
talent. They change the way we communicate, free us from old school telephone cords and paper processes, cutting
through the time-sucking vortex of traditional recruiting strategies and provides all-important cost savings in a
chameleon economy and job market. Employers and recruiters ignore these highly effective and engaging recruiting
strategies at their own risk. But everyone in recruiting today can use an edge, and thats what innovative recruiting

strategies provide. Lets take a look at some other out-of-box recruiting strategies that are showing up in the war for
talent.

Undercover Recruiter
Going undercover to observe candidates firsthand outside of the recruiting process provides valuable insight into
candidate skills and abilities that are difficult to get out of an interview. See candidates in action before their start date
with your company by putting recruiters in innovative locations, such as industry and association conferences and
events or in customer service situations, like First Merit Bank does. First Merit Banks recruiting strategies include
searching out candidates with the best customer service skills by buying and returning merchandise to observe how
salespeople up-sell, communicate, and handle sales and returns to identify teller and personal banker candidates.
Volkswagen does something similar by putting their job ad for mechanics on the undercarriage of cars dropped off
for service by recruiters. This gives recruiters first-hand experience with how candidates behave as employees and
interact with customers, and can be applied to many types of candidates.

Creative Challenges Identify Hidden Candidates

When your recruiting challenge is finding candidates with niche skills, normal recruiting strategies arent as effective
for identifying qualified candidates as creative challenges. When Silicon Valley start-up Quixey needed qualified
engineers, they used a monthly challenge offering cash prizes for winners. Engineers are given three practice
problems to solve, and if they get them right, they are given a 60-second computer programming problem to solve.
Google does something similar, only with billboards, putting a tricky mathematical puzzle up for all to see. Anyone
who solves the billboard puzzle will unlock a URL with another puzzle, which if solved, leads to an offer to apply.
SeatGeek does something even more innovative for their recruiting initiatives: they invite engineers to hack into their
website to submit their resumes. Put your creative challenges where your ideal candidates will see them, including
billboards, websites, as a wrap on company cars then enjoy the flow of quality qualified candidates they generate.

Add Contests to the Mix

Throwing a contest like the Department of Defenses robotics race can reveal solutions to your actual problems while
also identifying the candidates who come up with them. When the DOD needed upgraded unmanned vehicles, they
invited field engineers to create robots that could steer independents with computerized mapping systems to compete
in a 250 mile race on rough surfaces. The many computer scientists, universities, and companies that participated

produced qualified candidates as well as the robotics the DOD was seeking. Hospitality industry giants like MGM
Grand identify top talent and innovative practices for their business with the Iron Chef competition at their Grand
Hotel & Casino in Las Vegas. Participants have to create a menu from a secret ingredient to get an opportunity as
head chef for MGMs top restaurant.

Innovative Referrals
Employee referrals are a hot ticket in recruiting now, and there are multitudes of opportunities to capture top
candidates through social media, referral program marketing and incentives. But companies including Carmax and
Quicken Loans use innovative referrals in recruiting strategies. Carmax uses a blue jelly bracelet printed with Who
do you know? to prompt employees to talk about opportunities at Carmax and refer them to recruiters. Quicken
Loans turns its employees into talent scouts by training them about the employee referral process and teaching them
about employees who joined the company through referral.

Hire Them Out from Under the Competitions Noses

Take a cue from the recruiting strategies of Gyros International and Red5 and go after your competitions talent.
When Gyros needed to double its creative department, they researched their closest competitors to find out where
their employees went to lunch. Then they got restaurant owners to use sandwich bags with Gyros recruiting
messages including Should I stay or should I go? and Is your career going somewhere? with their web address to
generate qualified candidates. Video game developer Red5 had to invest in a little more than sandwich bags. They
researched 250 game developers and their top employees to identify dream hires to whom they presented custom
iPods loaded with their recruiting message inviting them to apply at Red5.

All Out Recruiting Marketing

When you need specially-qualified candidates fast, do what software company Atlassian did, and maybe youll win
some awards too. They won recruitment awards for their Europe, Were Coming to Steal Your Geeks campaign by
using a bus and an all-expenses-paid relocation package instead of a backpack to tour Europe. Their goal hire 15
developers in 15 days to relocate to Australia. The results their choice of more than a thousand qualified applicants.
They fueled interest by promoting their campaign on Twitter and Instagram. This was not Atlassians first time at the
recruiting rodeo. Their 2010 32 Campaign offered engineering new hires a holiday when hired to start their new
job feeling happy and refreshed. Atlassians Global Talent & Culture Chief Joris Luijkes objective? Make Atlassian
the worlds best workplace, and he says he and his team approach recruitment differently than other companies who
use the same search tools and look in the same places. His recruiting strategies combine excellent search, great
recruitment branding, and extending their recruiting message as wide as possible.

If youre doing okay with your current recruiting strategies, filling your openings with qualified candidates that
produce quality hires, you probably arent considering adding any stretch to your process. But if you are feeling the
burn of competition, have openings that are going unfilled, and are running out of places to look for the candidates
you need, its time for innovative recruiting strategies. Take a look around at your competitors and companies similar
to yours in size and industry.

20 Principles of Recruiting and Talent Management

The following is a list of 20 principles, laws, or guidelines to help you design and implement effective
recruiting strategies and approaches:
1. A well-defined strategy. The foundation of any recruiting effort is a clearly defined and
communicated strategy that illustrates the brand message, target candidates, primary sources, and
most-effective closing approaches (the who, what, when, and how). Poorly defined or communicated
strategy elements results in wasted resources and weak hires. In addition, the best strategies have the
capability of shifting as the economy and the demand for candidates change.
2. Pipeline approach. The most effective recruiting approach is to build a steady stream of applicants (a
pipeline). In order to build a continuous talent pipeline, use a pre-need approach that includes
workforce planning, branding, continuous sourcing, and onboarding.
3. Competitive. The most effective recruiting approaches are compared against and are clearly superior
to those of a firms talent competitors. Because competitors will quickly copy your most effective
approaches, a continuous side-by-side assessment of yours versus theirs is necessary. A subprinciple applies to candidates: because the very best are always in high demand, if you dont have to
literally fight for a candidate, in most cases, you do not have the best candidate in the field.
4. Employment branding. The approach with the highest impact and the only long-term recruiting
strategy is employment branding, the process of building your external image as an excellent place to
work. By proactively making it easy for potential applicants to read, hear, or see the factors that make
working at your firm exciting, you can dramatically increase the number and quality of your
applicants over a long period.
5. Global. For jobs that require top talent, the process must have a global recruiting capability. This is
because the very best talent is unlikely to live within commuting distance of your job.

6. Target employed non-lookers. The best recruiting processes are designed to identify and
successfully hire currently employed top performers. This means that the process needs the capability
of identifying and convincing employed individuals who work at your competitors and may not be
actively looking for a position. Unfortunately, most corporate recruiting approaches are designed to
attract active candidates.
7. Speed. Making fast hiring decisions is essential whenever a candidate in high demand decides to
make a job switch. Top candidates must be hired using their decision timetable. Research shows
that top candidates are off the market in less than half of the normal corporate time to fill.
8. Sourcing is critical. If you dont utilize sources that attract a high percentage of top performers, it is
unlikely you will make a quality hire. After employment branding, effective sourcing is the most
critical element of the recruiting process. Generally, the most effective source is employee referrals.
Other effective but under-used sources include recruiting at professional events and contests. Using
ineffective sources means that you must spend inordinate amounts of time and money on candidate
screening in order to avoid a weak hire. The source that is used must be shift, depending on the type
of candidate required for that position. Unfortunately, many recruiters use the same exact sourcing
scheme for every job.
9. Data-based decisions. Base decisions on sources, screening tools, and which individual to hire on
facts and data, not emotion or even common practices. Making decisions based on objective data
helps eliminate biases and causes the recruiting process to produce more consistent, reliable, and
high-quality results. Its also true that in a fast-changing world, what works changes quickly so
recruiting practices become obsolete quickly. Unfortunately, rather than being a small part of
recruiting decisions, emotions and its the way weve always done it tend to dominate corporate
decision-making.
10. Build a recruiting culture. The most effective approaches build a corporate-wide cultural of
recruiting where every manager and employee is a recruiter. Because of their continuous contact
and interaction with outside talent, everyone must play an important supplemental role in identifying
talent and in spreading the employment brand. The most effective recruiting strategies convince
employees to be 24/7 talent scouts, making every employee a recruiter.
11. A candidate-centric approach. Focus the process on the candidates needs, their job selection criteria,
and the candidate experience. A significant part of recruiting is selling the candidate on applying
for and accepting the job. At least in part, recruiting must follow the customer relationship
management (CRM) and the sales and marketing models. Often, the number-one reason why

candidates reject job offers is the way that they were treated during the hiring process. Its also
important to note that candidates may be current or future customers, so treating them poorly can
directly impact future revenue.
12. Prioritize jobs and targets. Effective recruiting processes maximize resource utilization by identifying
and focusing on the positions with the highest business impact. That generally means revenueproducing and revenue-impact jobs, as well as jobs in high margin and rapid growth business units.
The process should also target high-impact individuals known as top performers, innovators, and
gamechangers.
13. Managers are the delivery system. Although corporate recruiting designs the process, managers
deliver and execute a significant part of that process. As a result, hiring managers must understand
its elements and support its precise execution. You must effectively demonstrate to individual hiring
managers that they will suffer whenever a bad or butts in chairs hire is made. Therefore, recruiting
must make a strong business case to individual hiring managers that convinces them of the
importance of executing the process precisely. The most effective way of influencing hiring
managers is by converting recruiting results into their dollar impact on that individual managers
revenue and profit.
14. Diversity. An effective recruiting process must include enough variation and personalization to meet
the unique needs of diverse individuals from around the world. Diversity and inclusiveness are
becoming not just legal terms but critical components in building global sales.
15. Selling applicants. The very best recruiting processes builds relationships with potential applicants
over time in order to increase their level of trust and interest. Unfortunately, no amount of benefits or
job features will be convincing to high-demand applicants without this level of trust. Because all
candidate-screening processes have flaws, stretching out the assessment process over time allows you
to learn more about the candidate and decrease the chances of making a bad hire. The best
approaches are designed to take advantage of the fact that a target candidates willingness to consider
a new job changes quite rapidly, as a result of changes in their own job and organization.
16. Technology. The best processes rely heavily on technology and the Web in all aspects of the
recruiting process. Technology can improve screening, increased hiring speed, cut costs, and provide
the firm with the capability of hiring globally.

17. Integration. Recruiting processes must be integrated with other HR processes. Those recruiting
processes that operate independently rather than in unison with other HR functions like relocation
and compensation will produce diminished results.
18. Talent shortages. Although industries often face talent shortages, individual firms can actually have a
surplus of candidates if they have a strong employment brand, a great referral program, and a
candidate-friendly hiring approach. For example, handsome movie stars seldom have difficulty
getting dates even when the average Joe cant find a single one. Talent shortages are relative and
depend on your image and what you have to offer.
19. Remote work options. Offering candidates remote work options dramatically increases the candidate
pool. Firms that have the capability of managing candidates who work from remote locations have a
distinct competitive advantage. They can attract the top performer who doesnt live in the area, who
desires working at home, or who isnt willing to make a long commute.
20. Metrics and rewards impact recruiting. Every aspect of recruiting improves dramatically when
managers and employees are measured, recognized, and rewarded for their contribution to recruiting.
By convincing senior management and HR to place metrics and rewards on key aspects of recruiting,
you send a clear message about its importance.

Modes of Recruitment Advertising

As a disclaimer, I have nothing in particular against recruitment agencies its just good to know the
alternatives available and of course everyone likes to know how to do things on the cheap!
1. Twitter - If you have a following for your company or personal brand on Twitter, it makes sense to
reach out to these contacts in order to help find potential candidates. In 2008 PubCon spent $75,000
marketing the conference via email maketing. In 2009 they marketed using Twitter for $0, attendance
was up 30% and income 40% in a recession! That shows Twitter can be an incredible marketing
tool if you have the right audience.
2. Blogging Similarly to Twitter, make sure you reach out to your subscribers and let them know
youre recruiting. Did I mention were recruiting? ;)
3. Industry leading websites This is probably the most expensive recommendation, but rather than
paying a recruitment agency commission, it may be more beneficial to reach out to industry leading

websites to advertise directly via a one-off fee. Econsultancy is one of the top digital websites out
there, especially in the UK so the quality of responses for listings on their job board is likely to be
very high. Also there are normally many industry-specific job boards which are either free or charge
one-off listing fees which are worth checking out.
4. LinkedIn Of course LinkedIn is a huge social media site for professionals, so its an obvious
choice for advertising jobs. LinkedIn charge $199 for a job listing fee, but as a first (free) step, try
sending out a LinkedIn status update to tell your contacts youre recruiting. Make sure you optimise
your LinkedIn profile too, helping to improve its reach.
5. Local job boards Outside of the big cities it can be more difficult to find people with the relevant
experience. Make sure you find the best people in your region by targeting them via local advertising
or job boards.
6. SEO try targeting industry specific career/job terms, for example if you can rank for search engine
marketing jobs, then youre likely to start receiving a steady stream of applications.
7. PPC PPC is far more successful than you may think for recruitment, just watch this very clever
idea in action from Alec Brownstein. Alec specifically targeted vanity name searches on top Google
execs with the aim of getting a job interview, slightly crazy idea, but it worked! Maybe you could
think of something just as creative as a recruiter although geo-targeting ads specifically based on
job-based keywords would be a good start too.
8. Business parks, Universities & Colleges if your company is located on a business park, this can
be a great way of drumming up some local interest via direct advertising plus in some cases its a
nice way of building some quality links too. Perhaps your local University or College has a job board
too, hopefully externally available online and containing those little things called hyperlinks
9. Facebook Marketplace If you have professional contacts on Facebook, this can be a great way of
making people aware that you are recruiting. Plus its very easy to create a quick job listing which
can be found via the marketplace by users outside of your network.
10. Facebook advertising this is where you can stalk, I mean target individuals based upon profile
criteria. Those options include interests and employer so if youre selective you can stalk target the
right people very cheaply!
11. Campus Recruitment : Attracting the best talent fresh out of college is a brilliant way to tap the best
potential.

Recruitment in Walt Disney:

For any company, recruitment and retention of employees is a challenge and a goal for Human Resource
Managers. HRM must identify the qualities that are important in potential employees and understand what
qualities the applicants are looking for in a potential employer. In addition, the HRM has a responsibility to
the organization to ensure that once the applicant becomes an employee, the investment made in that
employee will not be wasted due to high employee turnover. Organizations, such as the Walt Disney
Company, that invests heavily in time and resources in initial training and ongoing programs have a lower
turnover rate. What qualities are essential for cast members at the Walt Disney theme parks and what
programs does Walt Disney utilize to retain its cast members?
Recruitment
In the 2008 interview, Julie Hodges, Vice President of Organization and Professional Development for Walt
Disney Parks and Resorts, stated that Walt Disney uses multiple avenues to recruit potential cast members
including Internet advertising, Cast Member referrals, and print advertisements. Once a potential employee
applies, the recruitment process is completed by our recruiters, who discuss the best role that suits the
individuals skills and desires, while focusing on the persons potential to provide excellent guest
experiences.
While an applicants skills are important to identify so that the applicant can be best matched to a position
for which he/she is qualified, Disney hires based on attitude, rather than aptitude. Why is attitude more
important than aptitude? An individual with a positive attitude is more likely to spread that attitude to others
and make a pleasant work environment. Such an environment was identified as the most desired trait of a
potential employer in the 2010 survey of National Society of High School Scholars.
Retention
After an applicant becomes a cast member, Disneys unique approach to training and recognition programs
contribute to its below-average turnover rate. Key retention factors include providing knowledge,
resources, and a supportive work environment. Whether the cast member is a waiter or a manager, the
extensive training and support programs undertaken by Disney employees have high success rates in
retaining those employees.
Training begins at the Disney Institute where cast members are taught to be leaders, regardless of their job
descriptions. Educational experiences at the Disney Institute are geared to meet the learning style of the
individual cast member. Disney utilizes instructor-led, e-learning, a gaming simulation, a media object on a
mobile device, or an on-the-job training session (Weinstein, Managing the Magic at Disney, 2008) to best
meet the learning needs of its cast members. In addition, cast members are given a 90-day period in which

to find the position that best matches their talents and abilities. If their first assignment turns out not to be a
good fit, they are given others during the first three months until their best competency is found. Although
many companies have a thirty-day probationary period in which the employer evaluates the new hire and has
the option to terminate the employment without notice, Disney does not believe in this pressure tactic.
Instead, as Walt Disney believed, the management looks beyond the initial reason for the new hire and tries
to identify where the cast members can be the greatest assets to the Walt Disney Company and consequently,
happiest in their jobs. Landing in precisely the right job role is essential at Disney, given its belief in
allowing employees leeway to make their own decisions.
Training does not end after the initial three months of employment. As Julie Hughes explained, Our
business strategy has always been to match the appropriate technology and delivery methods with our target
audience, whether the audience is guests or employees. In addition to implementing an enterprise-wide
learning management system and learning content repository, our organization has begun offering rapid
development and electronic performance support systems as a component of the learning solution. This
emphasis on continually adapting to the newest technologies and teaching techniques helps cast members to
grow in the company and advance to new position. Through continual education and training, Disney
ensures its cast members do not become stale in their positions while new abilities and capabilities are
developed and identified.
Employee empowerment plays a large part in retention at Walt Disney theme parks as well. Through
training, Disney make its employees understand theyre empowered to solve guest problems with no set
amount [of money] if they think its required. This empowerment extends beyond attending to guest needs
through the co-worker recognition program. Every cast member is empowered to positively recognize
another members quality of work and effort to make the guests experience exceed their expectations.
Managers who observe an employee being exceptionally helpful or diligent at their job are encouraged to
reward their employee with cards, trinkets, gift cards, or just a pat on the back. Such individualized,
immediate recognition has proven to be one of the greatest deterrents to employee turnover for the Walt
Disney Company.
The final element that helps Disney retain its cast members where other travel industry companies have high
turnover comes from the fact that Disney is constantly surveying its guests and cast members for ideas that
will improve the corporate culture and environment of the theme parks and organization. More importantly,
Disney listens to its cast members, recognizes them for their contributions, and actually implements their
ideas. Phil Holmes, Vice President of the Magic Kingdom theme park, created a quarterly newsletter
titled You Said We Listened, which lists ideas generated by employees that resulted in changes. In
addition, Disney regularly hosts celebrations for its cast members and their families to celebrate the ideas
that are suggested. By including the families in the celebrations, Disney reinforces to its cast members that

the organization is a family-oriented business in which their contributions help all the Disney family to be
successful in making it the Happiest Place on Earth.
Recommendations
While the recruiting and retention programs are some of the best in the world, Disney is not known for
paying the highest salaries or for paying its cast members for all the work that they do. The area in which
Disney has the greatest difficulty in retaining or recruiting cast members does not relate to its payment
system. Walt Disney will need to address this error in time-on-the clock calculations in order to continue to
maintain its low turnover rate. With the recent Department of Labor investigation in which sixty-nine cast
members were awarded $433,000 in back wages for time in which they were not on-the-clock, but required
to complete job-related tasks (such as donning a costume before a performance), Disney will need to
implement more stringent regulations and training for managers to ensure such oversights are not repeated.
Finally, although Disneys internship program is highly sought by college students, the programs directors
need to be more aware of the interns complaints of abuse by the regular wage cast members.
In Training article, author, Margery Weinstein, noted that participants in Disneys college intern program
who werent thrilled with the company and they complained of getting the worst assignments. Such
disgruntled participants can result in a downswing in applicants for the Walt Disney Company.

Conclusion:
Ranked the most desirable employer by the next generation of college students, the Walt Disney Company
enjoys the lowest turnover rate in the travel industry. This is primarily due to its philosophy of seeking
employees who have positive attitudes and by individualizing the training for each employee so that
employees greatest potential can be reached. Job matching the talents of a cast member, rather than trying
to force an employee to match the jobs description results in a happier employee. Recognizing cast
members accomplishments and ideas also aids the Walt Disney Company in not only attracting the best
applicants, but retaining them after they have been hired. However, Disneys greatest weakness in its
recruitment and retention process is its wages and time management process. With the current recessive
economy, increases in wages is unlikely, however changes in time management training can help to alleviate
discontent amongst the cast members for unpaid work-time.
There are various ways in which a firm can attract talent and maintain, develop and tap that talent to their
advantage. Human Resources are arguably the biggest asset any company has and it is very important that a
firm recruits the best talent they can and retain that talent so as to use them to their maximum advantage.
Companies have become more sensitive to the fact that every employee is different and that each of them
require a different approach. Along with this companies have realized that if at the hiring stage itself the
right people are employed then the firm will benefit manifold and it proves to be the most profitable for the

company. Companies have transformed their Human Resource Policies to incorporate all these fast paced
changes and hence make the company more complete and help it reach greater heights while keeping the
employees satisfied.