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Employment branding consists of projecting an image that makes people want to to work for the company. This image is created through the company's employment value proposition, which describes what the company has to offer it’s employees relative to the rewards offered by other places of employment. A company’s employment brand and employment value proposition should communicate the company's culture, values and objectives, and build the public image of the organization. It should provide an honest picture of the company's work environment and it should tie the company’s employment brand to it’s product brand.

Recruiting activities are sparked by recruitment planning decisions. The recruitment process is made up of essential considerations. First, formulate a recruiting strategy that will direct how many employees with what possessions are needed and when. Second, search for job applicants that will fit the organization. Third, screen out those candidates that are not a strong fit. And fourth, maintain an applicant pool through an HRAS or other like system. Further dissection of recruitment needs is conducted through a needs analysis, cost breakdown, and yield ratios. Yield ratios will be addressed next.

Yield ratios help organizations decide how many candidates they need to recruit for each job opening. These ratios express the relationship between the number of people at one step of the recruiting process relative to the number of people who will move onto the next step. In calculating ratios, it is important to note that ideally you want to arrive at a number to 1. For example, in a classroom there may be a student-to-teacher ratio of 20:1. Ratios are an expression of fractions , which is helpful when arriving at a singular endpoint. Let’s use the illustration in exhibit thirteen to better describe. Imagine you are recruiting for the position of HR generalist and you prescreened interviewed sixty people. As you eliminate those candidates that are not a strong fit with the job or organization, you ultimately invite ten candidates to a second interview. Your ratio between these two stages is 60:10. This ratio though can be further broken down by dividing each side by the denominator, which in this case is 10. 60 divided by 10 is 6 and 10 divided by 10 is 1. Therefore, bringing your ratio to 6:1. Apply these principles to the following two stages in the example. Of the ten candidates that underwent a second interview, only two were extended offers. This is a ratio of 10:2, which can then be divided by 2 on each side and is 5:1. The conditional offers ultimately ended in one new hire, and therefore holds a ratio of 2:1. What you have done thus far is determine the yield ratios between recruitment stages. The big picture asks: What is the overall yield ratio? In other words, the next time an alike position needs to be filled, what should be anticipated? Because this example started with sixty candidates and ultimately hired one, the overall yield ratios is 60:1. If there were circumstances that had multiple positions to be filled, the yield ratio would not change, but the numerator and denominator would be multiplied by the number of positions. For example, hiring two HR generalists would mean a hundred and twenty candidates would need to be pre-screened.

There are countless advantages and disadvantages to internal and external recruiting. Internal recruiting includes job postings, which are commonly exclusive in house for at least one week before it goes public and is commonly available to current and former employees. External recruiting offers more variety. Everything from job fairs to employee referrals and social media.

There are several key issues to be examined during the evaluations of a recruitment process. In measuring recruitment effectiveness and efficiency, the following critical thought should be posed: What is the average cost per hire? What is the average fill time? How long do new employees stay and what is the average turnover? Are the yield ratios acceptable, and if not, how can they be improved? Are the recruiting advertisements effective? Are the recruiting efforts consistent with Equal Employment Opportunities and the affirmative action goals of the company? Are the procedures for collecting and storing applicant information designed to avoid unnecessary inconvenience? Are the criteria used for screening applicants appropriate? And what is the organization's image and how can it entice people to accept employment?

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