1;Initial Remarks;5 2;Contents;6 3;Contributors;12 4;Authors' Profiles;14 5;Part I;24 5.1;HR Marketing and Recruiting;24 5.1.1;Introduction;25 5.1.1.1;HR Marketing;25 5.1.1.2;Recruiting;25 5.1.2;Employer Branding;27 5.1.2.1;First: Analyze Competition;27 5.1.2.2;Customize Messages;27 5.1.2.3;Address Directly;27 5.1.2.4;Allow Local Differences;28 5.1.2.5;Make a Project Plan;28 5.1.2.6;Don't Make it an "HR Thing";28 5.1.3;Digital Recruiting;29 5.1.3.1;Don't Simply Map Existing Processes to a New Technology;29 5.1.3.2;Treat the Candidate as Your Customer/Understand Your Target Audience;29 5.1.3.3;Define Metrics;30 5.1.3.4;Take Decisions Based on Data, Not on Opinions;30 5.1.3.5;Design a Strategy;30 5.1.3.6;Identify and Implement Some Quick Wins with Technology;30 5.1.3.7;Understand When You Do and Don't Need In-house IT;30 5.1.3.8;Be Aware of Technology Paradigm Shifts and the Hype Cycle;31 5.1.3.9;Monitor the Trends and Stay Up to Date;31 5.1.4;Recruiting Events;32 5.1.4.1;Seize Marketing Opportunity;32 5.1.4.2;Treat all Applicants with Equal Respect;32 5.1.4.3;Keep Conversations Short;32 5.1.4.4;Involve Hiring Managers;33 5.1.4.5;Don't Assume all Audiences are Alike;33 5.1.4.6;Don't Underestimate Organizational Effort;33 5.1.4.7;Don't Underestimate Information Capturing;33 5.1.4.8;Don't Forget to Include Technology in the Event;33 5.1.5;University Relationships;34 5.1.5.1;Invest in Relationships;34 5.1.5.2;Be Mindful of Compliance Aspects;34 5.1.5.3;Cultivate Win-Win Attitudes and Behavior;35 5.1.5.4;Appoint a Liaison Officer;35 5.1.5.5;Do Not Overlook Less Well-known Universities or Companies as Partners;35 5.1.5.6;Do Not Be Limited in the Scope of Collaboration;35 5.1.5.7;Do Not Let a Partnership Terminate with the Departure of Individuals Who have Initially Championed It;36 5.1.6;Employee Referral Programs;37 5.1.6.1;General Advice;37 5.1.6.2;Consider Non-Monetary Rewards;37 5.1.6.3;Year Round ERP and Unlimited Referrals;38 5.1.6.4;Break Payments into Installments;38 5.1.6.5;Continuous Management and Promotion of ERP;38 5.1.6.6;Fluctuating Rewards and Schedule;38 5.1.7;Internship Management;39 5.1.7.1;Use Internships for Long-Term Recruiting;39 5.1.7.2;Use Internships to Freshen Up Your Company Culture;39 5.1.7.3;Combine with University Relationships;40 5.1.7.4;Don't Use as a Low-Cost Capacity;40 5.1.7.5;Engage Senior Leaders and High Potentials;40 5.1.8;Trainee Programs;41 5.1.8.1;Be Certain There Is Need for Trainees;41 5.1.8.2;Careful Assessment;41 5.1.8.3;Clear Communication;42 5.1.8.4;Be Supportive;42 5.1.8.5;Monitor Systematically;42 5.1.8.6;Consider Replacing the On-Job Probation with Trainee Program;42 5.1.8.7;Do not Over-promise;43 5.1.8.8;Don't Ignore the Interests of Existing Employees;43 5.1.8.9;Don't Allow Mentees to Lose Their Mentors Abruptly;43 5.1.8.10;Follow Through to the End, and Beyond;43 5.1.9;Vocational Training;44 5.1.9.1;Ensure Cooperation and Alignment Between Companies and Schools;44 5.1.9.2;Invest in Education of Teachers;44 5.1.9.3;Don't Exceed Demand;45 5.1.9.4;Don't Use Apprentices as Cheap Workforce;45 5.1.9.5;Take Care of the Participants;45 5.1.9.6;Drive Participants' Engagement;45 5.1.9.7;Blue Collar: Pay for Working Clothes for Better Branding;45 5.1.9.8;Implement New Teaching Methods;46 5.1.10;Executive Search;47 5.1.10.1;Be Aware of the Magnitude of Hiring the Right or Wrong Executive;47 5.1.10.2;Decide on a Partner-Not on a Service Provider;47 5.1.10.3;Carefully Decide on a Fee Structure;48 5.1.10.4;Don't Only Focus on Cost;48 5.1.10.5;Don't Forfeit Your Image at Your Candidates;48 5.1.11;Selection Methods;50 5.1.11.1;Tailor the Selection System to the Competencies Required for the Job;50 5.1.11.2;Use a Holistic Approach;50 5.1.11.3;Train Selection System Users;50 5.1.11.4;Develop an Efficient Process;51 5.1.11.5;Consider the Experience of the Candidate;51 5.1.11.6;Evaluate the System;51 5.1.11.7;Keep Your Methods Up-to-Date;51 5.1.11.8;Be Consistent;52 5.1.11.9;Do Not Use Information No