However, some of these may be former employees, a group that has been demonstrated to be among the strongest of candidates (Zottoli & Wanous, 2000). The second recruiting source recommended is the internal job board. Wellpoint has a large staff from which to find a suitable candidate. The candidate will be familiar with the company and clearly seeking to build a career within the company. The employer brand will not need to be sold to internal candidates. Although the internal candidates will be the strongest, the talent pool is again limited through this recruiting source.

The third recruiting source should be an executive search firm. Although expensive, these firms can be useful for screening candidates. The recruiting message can still be controlled and the field broadened. The downside to the use of executive search firms, I addition to their cost, is that Wellpoint would lose some control over its employer brand during the early stages of the search. Wellpoint would, however, have the opportunity to make up for this during the interview components, where its hiring managers could place emphasis on building the employer brand with the candidates.

There are many ways in which this recruiting action can be made effective. The first is to ensure that the job description matches the competencies that included in the hiring qualifications. This ensures that the skills of the hire are well-matched to the nature of the position.

A job analysis at the outset of the process would allow for an effective job description to be compiled. The job analysis will identify the core skills, competencies and innate abilities that are required to be successful in this position (Howatt, 2009). Without an understanding of the organization's needs, it will be difficult to hire the right person. This position, for example, entails implementing a change that is not yet defined. This lack of specific role definition may result in the attraction of candidates that are ultimately unsuitable for the role that they will undertake,...

The right person can come from nearly anywhere, but some sources are more likely than others to deliver the best candidate. In the case of this role, for example, familiarity with the organization and having established strategic alliances within the organization could prove valuable in implementing change within the context of a conservative culture. An outside change agent may have talent, but may be more suited for dramatic changes that shake up the culture. The Business Change Manager is a more functional position, less concerned with overhauling the company than making adjustments to business practices. An internal candidate or a former employee may therefore be the best candidate.
By understanding the needs of the company and the specific tasks that the role will entail (via the creation of a job description), the rest of the process can be made more effective. The recruits will be sought from the right places, and the company will be able to seek those with the right skills from the outset.

Works Cited:

Moroko, L. & Uncles, M. (2009). Employer branding. MIT Sloan Management Review. Retrieved December 12, 2009 from http://sloanreview.mit.edu/business-insight/articles/2009/1/5118/employer-branding/

Wellpoint.com and Careersatwellpoint.com websites, various pages. (2009). Retrieved December 12, 2009 from http://www.careersatwellpoint.com/JobSearchResults.aspx

Minchington, B. & Estis, R. (2009). 6 steps to an employer brand strategy. ERE.net. Retrieved December 12, 2009 from http://www.ere.net/2009/05/18/6-steps-to-an-employer-brand-strategy/

Zottoli, M. & Wanous, J. (2000). Recruitment source research: Current status and future directions. Human Resources Management Review. Vol. 10, 4, 353-382.

Howatt, W. (2009). 3 elements for effective recruiting. A Way with Word Publishing.