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Internal Sources of Candidates: Hiring from Within the Company

  • Advantages
    • Foresight strengths and weaknesses of the candidate
    • A more accurate view of the skills of the candidate
    • A stronger commitment to the company by candidates
    • Increases morale of the employee
    • Less requirement of training and orientation
  • Disadvantages
    • Unsuccessful applicants become dissatisfied
    • Time wasted interviewing inside candidates who will not be considered
    • Inbreeding of the status quo

Finding Internal Candidates

  • Job posting
    • Publicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes.
  • Rehiring Former Employees
    • Advantages:
      • They are known quantities.
      • They know the firm and its culture.
    • Disadvantages:
      • They may have less-than-positive attitudes.
      • Rehiring may be sent the wrong message to current employees about how to get ahead.
    • Succession Planning
      • The process of ensuring a suitable supply of successors for current and future senior or key jobs.
    • Succession Planning Steps:
      • Identifying and analyzing key jobs.
      • Creating and assessing candidates.
      • Selecting those who will fill the key positions.

Outside Sources of Candidates

  • Advertising
    • The Media: the selection of the best medium depends on the positions for which the firm is recruiting.
      • Newspapers (local and specific labor markets)
      • Trade and Professional Journals
      • Internet Job Sites
      • Marketing Programs
  • Constructing an Effective Advertisement
    • Expressing related to job notice factors should evoke the applicant’s attention, interest, desire, and action (AIDA) and create a positive brand of the firm.
  • Reasons for using a Private Employment Agency:
    • When a firm does not have an HR department and is not geared to doing recruiting and screening.
    • The firm has found it difficult in the past to generate a pool of qualified applicants.
    • The firm must fill a particular opening quickly.
    • There is a perceived necessity to attract a larger number of minority or female applicants.
    • The firm desires to reach currently employed individuals, who might feel more at ease dealing with agencies than with competing companies.
    • The firm wishes to cut down on the time it’s dedicating to recruiting.

Temporary Agencies and Alternative Staffing

  • Benefits of Temporary Agencies
    • Paid only when works
    • More productive
    • No extra costs of recruitment, screening, and payroll administration
  • Costs of Temporary Agencies
    • Fees paid to temporary agencies
    • Lack of commitment to the firm

Offshoring/Outsourcing White-Collar and Other Jobs

  • Specific Issues in Outsourcing Jobs Abroad
    • Political and military instability
    • Likelihood of cultural misunderstandings
    • Customers’ security and privacy concerns
    • Foreign contracts, liability, and legal concerns
    • Special training of foreign employees
    • Costs associated with companies supplying foreign workers
  • Executive Recruiters (Head-Hunters)
    • Special employment agencies retained by employers to seek out top-management talent for their clients.
      • Contingent-based recruiters collect a fee for their services when a successful hire is completed.
      • Retained executive searchers are paid regardless of the outcome of the recruitment process.
    • Internet technology and specialization trends are changing how candidates are attracted and how searches are conducted.
  • College Recruiting
    • Recruiting Goals
      • To determine if the candidate is worthy of further consideration
      • To attract good candidates
    • On-Site Visits
      • Invitation letters
      • Assigned hosts
      • Information package
      • Planned interviews
      • Timely employment offer
      • Follow-up
    • Internships
  • Employee Referrals
    • Applicants who are referred to the organization by current employees
      • Referring employees become stakeholders.
      • Referral is a cost-effective recruitment program.
      • A referral can speed up diversifying the workforce
  • Walk-ins Interviews
    • Direct applicants who seek employment with or without encouragement from other sources.
    • Courteous treatment of any applicant is a good business practice.
  • Recruiting via the Internet
    • More firms and applicants are utilizing the Internet in the job search process.
  • Advantages of Internet Recruiting
    • A cost-effective way to publicize job openings
    • More applicants attracted over a longer period
    • Immediate applicant responses
    • Online prescreening of applicants
    • Links to other job search sites
    • Automation of applicant tracking and evaluation

Guidelines for Choosing a Recruiter

  • Make sure the firm is capable of conducting a thorough search.
  • Meet the individual who will actually handle your assignment.
  • Ask how much the search firm charges.

Issues in Recruiting a More Diverse Workforce

  • Single Parents
    • Providing work schedule flexibility.
  • Older Workers
    • Revising policies that make it difficult or unattractive for older workers to remain employed.
  • Recruiting Minorities and Women
    • Understanding recruitment barriers.
    • Formulating recruitment plans.
    • Instituting specific day-to-day programs.
  • The Disabled
    • Developing resources and policies to recruit and integrate disabled persons into the workforce.

Developing and Using Application Forms

  • Application Form
    • The form that provides information on education, prior work record, and skills.
  • Uses of Information From Applications
    • Judgments about the applicant’s educational and experience qualifications
    • Conclusions about the applicant’s previous progress and growth
    • Indications of the applicant’s employment stability
    • Predictions about which candidate is likely to succeed on the job

Also, Read Human Resource Management – Part 1

Also, Read Human Resource Management – Part 2

Also, Read Human Resource Management – Part 3

Also, Read Human Resource Management – Part 4

Also, Read Human Resource Management – Part 5

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