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Recruitment and Selection

Recruitment and Selection



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Published by cualno7
Information about the difference between these two HR functions
Information about the difference between these two HR functions

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Published by: cualno7 on Jun 18, 2009
Copyright:Attribution Non-commercial


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Recruitment and SelectionIntroduction
 This section examines current practices and decision-making in recruitment andselection. (...) they are critical elements of effective human resourcemanagement. (...) We cannot discuss how recruitment and selection take placewithout asking why certain techniques are used in preference to others. Withinthe HRM paradigm, they are not simply mechanisms for filling vacancies.Recruitment and redundancy can be viewed as key 'push' and 'pull' levers fororganizational change.Recruitment and selection allow management to determine and gradually modifythe behavioural characteristics and competences of the workforce. The fashionfor teamworking, for example, has focused on people with a preference forworking with others as opposed to the individualist 'stars' preferred by recruitersin the 1980's. Attention has switched from rigid lists of skills and abilities tobroader-based competences. In general - as we noted in the previous section -there is greater regard for personal flexibility and adaptability - a reorientationfrom present to future stability.
Recruitment: marketing jobs
Potential candidates may come from an internal trawl of the organization, orfrom the external job market. The latter are reached through channels such asrecruitment advertising, employment agencies, professional asociations or wordof mouth. The approach differs according to the organization's resourcingphilosophy:- Organizations with a strong culture are likely to seek malleable new employeesat school-leaving or graduate levels. More senior jobs are filled from the internal job market.- Companies looking for the 'right' (best fit for the job) person however may ruleout internal applicants because they do not match the personnel specificationprepared for the job.
Informal recruiting
Word-of-mouth applicants are likely to stay longer and may be more suitablethan recruits obtained by advertising. But word-of-mouth is discriminatory, sinceit restricts applications to established communities and excludes recently arrivedminority groups who have not had time to become part of informal networks. (...)At senior levels the informal method known as 'headhunting' or executive searchhas become common. Specialist consultancies aim to find 'outstanding' people tofill higher-paying jobs. Whether they really are 'outstanding' is questionable.
Formal recruiting
Equal opportunity demands equal access. This can only be achieved throughpublic and open recruitment. (...) The likelihood of attracting 'suitable' applicantsdepends on the detail and specificity of the recruitment advertisement orliterature. Key factors such as salary, job title, career and travel opportunitiesobviously influence response rates. But remember that employers do not wantto be swamped with large numbers of applications from unsuitable people.
Thissection of Human Resource Management in a Business Context goes into further detail such as: quality of agency recruiters, comparison of different mediachannels, cultural variation in recruitment practice.
  The Internet has become a major channel for recruitment. The best knownInternet job site is at
  The For the range of jobs available see also
for examples of job postings.
But sometimes people search for some unusual jobs:
at HRMGuide.co.uk.
Competition for the 'best' graduates requires employers to have a clear idea of what they mean by 'best'. Recruitment needs to send a strong, distinctivemessage to these people. Check out one of the internet providers on this page tosee how jobs are described and marketed.
The recruitment practices and tactics for retaining employees that have thebest organizational "fit" in a number of top companies:
on the HRM Guide USA site.Use of corporate websites varies from country to country:
on the HRM Guide Canada site.
More and more of Australia’s largest employers are moving to onlinegraduate recruitment and away from slow and costly 'traditional' methods:
on the HRM Guide Australia site.
Researching Candidates
 This section looks at the early stages of the selection process - often called
. The recruitment campaign should have attracted a pool of applicants from which selectors can make their choice. If a job analysis has beenconducted, the criteria or competences which are deemed necessary have beenidentified. These may be well defined and focused on experience and skills, as inthe 'right person' approach; or general and related to education, intellect andpersonality for the 'cultural fit' and 'flexible person' models. (...)
:Efficiently prescreen thousands of job candidates can significantly reducing theamount of time hiring managers need to spend reviewing resumes andidentifying the most suitable candidates.
Application letters and CVs/resumes
 These are typically used for initial or speculative applications. There aresignificant cultural differences between different cultures in the way these areprepared. Applicants should be careful to use the style expected in the recruiters'country. For example, recruiters in France typically expect short, factualeducation and career histories. They tend not to want the hobbies or sportsinterests which also feature in applications from job-seekers in the UK, USA andother countries influenced by the British tradition. Some countries usephotographs at this stage, others are concerned about the equal opportunityimplications and discourage this practice. The first stage in your application will require a resume (North America) or a CV(elsewhere and also for professional jobs).Read
 More experienced people should see
 What style of resume is best?
 Professionals and people outside North America would use

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