Weakness

Cost of advertising and drawing candidates Finding the right person for the right Job

Strengths
Concept of Diversity Standard recruitment Policy at Citigroup

Case Study of Citigroup Internal Sources of Recruitment SWOT Analysis

Opportunity
Talent inventory review each year Maintaining database on external applicants

Threats
Industry competitiveness and the scarcity of technical skills

Citigroup also utilizes internal job posting. integrity. Since Citigroup values merit. In fact. the review enables them to evaluate their performance and extent of skills development so they can adjust career development goals or targets. City Bank International Personal Bank. In the case of Citigroup. 2004) Apart from the talent inventory review. Citigroup places stress on the key role of recruitment and selection to its success. This enables the company to executive its human resource plan cost-effectively since nil mistakes occur in the recruitment and selection of personnel. This offers benefits to various parties. with the choice depending on the needs and requirements of the firm expressed in its human resource plan together with other business contexts such as the labor market and extent of industry competitiveness. constituted by Citibank Consumer Bank. After a century of operation. (Ministry of Manpower. The aggregate of these banking and financial institutions coincided with the expansion of its market from individuals to corporations. Citibank has expanded to become Citigroup. 2004) As a large multinational corporation. it developed the talent inventory review that targets the building and development of the skills and talents of its hired personnel for them to fill in key positions in the future. assess its capability for long-term growth and competitiveness. However. Citigroup Private Bank. The database enabled Citigroup to hire the best people to work its different business units. competence. Citigroup has also employed a firm to manage the resumes of applicants to the firm and use internet services to facilitate the processing and scheduling for interview of applicants. experiences and potential. which decreases the cost of advertising and drawing candidates. Citigroup devised the recruitment and selection strategy of drawing the interest of the best and most qualified people. Smith Barney Private Client Group. The review assesses the personal profile of likely candidates based on records in the database together with employment qualifications. and compare its leadership capabilities in the long-term with its close competitors. This is a standard policy at Citigroup and internal personnel receive prioritization. This works by encouraging all personnel to file their applications for vacated leadership positions in the different business units after the announcement of vacant or new positions. with established business units. business firms can practice one or the other or both depending on the need. (Ministry of Manpower. it preferred internal sourcing as its recruitment and selection strategy because of the limited labor pool and the need for technical skills in its operation. service offerings from private banking to investment. it employs a thorough screening process that considers ability. 2004) This paved the way for the preference of internal recruitment at Citigroup. The review happens every year resulting to an inventory of talents. Citigroup Corporate and Investment Bank. experience. On the part of Citigroup. As such. with the offer depending on how well the candidate meets these criteria. In terms of external and internal recruitment and selection. External sourcing only happens if there are really no people fit for the job. On the part of personnel. (Ministry of Manpower. Citigroup prefers internal sourcing strategy for the actualization of its human resource plan . The company also relies on its previous experiences and developed best practices to ease its recruitment and selection process. The outcome of Citigroup s recruitment and selection process greatly depended on its brand equity and excellent public reputation supported by its merit-based recognition and reward system together with its adherence to the concept of diversity. which is widely unlikely. . skills and vigilance before making an offer. This has become an empowering experience for Citigroup personnel. and geographic scope with presence in more then one hundred countries. (Ministry of Manpower. 2004) Conclusion The preference of external or internal sourcing is context-based. Citigroup engaged in external sourcing in its new business units located in other countries. Industry competitiveness and the scarcity of technical skills justified internal sourcing because of the value of maintaining and developing existing personnel to take on leadership positions and propel the company towards long-term growth and further expansion. and Citigroup Asset Management. the review allows it to create an inventory of promising leaders. This means that the choice between external or internal sourcing does not necessarily mean that one is absolutely better than the other strategy. Due to the human resource challenges. The thrust of its human resource planning is the identification and engagement of the correct resources available. This led to the development of a database of possible applicants. This means that firm personnel who have maintained its standards end up in the leadership team of Citigroup as managers and executives in the various business units.Case Study of Citigroup Citigroup started as the single banking firm Citibank in Singapore in the early part of the 1900s.

Citigroup prefers internal sourcing strategy for the actualization of its human resource plan . with established business units. and Citigroup Asset Management. Citigroup engaged in external sourcing in its new business units located in other countries. integrity. Citigroup devised the recruitment and selection strategy of drawing the interest of the best and most qualified people. constituted by Citibank Consumer Bank. with the offer depending on how well the candidate meets these criteria. In terms of external and internal recruitment and selection. skills and vigilance before making an offer. experience. Citigroup also utilizes internal job posting. External sourcing only happens if there are really no people fit for the job. This means that firm personnel who have maintained its standards end up in the leadership team of Citigroup as managers and executives in the various business units. Due to the human resource challenges. After a century of operation. The database enabled Citigroup to hire the best people to work its different business units. which is widely unlikely ‡ ‡ ‡ ‡ ‡ . Citigroup has also employed a firm to manage the resumes of applicants to the firm and use internet services to facilitate the processing and scheduling for interview of applicants. Citibank has expanded to become Citigroup. The outcome of Citigroup s recruitment and selection process greatly depended on its brand equity and excellent public reputation supported by its merit-based recognition and reward system together with its adherence to the concept of diversity. which decreases the cost of advertising and drawing candidates. This is a standard policy at Citigroup and internal personnel receive prioritization. Smith Barney Private Client Group. As such. it developed the talent inventory review that targets the building and development of the skills and talents of its hired personnel for them to fill in key positions in the future. Citigroup Private Bank. Citigroup Corporate and Investment Bank.Citi Grpup case study ‡ Citigroup started as the single banking firm Citibank in Singapore in the early part of the 1900s . competence. This led to the development of a database of possible applicants. it employs a thorough screening process that considers ability. This works by encouraging all personnel to file their applications for vacated leadership positions in the different business units after the announcement of vacant or new positions. However. City Bank International Personal Bank.

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