Recruitment ... Selection ... Performance Appraisal
General Comments
Recruitment ... Selection ... Performance Appraisal
Recruitment
Finding the right people for the job is one challenge all managers and organizations share. While managers may have the ability to redesign or adjust jobs to fit the available people, the usual challenge is the reverse. Thus, a first important step in the recruitment, selection, and placement process is undertaking a job analysis. This helps ensure you know what the employee must know and do (job requirements) and under what circumstances.
There are several common mistakes one can make in the recruitment phase, including:
• Restricting the pool of qualified candidates by using a poor search strategy and/or approach. An example is exclusive reliance on either internal or external recruitment no matter the position or available candidates. Another is failing to include a good array of sources to ensure a strong “talent pool.”
• Writing a position description that does not match the job. This happens most frequently when there has been no careful analysis of the job and/or when there is no second level review of the analysis to help ensure accuracy.
• Writing position postings/advertisements that are overly broad or are inappropriately restrictive. An example is when everything in a posting is “preferred” or everything is “required.”
For those who are hiring managers the issue of whether to recruit/promote from within (internal recruiting) will likely be a familiar one. There are numerous advantages, including development of “career ladders” that help with employee retention. Simply put, a career ladder is one that plans and enables advancement up the levels of an organization. Internal recruiting can also help organizations preserve and protect critical knowledge, values, and practices. Transitions can be smoother, with less negative impact on productivity. One thing organizations can and should do when wishing to leverage internal talent is to inventory the knowledge,
Recruitment ... Selection ... Performance Appraisal
Recruitment
Finding the right people for the job is one challenge all managers and organizations share. While managers may have the ability to redesign or adjust jobs to fit the available people, the usual challenge is the reverse. Thus, a first important step in the recruitment, selection, and placement process is undertaking a job analysis. This helps ensure you know what the employee must know and do (job requirements) and under what circumstances.
There are several common mistakes one can make in the recruitment phase, including:
• Restricting the pool of qualified candidates by using a poor search strategy and/or approach. An example is exclusive reliance on either internal or external recruitment no matter the position or available candidates. Another is failing to include a good array of sources to ensure a strong “talent pool.”
• Writing a position description that does not match the job. This happens most frequently when there has been no careful analysis of the job and/or when there is no second level review of the analysis to help ensure accuracy.
• Writing position postings/advertisements that are overly broad or are inappropriately restrictive. An example is when everything in a posting is “preferred” or everything is “required.”
For those who are hiring managers the issue of whether to recruit/promote from within (internal recruiting) will likely be a familiar one. There are numerous advantages, including development of “career ladders” that help with employee retention. Simply put, a career ladder is one that plans and enables advancement up the levels of an organization. Internal recruiting can also help organizations preserve and protect critical knowledge, values, and practices. Transitions can be smoother, with less negative impact on productivity. One thing organizations can and should do when wishing to leverage internal talent is to inventory the knowledge,
References: Bohlander, G., & Snell, S. ( 2010). Managing human resources. Mason, OH: South-Western Cengage Learning. Cascio, W. (2010). Managing human resources: Productivity, quality of work life, profits. NY: McGraw-Hill Irwin. Written by: Christina A. Hannah, Ph.D.