Analyses on different recruitment and selection approaches and case study Abstract
This report introduces several methods recruitment and selection approaches in HRM and discussed their advantages and disadvantages, as well as cultural differences. While external recruitment is applied widely, internal recruitment is better used in large scaled companies. Personal reference can be applied in emergency situation regardless of its drawbacks.
The importance of recruitment and selection cannot be overstated. The recruitment and selection policies and practices can be perceived as integral. Recruitment and selection not only seek to attract and select applicants for a certain position to achieve the certain objective or strategic goals, but may also have significant influence on the whole composition of the workforce (Beer et al. 1984). There is no perfect recruitment and selection method for every situation. In this report, approaches of recruitment and selection are introduced and discussed. Recruitment in HRM is defined as “the different activities of attracting applicants to an organization, and the selection of people to fill vacancies.” (Bloisi, 2007: p.107) and selection is defined as “the process ‘by which managers and others use specific instruments to choose from a pool of applicants’” (Bratton and Gold, 2003: p.221).
2.0. Analyses on different recruitment and selection approaches In this section, approaches of recruitment and selection are both discussed. Section 2.1 mainly highlights internal recruitment approaches and cultural differences through the process. Section 2.2 focuses on some traditional selection approaches and personal reference, illustrating their application, pros and cons.
2.1. Recruitment approaches
Recruitment in HRM includes two important parts: job analysis and person specification. The ultimate target is to combine these two parts, thus selecting the right person for the right position. To accomplish this goal, two basic methods are introduced: internal recruitment and external recruitment. They both have their own pros and cons, and should be carefully applied to different situation. To better analyse the problem, this section only focuses on the methods of internal recruitment approaches. In addition, since the cultural influences on recruitment should never be underestimated especially, arguments are also made in this section.
Looking for the right person for a vacancy within company can not only reduce advertisement fees on media, but also provide a good way for current staff to further considering about and acting on their careers in the company, improving their passion for career. The relationship between internal and external recruitment can be viewed in two perspectives: substitute and complementary (Matías-Reche et al. 2006). Today’s large number of staff that are considered as good candidates in internal promotion and reassignment are contingent workers who are initially hired for multiple results. According to studies and research, relationship between the proportion of contingent workers and the level of internalisation of employment practices within company is complementary and positive (Abraham 1990; Gramm and Schnell 2001; Ko, 2003). For these contingent workers, they already had some basic knowledge both for their current job and the company, thus making the further investment and especially trainings fewer, compared with those on a new employee. This advantage is more evident in large scaled companies, since there would be much more rules and standards for operation to learn in big companies (Matías-Reche et al. 2006). However, for small companies, the save on further training may not seem evident and the promotion of these contingent workers has possibility of triggering dissatisfaction among current workers, who have managed to enter the company through formal recruitment process. It also reduces the possibility of outside recruitment,...
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