The Recruitment process for business organizations. Review of the disadvantages and advantages of the different marketing channels

Ensayo , 2004 , 11 Páginas , Calificación: 1,7

Gestión de recursos humanos - Otros

We are living in the 21stcentury and organizations are more and more dependent on the external and internal environment to be profitable. System gives the organization security, plans protect for accidents and a firm is in the long term only successful when management and workers are willing to bring their optimal accomplishment. A company is a team and an image ascertains all people in it: good workers promote the image and disinterested and disaffected workers reduce prestige. Organizations rely on human beings. Therefore is it very important to have a well-functioning human resource department in every organization, which also has an impact on the organizational performance. There are many factors involved in the recruitment process. Recruitment is primarily concerned with “the process of generating a pool of capable people to apply for employment to an organization” (Bratton and Gold, 2003: p. 221). It is closely connected with the selection process which “is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job (s), given management goals and legal requirements” (Bratton and Gold, 2003: p. 221). According to Food and Hook every recruitment action should be designed to meet the strategic objectives. (Foot and Hook, 2002: p.58) The Human resource management department is responsible for choosing the right person with the right skills and ability at the right time and for the right place and who is physically and emotionally able to carry out his/her responsibilities. The process of recruitment is necessary to ensure that recruitment practices are systematic, consistent and responsive to internal needs (Cole, 2002: p.173). Clear procedures are also cost effective. There are external and internal influences on organizations. For example legislation is an external factor which has a big impact. Every process should be fair, systematic, transparent and flexible, and should not contravene legislation, for example the Sex Discrimination Act (1975), Race Relations (1976), the Equal Pay Act (1970) or the Human Rights Act (1998). Another external factor is the diversity of the employment market. In times of changing demographic structures and many different cultural and religious backgrounds it is important to know how to manage diversity (Cornelius, 2001: p.29). Internal influences on the Recruitment process include the key persons.

Inhalt

I. Introduction
Explain the purpose and importance of the Recruitment process for business organizations

II. Main part
Describe in detail the key stages in the process
Review the disadvantages and advantages of the different marketing channels, and illustrate with company examples

III. Conclusion

IV. Bibliography

V. Appendix
1. Overall view of the stages of recruitment and selection, and the connection of these processes to human resource planning
2. Roger’s seven-point plan and
3. Munro Fraser’s five-point plan

I. Introduction

We are living in the 21st century and organizations are more and more dependent on the external and internal environment to be profitable. System gives the organization security, plans protect for accidents and a firm is in the long term only successful when management and workers are willing to bring their optimal accomplishment. A company is a team and an image ascertains all people in it: good workers promote the image and disinterested and disaffected workers reduce prestige. Organizations rely on human beings. Therefore is it very important to have a well-functioning human resource department in every organization, which also has an impact on the organizational performance. There are many factors involved in the recruitment process. Recruitment is primarily concerned with “the process of generating a pool of capable people to apply for employment to an organization” (Bratton and Gold, 2003: p. 221). It is closely connected with the selection process which “is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job (s), given management goals and legal requirements” (Bratton and Gold, 2003: p. 221). According to Food and Hook every recruitment action should be designed to meet the strategic objectives. (Foot and Hook, 2002: p.58) The Human resource management department is responsible for choosing the right person with the right skills and ability at the right time and for the right place and who is physically and emotionally able to carry out his/her responsibilities. The process of recruitment is necessary to ensure that recruitment practices are systematic, consistent and responsive to internal needs (Cole, 2002: p.173). Clear procedures are also cost effective.

There are external and internal influences on organizations. For example legislation is an external factor which has a big impact. Every process should be fair, systematic, transparent and flexible, and should not contravene legislation, for example the Sex Discrimination Act (1975), Race Relations (1976), the Equal Pay Act (1970) or the Human Rights Act (1998). Another external factor is the diversity of the employment market. In times of changing demographic structures and many different cultural and religious backgrounds it is important to know how to manage diversity (Cornelius, 2001: p.29). Internal influences on the Recruitment process include the key persons. These are usually Human Resource (HR) Managers, who should have the knowledge to carry out fair, effective and transparent recruitment. They should understand how to manage diversity and know that their activities have broad repercussions. “Recruitment is a two-way process, success being dependent on agreement by both sides and dependent on a degree of openness and trust” (Leopold, 2002: p.76). “The plans have to estimate the number of personals for the organization, which are the needs of recruit, the needs of training and develop and to retrain. Recruitment and selection play a key role in creating a diverse organization, but can only be succeed in doing so if diversity is a part of the business culture and ‘good practice’ in recruitment…”(Cornelius, 2001: p.33)

II. Main Part

According to Food and Hook, the key aim of the process is “to obtain a pool of suitable candidates for vacant posts, to use and be seen to use a fair process, to ensure that all recruitment activities contribute to company goals and a desirable company image and to conduct recruitment activities in an efficient and cost effective manner.”(Foot and Hook, 2002: p.58) There are many publications about the key stages, but all emphases the same main points. I will now examine Cornelius‘s and Leopold’s construction of the process.

1. Identify the need to recruit

Before deciding to recruit it is advantageous for the employer to think about the vacancy to be filled. There may be a new post identified and created by the corporate plan, or there can be a reorganization of the existing job which could be more flexible and less cost intensive. It is possible that with time and technological development there are alternative solutions. Preferable to permanent full-time replacement might be part-time work, subcontracting the work, reorganizing the work by mechanization etc. It also can be that the post may, indeed, not have to be filled.

2. Analyse the requirements

If the HR Manager decides that there is a need to recruit the goal should be to find the best person. To fulfill this aim, the criteria against which an individual is to be selected have to be identified. The analysis entails collecting data on the content of the jobs in terms of knowledge, skills and abilities needed to achieve the job, tasks and responsibilities. There are a variety of methods for collecting data, including interviews with persons currently carrying out the job, line managers or supervisors, observation or asking the current post holder to keep a diary. Most of the methods are not bias free. For example in a ‘shadowing’ process the person being shadowed may different from his/her normal native.

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• Universidad: University of Ulster
• Curso: Introduction to Human Resource Management
• Calificación: 1,7
• Autor: Rebecca Zimmers (Autor)
• Año de publicación: 2004
• Páginas: 11
• No. de catálogo: V62769
• ISBN (Ebook): 9783638559591
• ISBN (Libro): 9783656772064
• Idioma: Inglés
• Etiqueta: Explain, Recruitment, Review, Introduction, Human, Resource, Management