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Recruitment -hrd 2 report (1)

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University of San Jose - Recoletos
COLLEGE OF COMMERCE
HRD 2 -- 03:40pm - 05:20pm
Ms. Ava-lou Perez
(c) 2013 SUMMER SEMESTER

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Recruitment -hrd 2 report (1)

  1. 1. A FIRM IS ONLY AS GOOD AS THEPEOPLE IT RECRUITS.RECRUITMENT AND SELECTION ISCRITICAL TO EVERYORGANIZATION. FIRMSTHEREFORE MUST STRIKE TOATTRACT THE BEST PEOPLE TOWORK FOR THEM.
  2. 2. RECRUITMENTone of the most critical functions of the humanresource departmenta strategic process of identifying that theorganization needs to employ someone up to thepoint at which application forms have arrived at theorganization.
  3. 3. Selection –consists of the processes involved inchoosing from applicants a suitable candidate to fill apost.Placement –actual hiring which includes orientationand the acculturation( explains the process ofcultural and psychological change that resultsfollowing meeting between cultures) processTraining –consists of range of processes involved inmaking sure that job holders have the right skills,knowledge and attitudes required to help theorganization to achieve its objectives.
  4. 4. ADOPTING A RECRUITMENT POLICYIt’s important to adapt aRECRUITMENT policy thatencompasses your firm’s code ofconduct in attracting the best qualifiedcandidates, the rules to be followed andthe standard’s to be reached.
  5. 5. Policy should be directed to the following objectives:Hire the right personConduct a wide and extensive search of the potentialposition candidates.Recruit staff who are compatible with the style ofmanagement and the culture of your company.Handle applicants with due diligence, speed, andcourtesyHire from within and develop existing employees toqualify them for the consideration for promotion.Make sure that no false or exaggerated claims are madein recruitment announcements or help wantedadvertisements.Place individuals in positions with responsibilities andtrain them to enhance their career and personaldevelopment.
  6. 6. ADVANTAGES OF INTERNAL RECRUITMENTSUsually cheaper in terms of starting pay and faster to fill upinternal vacancies.Savings can be made since individuals with knowledge of how abusiness operates inside knowledge of how a business operateswill need shorter periods of training and time for “fitting”.It improves employee’s morale; it acts as incentive to all staff towork harder within the organization.Company’s point of view : Strengths and weaknesses of aninsider will have been assessed (evaluated/estimated). It haspotential then for a better success rate since the track record ofthe employee is known.Internal employees are already attuned to the culture of theorganization.The organization is unlikely to be disrupted by someone used toworking with others in the company.Keeps the proprietary and industry knowledge inside theorganization.
  7. 7. DISADVANTAGES OF INTERNAL RECRUITMENTManagement will have to replace the person who hasbeen promoted, creating a ripple effect—more jobopenings occur as employees are moved about.Promoting from within may upset some inside thecompany thereby lowering the morale of those notselected for the position.Deprives the company from getting fresh views andnew ways of doing things.Creates negative internal competition for the position.An insider may be less likely to make essentialcriticisms to get the company working more effectively.
  8. 8. ADVANTAGES OF EXTERNAL RECRUITMENTDraws upon a wider range of talent and provides theopportunity to bring new experience and ideas into theorganization, enhancing the creativity and innovation.Brings in an opportunity to acquire new skills andcompetencies not found in the organization.Enables the organization to hire people withknowledge of competitor’s secrets—an easy thougharguably dubious(doubtful) way of conductingcompetitive intelligence gathering.
  9. 9. DISADVANTAGES OF EXTERNAL RECRUITMENTUsually more costly to hire somebody from outside.The outsider does not fit into the organizations culture.Some risks in failure, example: an employee could be lesseffective in actual job than what appears on paperapplications and interview.Takes a larger time to get acclimated to the job and theorganization’s culture.May demoralize (cause someone to lose confidence)employees who did not get the promotion and adverselyaffect their commitment levels.
  10. 10. STAGES OF RECRUITMENTDetermine whether a vacancy exists When an employee resigns, retire, dies, discharged fromservice New position is created as a result of expansion,restructuring or reorganization.Prepare Job Description and Personal Identification Principally used for recruitment as a guide on how aparticular employee will fit into the organization Personal Identification goes beyond a mere jobdescription. It highlights the physical and mental attributesof the job holder.
  11. 11. STAGES OF RECRUITMENTMedia Announcements Bulletin Board Word of Mouth Professional Journals Employment Agencies Campus Recruitment Website Job Market Job Fairs Newspapers Summer Cadre Training
  12. 12. STAGES OF RECRUITMENTManaging The ResponseShort-listing—discarding those who aren’t qualifiedArrange InterviewsConduct The InterviewsReference/Background Checks should be made only for those candidates who haveadvanced to the finalist stage and who are under seriousconsideration to the job. can be a frustrating exercise that sometimes yields littleuseful information about the candidate.
  13. 13. STAGES OF RECRUITMENTDecision To HireOffer To HireAppointment Action
  • Annavilla

    Jun. 16, 2015

University of San Jose - Recoletos COLLEGE OF COMMERCE HRD 2 -- 03:40pm - 05:20pm Ms. Ava-lou Perez (c) 2013 SUMMER SEMESTER

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