Innovative recruitment sources
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Developing international staff and multinational teams
This document discusses developing international staff and multinational teams. It identifies four categories of global assignments: technical, functional/tactical, developmental/high potential, and strategic/executive. Training and development in international human resource management is important for acquiring and transferring knowledge, managing foreign subsidiaries, filling staffing needs, maintaining communication and coordination between subsidiaries and headquarters, and developing global leadership competence. The training requirements for an assignment depend on the roles and responsibilities, tenure, staffing trends and orientations, and the extent of control and coordination by the parent company. Effective training focuses on cross-cultural training, orientation to the unit's approach, and preparatory or post-assignment training.
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The document discusses training design and outlines key steps and principles in developing effective training programs, including identifying needs, preparing trainees, gaining management support, accounting for individual differences, expressing objectives in measurable terms, providing incentives, and involving executives, supervisors, and trainees. It also mentions costs involved and introduces the ADDIE model of training design, emphasizing the importance of establishing clear, specific, measurable objectives to guide training and evaluate outcomes.
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Chapter 6 performance management
The document discusses performance appraisal of expatriates. It defines performance appraisal and outlines its objectives for both employees and organizations. It identifies factors that influence expatriate performance like compensation, task, cultural adjustment, and support from headquarters. It also discusses challenges of international performance management like cultural differences, unreliable data, and complex environments. Finally, it provides examples of performance appraisal systems used by companies like Pepsi and guidelines for effective expatriate performance evaluation.
Training climate
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Resource based strategy - strategic human resource management
The resource-based view of strategy is that the strategic capability of a firm depends on its resource capability.
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Training and development is a vital part of human resource development and ensures learning and behavioral changes occur in a structured way. It refers to obtaining or transferring the knowledge, skills, and abilities needed to perform specific tasks. An organization's training aims to help employees acquire job-related competencies, while development has a longer-term focus on preparing employees for future roles. Siemens implements training and development strategies to retain its leading position by identifying skill needs, providing training, evaluating effectiveness, and supporting employees' long-term growth. This benefits Siemens through a flexible, committed workforce that improves productivity and revenue.
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This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
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Developing international staff and multinational teams
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Chapter 7 repatriation
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
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The document discusses various corporate level strategies including stability, growth, retrenchment, and combination strategies. It describes stability strategies as maintaining the present course when there is no threat. Growth strategies include expanding market share through internal routes like diversification or external routes like mergers. Retrenchment strategies involve downsizing through divestment, liquidation or turnaround. A combination strategy example provided integrates stability, expansion and retrenchment elements. The document also discusses Porter's generic strategies of cost leadership, differentiation and focus as well as Miles and Snow's prospector, defender and analyzer adaptation models and the product life cycle model.
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The document discusses various components of international compensation packages. It begins by defining compensation and its objectives. It then covers principles of compensation, approaches in different countries, factors influencing compensation amounts, and theories of compensation. The document also discusses base salary, incentives, allowances, taxes, retirement benefits, and other typical components of an international compensation package. It notes challenges around managing compensation globally due to exchange rates, cost of living differences, and other complexities.
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The document discusses traditional and modern pay systems, as well as the process for establishing pay plans.
1. Traditional pay systems are based on cost of living, seniority, and evenly distributed wages. Modern pay systems emphasize variable pay based on business, individual, team and organizational performance.
2. Establishing effective pay plans involves analyzing factors like the job market, designing compensation to attract and retain talent, and linking pay to performance to optimize costs.
3. Regular evaluation and review of pay plans is needed to ensure plans stay aligned with business strategy and changing internal and external conditions.Strategic change management – processes and methods
This document outlines an agenda for a training program on strategic change management. It will cover principles and processes of change management, including diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and leveraging innovation. Key models that will be explored are Lewin's three-phase change model and Kotter's seven-step process for organizational change. The program aims to provide managers with tools and strategies for guiding their organizations successfully through change.
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The document discusses strategic issues in international assignments. There are several reasons companies use international assignments, including filling needs in operations, transferring technology, developing careers, and analyzing new markets. Successfully managing international assignments is difficult for HR and costly for companies. It requires selecting the right candidate, preparing the expatriate and family, evaluating performance, and repatriating employees. Strategic issues include assigning the right manager to the right position, balancing global and local HR practices, and strategically managing international personnel at the lowest cost.
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This document discusses international human resource management. It covers topics such as the characteristics of IHRM, the need for a broader perspective when working internationally, different types of expatriate employees, the expatriate assignment life cycle, challenges of expatriate assignments like culture shock and failure, training programs, compensation packages, repatriation processes, and managing a multicultural workforce. The overall purpose seems to be to provide an overview of the key aspects and considerations of international HRM.
compensation
This document defines compensation and pay models. Compensation includes monetary and non-monetary pay provided to employees in exchange for work. It is based on market research, employee contributions, skills availability, and company profitability. Compensation includes base pay, bonuses, benefits, and other forms. The objectives of compensation are fairness, compliance, efficiency, competitiveness, and contributions. Policies and techniques are used to achieve these objectives and align pay internally and externally.
Assessment Development Centres
“Hiring decisions have long-term consequences for an organization’s productivity and performance. Therefore, quality—not speed—should be the primary measure of the success of hiring decisions and the underlying hiring process.”
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This document discusses various retrenchment strategies that a company can adopt when it aims to reduce business operations and expenses to reach a more stable financial position. It describes turnaround, dis-investment, and liquidation strategies. Turnaround strategy aims to convert a loss-making unit into a profitable one by cutting expenses and unproductive activities. Dis-investment strategy involves selling off business units that are underperforming. Liquidation strategy is the extreme case where a company decides to sell its entire business operations. The document provides reasons for and processes of implementing each retrenchment strategy through case studies.
Exexcutive remuneration
This document discusses executive remuneration, which refers to the financial payments and benefits provided to high-level managers in exchange for their work. It notes that executive remuneration includes salary, bonuses, incentives, and perquisites. Some key components are discussed, including salary, profit-sharing bonuses, long-term stock incentives, and perks such as medical benefits and transportation. Examples are given of famous CEOs in India and their high annual salaries, such as the CEO of Tata Consultancy Services with a salary of Rs. 11.6 crore.
Strategic training
This document discusses strategic planning and training in three sections. It begins with an overview of strategic planning processes and the history and meaning of strategy. It then discusses the hierarchy of strategy from the corporate to business to functional levels. The next section distinguishes between training and strategic training, noting that strategic training helps accomplish organizational goals. It provides questions to consider when developing strategic training initiatives. Finally, it discusses different business strategies and how training needs vary for strategies focused on concentration, internal growth, external growth, and disinvestment.
Compensation strategies
This document discusses compensation strategies in India. It outlines three main models of compensation strategy: position based, person based, and performance based. For each model, it describes the key aspects, benefits, and pitfalls. It also discusses compensation practices that are common in India, such as maintaining a lower cost of labor compared to other countries and offering double digit salary increases. The conclusion recommends that a performance based model is best for motivating employees and controlling work activities.
Business level strategies - strategic management - Manu Melwin Joy
Business-level strategy addresses the question of how a firm will compete in a particular industry.
It is a general way of positioning a firm within an industry.
Strategy Implementation and Control
This document discusses strategy implementation and control. It covers the relationship between strategy formulation and implementation, issues in strategy implementation, the role of organization structure, and leadership. Some key points:
1) Strategy implementation involves putting the chosen strategic plan into action through proper resource allocation, organizational structure, operating plans, and review processes.
2) Strategy formulation and implementation are interrelated but distinct phases - sound implementation is needed to ensure a strategy's success.
3) Issues in implementation include project execution, procedures, resource allocation, structure, functions, and changing behaviors. The appropriate organizational structure depends on factors like the strategy and firm size.
Systems Approach to Training
The document outlines the six phases of training system design: analyze, design, develop, implement, evaluate. It provides details on the inputs, processes, and outputs of each phase. Analysis involves collecting data to understand needs and requirements. Design translates analysis into an organizational structure and training blueprint. Development creates training materials and programs. Implementation conducts training and activities outlined in previous phases. Evaluation determines if objectives are met and identifies revisions needed to continuously improve the system.
Strategic evaluation and control
Strategic evaluation and control is the final phase of strategic management. It operates at two strategic and operational levels to assess consistency with the environment and pursuit of strategy. The purpose is to evaluate strategy effectiveness in achieving objectives. It tests strategy effectiveness and keeps the organization on track to objectives through feedback and corrective actions. Strategic evaluation involves participants across the organization and provides lessons for new planning, though barriers like measurement difficulties must be addressed.
Strategic implementation
This document discusses various aspects of strategic implementation at the structural, behavioural, and functional levels. It provides details on different organizational structures like entrepreneurial, functional, divisional, strategic business unit, matrix, and network structures. It also discusses the importance of values, ethics, and culture during behavioural implementation. At the functional level, it explains the need for developing vertical and horizontal fit between functions. Functional plans and policies provide guidelines to implement strategies in areas like finance, marketing, operations, personnel, and information management.
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The document outlines the key steps in a recruitment life cycle from requirement gathering to closing the requirement. It discusses 12 components of the cycle including requirement gathering, sourcing, screening, interviewing, background checks, offer, acceptance, onboarding and closing the requirement. For each step, it provides guidance on best practices for human resource professionals to follow, highlighting the importance of gathering requirements, feedback, follow up, and ensuring the candidate is settled before officially closing the recruitment cycle.
Internal vs External Recruitment
This document discusses strategies for effective recruitment. It addresses whether internal or external recruitment is best, noting that the answer depends on an organization's specific needs, resources, and cost-benefit analysis. It also examines key metrics to consider like quality of hire, time to fill, culture fit, candidate experience, and cost. While external recruiters can fill jobs faster through existing pools, internal delays can sometimes slow the process. The document emphasizes choosing a recruitment strategy that best fits an organization's market conditions, candidate availability, impact on employees, need for objectivity, and overall costs.
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HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
corporate level strategies
The document discusses various corporate level strategies including stability, growth, retrenchment, and combination strategies. It describes stability strategies as maintaining the present course when there is no threat. Growth strategies include expanding market share through internal routes like diversification or external routes like mergers. Retrenchment strategies involve downsizing through divestment, liquidation or turnaround. A combination strategy example provided integrates stability, expansion and retrenchment elements. The document also discusses Porter's generic strategies of cost leadership, differentiation and focus as well as Miles and Snow's prospector, defender and analyzer adaptation models and the product life cycle model.
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The document discusses various components of international compensation packages. It begins by defining compensation and its objectives. It then covers principles of compensation, approaches in different countries, factors influencing compensation amounts, and theories of compensation. The document also discusses base salary, incentives, allowances, taxes, retirement benefits, and other typical components of an international compensation package. It notes challenges around managing compensation globally due to exchange rates, cost of living differences, and other complexities.
Stability strategy abhishek prakash02
This document discusses stability strategies as part of corporate strategy. It defines stability strategies as continuing current activities without significant changes in direction, and notes they are most common for small businesses or mature firms. The document outlines three types of stability strategies: no-change strategies for stable environments; profit strategies to maintain profits artificially in the short-term; and pause/proceed with caution strategies to test changes before fully implementing them. Advantages include reduced risk and maintaining routine work, while disadvantages include limiting growth and innovation long-term.
Bases for traditional pay system & modern pay system and establishing pay plans
Bases for traditional pay system & modern pay system and establishing pay plans Al-Qurmoshi Institute of Business Management, Hyderabad
The document discusses traditional and modern pay systems, as well as the process for establishing pay plans.
1. Traditional pay systems are based on cost of living, seniority, and evenly distributed wages. Modern pay systems emphasize variable pay based on business, individual, team and organizational performance.
2. Establishing effective pay plans involves analyzing factors like the job market, designing compensation to attract and retain talent, and linking pay to performance to optimize costs.
3. Regular evaluation and review of pay plans is needed to ensure plans stay aligned with business strategy and changing internal and external conditions.Strategic change management – processes and methods
This document outlines an agenda for a training program on strategic change management. It will cover principles and processes of change management, including diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and leveraging innovation. Key models that will be explored are Lewin's three-phase change model and Kotter's seven-step process for organizational change. The program aims to provide managers with tools and strategies for guiding their organizations successfully through change.
Leadership and Strategic Issues in International Assignments
The document discusses strategic issues in international assignments. There are several reasons companies use international assignments, including filling needs in operations, transferring technology, developing careers, and analyzing new markets. Successfully managing international assignments is difficult for HR and costly for companies. It requires selecting the right candidate, preparing the expatriate and family, evaluating performance, and repatriating employees. Strategic issues include assigning the right manager to the right position, balancing global and local HR practices, and strategically managing international personnel at the lowest cost.
International Human Resource Managment
This document discusses international human resource management. It covers topics such as the characteristics of IHRM, the need for a broader perspective when working internationally, different types of expatriate employees, the expatriate assignment life cycle, challenges of expatriate assignments like culture shock and failure, training programs, compensation packages, repatriation processes, and managing a multicultural workforce. The overall purpose seems to be to provide an overview of the key aspects and considerations of international HRM.
compensation
This document defines compensation and pay models. Compensation includes monetary and non-monetary pay provided to employees in exchange for work. It is based on market research, employee contributions, skills availability, and company profitability. Compensation includes base pay, bonuses, benefits, and other forms. The objectives of compensation are fairness, compliance, efficiency, competitiveness, and contributions. Policies and techniques are used to achieve these objectives and align pay internally and externally.
Assessment Development Centres
“Hiring decisions have long-term consequences for an organization’s productivity and performance. Therefore, quality—not speed—should be the primary measure of the success of hiring decisions and the underlying hiring process.”
Retrenchment strategy
This document discusses various retrenchment strategies that a company can adopt when it aims to reduce business operations and expenses to reach a more stable financial position. It describes turnaround, dis-investment, and liquidation strategies. Turnaround strategy aims to convert a loss-making unit into a profitable one by cutting expenses and unproductive activities. Dis-investment strategy involves selling off business units that are underperforming. Liquidation strategy is the extreme case where a company decides to sell its entire business operations. The document provides reasons for and processes of implementing each retrenchment strategy through case studies.
Exexcutive remuneration
This document discusses executive remuneration, which refers to the financial payments and benefits provided to high-level managers in exchange for their work. It notes that executive remuneration includes salary, bonuses, incentives, and perquisites. Some key components are discussed, including salary, profit-sharing bonuses, long-term stock incentives, and perks such as medical benefits and transportation. Examples are given of famous CEOs in India and their high annual salaries, such as the CEO of Tata Consultancy Services with a salary of Rs. 11.6 crore.
Strategic training
This document discusses strategic planning and training in three sections. It begins with an overview of strategic planning processes and the history and meaning of strategy. It then discusses the hierarchy of strategy from the corporate to business to functional levels. The next section distinguishes between training and strategic training, noting that strategic training helps accomplish organizational goals. It provides questions to consider when developing strategic training initiatives. Finally, it discusses different business strategies and how training needs vary for strategies focused on concentration, internal growth, external growth, and disinvestment.
Compensation strategies
This document discusses compensation strategies in India. It outlines three main models of compensation strategy: position based, person based, and performance based. For each model, it describes the key aspects, benefits, and pitfalls. It also discusses compensation practices that are common in India, such as maintaining a lower cost of labor compared to other countries and offering double digit salary increases. The conclusion recommends that a performance based model is best for motivating employees and controlling work activities.
Business level strategies - strategic management - Manu Melwin Joy
Business-level strategy addresses the question of how a firm will compete in a particular industry.
It is a general way of positioning a firm within an industry.
Strategy Implementation and Control
This document discusses strategy implementation and control. It covers the relationship between strategy formulation and implementation, issues in strategy implementation, the role of organization structure, and leadership. Some key points:
1) Strategy implementation involves putting the chosen strategic plan into action through proper resource allocation, organizational structure, operating plans, and review processes.
2) Strategy formulation and implementation are interrelated but distinct phases - sound implementation is needed to ensure a strategy's success.
3) Issues in implementation include project execution, procedures, resource allocation, structure, functions, and changing behaviors. The appropriate organizational structure depends on factors like the strategy and firm size.
Systems Approach to Training
The document outlines the six phases of training system design: analyze, design, develop, implement, evaluate. It provides details on the inputs, processes, and outputs of each phase. Analysis involves collecting data to understand needs and requirements. Design translates analysis into an organizational structure and training blueprint. Development creates training materials and programs. Implementation conducts training and activities outlined in previous phases. Evaluation determines if objectives are met and identifies revisions needed to continuously improve the system.
Strategic evaluation and control
Strategic evaluation and control is the final phase of strategic management. It operates at two strategic and operational levels to assess consistency with the environment and pursuit of strategy. The purpose is to evaluate strategy effectiveness in achieving objectives. It tests strategy effectiveness and keeps the organization on track to objectives through feedback and corrective actions. Strategic evaluation involves participants across the organization and provides lessons for new planning, though barriers like measurement difficulties must be addressed.
Strategic implementation
This document discusses various aspects of strategic implementation at the structural, behavioural, and functional levels. It provides details on different organizational structures like entrepreneurial, functional, divisional, strategic business unit, matrix, and network structures. It also discusses the importance of values, ethics, and culture during behavioural implementation. At the functional level, it explains the need for developing vertical and horizontal fit between functions. Functional plans and policies provide guidelines to implement strategies in areas like finance, marketing, operations, personnel, and information management.
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Business level strategies - strategic management - Manu Melwin Joy
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The document outlines the key steps in a recruitment life cycle from requirement gathering to closing the requirement. It discusses 12 components of the cycle including requirement gathering, sourcing, screening, interviewing, background checks, offer, acceptance, onboarding and closing the requirement. For each step, it provides guidance on best practices for human resource professionals to follow, highlighting the importance of gathering requirements, feedback, follow up, and ensuring the candidate is settled before officially closing the recruitment cycle.
Internal vs External Recruitment
This document discusses strategies for effective recruitment. It addresses whether internal or external recruitment is best, noting that the answer depends on an organization's specific needs, resources, and cost-benefit analysis. It also examines key metrics to consider like quality of hire, time to fill, culture fit, candidate experience, and cost. While external recruiters can fill jobs faster through existing pools, internal delays can sometimes slow the process. The document emphasizes choosing a recruitment strategy that best fits an organization's market conditions, candidate availability, impact on employees, need for objectivity, and overall costs.
Strategic HR Planning anf Talent Mgt 3
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This document discusses HR recruitment, including the importance of effective recruitment, job analysis categories, elements of a job description, and methods of internal and external recruitment. Effective recruitment helps businesses attract suitable candidates and gain competitive advantages, while wrong hires increase costs. Job analysis examines tasks, activities, skills, roles and performance. A job description outlines title, tasks, purpose, methods, responsibilities, and performance measures. Internal recruitment advertises within a business, has lower risk but limited applicants, while external recruitment uses agencies, ads, and universities to consider more candidates but at higher cost.
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This document discusses recruitment, including the meaning, purpose, importance, process, sources, and challenges of recruitment for organizations. Recruitment is defined as the process of finding and attracting qualified job applicants and involves identifying vacancies, developing job descriptions, advertising positions, managing responses, shortlisting candidates, interviewing, and making hiring decisions. The goal is to source and select the best candidates to help organizations achieve their objectives. Recruitment draws from both internal sources like transfers and promotions, as well as external sources like agencies and job boards. HR professionals face challenges in ensuring a timely, cost-effective recruitment process that adapts to global changes and strategic priorities.
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Job analysis is the systematic process of collecting information about jobs within an organization. It involves determining the tasks, duties, responsibilities, skills and qualifications required for each job. This information is then used to develop job descriptions and job specifications. Job analysis data helps inform important human resource functions like recruitment, training, performance management, compensation and safety. Common job analysis methods include questionnaires, observation, interviews and reviewing employee records. The critical information collected through job analysis includes work activities, physical and mental requirements, needed skills and qualifications.
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1. The document is a student project report on job analysis, design, and evaluation submitted to their professor.
2. It includes an introduction, sections on job analysis, job design, job evaluation, and a conclusion.
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This document discusses job analysis and design. It defines job analysis as determining all pertinent information about a specific job. The main methods of job analysis are observation, interviews, questionnaires, and diaries. Job analysis is used to create job descriptions and specifications, and inform selection, training, performance reviews, and design. Job design structuring work activities and responsibilities. Approaches to design include engineering, human relations, and job characteristics models. Modern techniques incorporate flexibility like job rotation, enlargement, enrichment, and telecommuting.
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• How to measure the true ROI of recruitment technology
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with your provider
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SHD is a human resource consultancy firm based in Ho Chi Minh City, Vietnam that was founded in 2000. It provides various HR services including executive search, online recruitment, corporate training, HR surveys, staffing/outsourcing, and a student internship program. SHD aims to be a top 5 HR provider in Vietnam by further developing its HR services and becoming a trusted source of labor information and talent. It recruits for multinational companies across various industries and has a database of over 15,000 candidates.
SHD INTRODUCTION
SHD aims to be a top 5 HR service provider in Vietnam by further developing its human resource services and becoming a trusted source of labor information and talent.
Ibf Global Prez Final 022511
The document discusses attracting and retaining demand planning talent. It notes that demand planning skills are changing and in high demand as companies expect more from their supply chains. However, finding candidates with the right combination of analytical, communication, and technical skills is challenging. The document provides suggestions for how companies can develop talent internally, promote their demand planning roles, and partner with schools to attract new talent.
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Talent Acquisition : Candidate Experience and its Impact on Business Strategy.
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Innovative recruitment sources
- 1. INNOVATIVE RECRUITMEN T SOURCES Presented by… HARINADH KARIMIKONDA Asst. Professor – Management
- 2. Airplane Banners Advantage : Attention – getter Disadvantage : Intrusive and Unprofessional
- 3. Banners and Signs Advantage : Cost- effective Disadvantage : Required busy location and Unprofessional
- 4. Billboard Advertising Advantage : High volume attention grabber Disadvantage : Convey limited amount of information
- 5. Bumper Stickers Advantage : Incentive for employees Disadvantage : Not taken seriously
- 6. Company – Sponsored Social Events Advantage : Cost - effective Disadvantage : Reaches limited number of people
- 7. Competitions Advantage : Opportunity to evaluate skills before extending a job offer Disadvantage : Time consuming
- 8. Customers, Clients and Guest Advantage : knowledge of what it’s like to work for you Disadvantage : Rejection or termination could sever relationships
- 9. Fast Track Training Advantage : Provide marketable skills Disadvantage : Fail to support long term advancements
- 10. Kiosks Advantage : Make it easy for a person to apply Disadvantage : Unmonitored application flow
- 11. Medical Offices Advantage : Cost effective Disadvantage : Low volume of applications
- 12. Movie Ads Advantage : Can attract people who are actively looking for a job Disadvantage : Intrusive ( disturbing )
- 13. On – Site Recruitment Advantage : Can reach a wide audience, time saver & good public relations Disadvantage : Lots of unqualified applicants
- 14. Pre-employment Training Advantage : Creates trained workforce Disadvantage : no guarantee trained workers won’t apply skills elsewhere
- 15. Response Card Advantage : Personalized and Selective Disadvantage : Time consuming
- 16. Retirees Advantage : Experienced workers who can serve as mentors Disadvantage : Inflexibility