INTRODUCTION
Modern organizations are encountering significant difficulties in their staffing process. These include the need to optimize knowledge work, intense competition among applicants, labor shortages, and workforce diversity (Ployhart, 2006).
Many organizational decision makers often overlook or misunderstand the importance of effective staffing practices. To address these issues, staffing professionals should prioritize individual-level selection and recruitment processes at an organizational level (Ployhart, 2006). Human Resource Planning (HRP) is the process utilized by organizations to guarantee they have the necessary amount and quality of personnel for future output or service requirements (Gomez-Mejia, Balkin, Cardy, 2007).
Effective planning of labor resources is crucial for HRP, as it aims to achieve a balance between labor supply and demand. Labor supply refers to the availability of desired skilled workers by employers, while labor demand represents the number of workers required by an organization. Therefore, organizations must plan their HR resources effectively in order to maintain equilibrium between the supply and demand of human capital. Failing to do so can lead to difficulties meeting future human capital needs or facing significant financial expenses.
HRP, or Human Resource Planning, encompasses various important tasks such as efficiently planning the recruitment, selection, and hiring processes in order to ensure that organizations have the required workforce with essential skills (Gomez-Mejia, Balkin, Cardy, 2007). In the subsequent sections, we will explore the ways in which HR personnel will tackle the obstacles associated with effective staffing. This report provides a comprehensive view of the recruitment process, its steps, tools, and challenges.
RECRUITMENT
Recruitment is considered a crucial component of the HR framework and is frequently likened to a sales endeavor.
Having an effective recruitment process is crucial for any organization. It helps in hiring qualified and skilled individuals who are the right fit for the job. In modern organizations, there are several important factors to consider during recruitment. These factors include using efficient and cost-effective methods and sources, selecting suitable candidates, ensuring fairness and legality, and making decisions based on merit. Therefore, it is essential for organizations to carefully plan and implement their recruitment process by incorporating proper assessment tools and evaluation methods (Bratton and Gold, 2007).
SOURCES OF RECRUITMENT
There are several sources for recruitment, including current employees. Organizations can inform their employees about job openings to use them as a source of recruitment.
Internal job postings provide current employees with the opportunity to obtain better and desired positions. Referrals from current employees are considered effective recruitment tools, as these employees have a good understanding of what it takes to be successful within the organization. Former employees can also be recruited, as they possess valuable knowledge about the organization’s culture and values. Additionally, organizations can recruit former soldiers from formal military backgrounds. Print media and radio advertisements can be used to reach regional, national, and international job seekers. Internet advertising and career sites offer a cheaper and more responsive platform for posting job requirements. Employment agencies can be utilized to recruit and screen applicants. Lastly, hiring temporary workers is a more efficient option as they provide flexibility to quickly meet job demands while reducing time and cost of hiring.• College recruiting, also known as campus selections, allows organizations to interview and select candidates with the necessary knowledge and skills from college campuses.
• In a novel approach, organizations can leverage their long-term customers to recruit employees. These loyal customers have valuable insights about the organization and can refer suitable candidates for the company.
NON TRADITIONAL RECRUITING
Non traditional recruiting refers to the practice of recruiting individuals regardless of their current circumstances, instead focusing on long-term labor expectations. This approach allows organizations to address labor demand and, in some cases, labor surplus. Non traditional labor pools encompass welfare recipients, senior citizens, prisoners, and foreign workers.
This will not only create opportunities for those in need but will also help them build confidence. Studies have shown that recruiting candidates through non-traditional processes reduces stress-related problems among employees. Providing opportunities to individuals from such backgrounds also boosts their self-confidence, which in turn affects their job performance (Arif Hassan, 2007).
Greyston Bakery in Yonkers, New York is remarkable because it relies on employees who were chronically unemployed and is dedicated to giving opportunities to those who are homeless or struggling with drug addiction.
Currently, the company boasts a staff of 55 employees and achieves an impressive annual revenue of 3.5 million Dollars. This stands as a testament to the harmonious growth and mutual support between individuals and the organization.
EXTERNAL VERSUS INTERNAL CANDIDATES
According to Arif Hassan (2007), hiring externally offers a firm a broader range of perspectives and the opportunity to reach individuals through various approaches. Additionally, some organizations believe that hiring externally is a more cost-effective solution compared to training current employees on new technologies or processes.
One drawback of this process is that existing employees may overlook ideas and perspectives, thus limiting their influence. Moreover, newly hired individuals will need additional time to familiarize themselves with the job and the organization. Consequently, management might contemplate external recruitment instead and feel that they should have trained or assigned internal employees for new positions (Bratton and Gold, 2007). In contrast, internal recruitment entails promoting and transferring current employees, which has its own set of pros and cons.
Implementing this approach has both advantages and disadvantages. The advantages include cost-effectiveness and the promotion of consideration and preference among familiar employees, which leads to smoother job responsibilities (Bratton and Gold, 2007). However, there are also drawbacks. Limitations in introducing new talents and technology can affect overall organizational performance. Furthermore, promoted workers may exploit their positions by expecting special treatment similar to that of supervisors or managers.
RECRUITING PROTECTED CLASSES
Many organizations internally seek alternative individuals for recruitment, including women, minorities, disabled people, and employees in protected classes. The Equal Employment Opportunity Commission guidelines mandate public sector employers and contractors to have written affirmative action policies. These policies have been beneficial for private sector organizations in terms of their business.
PLANING THE RECRUITMENT EFFORT
Relating human resource planning (HRP) to recruitment can lead to effective results in the recruitment process. HRP involves comparing the current workforce with future demands (Kathy, Kerfoot). For instance, if a company plans to expand and expects changes in market conditions, HRP can help determine the need for additional staff. This information can then guide recruitment efforts by indicating the number of candidates that should be sought for each job opening. By integrating HRP with recruitment, organizations can assess the appropriate level of recruitment efforts and achieve desired ratios between recruitment input and output.
CONCLUSION
Recruitment is a vital process for modern organizations and HR managers face the important task of hiring the right candidate with the necessary skills for a job opening. With the help of effective HRP’s and recruitment tools, HR professionals can efficiently plan the recruiting process. In today’s organizations, many firms seek cost-effective methods for recruitment, with the internet and recruiting consultants being among the most commonly used sources.
REFERENCES
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