The Sports Equipment Company ( Tdsec )

One external factor which may affect a business’s decision to recruit may be to assist the economic growth as the economy has currently come out of recession. This may affect a business decision to recruit as they may require more staff as the demand for products and services may be more as people now have more disposable income which allows them to purchase products and services. Another external factor which may affect a business’s to recruit may be the change in demographics, this is because there is an increase of people who require part time work as there is an increasing number of single parent families. There is also an ageing population, this means that there is a large amount of people who are now retiring therefore business require new staff to replace the ones have

However costly, the benefits of effective and efficient recruitment and selection, along with appropriate policies and procedures for retention, could outweigh the costs as well as reduce the costs of high labour turnover. Armstrong (2006, p97) cites Purcell et al (2003) to state that 'the way managers implement and enact policies ' is crucial in achieving greater competitive advantage. This process spans from gathering the potential candidates for a job position to short listing and in the final stages, selection. They may have knowledge of suitable candidates; however it is the ability to recruit the right people for the right job through, essentially, a systematic and fair, procedural process.              However, choosing the right person for the right job is not always easy. Effectively conducting job analysis and targeting right potential candidates ensures a good match between applicants and the jobs (Delaney et al 1996). Argument has been given that under qualified employees may not able to effectively perform their job positions due to lack of knowledge and competencies, while on the other hand over qualified employees tend to experience less job satisfaction due to their higher qualification than a desired level for a given job (Johnson et al 2002). For every job in the organisation, a thorough job analysis, which includes

Administering test to promote internal employees is a change needed to the Tanglewood organizations promotion procedure. These measures would also need to be administered without regard to race, color, national origin, sex and disability (Heneman, Judge, & Kammeyer-Mueller, 2006, p. 356). Another measure on the test would be an evaluation of associates job performance and rating of their preferences for job rewards (Heneman, Judge, & Kammeyer-Mueller, 2006, p.

In today’s organizations, the approach to the labor market is very important and detrimental to the success of the organization because of this every step should be strategically plan. The Department of Veterans Affairs is very successful in this area because their hiring and training processes are part of their best practice policy, which also give the organization a competitive edge. Being that the Department of Veterans Affairs are such a large organizations and their current tactics focus of the quality of candidates skills, level of education per position, and maintaining long- term sustainability . This paper will examine the process that the

Organizations can use internal recruitment and external recruitment activities to find the best employees for a position. Describe these two approaches and provide one advantage for using each approach. (4 Marks)

Hiring internally gives the current employees more hope and will improve the problem you are facing with keeping your employees loyal to the company. Although focusing primarily on internal promotions decreases the chance of finding a stellar employee, it will solve a lot of the current problems your company is facing. I recommend that you promote current females and minorities internally. This will keep more low entry level employees motivated to stay and also improve your problems with incumbency percentages as well.

The information obtained through the job analysis is used to advertise the vacancy. Vacancies are filled through internal or external recruitment. Internal recruitment involves recruiting someone who currently works within the business. The main advantage of internal recruitment is the reduced cost, as the recruitment process is shorter and so less expensive. Another benefit is that the individual is already familiar with and within the business. A problem recruiting internally is that the internal promotion leaves a vacancy to be filled. External recruitment is when a business recruits someone from outside the company. This has the potential to bring new ideas and experience into the company. It can be an expensive process as individuals recruited externally need a longer induction into the company.

External Hiring- As I mentioned before, it was part of my strategic plan to promote from within when plausible. I hired externally for entry-level positions and most mid-level positions. I usually promoted internally for upper-level jobs, but occasionally hired externally to acquire employees with a fresh perspective. I consulted the staffing report to view projected available positions in each level to determine promo ability. Overall, I hired more external employees because the majority of the available jobs were in entry-level positions. I chose not to hire any employees in the first quarter because I was not sure of the simulation and used that quarter to see the difference between projected resignations and actual without making any decisions. In quarter 6 I chose not to hire for budget reasons. The following chart reflects the internal and external hire values per quarter.

Such devices as job posting boards, email flashes, intranet posts and fliers to advise existing employees of positions they may contest for. This recruitment may be in the form of creating and shuffling temporary teams to fill up certain tasks or may be permanent changes. Internal recruitment may be primarily level or it could be for promotions in which the promoted employee's former position may not be filled.

While there are various ways to recruit prospective employees, research suggests that the nature of information used in recruiting strategies has a direct effect on who will apply and accepts a job position (Fathi, Wilson & Cheokas, 2011). In the past CompTech’s only strategy has been to focus on candidates with past store management experience outside of the company. While experienced is a very crucial factor, if the company continues with this single dimensional approach to hiring it will continue to experience a high turnover rate and sunken costs invested into staffing agencies and advertisement. CompTech must revamp its hiring strategy in order become a significant competitor in the labor market.

While promoting from within is always encouraged, doing so, usually creates another vacancy which must be filled for the firm to maintain peak operations. In the case of all positions which will be hired, Harris will recruit to actively fill the slate of candidates. This policy is not in and of itself a strategic decision, however, awareness and understanding of this policy is necessary for effective recruiting to take place considering the values of Harris Corporation. The following section details the recruitment process form the initial understanding of the need to fill a position, through the hiring of that position. By following the previous hiring processes of Harris, we get a better understanding of the costs involved in a IM PM position turnover. Understanding these costs will allow us to further refine our recruitment

Internal sourcing often lies at the core of an organization’s recruitment system and a lot of times current employees are usually considered first when a job becomes available particularly for organizations whose talent philosophy supports promotion from within, such as the company I work for, therefore making internal sourcing more effective than external sourcing. Due to the fact that current employees can quickly grasp the concept of the skills and information needed for the position once hired, a lot of companies try

Even when promoting employees intensively from within the organization, it is the role of management and HR to keep an eye on valuable candidates from outside and to benchmark internal skills with external offers.

One of the most crucial elements of a successful or productive organization is an effective employee selection process. The significance of this process emanates from the fact that how workers carry out their jobs plays a crucial role in determining the level and extent of success of an organization. Due to the significance of an employee selection process, organizations draw candidates for open positions from the labor market. Actually, top-performing or successful organizations draw candidates from approximately 60 percent of the labor market. This trend includes sourcing for passive candidates who would prefer to remain contented with their present job. Moreover, organizations will relatively low or poor performance draws candidates from nearly 40 percent of the labor market and active workforce. An example of a top-performing organization that draws candidates from the labor market is Wal-Mart. The labor market plays a crucial role in employee selection with regards to having a population with the necessary qualifications for working in various organizations.

The candidate’s success can only be determined once he or she has been employed by the organistaion.