Henkens, Remery and Schippers (2005) also discuss active and passive forms of recruitment. In the case of passive recruitment, the organization waits until an applicant contact them while in case of active recruitment the employer looks out for potential candidates. Employers today find candidates through another avenue – they look for potential candidates through professors or educational and training institutes for students that have just completed their studies. Informal and active recruitment strategy is prevalent in the health and welfare sector as they face large shortages and tradition and formal methods are ineffective.
The public sector would focus on formal methods of recruitment as politicians require transparency and moreover it should be freely accessible to all. Recruitments can also be internal or external. Internal recruitment ensures continuity because the existing employee is familiar with the company’ s culture and the coveted knowledge acquired by the employee can be retained (Souza & Zajas, 1995). The organization is also familiar with the strengths and weaknesses of the employee and hence the level of success to some extent can be predicted. However, this reduces the infusion of new ideas, creativity and innovation.
Conflict among the employees is also likely if a promotion is out of turn. External recruitment can be through corporate portals or agencies. It is even outsourced to headhunters. When the company is growing and there is a lack of succession or management development plans, external recruitment is advantageous (Souza & Zajas, 1995). It brings in new values and perspectives to the company. It increases diversity and strengthens senior management. It could bring about a change in the vision of the company. Many go in for online recruitment and branding but initial screening is held online which may not produce the right assessment.
Thus, a mix of both internal and external methods of recruitment should be applied so that innovation is not stifled and knowledge is retained.
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