The recruitment is part of the personnel management and is concerned with the qualitative and quantitative covering of personnel requirements.

Methods of the recruitment

Before personnel is procured, the personnel requirements are determined in the desired number, at the desired time at the desired place and - particularly importantly - with the necessary qualifications. For the computation of the quantitative personnel requirements the alignment between existing capacities with the concrete need with help serves the characteristic number method and/or the staff appointments plan method. The job description serves finally the qualitative description of the need.

Internal recruitment

Designates recruitment advertising within an enterprise and takes place over:

• internal recruitment advertising ("black board "or Intranet)
• project-related rationalization and use of the freed capacities in other place,
• continuous improvement (continuous improvement process, KVP) of the jobs (current rationalization)
• own training/assumption of training in specialized functions
• Personnel development (qualitative need)
• the arrangement of additional work (overtime)

It is divided into two subranges:

A) Satisfaction of requirements without personnel movement entails regularly a increased working load:

• Arrangement of overtime
• Structural adjustments (organizational structure) and process feedback controls (sequence organisation)
• Execution of larger rationalization measures
• Personnel development for a place owner

b) Satisfaction of requirements with personnel movement entails regularly a place new occupation:

• Job Enrichment and job Enlargement by internal advertisements
• Personnel development with transport
• Place clearing (place reorganization)

Advantages

• Opening of opportunities for advancement;
• stronger connection to the enterprise;
• smaller procurement costs;
• good knowledge of the qualification;
• Adherence to the operational wage level, since the coworker orients itself at the operational wage level;
• faster filling of vacancies possibility;
• Entrance possibilities for new generation forces become free;
• Motivation of the coworkers.
• smaller training period

Disadvantages

• fewer options
• if necessary high advanced training costs
• Disappointment of colleagues, bes. when moving up in superior positions, possibly also tensions and rivalry (envy and/or demotivation).
• too strong collegial connections (judgements on the main issue become buddyful "")
• Transfer does not solve the need quantitatively; internal recruiting mostly pulls an external recruiting
• Also new workers hardly come into the enterprise by this method.
• Promotion of the so-called "operating blindness ".

External recruitment

Designates a recruitment advertising outside of the enterprise. It can be differentiated in passive (or direct) and active (or indirect) recruitment:

A) Passive recruitment: It takes place via personnel advertisement with the objective of the proclamation, so that many "blind applications in such a way specified are sent in "(mouth to mouth propaganda, PR and Reputation). With necessity for a Nachbesetzung the applicants from the pool are first consulted and placed to the selection. Further possibilities result from the use of the job market service (virtual employment market), the E-Recruiting over own applicant data bases in the World Wide Web or personnel leasing and/or time work.

b) Active recruitment: It seizes need-referred to different media back. Beside purposeful advertisement interactive media (homepage) and firm conceptions come into consideration. Beyond that intermediaries can be switched on:

• Use of job stock exchanges and Recruiting stock exchanges
• Agency of personnel mediators and/or drop managers of the work agency
• Recruitment advertising by advertisements (Internet, newspaper, broadcast)
• Information meetings with education-slow-acting and (specialized) universities
• Firm contact contacts at (specialized) universities
• Recruiting meetings, primarily for recruiting of occupation beginners after the study (college Recruting)

Advantages

• large selection
• Reduction of operating blindness
• Possibilities qualification comparison internal and external coworkers,
• small advanced training costs
• Beyond that the nuclear chain reaction effect (new occupation in-plant free of the place become) is avoided.
• Bring from new impulses into the enterprise

Disadvantages

• Relatively higher procurement costs by selection and comparison or engagement of Dienstleistern.
• The risk of a placement error is higher than during the internal recruitment.
• Integration difficulties can occur with new coworkers.
• Danger that the applicant does not fulfill expectations.

Articles in category "Recruitment"

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Related Websites

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• Jobsite UK - 1000s UK Jobs, Start your Recruitment Job Search Now
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• Recruitment
  Careers.state.gov recruitment section. ... The Recruitment Division of the US Department of State is your first step in seeking these career opportunities. ...


• reed.co.uk - UK jobs, careers and recruitment
  We have the jobs you are looking for at reed.co.uk - UK jobs, careers and recruitment.