Human Resources Recruitment
"Attracting top talent to an organization has never been more difficult", are the words of senior recruiter Hamish Davidson of Veredus Executive Resourcing chairman who has more than 18 years experience.
Well developed leadership skills, the ability to shift attitudes and behaviors, the capacity to exert effective influence and work through others, the talent for successful partnership working and, most importantly, having the potential to adapt quickly to internal and external change, and to get that change owned and embedded in an organization.
These are the core competencies sought by organizations the world over, regardless of sector, industry, specialism, background or level. Because there is a relatively small "pool" of talent with these competencies, recruiting the right person has never been harder. (Recruiting for success Journal, 2004)
DEFINITION
(Robbins: Coulter 2005) defines recruitment as the process of locating, identifying and attracting capable applicants for available positions.
Recruitment may also be defined as the process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, and encouraging them to apply for jobs with an organization. (personal.kent.edu)
WHY IS RECRUITMENT IMPORTANT?
Successful, efficient recruitment, benefits organisations in that it increases it chances of gaining and thus increasing the ever important economic theory of the human capital factor. (Mullins, 1999) The human capital theory suggests that education or training raises the productivity of workers by imparting useful knowledge and skills, hence raising workers' future income by increasing their lifetime earnings (Becker, 1964).
One of the many adverse consequences of poor recruitment is the possibility of a high level of staff turnover. Not only does this lead to increased direct costs, it also has a disruptive effect on the use of managerial time. In addition, a very important intangible cost is
Well developed leadership skills, the ability to shift attitudes and behaviors, the capacity to exert effective influence and work through others, the talent for successful partnership working and, most importantly, having the potential to adapt quickly to internal and external change, and to get that change owned and embedded in an organization.
These are the core competencies sought by organizations the world over, regardless of sector, industry, specialism, background or level. Because there is a relatively small "pool" of talent with these competencies, recruiting the right person has never been harder. (Recruiting for success Journal, 2004)
DEFINITION
(Robbins: Coulter 2005) defines recruitment as the process of locating, identifying and attracting capable applicants for available positions.
Recruitment may also be defined as the process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, and encouraging them to apply for jobs with an organization. (personal.kent.edu)
WHY IS RECRUITMENT IMPORTANT?
Successful, efficient recruitment, benefits organisations in that it increases it chances of gaining and thus increasing the ever important economic theory of the human capital factor. (Mullins, 1999) The human capital theory suggests that education or training raises the productivity of workers by imparting useful knowledge and skills, hence raising workers' future income by increasing their lifetime earnings (Becker, 1964).
One of the many adverse consequences of poor recruitment is the possibility of a high level of staff turnover. Not only does this lead to increased direct costs, it also has a disruptive effect on the use of managerial time. In addition, a very important intangible cost is
Bibliography: 1. Becker, G. S. (1964). Human capital, New York: Columbia University Press. 6. Marie Gran, Brian H. Kleiner, 2005, How to Write Job Descriptions Effectively, Management Research News, Volume 28, Issue 8, Retrieved March 25, 2007, from Emerald Database 7. Stephen P 8. John Ivancevich, 1997, Human Resource Management 9. http//:www.hrcouncil.ca/staffing/pg004_e.cfm, Accessed 24th March 2007