Internet Staffing methods versus Traditional Staffing Methods
Internet Staffing methods versus Traditional Staffing Methods
Quatonya Collins quatonyacollins@yahoo.com Keller Graduate School of Management
Professor Frye
18 April 2013
HRM594
Introduction: In light of the drawbacks of traditional methods and ever-increasing reward of innovative technology this intends to wrap up that the use of internet staffing has now become essential in the aggressive environment of organizational behavior for the market. Social media recruitment assists an employer to yield more candidates for vacant positions within an organization. The benefit of implementing the internet as a staffing mechanism has an astonishing influence on the broadened field of information which includes the selection of potential candidates. As traditional mechanisms are utilized in the recruitment and selection practices within an organization, the benefits include the offering of a well-organized and successful tool for availing an organization within the labor market. The traditional stages of the staffing procedures which are pertinent to decision making within available applicants include the elements of selections (analysis and appraisals), personal/interviewing scores, prospect, and recruitment (recognition). Essentially, the recruiters established within an organization implement tools of their selection and recruitment processes. For all intents and purposes the traditional method of staffing promotes an organization’s ability to get a thorough look into candidates qualities opposed to relying on a computer generated based format to figure out the qualifications of an individual. Social media recruiting promotes the implementation of technology for employees to be granted the opportunity to find out information pertaining to a potential candidate via social media network sites. The World Wide Web is an interconnected network of experienced professionals from various locations throughout the world, and allows a way to scout qualified
Quatonya Collins quatonyacollins@yahoo.com Keller Graduate School of Management
Professor Frye
18 April 2013
HRM594
Introduction: In light of the drawbacks of traditional methods and ever-increasing reward of innovative technology this intends to wrap up that the use of internet staffing has now become essential in the aggressive environment of organizational behavior for the market. Social media recruitment assists an employer to yield more candidates for vacant positions within an organization. The benefit of implementing the internet as a staffing mechanism has an astonishing influence on the broadened field of information which includes the selection of potential candidates. As traditional mechanisms are utilized in the recruitment and selection practices within an organization, the benefits include the offering of a well-organized and successful tool for availing an organization within the labor market. The traditional stages of the staffing procedures which are pertinent to decision making within available applicants include the elements of selections (analysis and appraisals), personal/interviewing scores, prospect, and recruitment (recognition). Essentially, the recruiters established within an organization implement tools of their selection and recruitment processes. For all intents and purposes the traditional method of staffing promotes an organization’s ability to get a thorough look into candidates qualities opposed to relying on a computer generated based format to figure out the qualifications of an individual. Social media recruiting promotes the implementation of technology for employees to be granted the opportunity to find out information pertaining to a potential candidate via social media network sites. The World Wide Web is an interconnected network of experienced professionals from various locations throughout the world, and allows a way to scout qualified
References: staffing. (2013). In Encyclopædia Britannica. Retrieved from http://www.britannica.com/EBchecked/topic/562363/staffing Retrieved from http://jom.sagepub.com/content/32/6/868.short Management Communication Quarterly November 1, 2012 26: 585-622.