Staffing defined, страница 3

There are also negatives from internal recruiting. Employees who do not get the jobs may become discontented. There is always the possibility that this policy, if taken to the extreme, can result in minimal «new blood» being brought into the organization; and that which is new is at a low position on the hierarchy. This may result in limited new ideas and stagnation.

One internal source is referrals of outside persons made by friends and relatives within the organization. Another method is to attract candidates by announcing job openings in company newsletters and posting position vacancies on bulletin boards. This provides all employees the equal opportunity to apply (if they see the notices). A third strategy is to conduct a search of the performance records of present employees the intent of identifying qualified candidates and then encouraging them to apply for positions. This practice is not as popular as it once was because it may result in the organization's being accused of preselection for a job-that is, of not allowing all candidates for a position equal opportunity to be considered for the position. The practice is generally permissible if a manager does not seek candidates for openings in his or her own department, but encourages them to apply elsewhere.

A second potential source for candidates is outside the organization. Organizations can develop programs using on-site visits to colleges, trade schools, professional conferences, trade fairs, and high schools. This device allows the company to create impressions, answer questions, ang screen applicants quickly.

Another tactic is to place advertisements in newspapers and trade journals or to place job requisitions with unions, school placement bureaus, and private or public employment agencies. The success in using these sources will depend on how well the organization hay described its performance requirements and specifications.

There are limitations to the use of outside sources. One is the cost. It can be expensive to travel or have applicants travel, pay fees to agencies or develop recruiting campaigns. A second limitation is the type of position being recruited for. The appropriate source is selected in terms of the position.

v Role of the Individual Manager

The manager may have two roles in the recruitment process. For internal sources, the manager may be asked to identify potential candidates for openings in the organization on the basis of their performances while in the manager's department. These would be openings outside the manager's department, so it would be permissible to encourage employees to apply.

A second role is participation in recruiting trips. Often the line manager is asked to recruit at a college, trade fair or professional association. When recruiting, a manager should be cautioned to present a realistic impression of the organization. Turnover is costly and is often based on unrealistic organizational expectations.

A final note on recruitment. Managers cannot rely on word of mouth or walk-in applicants to avoid charges of discrimination or to meet affirmative action commitments. Active recruitment is needed. In addition, the manager must keep in mind that recruitment by advertisements stating "wanted—male" or "wanted—female" is illegal.

When a pool of applicants has been created, the next phase is the selection process.

3.  SELECTION

Selection is the process of deciding which candidate, out of the pool of applicants developed in recruitment, has the abilities, skills, and characteristics most closely matching job demands. The decision comes after the candidates go through a series of steps that constitute the selection process. The normal selection philosophy is either to screen out the unqualified candidates at each step or to screen in the qualified ones: it's alf a matter of perspective.

v The Selection Process