Examining Sources and Methods of Recruiting Employees Essay

Labor market ( here possibly I supposed name the whole chapter as a Labor market and the 2.1. something like Internal labour market vs External labour market, or possibly Types of labour market? )

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Paul Banfield & A ; Kay ( 2008, p.71 ) assert that labour markets are really of import, due to they represent the beginning of an organisation ‘s supply of labour and can be practical or physical. They divided labour market in external labour markets and internal labour markets. The first 1s can be considered of geographical countries within which possible employees are economically active, which means that people are employed, unemployed or seeking for a work. Furthermore they said that these markets can be local regional, national or international in size, which will depend of the sum of deficit and specialisation of the accomplishments and experience required. Besides another writer Donald Currie ( 2006, p.82 ) states that the size and location of the country, from where the company needs to enroll people, “ it is determined foremost and foremost by the nature of the occupation in footings of its degree in the organisation, its proficient complexness and grade of specialism, the makings, competencies and experience required. ” Depending on the type of work and the grade of flexibleness that an organisation allows, possible employees can be found about everyplace. What in consequence merely the local or regional labour markets represents the lone realistic beginning of new and replacement labour for many fabrication concerns and “ lower degree ” service industries.

The internal labour market focuses attending on the bing work force in an organisation and the extent to which this represents a complementary or alternate beginning of labour supply ( Banfield & A ; Kay 2008, p.71 ). In add-on Donald Currie ( 2006, p.81 ) points out that this market should be the first topographic point to look for an employee when the vacancy or a new place arises. What in consequence will depend of the extent to which an organisation offers employees defined calling developments programs and of the regulations and processs taking internal motions and transportations. Many organisations have already a policy of looking foremost within a company for appliers or prefer to enroll from within if at all possible, but of class everything will depend of the managerial doctrine towards the organisation enlisting scheme.

Enrolling internally instead than externally is really conclusive and has been debated in many books late. Banfield & A ; Kay ( 2008, p.73 ) consider that one of the hard facets is “ the increasing importance of contingent or flexible on the job agreements. ” Nowadays organisations face the demand to enroll more frequently as there is a turning figure of impermanent, insouciant, fixed contract and bureau workers, and the ability to trust on internal labour market may be limited by policy considerations. What is more they said that organisations are seeking the external labour market if they want to enroll people on higher places, when the lower degree occupations are filled in through the company bing staff, who have already the accomplishments, experience and potency to develop into the new occupation. While it has been said about external and internal labour markets it needs to be explained how companies can entree these markets and what methods they are utilizing for it, what is explained in following portion of this chapter.

2.2. Beginnings and methods of enlisting

The pick of the enlisting method should be in relation to the peculiar vacancy every bit good as the type of the labour market. As was mentioned antecedently the labour market is divided in internal labour market and external 1. Before the enlisting procedure starts, the company needs to reply a inquiry where to happen suited appliers and whether to manage this procedure internally or externally. Eugene McKenna & A ; Nic Beech ( 2002, p.145 ) stated that in some state of affairss the forces section or human resources map has the resources and capableness to construct up a enlisting run. However this is possible when the occupation is instead everyday and there is plentifulness of supply. Furthermore they note that if internal map is non good plenty, in footings of expertness and assurance to supply the service, so trust should be placed on an external supplier. What is more the external enlisting can be together with internal one, which means advertisement vacancies internally, although encouraging internal campaigners to use.

Internal recruiting is when a company recruits from its current work force. These refer to individuals already employed for the organisation. Promoting individuals from lower degrees may make full up vacancies at higher degrees. Promotion means switching of an employee to higher station caring greater wage, position and duty. In most cases, the occupations are posted on notice boards, though some carry listings in the company newspapers, employee referrals, where bing employees can develop good chances for their households and friends by introducing them with the advantages of a occupation with the company.

Torrington ( 2005 ) points out that in smaller companies vacancies are frequently filled internally ; one ground for this is the cost of internal enlisting is much less as there is no demand for money to be spent on advertisement, a simple message on the notice board or in an e-mail lets the staff know that there are new places available. More nest eggs are normally made when enrolling internally as the employee would normally settle in to the station more rapidly than if person was brought in from the exterior. The 2nd advantage is that internal campaigners have a better cognition than new starting motors and they already would cognize many of the workings of the company such as regulations and ordinances. They besides would already hold a working relationship with other members of staff and would settle in much faster ( Torrington, D., 2005, p. 121 ).

However there are besides disadvantages from merely enrolling internally, one being there are merely a limited sum of campaigners available and it is possible that the company recruits person who can make the occupation but could be losing out on happening the best individual for the occupation ( Torrington, D., 2005, p. 124 ). Figure 3 shows the advantages and disadvantages of internal enlisting.


Internal beginnings


Employees may be promoted beyond their degree of competency.

Employee infighting for publicities can impact morale.

Inbreeding can smother creativeness and invention.

System can go bureaucratic.

Excellent preparation and plans are necessary.


Administration has more cognition of the campaigner ‘s strengths and failings.

Candidate already knows the organisation.

Employee morale and motive are enhanced.

Organization ‘s return on investing in preparation and development is increased.

Can bring forth a sequence of publicities.

Organization demands to engage merely entry-level campaigners.

Table 4. Internal beginnings. Beginning: Raymond J. Stone, Managing Human Resources 2008, p.204.

If an employer has decided that it is necessary to use externally so it is of import that the company uses a cost effectual agencies of enlisting. There is a figure of ways a company can enroll externally, where some ways are more suited than others depending on the type of occupation needed to be filled ( Torrington, D. 2005, p.125 )

External enlisting refers to recruitment of employees from outside the organisation. External beginnings provide broad pick of the needed figure of the employees holding the coveted making. Stone ( 2008, p.205 ) asserts that Human Resources sections can utilize assorted ways to turn up and pull external campaigners sing more than merely one beginning. The most popular beginnings are: employment centres, such as callings service or occupation centres or unemployment offices ; bureaus ; enrolling advisers ; executive hunt houses ; educational establishments ; professional organisations ; publicizing through assorted media like wireless, telecasting and cyberspace ; employee referrals ; unasked applications and word of oral cavity. The same writer provinces that if the company wants to take the most suited attack so the Human Resources director “ must cognize which enlisting channel is likely to be most successful in aiming a peculiar labour group. ” Sing wide literature, some writers defined that newspaper advertizements and employment bureaus are the worst beginnings, which company can utilize, while employee referrals or informal recruiting are the best 1s. That is why every organisation needs to happen its ain effectual manner of most suited enlisting channel in footings of cost, candidate quality and ultimate public presentation. External beginnings of enlisting, the same as the internal 1s, have some advantages and disadvantages, which are shown below ( Table 5 ).


External beginnings


Attracting and choosing a new employee is more hard.

New employee accommodation and orientations take longer.

Morale may endure among bing employees who have been passed over.

An employee may be selected whose public presentation is below the criterion required or whose personality does non fit with the organisation ‘s civilization.


The pool of endowment is bigger.

New penetrations, accomplishments and know-how can be introduced into the organisation.

It is frequently cheaper and easier to engage employees from outside the organisation.

Outside employees are non members of bing coteries.

Table 5. External beginnings. Beginning: Raymond J. Stone, Managing Human Resources 2008, p. 204.

Harmonizing to Roberts ( 2005, p.84 ), whichever theoretical account of the labour market is chosen, it is of import to set up that market in head when make up one’s minding on the attack to it. Organization needs to do of import determinations about which beginning is traveling to utilize, which cost-efficient enlisting method and at what cost.


2.3. Legal context of enlisting and choice

Discrimination is the kernel of enlisting, organisations seeking to segregate and take the most appropriate people from the unsuitable 1s and sometimes this procedure can be non just plenty. It is of import that enlisting and choice procedures adopted by an organisation are just, that is why “ while organisations have a freedom of pick in the type of people they want to enroll, statute law plays a important function in the enlisting and choice procedure ” ( Beardwell, Holden & A ; Claydon 2004, p.194 ). There are many people in society which jurisprudence seeks to protect as they are confronting unfair disadvantages and biass. Legislation efforts to guarantee people about their equal rights and proper consideration in using for a occupation ( Roberts 2005, p.181 ).

Employers need to do certain that any of the enlisting and choice phases do non let either direct or indirect favoritism to happen on the evidences of race, faith or belief, sex, sexual orientation, disablement and age. Therefore, merely information sing an applier should be required and the procedures need to be nonsubjective as possible ( Banfield & A ; Kay, 2008 ). In the UK two Acts are specifically designed to forestall favoritism in employment in the footing of sex or race. The first 1 is Sex Discrimination Act 1975, which is forbiding direct or indirect favoritism in employment in respects to sex or matrimonial position. And the 2nd 1 is the Race Relations Act 1976, which is forbiding favoritism “ against the individual in the field of employment on the evidences of their race, colour and nationality, including cultural or national beginning ” ( Ibidem ).

Both these Acts are against direct or indirect favoritism, where direct one happens when the individual is treated worse than another one in footings of their sex, matrimonial position or race. Indirect favoritism happens when a peculiar status really treats everyone every bit but has an unequal consequence on a peculiar group. Harmonizing to these Acts, for case employers can non necessitate all their employees to work full clip as they are traveling to know apart against parttime employees, where many of them are adult females, which have caring duty for kids and they can non work every bit many hours. Furthermore employers can non know apart possible employees in footings of sex, which means promoting or enrolling lone adult females or work forces, what is more they can non know apart pregnant adult females or adult females with kids.

Another Act which is of import as good in footings of enlisting and choice, is called Disability Discrimination Act 1995, which makes illegal to know apart against handicapped people, but as the Bratton & A ; Gold ( 2003, p.224 ) province “ unless favoritism can be justified by the fortunes of the peculiar instance. ” This means that companies should do sensible agreements which will assist them to get the better of the practical effects on disablement in footings of altering the enlisting and choice pattern if needed. For case make a bigger print on the application signifiers, modifying trial stuffs or implement flexible working hours.

In add-on to the above Acts, the Age favoritism should be considered every bit good. Although there is no present statute law which will be about favoritism on evidences of age, there is a codification of pattern, which intends to back age diverseness in employment. Harmonizing to Beardwell, Holden & A ; Claydon ( 2004, p.197 ) codification includes six parts of the employment rhythm: enlisting, choice, publicity, preparation, redundancy and retirement. In enlisting the codification “ advises ” employers to engage people because of their accomplishments and abilities non because of age. It is of import to state here that concern will be unable to derive a batch of benefits from work force if will non extinguish unjust favoritism in age.

Discrimination may take topographic point non merely in the enlisting determination, but besides through unsuitably targeted advertisement that militates against applications from certain groups, through the usage of some signifiers of proving that may incorporate cultural prejudice, and through unequal preparation and readying of those engaged in choice ( Burgess 1997, p.353 ). That is why employers need to understand how of import is to hold a just attack and broad apprehension of enlisting and choice procedure.


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