Human Resource HR

Human Resource (HR)
Human Resource (HR)
A plan outline for the selection strategy
The common recruitment and selection methods are internal outsourcing, external
outsourcing, and third party outsourcing. Internal outsourcing entails advertising vacant positions
within an organization to the already existing employees. It is an upward recruitment of a worker
within an organisation which tends to be cost effective. This was demonstrated by Edenborough
(2007) by observing that internal outsourcing is cost effectives since little or lack thereof training
is needed. Moreover, it spares expenses related to advertising for new workers/employees, as
well as conducting background check (Richason, 2015). It enhances parity and loyalty of
employees and among team members. Promotion at work place is not only a morale booster for
the employee but also a motivation for a better performance. Besides, it causes promotional
secession (Edenborough, 2007).
However, this particular method has limitations. It fosters inbreeding of workforce within
a company which may hamper diversification and generation of new ideas. Secondly, the morale
of those not promoted may be thwarted and this may be detrimental to the performance of an
organization (Baker & Doran, 2007). In addition, the internal sourcing technique often generates
infighting among staff members or workers for promotional elevation. Besides, it may not be
effective for the establishment of management programs such as development programs (Parry &
Tyson, 2012).
The second method is external sourcing which involves searching for the employees
through tools such as newspaper adverts and job board among others. The sources for producing
the employees may emanate from media sources, employment agencies, school universities and
colleges, and labour unions (Swanson & Holton, 2001). The method favours candidates for job
who may not possess the direct experience in a particular line of work in a company.
Nevertheless, the inexperience candidate in most cases is anticipated to provide perspectives that
are out of the box for to an organisation. In addition, external source is often employed by
business ventures when the existing open or vacant position cannot be fulfilled by another
employee due to either specialty or technicality of the position (Richason, 2015). One of the
advantages of this method is that new employees tend to bring new perspectives into the
organisation which in turn has the potential of bringing new insights into the industry (Sims,
2007). The method in comparison to the internal source helps in the elimination of political
infighting for promotions in the company as it limits chances of emergence of political
supporters in form of groups in a firm. External source just like the internal source also has its
limitations (Gatewood, Field & Barrick, 2011). For example, the selected candidate may be an
appropriate or ideal person for the job in question. Furthermore, the method often breeds internal
discontent among employees whose morale may have been thwarted in situations where the
vacant position may have provided them with a chance for promotion and carrier development.
The selected candidate may take longer time to adjust during the orientation period.
The third method is the third party sourcing. In this method, LaVoie (2013) argues that
agencies for placement or even the headhunter technique may be incorporated in the search for
job candidates who are qualified. These sources may employ various tools and techniques in the
process of searching for suitable job applicants through channels such as extension of offers of
on salary compensation that has been improved, as well as benefit packages that are flexible
(Kluemper & Rosen, 2009). The major benefits of third party are creating a relationship with the
candidates, providing a platform for evaluating a candidate, and providing solutions that are
temporary to the organization. The development of relationship with the enables flexible
employees to be placed on several assignments before a permanent position for the candidate is
obtained (Baker & Doran, 2007). It provides the employer with the opportunity to evaluate the
performance of the candidate (Snell & Bohlander (2013). In addition, the third party can provide
the employer with a qualified candidate who may require very little training in the assistance of
the organisation until the employer is able to permanently hire a candidate.
In a scenario where external source method is employed, the strategy for selecting the
ideal candidate for the job will entail shortlist of the applicants after which the applicants will be
assessed before the job is offered to the qualified candidate. The application for the applicants
will encompass the use of online platform where they will be provided with application forms
(Taylor, 2005). In the forms, there will be a provision for editing CV before submission (CIPD,
2013). The application forms will be appropriately examined in the human resource department
to avoid issues such as unfair discrimination which my prompt a candidate to file a charge
against HMV in the employment tribunal (Murray-Webster & Williams, 2010). The online
platform in this case will be used to manage the number of applicants from the candidates who
are out rightly unfit for the advertised position.
The assessment of the shortlisted candidates will be employed such as the use of aptitude
tests on marketing entertainment products, test on how conversant the candidates are on the
knowledge of issues such as privacy and illegal downloading of entertainment products; the
environmental factors in the production of these products, the economic implications on the use
of online and physical stores in selling of the products, and political issues on the use of social
media for marketing among others (Arthur, 2012). In addition, the candidates will be
interviewed by a panel of experienced marketing experts in the entertainment industry. However,
these candidates will be informed on the expectations of the selection process such the time the
interviews and tests will consume.
After the assessment through the interview, the candidates will be informed on their
performance in the interview process after which the candidate with the highest performance
rating will be subjected to training. After the training, the candidate will be absorbed though on a
probation period until the capability of the candidates is determined. The candidate will then be
provided with the appointment letter with all the necessary requirements for the job for the
purpose of obtaining consent on the job offered by HMV.
References list:
Arthur, D. (2012). Recruiting, interviewing, selecting & orienting new employees. New York:
American Management Association.
Baker, J. R., & Doran, M. S. (2007). Human resource management: A problem-solving approach
linked to ISLLC standards. Lanham, Md: Rowman & Littlefield Education.
CIPD (2013). Selection Methods. Retrived on 18
May 2015 from:
Edenborough, R. (2007). Assessment methods in recruitment, selection & performance: A
manager's guide to psychometric testing, interviews and assessment centres. London:
Kogan Page Ltd.
Gatewood, R. D., Feild, H. S., & Barrick, M. R. (2011). Human resource selection. Mason, OH:
South-Western, Cengage Learning.
Kluemper, H, D & Rosen, P, A (2009). Future employment selection methods: evaluating social
networking web sites. Journal of Managerial Psychology, 24, 16: 567 - 580
LaVoie, L, M (2013). Three Advantages of Third Party Recruiting. Retrieved on 18
May 2015
Murray-Webster, R., & Williams, G. (2010). Management of risk: Guidance for practitioners.
Norwich, England: The Stationery Office.
Parry, E & Tyson, S (2012). An Analysis of the Use and Success of Online recruitment
Methods: Human Resource Management Journal, 18, 3: 257-274
Richason, A, E (2015). Methods of Recruitment and Selection. Retrieved on 18
May 2015
Sims, R. R. (2007). Human resource management: Contemporary issues, challenges and
opportunities. Greenwich, Conn: Information Age Publ.
Snell, S., & Bohlander, G. W. (2013). Managing human resources. Mason, Ohio: South-
Swanson, R. A., & Holton, E. F. (2001). Foundations of human resource development. San
Francisco, Calif: Berrett-Koehler.
Taylor, S. (2005). People resourcing. London: Chartered Inst. of Personnel and Development.

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