comparative hrm recruitment

7/29/2019 Comparative HRM Recruitment

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Comparative HRM: Recruitment

and Selection



• Recruitment: Attracting qualified candidates

to work in an organization.

• Selection: Selecting among the applicants.



Purpose of recruitment

• Determine present and future needs forpersonnel

• Increase the pool of qualified applicants

• Increase the fit of the applicants attracted• Increase chances of retention by attracting the

right candidates

•

Provide realistic job previews• Adhere to legal and social requirements

• Analyze the labor pools



Differences of Legal Recruitment

Requirements

• The use of quotas?

• Discrimination on the basis of what?



minority

ethnics

Older

workers Disabled Women

United

Kingdom 31.0 13.6 31.4 21.2France 2.9 9.3 30.0 10.7

Germany 1.8 7.1 15.8 23.8

Turkey 1.4 3.6 30.7 14.2

Australia 24.3 20.7 28.6 51.7

USA 66.3 26.1 47.9 56.6

Tunisia 11.3 27.3 76.0



Internal Sources of Candidates:

Hiring from Within• Advantages

– Foreknowledge of candidates’ strengths and

weaknesses

–

More accurate view of candidate’s skills

– Candidates have astronger commitment tothe company

– Increases employeemorale

– Less training andorientation required

• Disadvantages

– Failed applicants become

discontented

– Time wasted interviewing

inside candidates who

will not be considered

– Inbreeding of the status

quo



Internal vs External Labor Markets

• Germany, Japan, France, and Switserland use

more internal sources for promotions

• Britaion, USA, Denmark, Hong Kong use

external sources more



i n t e r n a l l y

r e c r u i t m e n t

a g e n c i e s / c

o n s u l t a n c i e s

A d v e r t i s e m

e n t

W o r d o f M

o u t h

v a c a n c y p a g e o n c o m p a n y

w e b s i t e

v a c a n c i e s o n c o m m e r c i a l j o b

w e b s i t e s

d i r e c t f r o m

e d u c a t i o n a l

i n s t i t u t i o n

O t h e r

United Kingdom 35.1 31.6 26.2 1.5 0.6 0.5 0.4

France 22.9 45.0 7.1 2.9 5.0 7.9 2.9 3.6

Germany 36.6 26.8 17.0 0.6 0.9 0.9 0.6

Turkey 48.5 15.8 11.1 4.7 2.3 3.5 4.1

Australia 34.7 40.2 18.5 1.9 1.2 0.4

USA 38.5 21.2 20.4 3.1 5.8 6.5 1.2 1.9

Tunisia 22.8 25.4 18.5 5.8



i n t e r n a l l y

r e c r u i t m e n t

a g e n c i e s / c o n s u l t a n c i e s

A d v e r t i s e m e

n t

W o r d o f M o u t h

v a c a n c y p a g e o n

c o m p a n y w e

b s i t e

v a c a n c i e s o n

c o m m e r c i a l

j o b w e b s i t e s

d i r e c t f r o m e

d u c a t i o n a l

i n s t i t u t i o n

O t h e r

United Kingdom 21.2 23.4 49.3 2.1 2.6 0.4 0.4 0.7

France 25.4 10.3 25.4 10.3 6.3 0.8 2.4 19.0

Germany 37.4 1.4 37.4 3.2 8.6 6.1 5.8

Turkey 19.4 7.2 20.9 20.1 7.9 15.1 0.7 8.6

Australia 21.1 17.8 38.4 4.1 4.1 13.6 0.8

USA 16.7 10.4 34.3 10.0 14.3 9.2 1.6 3.6

Tunisia 23.3 22.0 26.0 20.0



Offshoring/Outsourcing White-

Collar and Other Jobs• Specific issues in outsourcing jobs abroad

– Political and military instability

–

Likelihood of cultural misunderstandings – Customers’ security and privacy concerns

– Foreign contracts, liability, and legal concerns

– Special training of foreign employees

– Costs associated with companies supplyingforeign workers



Selection Techniques

I n t e r v i e w p a n e l u s e d

f o r

M a n a g e m e n t

O n

e - t o o n e

i n t e r v i e w s f o r

m a

n a g e m e n t

a p p l i c a t i o n f o r m s f o r

m a

n a g e m e n t

p s y

c h o m e t r i c t e s t f o

r

m a

n a g e m e n t

a s s

e s s m e n t c e n t r e

f o r

m a n a g e m e n t

g r a

p h o l o g y

r e f e r e n c e s f o r

m a

n a g e m e n t

United

Kingdom 78.1 51.7 66.7 47.6 26.7 1.1 79.7

France 22.1 92.1 75.7 23.6 12.9 19.3 46.4

Germany 56.8 60.2 13.5 6.1 23.3 2.0 45.8Turkey 29.2 53.2 47.4 15.8 11.1 1.8 60.8

Australia 77.2 53.3 44.4 37.1 5.8 1.2 77.6

USA 59.6 68.5 59.2 10.0 7.3 0.4 64.6

Tunisia 9.0 65.6 50.8 34.9 5.3 3.7 29.6

comparative hrm recruitment

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