Recruitment

from Wikipedia, the free encyclopedia

The recruitment ( English recruitment , recruiting ) is part of the personnel management and deals with the coverage of a previously defined personnel requirement. Your basic task is to supply the company with a potential high-quality workforce in a cost-effective manner.

Methods

Before staff is recruited , the required number of staff , at the desired time in the desired location and - most importantly - with the required qualifications is determined. The personnel requirements of a company can thus be specified using the following four dimensions:

  1. Quantitative dimension: how many employees are required?
  2. Qualitative dimension: Which qualifications must the potential employees meet?
  3. Time dimension: at what point in time are the employees required?
  4. Spatial dimension: where are the employees needed?
  • Short formula: MAZO right employee, right number, right time, right place

To calculate the quantitative personnel requirement, the comparison between the existing capacities and the specific requirements with the aid of the key figure method or the position plan method is used . The job description ultimately serves as a qualitative description of the need. In-house and external personnel recruitment are considered procurement alternatives.

Internal recruitment

Internal recruitment refers to the recruitment of staff within the company. Internal recruitment methods are:

  • Personnel development (employees are specifically trained and prepared for the relevant tasks, possibly in coaching )
  • Transfer or inplacement (employees are transferred to another position if they are appropriately qualified)
  • Internal job advertisement (employees are asked to apply for the vacant positions)

It is divided into three sub-areas:

a) Meeting needs without moving staff regularly results in an increased workload:

b) Meeting needs with staff movements regularly results in a vacancy being filled:

c) Active recruitment within the company (if necessary within the group): It uses various internal media (company magazine, intranet, internal job boards) as required in order to target applicants for a defined position. The personnel service providers within the company (Human Resources) can serve as information points or intermediaries:

advantages

  • Opening up career opportunities for your own staff
  • stronger employee loyalty to the company
  • lower procurement costs
  • good knowledge of qualifications
  • Compliance with the company wage level, as the employee is based on the company wage level
  • faster vacancies
  • Entry opportunities for junior staff become free
  • Employee motivation
  • less training time
  • The position can be filled at short notice
  • targeted funding opportunity
  • transparent personnel policy
  • Corporate image improves

disadvantage

  • fewer choices e.g. B. in employee selection
  • Disappointment of colleagues, especially when moving up in managerial positions, possibly also tension and rivalry (envy or demotivation)
  • Too strong collegial ties (factual decisions become "buddy")
  • Relocation does not quantitatively solve the need; internal recruiting usually entails external recruiting
  • this method also means that hardly any new workers come into the company
  • Promotion of the so-called "operational blindness", errors remain undetected
  • Declining employee activity due to "transport automation"

External recruitment

External recruitment is a job posting or an employee search outside the company. A distinction can be made between passive (or indirect) and active (or direct) recruitment:

a) Passive recruitment takes place by processing and archiving incoming unsolicited or unsolicited applications. In the context of passive recruitment, advertising is only designed to improve the company's reputation as an employer (so-called employer branding ) in order to make it more interesting for qualified applicants and to stimulate speculative applications. There is no specific publication of the personnel requirements. If a replacement is necessary, the applicants from the pool will first be consulted and made available for selection. Further possibilities arise from the use of existing applicant databases, e.g. via the Internet, the agency for work and personnel leasing or temporary work .

b) Active recruitment uses different media as required in order to target applicants for a defined position or for a career path . In addition to targeted advertising, interactive media (homepage) and company presentations can also be considered. In addition, intermediaries can be involved:

  • Offers in job exchanges and recruiting exchanges
  • Use of the recruiter functions and sympathy advertising in the new social media
  • Commissioning of recruiters , executive search companies ( direct search ) or a state organization such as the local employer service of the Federal Employment Agency in Germany
  • Job posting through advertisements (internet, newspaper, radio)
  • Information events at educational institutions and (technical) universities
  • Company contact fairs at (technical) universities
  • Recruiting events, university marketing primarily to recruit young professionals after graduation (college recruiting)
  • Offering internships and indecisive people showing internal opportunities

advantages

  • wide range of choices
  • Reduction of operational blindness
  • Opportunities to compare the qualifications of internal and external employees
  • low training costs (the selection of future employees is tailored to the advertised position)
  • Avoiding the chain reaction effect (replacement of the vacant position within the company)
  • Bringing new impulses into the company

disadvantage

  • Relatively higher procurement costs due to selection and comparison or the involvement of service providers
  • The risk of an incorrect appointment is higher than with internal recruitment
  • Integration difficulties can arise with new employees
  • The salaries of newcomers are often higher than those of internal candidates
  • Possible demotivation of qualified internal employees

Recruitment approach

Correctly assessing applicants and selecting them accurately when recruiting employees is one of the most difficult tasks in human resources. At the beginning of this complex path is the job description .

Job Description

A job description is the binding and standardized definition of the integration of a job into the organizational structure. Your goals, tasks and competencies as well as your most important relationships with other positions are recorded here. It should be formulated briefly and clearly and checked regularly.

In a job description, the objective of the job, the tasks and the competencies of the job holder are described in precise wording. The objectives of the job description are to be transparent, to improve the organizational structures and to facilitate control and assessment.

advantages

  • Preventing Misunderstandings.
  • Preventing skills difficulties.
  • Subordinates and superiors are known.
  • Smooth training of new employees.

disadvantage

  • Fixation on described activities → motivation decreases
  • Time and organization consuming.
  • Regular revision necessary.

On the other hand, there is the job description, which contains a written description of the activities to be carried out at a workplace.

Job description

A job description is a systematic, clear and as objective as possible description of the current situation. It shows what is done by the job owner, how it is done and why a job exists.

By answering the questions

  • Who?
  • How?
  • What?
  • For what purpose?
  • With what responsibility?

one obtains information about the main task areas of the workplace, characterizes the organizational environment and highlights the most important main tasks.

Thus, a job description is understood to be a written objective of a position or a job, with the respective tasks, competencies, responsibilities, relationships with other positions and the requirements for the position holder.

The requirement profile emerges from the job description and the job description.

Requirement profile

The requirement profile is the description of required or desired properties (skills, characteristics). The requirement profile must clearly show which qualifications, competencies and which experience are necessary for the advertised position.

It is a tabular arrangement of certain company requirements for applicants, trainees or employees with regard to certain activities. In this table, the importance of each individual requirement characteristic for the company and certain activities can be weighted.

At this point, the necessary preparatory work has been done to prepare a job advertisement.

vacancy

A job advertisement (also a job description) includes the requirements for a new position to be filled in a company. It can take place in-house (internal) or outside the company (external). The job posting contains less detailed elements than a job description. The focus of the occupation is more in the area of ​​social and professional competence requirements as well as the rough work goals.

In the internal job posting, employees are given a vacancy, e.g. B. announced by circular. This means that employees can apply for another position in the company. The in-house applicant does not have to be preferred, although according to current practice, internal applicants are given priority over external applicants with comparable qualifications. At the same time, external recruitment measures can certainly be carried out.

Information that should be made available to the applicants is the job title, a brief description of the activity, the affiliation to the department, the branch / group, the working hours, the required qualifications, the intended remuneration and the intended location.

job ad

example

Until the 1990s, the main medium for job advertisements was the daily newspaper. In contrast to the job offers for executives, which can be found in a few national daily newspapers and in association magazines, most job advertisements are in the local press. With the increasing use of the Internet, more and more jobs are also being advertised online ( e-recruiting ).

The advantage of online job advertisements is that applicants can find out about vacancies and apply much faster and more clearly . For companies, on the other hand, the advantage is that online job advertisements are much cheaper and run over a longer period of time.

Applications

The company receives applications in response to the job advertisement. An application folder consists of the cover letter, a curriculum vitae with application photo, job references and school reports or degrees, etc. The application documents received are viewed according to the priorities, desired and mandatory criteria as well as ideal requirements set in the requirement profile and can be confirmed or excluded by the attached certificates . Most companies have their own classification criteria according to which the documents are evaluated.

In addition, the visual impression, the completeness of the application documents and the cover letter are decisive for the decision to invite the applicant to an interview.

Write to

The external appearance of the cover letter reflects whether it is an individual or a standardized answer. Targeted formulations and explanations in response to the job advertisement provide information about the seriousness and individuality of the applicant. Of course, it is not possible to clearly see whether the applicant himself wrote and created the cover letter. The cover letter can be analyzed by answering the following questions:

  • Personal speech?
  • Targeted engagement with the company?
  • Targeted examination of the work?
  • Motivation clearly recognizable?
  • Is current employment mentioned?
  • Language clear and understandable?
  • Reason for the application credible and understandable?
  • Mentioned possible starting date?
  • Was the time and effort invested in the application?
  • Is the cover letter structured logically?

In principle, the content of the cover letter should be based on the AIDA model . "AIDA" stands for Attention, Interest, Desire, Action. The potential applicant should first try to attract the attention of his counterpart (attention). A flawless application is essential for this. The interest of the potential employer should be aroused. This happens i. d. Usually through an interesting presentation of yourself and your previous career as well as a coherent presentation of the motivation that led to the application. The impeccable and interesting presentation of oneself is intended to arouse the desire to learn more about the applicant (desire). The job advertiser should be encouraged to actively approach the applicant in order to subject him to a closer examination (action). This can e.g. B. in the form of an interview or with the help of assessment centers .

Job Interview

After the selection process, the company invites the selected applicants to an interview. For this purpose, an attitude test similar to an IQ test can be done. However, it is not uncommon for the applicant to be given abstract tasks, such as playing a sales situation or the like. The job interview basically serves to get a personal impression of the prospect. The personal impression usually says more than any written application. The applicant is subject to the duty of truth during the interview, which is briefly explained below:

  • Vocational training: The employee must answer questions about this in detail. He must also provide information about his previous employer.
  • Criminal offenses: The employee must provide information about previous convictions if you are relevant. However, he may remain silent about ongoing investigations, even if they are relevant.
  • Illness: An employee may be asked about current illnesses when hiring if they are relevant to the job to be started. This is the case if the applicant is not able to work in the same way as a healthy colleague, if his colleagues could be infected or if it is to be expected that he will be unable to work in the foreseeable future.
  • Severe handicap: A severe handicap must always be granted on request if the handicap can affect future work performance. If the applicant lies, the employer can terminate the contract.

Evaluation sheet

In order to be able to decide which of the applicants will be hired and which will not, an evaluation sheet is filled out for the respective interview. The company uses these forms to decide which applicants will be hired after all interviews. They receive a written confirmation, all others a written rejection.

Trial work

However, some companies only let applicants test work for a certain period of time and only then decide whether or not to conclude an employment contract with the applicant.

literature

  • Jürgen Berthel, Fred, G. Becker: Personnel Management . 8th edition. Schäffer-Poeschel, Stuttgart 2007, ISBN 978-3-7910-2614-5 .
  • Ruth Stock-Homburg : Personnel Management: Theories - Instruments - Concepts . 2nd Edition. Gabler, 2010, ISBN 978-3-8349-1986-1 .
  • Nicole Blum: Success factor inplacement: Integrating new employees systematically and in a targeted manner . Diplomica, Hamburg 2010, ISBN 978-3-8366-8800-0 ( limited preview in the Google book search).
  • Armin Trost: Talent Relationship Management. Recruiting in times of a shortage of skilled workers . 1st edition. Springer, 2012, ISBN 978-3-642-17077-5 , pp. 210 .
  • Kirsten Rohrlack: Recruitment - compact! 1st edition. Rainer Hampp Verlag, Munich, Mehring 2012, ISBN 978-3-86618-806-8 .

See also

Web links

Commons : Recruitment  - collection of images, videos and audio files

Individual evidence

  1. ^ J. Hentze, A. Kammel: Personalwirtschaftslehre 1. 7th edition. Bern / Stuttgart / Vienna 2001, p. 241.
  2. ^ Walter A. Oechsler : Personnel and work. 8th edition. Munich / Vienna 2006, p. 218.
  3. ↑ Thomas Hutzschenreuter: General Business Administration. 3. Edition. Gabler, Wiesbaden 2009, ISBN 978-3-8349-1593-1 , pp. 267ff.
  4. ^ HJ Drumm: Personalwirtschaft. 6th edition. Berlin / Heidelberg 2008, p. 279 ff.
  5. ^ Gerhards, Christian, and Margit Ebbinghaus. "Companies looking for training place applicants: instruments and strategies."
  6. ↑ A.Sulich: Mathematical models and non-mathematical methods in recruitment and selection processes. 2015, accessed February 5, 2015 .
  7. ↑ K. Olfert: Personalwirtschaft. 13th edition. Ludwigshafen / Rhein 2008, p. 128 ff.
  8. ^ H. Knebel: The job interview. Cologne 2000.