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Recruitment and Selection Steps

Concerning recruitment and selection for instances, Miles and Snow (1984) advises that open recruitment mode allows employees to position themselves into innovative positions. The situation, according to the researchers, will promote better matches between the requirements of the organization and the individual needs of the employee. In today globally fierce marketplace and the shortage of skilled workers for some job positions, companies have two major challenges regarding their human resources.

First, they are to acquire the best people to boost their whole business lines from administrations to sales departments in which this strategy becomes a shortcut to obtain a group of professionals that fulfill a department’s criteria. However, it costs companies more money since the skilled professionals usually demands higher salary than they obtain from their current employers/companies. Second, once companies obtain the best people they can hire, the challenge shifts to how to retain them.

One way to obtain and retain the best workers and employees is through conducting pre-employment testing that suggest the whole picture of fledgling workers of companies. Concerning the recruitment steps, Patrick Hauenstein (2000) says that in general there are four steps in conducting selection process as shown figure 2. Figure 2 Four Steps of Selection Process

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Source: Hauenstein, 2000 3. Increasing Employees’ Performances: Avoiding

In the human resource management, the challenges to improve company’s performance are to improve underperforms employers. David G. Javitch, is an organizational psychologist and president of Javitch Associates, reminds employers to improve that employees’ performance before firing the underperformed people. Maybe the employee and employers simply have a different understanding about the job’s requirements. There are six ways to improve an employee’s performance and hence to avoid the potential complications of termination:

a) Clear up any misunderstandings. b) Set up specific and measurable goals for the improvement process and for the job itself. c) Discuss the crucial aspects of the task. d) Identify milestones and deadlines. e) Respond to this major question: “How long can I wait for turnaround performance in the problematic employee? ” f) Consider your corporate culture whether our business’ corporate culture indicate patience for the possible expenditure of funds to retrain or upgrade the skills of the employee?

(Javitch, 2004) Employers might then consider the results of these six ways before searching for a replacement. Similarly, Aubrey C. Daniels, founder and CEO of management consulting firm Aubrey Daniels & Associates suggests that employers should try to change the problem employee’s behavior first. In short, Aubrey reminds employers to address the problem quickly. The longer you wait to take action, the higher the ultimate cost and the more it will escalate with each passing day (Daniels, 2000).

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