One of the most significant assets in any organization is human resource. Every so often, recruitment is the first interaction that an organization has with its employees. In addition, it is through this process that most individuals can eventually decide to work for a certain firm. Therefore, a well-organized and well-accomplished recruiting exertion will often give high quality contenders while a disorganized and fragmentary effort will result in middling employees (Barber, 1998). A proper recruitment should enlighten applicants about the vacancy, create an encouraging image of UPS, offer adequate info about the opportunity to allow individuals make evaluations with their experiences and interests, and create eagerness among the best applicants to apply for the available vacancies. This takes into account applicants from outside the company as well as personnel within the organization who may be interested in being a seasonal employee. Seasonal employees outside the organization are recruited by external sources, while employees within the organization can be recruited by internal sources (Jackson, Schuler, & Werner, 2012).
External recruiting
External recruitment can be conducted through private employment agencies, campus recruitment, employee referrals and advertisement. Private employment agencies are good sources of competent applicants for most vacancies. Usually, they specialize in the proficiency or profession of the contenders that they offer, and they charge small fees to either the candidate or the company for effective engagements. Such charges either could be fixed or varies according to the earnings of the successful applicant. Campus recruitment is another suitable method and it serves two significant purposes. Besides acting as representatives of an organization to applicants without direct information about the firm, they also serve as first-level selection agents for the company. Employee referral is when current staffs in an organization inform their relatives or friends about a vacancy and encourages them to apply. However, full dependency on employee referrals may result into challenges since workers are likely to refer somebody comparable to them. Additionally, biased employment practices may also occur. Newspaper advertisements are also preferred because vacancies can be publicized faster, they are relatively cheaper compared to other means and over one vacancy can be encompassed in the same announcement. It also offers flexibility to human resource managers especially when they need to make blind advertisements (Randhawa, 2007).
Internal recruiting
Internal recruitment encompasses creating an active and voluntary partaking. It should be differentiated from internal staffing which encompasses an assortment of personnel for promotions or transfers. Internal recruitment can be done through job posting or bidding. Job posting is the most popular method and necessitates that human resource post or through any other means circulate lists of the available vacancies. The list gives info contained in the description and specification of the job as well as information about payment. Then, employees specify their interest officially, either through their overseer or even through the human resource unit. In other companies, job posting procedure implicates skills inventory. In this inventory, the proficiencies, qualities and performance data of present employees is compared to the requirements of the available vacancies. The assessment for internal recruitment emphasizes on the extent of employee contribution as well as the competencies of those staffs opting to take part. Of equivalent significance, but more challenging to determine, is the influence of internal recruitment on the morale of workers. It enables the staff to feel part of the company and to become motivated in the progression or improvement to management (Sims, 2007).
References
Barber, E. (1998). Individual and organizational perspectives. Thousand Oaks, Calif: Sage Publications.
Jackson, E., Schuler, S., & Werner, S. (2012). Managing human resources. Mason, Ohio: South Western cengage learning.
Randhawa, G. (2007). Human resource management. New Delhi: Atlantic Publishers & Distributors.
Sims, R. (2007). Human resource management: Contemporary issues, challenges and opportunities. Greenwich, Conn: Information Age Publ.
