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HRM
Recruiting is a critical function in human resources management (HRM). In the knowledge economy, it is important for companies to build their stock of human resources, and this means both recruiting and retention. The latter has many dimensions but this paper will focus on the critical importance of the recruiting function. Strategy, no matter how well-conceived, must be executed, and it takes quality people to do that. Everyone from leaders to front-line workers must be responsible for the success of the organization, so finding the right people is a critical element of strategy.
Today, much of recruiting comes from either informal channels like networking, or formal electronic formal channels. Strohmeier (2007) highlights that the field is still young, with multiple different models subject to analysis and no clear conclusions about best practices. This makes it all the more important to have qualified human resources professionals to assist with the recruiting function. Where companies fail to innovate in the recruiting functions, bad habits become embedded and the company suffers from this inertia, as Robinson (2003) demonstrated in her case...
Consider technologies like social networking mapping software, which can help identify top talents (or red flags). A technology like that is complex, but can add value to the organization by getting the right fit in the people that join the company (Bhattacharya & Huntley, 2005).
Thus, what recruiters do is that they use the best tools available to find the right match between the role and the candidate. This is a complex task, especially given the need to measure soft skills like communication, intelligence, learning and growth potential. Being able to identify the hard skills is easy -- we have computers that scan resumes for hard skills. What the HRM recruiting professional does is use that starting point to further drill down and find the best candidates with the full range of skills. If this sounds like too much effort for front line work, remember that this is what we do for…
Works Cited:
Bhattacharya, M. & Huntley, C. (2005). Social networking mapping software: New frontiers in HRM. E-Human Resources Management.
No author. (2012). Why recruiting the right talent matters more than ever. Business Insider. Retrieved May 5, 2013 from http://articles.businessinsider.com/2012-03-19/news/31209258_1_talent-jobs-data-new-skills
Robinson, P. (2003). The embeddedness of Japanese HRM: The case of recruiting. Human Resource Management Review. Vol. 13 (3) 439-465.
Strohmeier, S. (2007). Research in HRM: Review and implications. Human Resource Management. Vol. 17 (2007) 19-37.
HRM and Culture I have explored the case in the article regarding the experiences of Korean women. This paper has discussed how women are discriminated and established a workforce based on diversity. After going through the article about the plight of the Korean woman, I have been inspired to select the Korean woman working in a male dominated IT industry. This paper has explored HRM approaches and practices as well as
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