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Running head: STAFFING CASE STUDY 1

STAFFING CASE STUDY 4

Staffing Case Study

Daniel Keith Bailey

HRM-400 – Human Resources Development and Management

Colorado State University Global Campus

Rudy Smartt, PhD

January 24, 2016

Staffing Case Study

Each and every recruitment and selection process in a job opening usually has recruitment sources. The common types of recruitment sources are internal and external. These types of sources are considered to be appropriate when it comes to the design and implementation of the process of recruiting and selecting the best candidate for a job opening.

Internal recruitment Source

In general, an internal source for recruitment has a number of advantages. Such advantages include: the employer is normally familiar with his or her employees, it gives the provision for better use of talents, and it makes the recruitment process economical. The Promotion of present employees is considered to be appropriate when it comes to recruitment and selection processes. This is because present employees are well conversant with the culture of the organization. Therefore, promotion of present employees is considerably cheaper and reduces the cost that will be required in the job training (Elearn Limited, 2009). Another type of internal source of recruitment is the filling up the vacancies in organization with former employees. This type of source is considered to be appropriate because the performance of these particular employees is well known (Elearn Limited, 2009).

External recruitment sources

Another category of recruitment sources that are reflected to be appropriate are the external sources. They are grouped as follows: Employment agencies, employment exchange, advertisement, and campus recruitment (Plumbley & Denerley, 2005).

External sources make the recruitment process appear to be an open process; therefore, it attracts a large group of applicants. In addition, when there are a large number of applicants the availability of talented candidate increases. The organization also has the opportunity to select the best candidate, resulting in healthy competition.

Job description

Job description is a proper tool kit that enables the human resource management team to improve on organization and individual effectiveness. A good job description will help the incumbent or the applicant to understand their roles and duties in the given organization (Plumbley & Denerley, 2005). In the event that the candidate is selected for the given job, he or she would be able to understand how his or her place will contribute to the goals, objectives, and mission of the given organization.

In most circumstances, it is only through job description that recruitment campaigns can articulate suitable duties and qualifications that are required. Furthermore, the screening process, hiring criteria, and interview questions are based on the qualifications that are explained in the given job description (Roberts & Institute of Personnel and Development, 2005). Job description also helps the employees to understand the reasons why they need training in order to meet qualifications of a particular position.

Adverse Impact

Every recruitment and selection process has adverse impact. One of the impacts is that the process is normally expensive, and it therefore requires proper planning. Sometimes design and implementation of the process does not go as planned. In order to solve this problem, it is imperative that most of the organization adopt a culture of absorbing and recruiting graduates directly from campus.

Compliance with applicable laws

There is no recruitment and selection process of a job opening that is not compliance with the applicable laws. This is because organizations are governed by laws. Additionally, specific laws bring about smooth running of the organization.

In conclusion, for a successful design and implementation of a recruitment process it is recommended that most of the selection processes are linked to the job description. This will help in avoiding the cause of adverse impact. Moreover, the process should also comply with the applicable laws.

References

Elearn Limited (Great Britain). (2009). Recruitment and selection. Amsterdam: Elsevier/Pergamon.

Plumbley, P. R., & Denerley, R. A. (2005). Recruitment and selection. London: Institute of Personnel Management.

Roberts, G., & Institute of Personnel and Development. (2005). Recruitment and selection. London: Institute of Personnel and Development.