Dragon Enterprises: Recruitment and Selection Report Analysis

This report provides a detailed analysis of recruitment and selection processes, focusing on internal versus external recruitment practices. It defines and discusses the advantages and disadvantages of both approaches, offering examples of situations where each is particularly effective. The report also explores the use of HR metrics to measure the success of recruitment and selection, including time-to-fill, cost-per-hire, and quality-of-hire metrics. The context of Dragon Enterprises is used to illustrate real-world applications of these concepts. The report concludes by emphasizing the importance of strategic recruitment in supporting organizational growth and the need to consider EEOC laws and diversity when developing new job descriptions. References to relevant academic sources support the arguments presented in the report.

Running head: RECRUITMENT AND SELECTION
RECRUITMENT AND SELECTION
Name of Student
Name of the University
Author Note

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Table of Contents
Response to question 2: Recruitment practices..................................................................3
Part A: Internal vs. External Recruitment practises.........................................................3
Part B: Situation of internal and external recruitment.....................................................3
Response to question 3: HR metrics....................................................................................4
References............................................................................................................................4

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Response to question 2: Recruitment practices
Part A: Internal vs. External Recruitment practises
Internal recruitment refers to the process of recruitment by which organisations fills up its
vacancies from candidates who are currently working in the organization. On the other hand,
external recruitment refers to the process of recruitment by which organization decides to fill up
vacancies from candidates available outside the organization (DeVaro, 2016). One of the major
advantage of the internal recruitment process includes- it promotes employee’s loyalty and helps
in improving the employees morale and one of the major advantages of the external recruitment
process includes- the new ideas and skills brought in by the new employees. One of the major
disadvantage of the internal recruitment proves includes- creation of a stagnant culture and one
of the major disadvantages of the external recruitment process includes additional cots for
training the newly joined employees (Ahmed & Ahmed, 2019). Therefore one situation
according to the recruitment strategies of dragon enterprises, where external recruitment needs to
be done is for recruiting candidates for higher position in the organization. On the other hand,
when there is lack of time within which an employee needs to recruited then recruitment can be
done internally.
Part B: Situation of internal and external recruitment
A situation in which internal recruitment will not be effective is when an employee is
required for filling up a vacancy related to a high level position in the organization and the
candidates available within the organization do not have the required knowledge or skills. On the
other hand a situation in which external recruitment will not be suitable is when the company
does not have sufficient time with itself to assess a number of candidates and when the

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organization does not have sufficient financial resources with itself for this purpose (Moser,
2005).
Response to question 3: HR metrics
The HRM metrics are used for the purpose of measuring the success of recruitment and
selection process. Some of these metrics includes- the metrics for understanding the time that is
taken by a company for filling its positions, the cost of each hire and the quality of hire. The time
taken by the company can be sued as a metric for measuring the success of recruitment practices
of a company. This includes checking the hours that have been spent on requisition, identifying
any delays in the recruitment process such as interviews and others (Carlson & Kavanagh, 2011).
On the other hand a company can make use of quality of hiring as a metric for analysing the
success of recruitment and selection process. In this technique, quality of the hire is assessed
however this method is more subjective as this based on the subjective feedbacks. A survey is
conducted for this purpose and the retention rates are also analysed and evaluated for this
purpose. The cost per hire metric is used for understanding the investment made by the company
in attracting and hiring new employees. For this purpose the following formula is used:
(Sum of all hiring costs last year/ total number of hires) * the number of hires to be done
in the current year.

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References
Ahmed, K. U., & Ahmed, B. F. (2019). External Recruitment Practices of an Organization.
Carlson, K. D., & Kavanagh, M. J. (2011). HR metrics and workforce analytics. Human resource
information systems: Basics, applications, and future directions, 150.
DeVaro, J. (2016). Internal hiring or external recruitment?. IZA World of Labor.
Moser, K. (2005). Recruitment sources and post‐hire outcomes: The mediating role of unmet
expectations. International Journal of Selection and Assessment, 13(3), 188-197.