Changing Trends in Recruitment Practice for Global Organizations

This article discusses the changing trends in recruitment practices for global organizations, including the use of social media and virtual advertisements. It also highlights the importance of effective hiring frameworks and the need for caution when using social networking sites for recruitment.

Running head: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
International Human Resource Management
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Assessment Task 1 –Individual task - ‘Individual research and critical
analysis’
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Topic: staffing, recruitment and selection
Authors:
1 Vinita Sinha
2 Priya Thaly
Year of publication: 2013
Volume, Issue, Pages: 18(2), 141-156
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Title of Article: A REVIEW ON CHANGING TREND OF RECRUITMENT PRACTICE
TO ENHANCE THE QUALITY OF HIRING IN GLOBAL ORGANIZATIONS
Title of Journal Publication: Journal of contemporary management issues
Three key issues or concepts:
The central purpose of department of human resource management is to search the right
person for the right job profile, stimulate eligible persons to come for the interview and
develop them according to the requirement. The process is called hiring, by which company
tries to add quality to its resource. The prosperity of the company depends on the selection of
skilled and effective human resource. HR managers, managing directors relying on the size,
culture and most importantly the type of organization, perform recruitment. Hiring process
can also be performed by employment agencies or certified consultancies. This journal
discusses that with the advancement of time and technology, a revolution has come in this
process as well. As described in Zaharie and Osoian (2013), before the invention of internet
and social networking sites companies had to trust on traditional recruitment tools like
printing advertisement on paper or using personal references. However, social networking
sites like twitter, Facebook enables job applicants to post on their behalf. Simultaneously, via
virtual advertisements companies can reach the audiences easily. It helps a firm to have a
global exposure as well as assist them to hire eligible employees according to the
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requirement.
Another important work of HRM is sourcing, which integrates talent with organizational
resource requirement. Mode of finding eligible knowledge can be identified as method of
sourcing. It can be native or national newspaper advertisements, job centres, consultancies
and internet. According to Gamage (2014), The use of internet is the most contemporary
practice of sourcing. The important part is based on this virtual process of sourcing a job
market has been grown; employees source, research and supply eligible candidate profiles to
other companies via telephonic conversations or virtual mode. Therefore this article has
emphasized the fact that how requitement and staffing has changed depending on
digitalization. HRM finds it difficult to filter from a vast choice over the internet, therefore, a
new industry has been formed to source candidates; perform the conversations and sorting the
most eligible candidates before requitement as an extended part or HRM department. The
journal focuses developing effective hiring framework, which might take time to be structure
and even more time to implement into the actual recruitment process, yet there is a necessity
to develop the ideal one, which can be true for any business organisation. Moreover, online
mode not only reduces time and energy or has made the process easier but also introduces a
mandate rule of being transparent in front of the recruiters. The article does not forget to
mention negativity of this hiring and sourcing process. While hiring or performing sourcing
experts should be careful enough to check the authenticity of the data provided by the
candidate or ask for relevant proofs. Therefore, experts should be cautious enough while
serving the responsibility of selection via social networking sites (Nikolaou 2014).
Apart from the changing nature of sourcing and recruitment, the journal highlights the change
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of recruiting trends within global organizations with context of varied literature sources.
Recruiters use to consider word-of-mouth the most in order to evaluate employee behaviour
and talent, which influence the recruitment process highly. Besides, references works well in
this field too. However, this all are regarded as traditional method, partly every organization
practices stuffs like this while hiring people. Apart from that, knowledge and skill,
candidates’ talent, eligible candidates with experience are some other criteria, which are
followed by the companies. According to the global trend, management wants hid resource to
be culturally diverse as diverse workforce is more effective in terms of complexity (Chrobot-
Mason and Aramovich 2013).
Data collection and analysis methods:
In order to conduct the study primary data has been collected through an interview based on a
questionnaire provided to HR executives working under well-established IT companies of
India including, Infosys, Wipro, HCL, IBM and TCS. As secondary sources of information,
various newspapers, e-journals, and web-sources have been considered to understand the
reason behind newly found sourcing channels and the most used channels for the purpose.
Analysis has been done by presenting charts, which says the preference percentage of
channels among various IT companies and to simply the entire study a pie chart has been
included. The analysis is quantitative in nature.
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Who was studied in this research?
The research included HR executives of leading IT companies of India like IBM, Infosys and
TCS to find out the contemporary trend of hiring.
List and describe the research findings:
The findings of the study suggests that social networks like Facebook, Twitter and LinkedIn
were the channels trusted by the organisations for hiring effective workforce (Zide, Elman
and Shahani-Denning 2014). Besides, campus recruitment is another channel from where
companies hire candidates who join them soon after completing the study. The findings
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clearly suggests that MNCs across the globe have changed their method of recruitment
noticeably after globalization approached.
As far as the topic is concerned, it wanted to highlight the facts related to staffing, recruitment
and selection. The topic of the journal revolves around the changing trends among MNCs
regarding recruitment. The way they have changed their method of sourcing, which new
theories they have evolve in order to keep the resources developed etc. considering
recruitment and sourcing as a vital part of human resource management this journal is helpful
to enrich the knowledge as per the expectation.
Recommendations for future research:
As internet is not available for everyone living in developing countries, it is not possible for
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recruiters to validate every eligible candidates. In order to obtain better talent for
organizational purpose, executives should rely on other methods of advertisement as well.
Future research can be conducted on possible contemporary methods of hiring effective and
best quality workforce.
References
Chrobot-Mason, D. and Aramovich, N.P., 2013. The psychological benefits of creating an
affirming climate for workplace diversity. Group & Organization Management, 38(6),
pp.659-689.
Gamage, A.S., 2014. Recruitment and selection practices in manufacturing SMEs in Japan:
An analysis of the link with business performance. Ruhuna Journal of Management and
Finance, 1(1), pp.37-52.
Nikolaou, I., 2014. Social networking web sites in job search and employee
recruitment. International Journal of Selection and Assessment, 22(2), pp.179-189.
Sinha, V. and Thaly, P., 2013. A review on changing trend of recruitment practice to enhance
the quality of hiring in global organizations. Management: journal of contemporary
management issues, 18(2), pp.141-156.
Zaharie, M. and Osoian, C., 2013. Job recruitment and selection practices in small and
medium organisations. Studia Universitatis Babes-Bolyai, 58(2), p.86.
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Zide, J., Elman, B. and Shahani-Denning, C., 2014. LinkedIn and recruitment: How profiles
differ across occupations. Employee Relations, 36(5), pp.583-604.
(Words count: 1000, NOT including references)
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