External and Internal Recruitment Procedures/Methods
To operate effectively, and thus remain in business, an organization must have in place an able, motivated, and competent staff. Indeed, it has been stated in some quarters that human resources are the most valuable organizational assets. I wouldn't agree more. To ensure that they have the right staff to advance their agenda and achieve their objectives, organizations routinely seek to bring on board the most capable employees. This they do by engaging in an often complex and lengthy recruitment process. Essentially, recruitment could be categorized into two, i.e. internal recruitment and external recruitment. Both approaches to recruitment have their own unique advantages and disadvantages. In brief, external recruitment, according to Schermerhorn (2010, p. 293) "seeks job applicants from outside the organization," while internal recruitment, as the author further points out, "seeks job applicants from inside the organization."
It is important to note that today, the relevance of taking diversity into consideration in recruitment and selection efforts cannot be overstated. This is particularly the case given that as the world becomes increasingly borderless, companies are finding a diverse workforce more effective. Business entities are also seeking to ensure that the interests of their clientele, regardless of their background, religion, or even race, are catered for in the best possible manner. In that regard, therefore, 'diversity' could be regarded one of the concepts that does have a significant effect on staffing and organization effectiveness.
Diversity: Impact on Staffing and Organizational Effectiveness
Overview
It is important to note, from the onset, that diversity does not have an assigned definition. What this means, in basic terms, is that in the realm of human resource management, diversity has been defined variously. Diversity is best explained by invoking its various dimensions. Within the last two or so decades, as Griffin and Moorhead (2009) point out, gender and race have been regarded the key components of diversity. It is, however, important to note that there exists other dimensions of diversity apart from those mentioned above. The primary dimensions of diversity, in the words of Griffin and Moorhead (2009, p. 35), "include age, race and ethnicity, gender, physical and mental abilities, and sexual orientation." However, there are also other dimensions of diversity referred to as the secondary dimensions of diversity. These, as Griffin and Moorhead (2009, p. 36) further point out include, "educational background, geographical location, income, marital status, military experience, parental status, religious beliefs, and work expedience." In contrast to the primary dimensions of diversity mentioned above, secondary dimensions of diversity are less permanent. Further, they can, in most cases, be easily altered or changed.
Enhancing Diversity during Recruitment and Selection, and Beyond
The recruitment and maintenance of a diverse workforce could be challenging for most organizations. This is particularly the case given that most organizations do not have in place recruitment methods and hiring processes that demonstrate their commitment to diversity. In this section, I will highlight not only the strategies that entities could make use of to attract a diverse pool of applicants, but also the key considerations that should be made during the selection process to guarantee the 'level' nature of the process. The approaches an organization should adopt to maintain a diverse workforce will also be explored.
To begin with, an organization ought to develop a clear and concise opportunity statement and position description that in addition to highlighting the needed qualifications and skills, also clearly and in no uncertain terms welcomes all applicants regardless of their background, race, race or even sexual orientation (Hubbard, 2004). This, according to Hubbard (2004), could be done by, amongst other things, ensuring that the job description is not unnecessarily restrictive or unfair towards certain groups or categories of people, except on the basis of their skill or qualifications. A footnote can also be inserted, in the case of print advertisements, indicating that the company is 'an equal opportunity'...
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