RECRUITMENT & SELECTION ( Human Resource Managment) - Essay Example

RECRUITMENT & SELECTION (Human Resource Management) "If a company is considering two job candi s: an internal candi with years of service andvery good performance evaluations; an external candidate who works for a competitor and has valuable experience in new product markets, it has an obligation to hire the internal candidate? Do you agree or disagree? Why? Introduction Internal promotions versus external recruitment are a common problem that organizations face. The time tested traditional approach was to train and develop suitable employees to take on new responsibilities.

In the modern world where haste in business processes with the objective of becoming more competitive can be seen in aggressive organizations, tradition has been thrown out of the window and external recruiting has become the rule of the day. (1). In my opinion it is in the traditional approach that the company demonstrates obligation to its own well-being and the well-being of its employees. The Obligation and Benefits of Internal Selection The case presented makes it very clear that the internal candidate has remained a loyal employee to the organization.

The organization has an obligation to its own well-being and the well-being of its employees to recognize loyalty and maintain the loyalty of its employees. (2). Denying this obligation to a talented internal candidate will make employees reconsider their loyalty to the organization to the disadvantage of the organization. Let us look at morale among the employees of the organization in case of external selection. The lack of recognition of performance and loyalty and the possible block to career advancement will lower their morale and act as a de-motivating factor, influencing their performance. (1). Minimizing costs in its business activities is an obligation of an organization.

By opting for the suitable internal candidate the costs involved in easing the new entrant into the job position and organization are removed. In addition, here besides cost advantages, the organization will demonstrate its social obligation through the internal selection. (3). The external candidate may have demonstrated excellent promise in the selection promise, but where is the guarantee that this promise will be lived up to in the actual performance of the job responsibility. (4). The internal candidate has demonstrated not just promise, but actual good performance in the execution of job responsibilities.

The only circumstance where an organization is not obligated to select from internal resources is when the required knowledge and skills for the job responsibility are not available internally, or when the organization would like to introduce change in the corporate culture, or increase diversity in the workforce. (5). This case does not represent such a circumstance, which removes as knowledge and skills are present internally, there is show of wanting to change the corporate culture or increase diversity in the workforce, removing arguments in favor of an obligation to recruit the external candidate.

A final case in favor of the external candidate may be made from the perspective that the modern competitive business encourages organizations to make external selections. Let us examine success story of Deloitte, the multi-national financial services firm, to confirm the veracity of it. In 2001 Deloitte was faced with the requirement of workforce adjustment. Deloitte opted to make this workforce adjustment using its internal talent. The success that Deloitte experienced with this exercise has made the use of internal talent the mainstay of Deloitte in workforce requirements to the delight of its employee and the success enjoyed by Deloitte in the modern financial business world. (5). The case of Deloitte lays to rest even the final argument of competition as an aspect in the modern business world favoring the external candidate.

Conclusion Internal selection should be the obligatory norm of organizations, because of the benefits that are derived by the organization, its workforce, and society at large. There are mitigating circumstances that include the lack of required knowledge, skills, and talent in the organization, or the desire for change in the corporate culture, or increasing the diversity of the workforce that allow an organization to select externally. These mitigating circumstances are absent in this case and the organization should select the internal candidate.

Works Cited 1. Cappelli, Peter. “Hire talent from inside or go outside”. 2011. Microsoft. 28 May 2011. . 2. Trondal, Jarle. An Emergent European Executive Order. Great Clarendon Street, Oxford: Oxford University Press. 2010. 3. Kumar, Raj. Human Resource Management: Strategic Analysis Text and Cases. Uphaar Cinema Market, New Delhi: I.K. International Publishing House Pvt. Ltd. 2011. 4. Fisher, D. Cynthia, Schoenfeldt, F. Lyle & Shaw, B. James. Human Resource Management. Daryaganj, New Delhi: Biztantra. 2008. 5.

Lepak, David & Gowan, Mary. Human Resource Management: Managing Employees for the Competitive Advantage. Patparganj, Delhi: Dorling Kindersley (India) Pvt. Ltd. 2009.