Fernández-Aráoz et al (2009, p. 4) have detailed seven steps to successful recruitment of senior management. Their first is to anticipate the need to replace staff. They recommend modelling what the organisational structure will be in three years and assessing the leadership needs for that structure. This is sound advice as avoiding staff attrition is not possible therefore if it can be predicted and planned for, the risk of disruption to the business can be mitigated and recruitment costs lowered. This is achievable through such programs as internal talent identification and development and an increasingly popular recruitment strategy of employee referrals. Rosenberg (2008, p. 2) concurs with these methods and to review recruiting needs often.
Secondly was to thoroughly detail the job requirements into job-based, team-based and firm-based competencies. This is supported by Carless (2005, p. 12) who presents the view that it is more accurate to assess job seekers fit to not just the organisation but also the job to predict a positive outcome in the recruitment process. This presumption is made on the basis that the applicant is likely to be collectively assessing their kn...
... middle of paper ...
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Krajewski H, Goffin R, McCarthy J, Rothstein M, Johnston N 2006, ‘Comparing the validity of structured interviews for managerial-level employees: Should we look to the past or focus on the future?’, Journal of Occupational & Organizational Psychology, vol 79, no. 3, pp 411-432.
Lane C 2008, ‘Driving productivity, engagement and innovation by building trust’, Human Resources Magazine, vol 13, no. 5, pp 24-26.
Riche, B 2007, ‘The effect of international staffing practices on subsidiary staff retention in multinational corporations, International Journal of Human Resource Management, vol 18, no. 4, pp. 523-536.
Rosenberg J 2008, ‘Recruiting Talent’, Journal of Property Management, vol 73, no. 1, pp 34-37.
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