Вы находитесь на странице: 1из 4

Definition and Nature of Staffing

The number of managerial personnel or non-managerial human resources needed by an

organization depends on the size and complexity of its operations, its plans for branching out or
increasing products, and turnover rates of both types of human resources, among others. Besides
considering their number, the qualifications for the individual position must be identified, so that the
best-suited individuals for the job positions may be selected for hiring.

The Management and Non-managerial Human Resources Inventory

Awareness of the management potential within an organization can be accomplished with the
use of an inventory chart, also called management succession/replacement chart. This chart is similar to
the general organization chart used by the company but limited to managerial positions and the names
of potential successors (promotable, satisfactory but not promotable, dismissed, etc) Recruitment by
external means may follow if the no qualified successors.
The need for nonmanagerial human resources may be ascertained by the use of a general
organization chart to identify vacant job positions that need to be filled or by direct reports from the
department/unit heads or supervisors. Managers need not make detailed succession planning, as these
job positions are less sensitive. Suggestions for internal replacements or successors for vacant
nonmanagerial positions are usually done as the need arises. External recruitment also follows if no on
within the organization is fitted for the job position that was declared vacant.


In the event of a job opening, administrators must be carefl when recruiting and choosing who
to bring into the organization. They must see to it that their new recruit possesses the knowledge ans
skills needed to be successful in helping their company achieve their set goals and objectives and that
he or she is the suited for the job position and the job design.
Recruitment may either be external or internal. In external recruitment, outside sources are
considered in the process of locating potential individuals who might want to join the organization and
encouraging them to apply for actual or anticipated job vacancies. Unsolicited applications and
referrals from employment agencies and schools are examples of sources outside the company from
which management could select and applicant who best fits the job opening.
In internal recruitment, filling job vacancies can be done through promotions or transfer of
employees who are already part of the organization. In other words, recruitment is from withing the

Methods of External and Internal Recruitment.

Advertisements through websites, newspapers, trade journals, radio, television, billboards,
posters, e-mails, and others.
Unsolicited applications received by employers from individuals who may or may not be
qualified for the job openings.
Internet recruiting there are thousands of independent job boards on the Web commonly used
by job seekers and recruiters to gather and disseminate job opening information.
Employee referrals are recommendations from the organizations present employees who
usually refer friends and relatives who they think are qualified for the job.
Executive search firms also known as head hunters; they help employers find the right
person for a job. Such firms seek out candidates with qualifications that match the requirements of the
job openings that their client company hopes to fill.
Educational Institutions good sources of young applicants or new graduates who have formal
training but with very little work experience; for technical and managerial positions, schools may refer
some of their alumni who may have the necessary qualifications needed for the said job positions.
Professional associations may offer placement services to their member who seek
employment; employers may make use of the listing that they publish in their journals regarding
member who are available for possible recruitment or hiring.
Labor unions possible sources of applicants for blue-collar and professional jobs.
Public and private employment agencies may also be good sources of applicants for different
types of job vacancies; public employment agencies usually offer free services while private ones
charge fees from both the job applicant and the employers soliciting referrals from them.

As earlier mentioned, internal recruitment is that which is done from within the organization.
Most managers prefer to follow a policy of filling job opening through promotions and transfer. In this
way, they lessen the chances of losing the organizations top performers. Recruitment may be done by;
using company bulletin boards, company intranet, company newsletters, and recommendations from
department or unit heads, among others.

Both external and internal recruitment have their own advantages and disadvantages.


1. Advertising and recruiting through the Internet reach a large number of possible applicants and,
therefore, increase the possibility of being able to recruit applicants suited for the job.
2. Applicants who submit applications and resumes through their own initiative are believed to be
better potential employees because they are serious about getting the job.
3. Employee referrals from outside sources are believed to be high quality applicants because
employees are generally hesitant to recommend persons who are not qualified for job openings.

5. Educational institutions know the capabilities and qualifications of their graduates, hence, increasing
the chances of their ability to refer qualified applicants to potential employers.


1. The cost and time required by external recruitment are the typical disadvantages of using this
recruitment method. Advertising job opening and the orientation and training of newly hired employees
from outside sources, as well as sorting out large volumes of solicited or unsolicited job applications
present challenges in budgeting time and money.
2. Another disadvantage of external recruitment is the possibility of practicing bias or entertaining self-
serving motives in the referral of friends and relatives by current employees and in the recommendation
of private employment agencies of job applicants.


1. Less expenses are required for internal recruitment advertising; news-letters, bulletin boards, and
other forms of internal communication may disseminate information to current employees interested to
apply for job opening within the company.
2. Training and orientation of newly promoted or transferred current employees are less expensive and
do not take too much time since they are already familiar with company policies.
3. The process of recruitment and selection is faster because the candidate for transfer or promotion is
already part of the organization.


1. The number of applicants to choose from is limited.
2. Favoritism may influence a manager to recommend a current employee for promotion to a higher
3. It may result in jealousy among other employees who were not considered for the position. Some
may also accuse the management of bias for choosing an employee who is perceived to be less
qualified for the job opening.
Organization &
Chapter 5
Lesson 2: Recruitment

Submitted to:
Mrs. Marina Elizabeth Domingo
Submitted by:
Nathaniel Alejandrino
Gr. 11 - ABM