The New Frontiers Of Recruitment And Selection
To do this, companies are using various tools, among them, the assessments of the psychological profile of candidates using various tests, dynamic, interviews and competency assessments in order to hire top talent.However, it is considered that the selection processes conducted in this way become excessively large, expensive and bureaucratic, which is inconsistent due to the scarcity of resources, including the time factor, reason why companies have been suffering. Moreover, optimization of resources, that is, ensuring maximum performance with minimal investment of resources, is a key factor for competitive advantage.
This means that the resources expended to achieve the selective processes must also be optimized, especially by the fact that hiring a new employee is much more expensive than keeping a job. These features include not only financial, but also time.
In addition, the manager of people needs to understand that the candidates suffer from the effect of these costs, particularly the financial storms, psychological and behavioral, as there are a lot of effort and investment made by candidates participating in these selection processes.
Nevertheless, companies themselves are at risk of contracting professionals mistakenly relied solely on the test results, for achieving a high score or alleged to have a certain profile for a particular position does not mean hitting the hiring.
Unfortunately, many results can be made up by circumstances, such as the degree of motivation of a candidate may present a distorted way by tension promoted by the selection process, which is in many ways, a tense situation for many people longing for a better match in the labor market.
Certainly the evaluators understand that, but what determines a contract in such cases is the result of the conjuncture of all tests applied, which often does not indicate the best candidate. So organizations are filled with unqualified people, who allegedly had impressive results in tests.
The alternative to this situation is to make the selection process simpler and make use of technology to attract the best intellectual capital in the market, as do many companies that provide on their Web sites links such as "careers", where candidates can register their resumes. However this link has not yet effective functionality in most business sites are not actually used.
Another powerful tool is the social networks, through which organizations can establish dialogue with the participants and attract the talent present. The company may choose to create new social networks or simply enter into existing networks. In addition, some organizations promote competitions via the Internet by presenting problems and reward the best ideas and suggestions to solve them.
Another alternative would be to establish partnerships with consulting firms in human resources, responsible for recruitment and selection of employees, a strategy that also envisages the reduction of costs. However, this company should position itself as a true partner of the organization, understanding the importance of your business and contribute to its success.
This means that not only outsource this service, but actually generate successful partnerships with suppliers who have a clear understanding that they are serving just one client among many, but a client that plays an important role in the community, contributing to its economic development and social.
In addition, the recruitment and selection does not just happen "from outside", but also with in-house promotions that serve to promote the relocation of professionals who already work for the company, ensuring that their skills will be better used in another function, apart from the specific cost reduction.
However, if one of the organizational goals is to reduce costs, it is logical to assume the use of available technologies like the Internet and social networks, working with business partners who understand the organization"s role in the setting of corporate competition and reallocate their own talents.
Another important aspect to consider is the fact that some theorists of the Board, as Alvin Toffler, developed the idea of adhocracy, a term that identifies professionals who want more independence, autonomy and freedom to perform their job functions. Thus, not related to daily routines and bureaucracies of the current reality of the labor market. This explains the emergence of large number of entrepreneurs and professionals as business consultants.
Likewise, human resource managers have faced the emergence of so-called "Generation Y", composed of people who seek their personal and professional development and be ready to start another company if they are able to do so in the current company.
From this perspective, such as hiring and retaining such professionals as it is a new reality of the labor market? Perhaps the solution is not hiring them, but only to exploit their intellectual potential through contracts and manage their results, which also ensures lower costs.
Another solution to attract and retain these professionals would provide all the necessary conditions for the development of their careers, allowing greater autonomy and freedom to participate in decision-making, so feel part of a larger purpose, namely the mission of the company, not just to maintain employment.
Given these prospects, companies can hire excellent talent at lower cost within the shortest time, making the recruitment and selection cheaper, more dynamic and less bureaucratic. They also have available a growing intellectual capital to be exploited, allowing decision-making that enhance the quality of the performance of organizations to ensure competitive advantage.
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