Evaluation of the effectiveness of recruitment for hiring managers

AUTHORS Katarzyna Zięba-Olma https://orcid.org/0000-0001-9002-9461

ARTICLE INFO

Katarzyna Zięba-Olma (2017). Evaluation of the effectiveness of recruitment for hiring managers. Nowadays and Future Jobs, 1(1), 23-28.

doi:10.21511/nfj.1.2017.03

DOI http://dx.doi.org/10.21511/nfj.1.2017.03

RELEASED ON Tuesday, 26 December 2017 RECEIVED ON Monday, 06 November 2017 ACCEPTED ON Thursday, 21 December 2017

LICENSE This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License

JOURNAL "Nowadays and Future Jobs"

ISSN PRINT 2544-2287

PUBLISHER LLC “Consulting Publishing Company “Business Perspectives”

FOUNDER Sp. z o.o. Kozmenko Science Publishing

NUMBER OF REFERENCES

21

NUMBER OF FIGURES

0

NUMBER OF TABLES

3

© The author(s) 2022. This publication is an open access article.

Katarzyna ZiĊba-Olma (Poland)

Evaluation of the effectiveness of recruitment for hiring managers

Abstract

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1. Literature review

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7DEOH)HDWXUHVRISURIHVVLRQDOUHFUXLWPHQW Features of professional recruitment

Having a recruiter, in addition to professional knowledge based on practice, also theoretical knowledge, which has to be constantly modified.

Ability to maintain interaction (direct contact with the candidate).

Ability to cross borders, but also need to have some rules (ethical code of the recruiter).

Having a recruiter's network of contacts to verify the candidate.

Involvement in recruitment (work as passion).

Treating recruitment not only as a job but also as a service to the public (the right candidate chooses to contribute to the competitiveness of the economy).

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2. Practical insights

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Using different sources of information.

Continuous development of the professional knowledge of the recruiter through participation in various forms of raising qualifications.

Striving for independent / independent decisions (but not subjective).

Using IT tools during recruitment.

Application of different methods and tools of recruitment.

Taking in some situations the risks associated with choosing a candidate.

Create a good atmosphere during the recruitment process.

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Type of barrier Feature of recruitment effectiveness

Limited recruitment resources Often, organizations organize “cheap” recruiting, which can reduce the effectiveness of recruiting.

Unreasonable use of resources Inefficient management of resources during recruitment may reduce its effectiveness.

Low salary of recruiter The low pay of the recruiter may have a negative impact on the effectiveness of recruitment.

The recruiter does not develop The lack of development by the recruiter (not updating his knowledge) may reduce the effectiveness of his recruitment.

Inadequate conditions for recruiting Unsatisfaction by organizations with the right conditions to conduct recruitment may reduce its effectiveness.

Long time of recruiting Some recruiters carry out recruitment activities too long, which may have a negative impact on the result of the recruit- ment process.

Lack of sufficient knowledge / experi- ence / internal motivation by the recruiter

Many recruiters do not have sufficient knowledge / experience related to the industry, which operates an organization that orders recruiting workers. There are also recruiters who do not have motivation (internal) to work, which may affect the effectiveness of recruitment.

Possibility of risk Sometimes selecting a candidate is associated with high risk, which affects the effectiveness of recruitment.

Different place and time of the recruit The effectiveness of recruitment undoubtedly affects the ability of the recruiter to work in different places and at different times.

Autonomy of the recruiter’s work The pursuit of some recruits to complete independence while planning, organizing and conducting recruitment affects the effectiveness of recruitment (not necessarily negative).

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)D]ODJLü-$7KHSKHQRPHQRQRIH[FHVVRILQIRUPDWLRQDQGPRGHUQHGXFDWLRQE-mentor, 4 .D\H%The Development of Architectural Profession in Britain./RQGRQ$OOHQDQG8QZLQ

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