This is a key pol-icy goal for Human Resource Management which is con-cerned with the ability of the organization to integrate Hu-man Resource Management issues into its strategic busine
Definitions, principles, aims of HRM
Definitions of Human Resource Management
Human Resource Management (HRM) is typically defined as a strategic approach to managing people who are the core and most valuable assets of an enterprise, contributing both individually and collectively to the organization’s objectives In the mainstream literature on HRM, several core definitions reflect a shared view that people are central to organizational success and that effective HR practices align with strategic goals These definitions underscore the importance of aligning people strategy with business strategy, maximizing human capital, and recognizing employees as a key source of competitive advantage.
Boxall describes Human Resource Management simply as the management of works and people towards desired ends (Boxall et al
John Storey regards Human Resource Management as a coherent system of interrelated strategies, policies, procedures, and practices underpinned by an ideological and philosophical framework, and he identifies four key aspects that together define the meaningful version of HRM (Storey, 1989).
A particular constellation of beliefs and assumptions;
A strategic thrust that informs all decisions about people management;
The central involvement of line managers;
Reliance upon a set of levers to shape the employment rela- tionship
Human Resource Management, like general management, can be described through a cycle model in which HR systems and the organizational structure are aligned with the organization’s strategy Fombrun, Tichy, and Devanna (1984) argued that this HRM cycle comprises four generic functions that are performed throughout and within all organizations, creating a continuous link between people practices and strategic objectives.
Selection – matching available Human Resource to jobs;
Appraisal – managing Human Resource performance;
Rewards drive and sustain both organizational performance and HR performance in the short term and long term By linking compensation, recognition, and development opportunities to clear performance outcomes, rewards motivate employees, strengthen talent retention, and align the workforce with strategic goals This approach ensures that present performance builds the foundation for future growth, enabling the business to perform well now to succeed in the future.
Development – developing high-quality workforce to match future job’s requirement
Illustration 1: Human Resource Management cycle
Principles of Human Resource Management
Hereafter, several basic principles are presented that could be starting points to understand and characterize the Human Resource Management:
Human resource management is defined by diversity rather than a single universal model, with organizations adopting a wide range of HR practices, philosophies, and procedures that reflect cultural differences—such as those between Japan and the United States In practice, these varied approaches align with the broader concept of HRM only in a few respects, because the field covers a vast array of activities and shows extensive variation across occupations, organizational levels, business units, firms, industries, and societies (Boxall et al., 2007).
Table 1: Impact of culture on Human Resource Management
Impact of different culture on HRM
All life engagement Short-term contract
Internal promotion Promotion from outside
Non-specialized career Specialized career
Group decision making Individual decision making
High level of trust Multi-level of trust and loyalty Group responsibility Individual responsibility
Long-term assessment Short-term assessment
Common success criteria Individual success criteria
Strategic and integrative in nature, the most significant feature of Human Resource Management is the alignment of HRM with top management’s vision and leadership, requiring the full commitment of the organization This approach aims to integrate HRM issues into strategic business plans, ensure coherence among HRM elements, and encourage line managers to embed the HRM perspective in their day-to-day operational decisions (Guest, 1991).
HRM hinges on mutuality-driven policies—shared goals, mutual influence, mutual understanding, mutual respect, mutual rewards, mutual benefits, and mutual responsibility—that foster employee commitment, which in turn drives stronger economic performance and greater human resource development (Walton, 1985) A core policy objective of HRM is to achieve a high level of staff commitment, defined as pursuing common goals, exhibiting strong identification with the organization, and being willing to act in its interests (Guest, 1987).
Human resources should be regarded as corporate assets rather than variable costs, i.e., treated as human capital and a valuable source of competitive advantage People and their collective skills, competencies, and experiences, coupled with their ability to deploy these in the organization’s interests, contribute significantly to organizational success and constitute an important source of competitive advantage (Beer et al., 1984; Armstrong & Baron, 2002).
Unitary philosophy in employment relations asserts that employees share the same interests as their employers, framing the workplace as a cohesive whole By contrast, the pluralist view sees the organization as comprising multiple interest groups, where the interests of employers and employees do not necessarily coincide.
Hard HRM, grounded in pragmatism, emphasizes strategic integration across the organization, a strong culture and clear identity, and far-reaching visionary leadership that is aligned with the overall strategy It stresses that leadership must drive implementation in ways that comply with strategic goals, while keeping the organization adaptable to change—a perspective outlined by Legge (1995).
Soft version of Human Resource Management (social orientation) – It stresses the importance of moral values and social legitimacy of an organization (Boxall et al 2007; Paauwe 2004; Kochan 2007)
Aims of Human Resource Management
Human Resource Management aims to ensure that the organization achieves its goals through its people As Ulrich and Lake note, HRM systems can generate capabilities that allow the organization to learn and capitalize on new opportunities Dyer and Holder (1988) analyzed HRM goals along several dimensions.
Contribution (what kind of employee behavior and attitude is expected?);
Composition (what headcount, staffing ratio and needed skills are mixed together?);
Competence (what is general level of ability desired?),
Commitment (what is the level of employees’ attachment, engagement and identification?)
As Dyer and Holder (1988) emphasized, the goals of Human Resource Management vary with the organization’s competitive strategy, the technologies employed, the services or goods it offers, the characteristics of its employees, current labor-market conditions, and the prevailing regulatory environment and national culture in which it operates.
Boxall, Purcell and Wright (Boxall et al., 2007) note that the general motives of human resource management are varied and complex, and that HRM is concerned with achieving objectives across the areas identified below.
Organization Effectiveness – Distinctive Human Resource practices shape the core competencies that determine how firms compete Such practices can make a significant im- pact on firm’s performance Human Resource strategies aim to support programs for improving organizational effective- ness by developing far-reaching policies in the areas such as employment relationships management, knowledge man- agement and talent management This is the big idea, which consists of a clear vision and a set of integrated values More specifically, Human Resource strategies can be con- cerned with the development of continuous improvement and customer relations policies;
Human Capital Management – Human capital represents the human factor in the organization; the combined intelligence, skills and expertise that gives the organization its distinctive feature The human elements of the organization are those that are capable of learning, changing and adapting, inno- vating and providing the creative thrust which, if properly motivated, can ensure the long-term competitiveness of the organization The process of Human Capital Management is closely associated with Human Resource Management However, the focus of Human Capital Management is more on the use of metrics (measurements of Human Resource performance) as a means of providing guidance on Human Resource Management strategy and practice;
Business context of HRM
Today, the business environment is increasingly important for every function of enterprise management, including Human Resource Management Over the past century, globalization and rapid technology transformation have made the environment more complex and less predictable, creating both challenges and opportunities for managers in areas such as marketing, sales, production and operations, quality, and technology management For HRM—and for other functions—the first step is to analyze the business environment to identify these challenges and opportunities The unpredictability and complexity of the external and internal context make this initial analysis more time-consuming and resource-intensive than ever Moreover, the process is not a one-off task; it must be repeated as changes continually occur, ensuring that insights remain current and actionable.
The business environment is divided into three sections—the general external environment, the competitive external environment, and the internal environment—that collectively shape human resource management (HRM) The general external environment comprises economy, legislation, culture and society, and science and technology, and can affect HRM directly or indirectly through local labor-market capacity, changes in labor laws and policies on minimum wage, income taxes, health and social insurance, and inflation’s impact on the welfare of civil servants and other workers The competitive external environment encompasses current and potential competitors, suppliers, customers, and substitute goods and services, and it directly influences HRM decisions—for example, in a stagnating market with fierce competition, HRM may focus on developing self-managed customer care centers to strengthen customer trust and loyalty The internal environment includes key value-chain elements such as human resources, financial capital, technology capacity, and research and development; within HRM, enterprises should periodically assess competencies and capacity of each worker, their commitment and engagement, turnover rate, working effectiveness and job satisfaction to adjust HR policies to fit current development and future business plans.
Meticulous external environment analysis identifies opportunities and challenges from rapid, fundamental changes in the current landscape, the transformation of business operations by Internet and information technology, globalization and intensified competition, the impact of an unstable legal system on HR activities, and the negative effects of a poor talent market on emerging and fast-growing economies (Nguyen Hoang Tien, 2015) The internal analysis highlights strengths and weaknesses that shape competitive strategy: the need to boost competitiveness through cost and quality control, to create an active, innovative working environment for every employee, to restructure and open the enterprise to the outside world, to empower through delegation and self-management and to foster teamwork, to build a strong corporate culture with a clear ethical code of conduct, and to apply the latest technologies with essential support services to production processes to enhance efficiency and output effectiveness (Nguyen Hoang Tien, 2015).
HRM’s STAFFING function
Labor market and employment systems
The labor market consists of two types of participants: workers on the supply side who seek paid employment, and employers on the demand side who seek to fill vacancies The labor supply—the amount of labor available to firms—is determined by the number of working-age people who are employed or seeking employment and the hours they are willing to work, a figure shaped by population size and age structure and by the decisions individuals and households make about the costs and benefits of taking paid employment These decisions are influenced by various factors, including the level of wages on offer; generally, higher wages attract more people into the labor market and, all else equal, lower wages do the opposite as long as welfare benefits and attitudes toward work remain constant The number of jobs on offer to workers—the labor demand—is the sum of those in employment plus vacancies waiting to be filled, and it is determined by the demand for the goods and services produced by firms in the market When sales and production rise, labor demand rises, and when they fall, labor demand falls The simplest view of the labor market is that it is an arena of competition, with workers entering to find jobs and employers entering to hire workers, so the market wage adjusts to relative changes in labor demand and supply; when labor demand rises relative to labor supply, the market wage rises as firms bid for scarce labor, and vice versa.
Competition in labor markets prevents any firm from setting wages outside the market rate, and workers cannot demand such wages either If a firm offers below-market pay, it will struggle to hire; if it sets pay above the market rate, its costs will rise above those of competitors, risking business failure Likewise, workers who demand wages above the market price price themselves out of jobs Because markets are not perfect, wage levels vary among firms in the same industry and local labor market, and wage adjustments do not respond instantly to changes in labor demand Employment policies also vary considerably, with some firms hiring on a casual basis and firing workers, while others provide long-term employment security and opportunities for career development This evidence leads economists to recognize that firms are not equally influenced by the external labor market and to describe a spectrum of employment systems defined by different terms and conditions of employment.
Key contributors to the discussion of employment systems include Kerr (1954), Doeringer and Piore (1971), and Osterman (1984, 1987) For clarity and brevity, a threefold classification has been developed, as employment systems vary in terms of the mix of three distinct types of labor markets.
These types differ in how closely they align with the basic competitive model of the labor market Their differences can be examined by locating them along three conceptual axes.
External–Internal The extent to which firms rely on exter- nal or internal sources of labor to fill vacancies
Unstructured–Structured The extent to which there are clear boundaries to the labor market in which the firm oper- ates
Competitively and institutionally regulated labor markets determine entry to jobs, progression within and between roles, and the terms and conditions of employment through a combination of market competition and formal rules administered by internal institutions, alongside the statutory protections afforded by the law.
Human Resource planning
Manpower planning has been defined as a strategy for the ac- quisition, utilization, improvement and retention of Human Resource (Department of Employment, 1974)
Manpower planning centers on helping organizations preserve the status quo by ensuring continuous, efficient staffing across the business Its core purpose is to secure ongoing, optimal use of human resources and sustainable manning for the entire organization, typically through the application of statistical techniques This approach aligns workforce supply with demand to maintain operational stability and maximize productivity, as noted by McBeath (1992: 26).
The term "human resource planning" emerged as human resource management began to replace personnel management, and for some (e.g., McBeath, 1992; Thomason, 1988) it is simply a more up-to-date way of describing manpower planning techniques For others, HR planning represents something different, though the extent of this difference can vary In some instances, HR planning is seen as a variant of manpower planning more concerned with qualitative issues and cultural change than with hierarchical structures, succession plans, and mathematical modeling (e.g., Cowling and Walters, 1990).
Sometimes the term signals a significant difference in thinking and practice (Liff, 2000) In human resource planning, the manager is concerned with motivating people, whereas in manpower planning the manager focuses on the numerical elements of forecasting, supply–demand matching, and control; thus there is overlap, but a fundamental difference underlies these approaches (Bramham, 1989) This broad interpretation of HR planning can appear vague and lacking explicit practical application For instance, Marchington and Wilkinson (1996) argue that Bramham’s conception of HR planning is synonymous with the HRM conception in its entirety, thereby losing any distinctive sense In Bramham’s 1989 book, he discusses a wide range of people-management issues—including employee training and development, reward and performance management, and employee relations—and devotes only one chapter to Human Resource planning.
A third approach defines human resource planning in organizations as a distinct process focused on forecasting future HR requirements, combining the qualitative elements of HR planning with the quantitative aspects of manpower planning These two elements are typically labeled soft and hard HR planning, respectively Tansley (1999: 41) summarizes the general conceptions of hard HR planning.
Emphasis on direct control of employees who are viewed like any other resource with the need for efficient and tight management;
Akin to the notion of manpower planning, with emphasis on demand–supply matching;
Involves Human Resource specialists only;
Human Resource strategies are concerned with improving the utilization of Human Resource
In contrast, she summarizes general characteristics of soft Hu- man Resource planning as:
Emphasis on indirect control of employees, with increasing emphasis on employee involvement and teamwork;
Emphasis on organizational culture and integration between corporate goals and employee values and behavior;
Involves HR specialists, line managers and possibly other employees;
Emphasis on strategies and plans for gaining employee commitment
Soft Human Resource planning is typically framed as a best-practice, high-commitment approach to people management, with an emphasis on aligning HR activities with the organization’s goals The implicit assumption is that this alignment is achieved through plans designed to develop employee skills and attitudes and to secure commitment, engagement, and strong identification with the organization However, some business strategies—such as cost reduction and standardization—may require different approaches to people management that deviate from the soft-HR model.
Human resource planning is a key element of Human Resource Management, integrating both the soft and hard aspects of the process It involves identifying the organization’s current and future human resource requirements, developing plans to meet these needs, and monitoring the overall effectiveness of those plans.
Traditional HR planning focuses on balancing the organization’s demand for human resources with the available supply, both inside the organization and from external sources Demand represents the organization’s requirements for personnel, while supply denotes the availability of this resource A key phase of traditional HR planning involves applying manpower planning techniques to forecast future demand and supply and to develop plans that address any imbalance identified by the forecasts The HR planning process comprises several phases that translate these forecasts into actionable strategies, ensuring alignment between workforce needs and resources.
1) Investigation and analysis – This stage is not explicitly ex- posed, but arguably, Human Resource planners need to know in detail about the current situation in order to assess the extent the plan is likely to alter or be affected by future developments
An effective internal labor market relies on a blend of quantitative and qualitative data to map the current workforce, including employees' skills, qualifications, professional experience, and job characteristics, alongside equal opportunity factors such as gender, ethnicity, disability, and age This analysis helps organizations maximize the value of their existing talent and identify potential gaps, such as misalignment between workforce composition and strategic needs or underutilization of skilled labor When issues emerge, the organization can trace career progression by monitoring promotions, transfers, and the pathways to more senior roles to uncover bottlenecks and opportunities for internal mobility.
External labor market analysis focuses on the availability of the labor the organization needs and the price it can afford HR planners gather data from local, national and international labor markets—depending on the job type and required skills—using both formal methods, such as surveys and benchmarking, and informal sources, including information provided by applicants on application forms and CVs.
Corporate capability is assessed by gathering data that paints a current snapshot of the organization, revealing its strengths and weaknesses Key performance information covers productivity, service quality, turnover, and profitability, measured at the organizational, unit, or department level The analysis also evaluates human resources management, including how the workforce structure, job design, and reward systems influence productivity and overall performance—highlighting areas that enhance or restrict effectiveness.
Corporate strategy looks beyond the current internal situation to define the organization’s future direction In framing this strategy, factors such as the organization’s life-cycle stage (Kochan and Barocci, 1985), plans for consolidation or diversification, anticipated mergers and acquisitions, and overarching strategic goals and objectives are taken into account These elements collectively influence the numbers and types of human resources required in the future; for example, mergers frequently lead to redundancies, impacting workforce planning (CIPD, 2000).
2) Forecasting – The next stage in Human Resource planning process involves predicting demand-supply analysis, that is how the need for and availability of Human Resource is likely to change in the future
Forecasting the demand for Human Resource Demand forecasting is concerned with estimating the numbers of people and the types of skills the organization will need in the future
Forecasting the supply of Human Resource Forecasts of internal supply are based primarily on labor turnover and the movement of people within the organization
3) Human Resource plans – Results of forecasting are the identification of a potential mismatch between future de- mand and supply If future demand is likely to exceed sup- ply then plans need to be developed to match the shortfall but if future supply is likely to exceed demand then plans need to be developed to reduce surplus While the detailed content of action plans will be determined by the nature of the imbalance between demand and supply of and corporate objectives, the Human Resource plans are likely to cover at least some of the following areas:
Working patterns Balance between full-time and part- time workers, overtime, short-term contracts, annualized hours, job sharing, remote working;
Organization structure Workforce size and structure, the degree of centralization, use of subcontracting;
Recruitment and selection Skills and experience re- quired, sources of applicants, methods to attract suitable candidates, recruitment freezes;
Workforce diversity Monitoring current and prospective employees, equal opportunities/diversity policies, awareness training;
Reward Mix of financial rewards and non-financial re- wards, use of contingent pay, market position;
Performance management Type of performance ap- praisal, links to reward, attendance management;
Retention Family friendly policies, terms and condi- tions, employee development;
Development Induction, training, learning, continual education;
Employment relations Position of trade union, commu- nication, grievance and disciplinary policies;
Release Natural downsizing, redundancy, and out- placement
Advocates of Human Resource planning argue that it promotes vertical and horizontal integration by aligning HR policies and practices with corporate goals and with one another By adjusting selection criteria to address supply shortages, organizations can influence training needs, pay and reward structures, and the management of employment relationships In practice, the balance of demand and supply varies across the organization, with shortages identified in some areas and surpluses predicted in others; action plans help managers spot significant inconsistencies, and a holistic approach can reduce many of the complexities involved For example, a company may need to recruit more staff while simultaneously reducing headcount elsewhere, but such activities should be managed sensitively.
Recruitment and selection
II.3.1 External and internal staffing
Organizations rely on two labor-supply sources: the internal workforce and the external labor market Although classifications vary, each source brings distinct advantages and disadvantages Depending on where a vacancy sits in the organizational hierarchy, the professional or managerial nature of the role, and the HR philosophy in use, these sources can be used in combination to capitalize on benefits while mitigating drawbacks A paradox of corporate HR is that, at any given time, some parts of the organization face shortages while others face surpluses Consequently, staffing—encompassing recruitment and release—must be an ongoing process to balance these dynamics.
Internal staffing is a short-term form of workforce organization designed to ease tensions caused by imminent shortages and redundancies It has been implemented by corporations such as SAS, IBM, General Motors, and Procter & Gamble to guarantee staff opportunities for professional development, engage employees, strengthen commitment to the organization, bolster corporate culture, and reduce turnover, while presenting both advantages and disadvantages that organizations should consider when using this approach.
Workforce is tested in terms of their loyalty, responsibility and working attitude through a lengthy period of time;
Comfort for the organization in first periods due to the fact that workers are more experienced at work and are already integrated well with the working environment;
Competition amongst staff members leads to the situation that everyone can find himself or herself better chance of employment (promotion) without quitting current company Disadvantages of internal staffing:
Internal labor market is very narrow for small and medium enterprises and it is really hard to find talents within;
Internal promotion can create barriers and resistance within an organization, as employees are accustomed to the existing staff and leadership, familiar working styles, and established routines, which can slow the adoption of new innovations and complicate change management.
Candidates failed in the internal promotion might be unco- operative with new leadership, their former colleagues
External labor supply refers to candidates from outside the organization, including applicants from other companies and new graduates entering the labor market It also covers former employees who wish to return after studying abroad or gaining experience elsewhere This source of labor comes with both advantages and disadvantages; in many cases, the benefits of external hires offset the limitations of the internal labor force, and the reverse is true as well.
An abundant and diverse talent pool, in terms of both quantity and professional levels, makes recruitment straightforward First and foremost, this rich pool makes it easy to attract candidates and to find the right person for the right job, ensuring a strong fit and quick impact.
Higher objectivity in recruiting someone completely new from outside, due to the candidate’s assessment will not be based on personal feeling
The external recruitment procedure is highly costly com- pared to internal staffing;
More time is needed to test the loyalty and commitment of the new staff member;
Again, it is not easily to assess applicant not based on per- sonal feeling one he or she is recommended by internal staff, especially the highly ranked one
The recruitment and selection process, also known as staffing, follows a systematic sequence of key stages: defining the vacancy, attracting applicants, assessing candidates, and making the final hiring decision Expressed another way, this process can be viewed as answering a series of critical questions: what is the role and what qualifications are required, how will qualified applicants be attracted to the position, how will candidates be evaluated and compared, and what criteria will determine the final hire?
2) How can we attract them?
3) How can we identify them?
4) How do we know we have got it right?
5) Who should be involved in the process?
Ad 1) Who do we want?
Securing authorization for the recruitment process ensures management buy‑in across all levels and confirms that proceeding is compatible with the organization’s and the department’s objectives At the same time, it provides an opportunity to consider alternatives to recruitment and selection, such as internal transfers, retraining and redeployment, temporary staffing, outsourcing, or other workforce‑planning options before filling a vacancy.
Restructuring workloads/departments and redeploying ex- isting staff;
Reorganizing staffing and recruitment budgets
Redeploying surplus staff carries the risk that the incoming worker may not be the best fit for the job, and inadequate restructuring or short-term cost-saving measures can damage a department and the organization over the long term due to a lack of suitable human resources Decisions may be operational or strategic; the strategic approach emphasizes how effective staffing contributes to achieving organizational goals and often combines long-term human resource development and succession planning with immediate staffing needs to fill a post.
Defining the job and the person
Traditionally, the approach to filling a vacancy begins with drafting a comprehensive job description that clearly articulates the purpose, duties, and responsibilities of the role and shows where it fits within the organizational structure According to Nguyen Hoang Tien (2015), a job description should cover the essential content that defines the position, enabling recruiters to understand what the vacancy requires and how it contributes to the organization.
Job identification Job’s name and code, job’s performer, position of the performer in organization, job’s supervisor, job description’s approver
Job summary Main tasks of the job, why the job should be done and what organization could achieve by that
Job related context Nature and kind of relations with other persons or departments are needed to perform the job
Roles and responsibilities of the job performer Main roles and responsibilities and their details
Authorities of job performer Formal power needed as- signed to the performer to get the job done
Job’s assessment criteria Criteria needed to assess the job as well as the job performer
Job performance’s conditions Working time and over-time, noisiness and pollution and other factors impacting health and safety of the worker
The next step is to develop a person specification based on the job description to identify the personal characteristics required to perform the job effectively The person specification encompasses the elements described by Nguyen Hoang Tien (2015).
Necessary skills to work with humans, machines, to process and analyze information
The person specification is vital for recruitment and selection, shaping recruitment advertising and the most effective selection methods to ensure decisions are based on sound, justifiable criteria For these criteria to be effective, they must reflect necessity and fairness, avoiding preconceived attitudes and assumptions that meet the needs of partners, colleagues, or organizational culture rather than the job itself A strict job-based approach can be inflexible, with rigid job descriptions that may not reflect changing duties or the value of teamwork, potentially hindering long-term skill development To introduce flexibility, many organizations have replaced traditional job descriptions with generic, concise job profiles—headings or accountability statements—that focus on the jobholder’s qualities and potential suitability for other duties, acknowledging that roles may change frequently This shift reduces emphasis on the job description and increases emphasis on getting the right person, recognizing that the fit between candidate and organization matters more than a fixed role Workplace surveys consistently show that skills, experience, and motivation are the most common selection criteria used by employers.
Throughout the recruitment process, terms and conditions are decided at multiple points, and often negotiated only at the final selection stage Setting the salary band, or at least the reward package, early—before attracting candidates—helps signal the job level and organizational status An alternative is to wait for applicants and then negotiate with the preferred candidate, a more flexible approach that can improve the odds of hiring high‑caliber talent aligned with long‑term goals However, this reactive method risks harming employer branding if wage offers are unclear and may raise issues with equal pay legislation In practice, the choice of approach should flow from the reward strategy, balancing internal equity with external competitiveness and the emphasis on individual versus collective bargaining.
Ad 2) How do we attract them?
Organizations can choose from a wide variety of methods, in- cluding:
Informal personal contacts, such as existing employees, grapevine (word of mouth, rumor) and speculative applica- tions;
Formal personal contacts, such as careers fairs, open days and leaflet drops;
Notice boards, accessible by current staff or the general public;
Advertising, including local and national press, specialist publications, radio and TV, and the Internet;
External assistance, including job centers, careers service, employment agencies and head-hunters
Choosing the most suitable recruitment method depends on the vacancy's level and its strategic importance within the organization A CIPD survey from 2002 showed that managerial and professional roles are most often filled through advertisements in specialist journals and the national press, whereas clerical and manual vacancies tend to be advertised in the local press Other relevant factors include the organization's resources (personnel and budget), the target candidate groups, and the organization's stance on internal versus external recruitment HRM literature advocates for developing a strong internal labor market and investing in training and career development to fill many openings from within (Beaumont, 1993) Nevertheless, many organizations maintain policies that require the majority of posts to be advertised externally.
Press advertising remains the most popular recruitment method Effective employer communication to potential applicants requires thoughtful strategy and skilled messaging, with many organizations using recruitment agencies to design the advertisement and advise on the most effective media channels The aim of the advertisement is to attract the interest of the most suitable applicants while discouraging those who do not possess the required attributes and competencies.
In recent years, there has been a clear rise in the use of electronic methods for recruitment A majority of employers now rely on electronic recruitment, with email responses to inquiries and the acceptance of CVs submitted by email being particularly common.