Employee Resourcing

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Transforming the Traditional Way of Recruitment into Online System

- December 01, 2020

Traditional and newer models for recruitment and selection includes; past experience, matching attributes (‘selection paradigm’), one to one interviews, task orientated matching, competency and cultural fit ( London Metropolitan University, 2018). Moving to a different era should be applicable for the recruitment industry itself in implanting new technologies to attract new talented generation Y into the organization. Many recruiters focus their efforts on filling advertised positions with people who have expressed an interest by applying. Some recruiters take a different approach such as headhunting within the industry or organizing career fairs which at the end would only create more effort on analyzing the resume’s one by one. Even applicants try their best to look for a vacancy by going to the career fair and depositing the resume everywhere they could to get a suitable job. Video 1 - Alternatives to Traditional Recruitment Methods Loganesh Sivabalan et al (2014), proposes the

The Use of Technologies in the Recruiting, Screening, and Selection Processes for Job Candidates at Keells Super

- November 27, 2020

Do new recruitment technologies influence the type of HR activities with regard to recruitment and selection and what is the impact on organizational performance and applicant experience? A study carried out by Tilburg University sheds some light upon this question. This study showed a likeness of transactional HR activities (recruitment, assessment, and selection) decreasing in the future as a consequence of the implementation of new recruitment and selection technologies. Daisy Bax et al emphasized and that HR professionals will spend more time on transformational activities or traditional activities. She concludes that, due to the changing HR activities, other HR traits are requested like being proactive, analytical, critical, pragmatic, and strategical , which in turn has the potential to improve organizational performance and applicant experience. The most important finding is that the interviewed applicants and HR professionals indicate that a good balance between technology a

Understanding Developmental Assessment Centers

- November 18, 2020

Assessment centers are “a standardized evaluation of behavior based on multiple inputs. Multiple trained observers and techniques are used. Judgments about behaviors are made, in major part, from specifically developed assessment simulations. These judgments are pooled in a meeting among the assessors or by a statistical integration process”. (Task Force on Assessment Center Guidelines, 1989) Video1 - All About Assessment Centres Through the years the original conceptualization of assessment centers has changed dramatically (Howard, 1997). Three changes seem most noteworthy; 1. The output of assessment centers is still important, much more attention has been paid to assessment center ‘processes’. 2. The application of assessment centers has moved beyond selection/placement/promotion purposes. 3. Multiple stakeholders are involved in assessment centers. These stakeholders include assessees, assessors, assessment center users, and the organization. Assessment centers by definition

Employer branding at Keells : Strategic implications for staff recruitment

- November 14, 2020

Brands and Employees A brand is “essentially a seller’s promise to consistently deliver a specific set of features, benefits, and services to the buyers [and …] is intended to identify the goods and services of one seller […] and differentiate them from those of competitors (Kotler 1997, p. 443)”. However, in the context of employer marketing, the employer brand is to be understood as the set of distinctive images of a prospective employer which are manifest in the minds of the target groups- potential employees (Meffert, Burmann & Koers 2002; Petkovic 2004). The difficult task for any organization is to manage the multiple brands it presents to its various stakeholders (e.g. consumer brands, company brand, employer brand). Important in this context is the link between the human resource management function and marketing (Martin et al. 2005). Both marketers and HR specialists need to be aware of the impact of their actions on each other’s branding objectives, and as much as possi

Effect of Employee Resourcing Strategies on the Performance of Organizations

- November 03, 2020

Human Resource Management Strategy According to Torrington et al, 2005 and Armstrong, 2009, strategic human resource management has three theoretical approaches 1. The concept that there is one best way of managing human resource in order to improve business performance. 2. The need to align employment policies and practices with the requirements of the business strategy in order that the later will be achieved and the business will be successful. 3.The resource based view of the firm and the perceived value of the human capital. This approach is grounded in the nature of the reward–effort exchange and, more specifically, the degree to which managers view their human resources as an asset as opposed to a variable cost. Video: - The Resource Based View (RBV) The resource-based view of the firm is a model of firm performance that focuses on the resources and capabilities controlled by a firm as sources of competitive advantage (Perce and Robinson, 2007). Employee resourcing strategies

Recruitment & Selection at Sri Lankan Supermarkets: Are we on the correct track?

- October 24, 2020

Mihirani Dissanayake et al (2020) from Survey Research Lanka, a full-service independent marketing and social research. Consultancy Company and First established Media Research Unit in the country highlighted that ‘Though supermarket retailing is relatively smaller in size than general trading retailers, the sector has witnessed an exponential growth which is steady and sustainable in the foreseeable future in Sri Lanka. Though the bigger revenue maker is the general trade for businesses, the future is undoubtedly supermarket retailers’. In addition, Wanninayake and Randiwela (2007) expounding on the expansion states that the supermarkets initially started in the 1980s see an expansion after the year 2000, and today, the supermarket industry is at the industry’s growing life cycle stage. In contrast, Oxford Business Group (2016) also provides supporting data from their research, ‘Sri Lanka’s modern supermarket-hypermarket segment is among the fastest-growing sectors, with supermarket

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