Ch-3 SHRM

SHRM Chapter 3 RECRUITMENT AND RETENTION STRATEGIES

Prof. Tonmoy Haldar Page 1

RECRUITMENT AND RETENTION STRATEGIES [A] Online recruitment Definition: Online recruitment is the process of using the Internet to actively seek out and recruit talented candidates for an organization. Online recruitment, e-recruitment, or web based recruitment is the use of online technology or the internet to attract candidates and aid the recruitment process.

The Internet has quickly become one of the primary recruitment tools for both internal recruitment and talent acquisition committees and third-party talent search companies. With readily available public and niche electronic job boards, social media, specialized business networking sites, and other forums, the size of the potential candidate pool has increased exponentially for organizations everywhere.

The primary goal of Internet recruiting is the same as traditional recruiting: to find suitable talent to employ. However, this emerging recruitment tool is most frequently called upon for a quick employment solution if, after searching the corporate database for candidates, a recruiter is unable to find suitable talent.

In addition to the now conventional social networking recruitment tools, recruiters may find the use of more targeted association sites to help narrow the candidate pool and make sure efforts are not being wasted on uninterested parties. Local business forums, supported by a city or regional website, frequently have job boards hosting local businesses and may also keep member directories and contact information useful to recruiters. Industry sites typically have databases of resumes and direct discussion forums that can facilitate direct electronic contact with a candidate.

The trickiest part of online recruiting may be deciding the best way to introduce a job offer to a candidate. Many individuals may be currently employed or otherwise disinterested in new job listings. Bothersome emails from a recruiter may lead to complaints and a negative association with the represented organization. The most effective way to contact any potential employee is for the recruiter to stand in as an informational resource for the individual to give him or her reason to respond to your email. Offering material such as career advice, salary information and other data gives the recruiter added value as a contact point.

Online recruitment is often a practical and efficient way to find qualified candidates to fill positions in your business. This can be done by posting available positions on job boards and by reviewing candidate profiles. Websites designed to unite candidates with employers often prescreen applicants and check references before you even begin looking at those desiring to be hired.

By creating an online listing for your company you are ensuring that the position is seen by a larger variety of candidates than traditional newspapers, and is also a likely indicator that the applicant has at least basic computer skills. With an increased number of applicants you are creating a wider selection of employees to choose from, ensuring you are locating the best-qualified individual for the job. When browsing the profiles of potential employees you should be looking at references, employment history, and the overall quality of a resume. Because most



applications and resumes are listed right on the web it also cuts down on the paper documents you need to keep track of in the office.

Online recruitment can also be done through a company website. Many businesses now offer an "employment opportunity" or career page section and have created an online application, which is sent directly to human resources personnel. These applications can be filed until an available position is opened and can be a great way to create a database of available workers before they are even needed.

On-line recruiting is a very cost effective and efficient method. The Internet is very popular with job seekers, especially young people. There are two ways of using the Internet to find the right person for companies: Job Posting Sites and Social Media

Some of the most commonly used sites are:

Job Bank Workopolis Monster Career Beacon Direction Emploi Jobs Press (Halifax Herald) Job Junction Kijiji Jobs Allstar Jobs Nova Scotia Job Shop Nova Scotia Tourism Talent Skilled Workers - Construction Trades Techport IT jobs The Coast Job Board

Social Media: Advertising and communications strategies are changing rapidly as a result of new social media. Companies who understand and use social media will be in a far better position to recruit more people. These media allow instant access by millions of people around the world. In many cases, you can create your own account and use these sites to let people know about your company and positions you have available.

Employers can post notices of job vacancies for free on most of the "social media networks".



These media are online sites that allow anyone to post messages of their own and respond to, or comment on messages posted by others. They are not controlled by the professional marketing firms as newspapers or TV stations are. Individuals and companies can open their own accounts, post their own information and contribute to ongoing discussions.

Some of the most popular social media are Facebook, Twitter, YouTube and MySpace. Most of these sites have free accounts and each site contains information to assist you in setting up and using your account, both of which are relatively easy. The number of sites grows almost daily, but once you start participating in online discussions, staying current becomes much simpler.

Benefits of Using Social Media Sites

Here are some benefits of using social media sites:

Costs Less: Some sites charge a small fee for an account, but most are free. Creating videos, pictures or content for your profile will require time and maybe some cost.

Reaches More: Your postings can reach people all over the world who use social media sites. The use of social media by businesses is crucial to recruitment of the younger generation of workers, especially student graduates. According to TMP Worldwide; 79% of students say social networking sites are key to employers engaging them.

Immediate Posting: Information is distributed instantaneously. Remember, it cannot be recalled, so the information is permanent.

Builds Contacts and Trust: Online discussions with potential employees can build relationships. It allows you to get to know people in your industry and to receive comments. This feedback can actually help you make your business more attractive to potential employees.

Builds Knowledge: You can use this interaction to get new ideas from people in your own industry and to learn what potential employees in your industry want from work.

Social Media Sites Some of the most popular sites are:

Facebook YouTube Twitter Linkedin



The Advantages of Online Recruitment

1. Online recruitment is cost effective

Putting a job vacancy on your own company website costs you nothing while putting one on a job board usually only costs a couple of hundred pounds or euros. When you consider that a recruitment consultant fee for a candidate could be anything up to 20% of the first years salary, and that advertising in a national newspaper can cost thousands, you can immediately see the cost savings possible with online recruitment.

2. Online recruitment is quick

A job vacancy can be put on a job site in the morning, the first applications arrive by lunch time, and a candidate interviewed by the end of the day. Of course, it isnt always like this. It isnt even often like this. But the fact that such things do happen so quickly gives an indication of just how quick recruiting online can be.

3. Online recruitment gives you a better chance of success

Traditional print advertising be it national, local or trade press faces limitations: the success of a vacancy advertisement depends on people happening upon the ad on a particular page in a particular issue. Online recruitment is different. A job vacancy advertisement on a job board or website is there 24 hours a day, 7 days a week, for as long as you desire. Candidates can come back to it again and again. And from office administrator to Financial Director: they are all online.

4. Online recruitment gives you a bigger audience

Many people new to online recruitment think it is only effective if you are looking for young net-savvy Facebook-type people. This simply isnt the case. Research consistently shows that the average age of candidates using online recruitment channels is around 35 years old. And the trend is up. Online recruitment is now a standard part of most peoples job hunting no matter what level or age.

5. Online recruitment is easy

Posting a job on your own site is strightforward enough. Most job sites and CV databases are very user-friendly and you dont need to have an in-depth knowledge of IT to post a vacancy advertisement. Usually, all you need is your job description, a bit of time and a credit card. And, if you have any problems the job board sales team is there to help you. Its even easter to post a job on Twitter, LinkedIn or Facebook and they are free.



The disadvantages of online recruitment

1. Too many candidates

While you may wonder how too many candidates applying for your job could ever count as a disadvantage, it is a fact that dealing with inappropriate, irrelevant and bad candidates is the bugbear of many a HR manager. Candidate spam can waste a lot of time. However, with a bit of thought about what job site you use, how you write your job description and using candidate screening and filtering tools on job boards, it is possible to reduce the number irrelevant applicants.

2. It wont always work

Thats right. Online recruitment wont always work. Not every job vacancy you post can or will be filled online. There will always be difficult-to-fill jobs that can only be filled by recruitment consultants, headhunters or in other ways. However, most companies tend to hire for pretty standard job roles so this is seldom an issue. And with more and more job seekers choosing the web to look for jobs, and more and more job sites and job boards specialising in ever more diverse areas, those difficult-to-fill jobs are becoming fewer and fewer

[B] Employee referrals

Employee referral is an internal recruitment method employed by organizations to identify potential candidates from their existing employees' social networks.

An employee referral scheme encourages a company's existing employees to select and recruit the suitable candidates from their social networks. As a reward, the employer typically pays the referring employee a referral bonus.

Recruiting candidates using employee referral is widely acknowledged as being the most cost effective and efficient recruitment method to recruit candidates and as such, employers of all sizes, across all industries are trying to increase the volume of recruits through this channel.

Proponents of employee referral schemes claim the benefits to be an improved candidate

quality, fit, and retention levels, while at the same time delivering a significant reduction in recruitment expenditure.

However, there are a number of potential drawbacks. One of the greatest concerns tends to be that relying too heavily on employee referrals could limit diversity in the workplace, with new staff recruited in the likeness of existing employees. But, provided that there is already a diverse workforce in place this ceases to be such an issue.



Improved candidate quality, fit, and retention

The one-to-one direct relationship between the candidate and the referring employee and the exchange of knowledge that takes place allows the candidate to develop a strong understanding of the company, its business and the application and recruitment process.

With this information the candidate is ideally placed to assess their own suitability and likelihood of success at the company and make an informed decision, with the support of the referring employee as to whether to apply.

This is the start of the companys recruitment process where, at no cost to the employer, candidates and employees remove unsuitable and poor quality candidates, from the recruitment process ensuring a consistently high quality of applications

Candidates who are interviewed are thoroughly prepared resulting in superior interview to job

offer conversion rates. In addition, successful candidates get up to speed faster compared to other recruitment methods.

Candidate fit to the companys culture, departments and teams is improved as the expectations of candidate and employer match. This significantly increases the level of staff retention and builds a loyal and committed workforce - ultimately reducing the companys future recruitment requirements

Reduction in Recruitment Expenditure

Employee referral schemes allows existing employees to screen, select and refer only the best candidates to the recruitment process. This eliminates the often considerable cost of third parties service providers who would have previously conducted the screening and selection process.

The costs of operating an employee referral scheme extends to the cash bonus paid to

employees and internal promotion and administration, the total of which is considerably lower than the expense of recruiting using traditional recruitment consultants, headhunters and online recruitment methods

As candidate quality improves and interview to job offer conversion rates increase, the amount of time spent interviewing decreases, which means the companys Human Resources headcount can be streamlined and be used more efficiently. Marketing and advertising expenditures decrease as existing employees source potential candidates from the existing personal networks of friends, family, acquaintances and associates.

Benefits

The opportunity to improve candidate quality, fit, and retention levels, while at the same time significantly reduce recruitment expenditure, has seen a dramatic increase in the emphasis employers place on increasing the volume of recruits by employer referral.

Through referrals, employers can access employees' networks, through social media or personal networks, to find qualified talents to fill the open positions, according to Harpaul Samhbi, CEO of Careerify.

However, there are number of obstacles to achieving the desired increase.



Disadvantages

An employees social network is limited only a small proportion of the network may be suitable for referral

Recruiting from an employees limited social network may compromise the diversity of the workforce

Actively referring candidates increases an employees workload and may be detrimental to their main responsibilities

The best and most relevant candidates may not be acquainted with an existing employee of the company and therefore cannot be recruited via the referral scheme

The complexity of today's technology does not allow for easy employee referral management, states Founder Kristy Schoenberg of Riferral.com

An employee referral scheme is only as good as the volume and quality of candidates applying through the channel. **Referral recruitment is the development of a recruitment strategy that is dependent on referrals by existing employees. This approach is usually favoured when the costs of recruiting needs to be reduced. In recessions the amount of time and money invested in referral schemes often increases due to the perceived frivolousness of other methods of recruiting. There are disadvantages to putting too much emphasis on referral schemes, such as reduced workforce diversity and unfairness regarding other prospective candidates. To combat these disadvantages some companies are opening up their referral schemes to external contributors. Not only does this help to combat the aforementioned issues, but it also increases the size of the network of potential referrers. [C] Recruitment process outsourcing Recruitment Process Outsourcing is a form of business process outsourcing (BPO) where an employer outsources or transfers all or part of its recruitment activities to an external service provider. The Recruitment Process Outsourcing Association defines RPO as follows: "when a provider acts as a company's internal recruitment function for a portion or all of its jobs. RPO providers manage the entire recruiting/hiring process from job profiling through the on boarding of the new hire, including staff, technology, method and reporting. A properly managed RPO will improve a company's time to hire, increase the quality of the candidate pool, provide verifiable metrics, reduce cost and improve governmental compliance." The RPO Alliance, a group of the Human Resources Outsourcing Association (HROA), approved this definition in February 2009: "Recruitment Process Outsourcing (RPO) is a form of business process outsourcing (BPO) where an employer transfers all or part of its recruitment processes to an external service provider. An RPO provider can provide its own or may assume the company's staff, technology, methodologies and reporting. In all cases, RPO differs greatly from providers such as staffing companies and



contingent/retained search providers in that it assumes ownership of the design and management of the recruitment process and the responsibility of results." Occasional recruitment support, for example temporary, contingency and executive search services, is more analogous to out-tasking, co-sourcing or just sourcing. In this model, the service provider is just a source for certain types of recruitment activity. The distinction between RPO and other types of staffing is that in RPO, the service provider assumes control of the process.

Benefits of RPO

RPO providers claim the method has lower costs because the economies of scale enables them to offer recruitment processes at lower cost while economies of scope allow them to operate as high-quality specialists.

Those economies of scale and scope arise from a larger staff of recruiters, databases of candidate resumes, and investment in recruitment tools and networks. RPO solutions are also claimed to change fixed investment costs into variable costs that flex with fluctuation in recruitment activity.

Companies may pay by transaction rather than by staff member, thus avoiding under-utilization

or forcing costly layoffs of recruitment staff when activity is low.

They also claim higher quality, because the commercial relationship between an RPO provider and a client is likely to be based on specific performance targets.

With remuneration dependent on the attainment of such targets, an RPO provider will concentrate their resources in the most effective way - at times to the exclusion of non-core activity.

Traditional internal recruitment teams are less likely to have such clearly defined performance target



Risks of RPO

RPO can only succeed together with a well-defined corporate staffing strategy. A company must manage its RPO activities, providing initial direction and continued monitoring to assure good results.

An RPO solution may not work if the company's existing recruitment processes are performing

poorly, or if the service provider lacks the necessary recruitment processes or procedures to work with the client. In these situations, it is better for the company to undergo a recruitment optimization program.

Cost and quality can be issues, The cost of engaging an RPO provider may be more than with

internal recruiting staff, as the outside provider is likely to have higher business overhead.

Poorly implemented RPO could reduce the effectiveness of recruitment, if the provider does not understand the business situation.

Service providers may fail to provide the quality or volume of staff required, especially in

industry sectors where there are staff shortages.

RPO providers do not necessarily act as custodians of their clients' employer brand in the way that a strongly aligned retained search firm or internal recruiting resource would.

Many RPO organisations perform their staffing functions and service offsite or offshore,

disconnecting the provider from the client company's growth and recruiting strategy, and some of the momentum and energy associated with the rapid up scaling of a workforce through recruitment may dissipate.

Additionally, placing all recruitment in the hands of a single outside provider may discourage the

competition that would arise if multiple recruitment providers were used.



[D] Head hunting

Head hunter is someone that will actively go and find someone who meets your job requirement while recruiting agency usually will only provide resumes from its own pool- meaning people came to them and gave them their resumes.

A head hunter will try to persuade people that already have a job to quit and come to work for you. They will do a research where they can find those people and will go after them.

Headhunting is a direct and personalised approach that is made to the individual with a high degree of discretion where particular expertise is sought. It is not large campaign management, database mining or social networking as you would see for example on LinkedIn connections.

A typical headhunt would involve commissioning an executive search firm to help define and advise on the role to be recruited, pull together a target list of companies (anything from 20 - 50, usually competitors) to headhunt into, identifying people in posts through research, seeking recommendations and tracking high performance individuals.

The search organisation will then contact these individuals. This could involve contacting potentially hundreds of people. The list of individuals is usually supplemented by the headhunter's own network of contacts often developed over years of relationship building.

Headhunting is more than a process though its also a protocol. Very few companies would recruit a senior exec without using an external headhunter.

An executive search firm or "headhunter" are industry terms for a third-party recruiter who

seeks out candidates often once normal recruitment efforts have failed. Headhunters are generally considered more aggressive than in-house recruiters or may have existing industry experience and contacts.

They may use advanced sales techniques. They may also purchase expensive lists of names and job titles but more often will generate their own lists. They may arrange a meeting or a formal interview between their client and the candidate and will usually prepare the candidate for the interview, help negotiate the salary and conduct closure of the search. They are frequently members in good standing of industry trade groups and associations.

Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate placements

(sometimes more than 30% of the candidates annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles.

Headhunters are also used to recruit very specialized individuals; for example, in some fields,

such as emerging scientific research areas, there may only be a handful of top-level professionals who are active in the field. In this case, since there are so few qualified candidates, it makes more sense to directly recruit them one-by-one, rather than advertise internationally for candidates.



While in-house recruiters tend to attract candidates for specific jobs, headhunters will attract both candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists and cold call prospective recruits.

Headhunters are increasingly using social media to find and research candidates. This approach

is often called social recruiting. Executive research & resourcing firms

These firms are the new hybrid operators in the recruitment world, able to combine the

research aspects (discovering passive candidates) of recruiting and combine them with the ability to make hires for their clients. These firms provide competitive passive candidate intelligence to support companies' recruiting efforts.

Normally they will generate varying degrees of candidate information from those people currently engaged in the position a company is looking to fill. These firms usually charge a daily rate or fixed fee.

Executive research can help companies uncover names that cannot be found through traditional

recruitment methods and will allow internal recruitment and resourcing managers more time to deal with face to face interviews.

[E] Executive education Executive education(Exec. Ed) refers to academic programs at graduate-level business schools

worldwide for executives, business leaders and functional managers. These programs are generally non-credit and non-degree-granting, but sometimes lead to certificates.

Customized programs, which are tailored for and offered to executives of a single company, represent the fastest growing segment of the market.

Customized programs help organizations increase management capability by combining the science of business and performance management into specialized programs that enable executives to develop new knowledge, skills and attitudes.

Knowledge translates into the capability an organization applies to the products and services it brings to the marketplace. Research shows that a firm with a clearly articulated and understood business and capability strategy will have a higher market-to-book value than a firm that does not.

[F] Flexi timing Flextime (also spelled flexitime [British English], flexi-time) is a variable work schedule, in contrast to traditional[citation needed] work arrangements requiring employees to work a standard 9 a.m. to 5 p.m. day. Under flextime, there is typically a core period (of approximately 50% of total working time / working day) of the day, when employees are expected to be at work (for example, between 11 a.m. and 3 p.m.), while the rest of the working day is "flextime", in which employees can choose when they work, subject to achieving total daily, weekly or monthly hours in the region of what the employer expects, and subject to the necessary work being done. A flextime policy allows staff to determine when they will work, while a flexiplace policy allows staff to determine where they will work.



Advantages include allowing employees to adopt their work hours to public transport schedules, to the schedules their children have, and that road traffic will be less congested, more spread out. [G] Telecommuting Telecommuting, remote work,or telework is a work arrangement in which employees do not commute to a central place of work. A person who telecommutes is known as a "telecommuter", "teleworker", and sometimes as a "home-sourced," or "work-at-home" employee. Many telecommuters work from home, while others, sometimes called "nomad workers", use mobile telecommunications technology to work from coffee shops or other locations. According to a Reuters poll, approximately "one in five workers around the globe, particularly employees in the Middle East, Latin America and Asia, telecommute frequently and nearly 10 percent work from home every day". The terms "telecommuting" and "telework" were coined by Jack Nilles in 1973. [H] Quality of work life

[I] Work - life balance Six Components of Work Life Balance 1) Self-Management Sufficiently managing ones self can be challenging, particularly in getting proper sleep, exercise, and nutrition. Self-management is the recognition that effectively using the spaces in our lives is vital, and



that available resources, time, and life are finite. It means becoming captain of our own ship; no one is coming to steer for us. 2) Time Management Effective time management involves making optimal use of your day and the supporting resources that can be summoned you keep pace when your resources match your challenges. Time management is enhanced through appropriate goals and discerning what is both important and urgent, versus important or urgent. It entails knowing what you do best and when, and assembling the appro-priate tools to accomplish specific tasks. 3) Stress Management By nature, societies tend to become more complex over time. In the face of increasing complexity, stress on the individual is inevitable. More people, distractions, and noise require each of us to become adept at maintaining tranquility and working ourselves out of pressure-filled situations. Most forms of multi-tasking ultimately increase our stress, versus focusing on one thing at a time. 4) Change Management In our fast-paced world, change is virtually the only constant. Continually adopting new methods and re-adapting others is vital to a successful career and a happy home life. Effective change management involves making periodic and concerted efforts to ensure that the volume and rate of change at work and at home does not overwhelm or defeat you. 5) Technology Management Effectively managing technology means ensuring that technology serves you, rather than abuses you. Technology has always been with us, since the first walking stick, flint, spear, and wheel. Now, the rate of change is accelerating, brought on by vendors seeking expanding market share. Often there is no choice but to keep up with the technological Joneses, but you must rule technology, not vice versa. 6) Leisure Management The most overlooked of the work-life balance supporting disciplines, leisure management acknowledges the importance of rest and relaxation- that one cant short-change leisure, and that time off is a vital component of the human experience. Curiously, too much of the same leisure activity, however enjoyable, can lead to monotony. Thus, effective leisure management requires varying ones activities.



[J] Employee empowerment

"Employee empowerment" is a term that is used to express the ways in which non-managerial staff members can make decisions without consulting their bosses or managers. These decisions can be small or large, depending upon the degree of power with which the company wishes to invest employees. Employee empowerment can begin with training and converting a whole company to an empowerment model. Conversely, it might merely mean giving employees the ability to make some decisions on their own.

The thinking behind employee empowerment is that it gives power to individuals and thus makes for happier employees. By being able to make choices and participate on a more responsible level, employees become more invested in their company. They often view themselves as representatives of the company.

When employees feel as though they have choice and can make direct decisions, this often

leads to a greater feeling of self-worth. In a model where power is closely tied to sense of self, having some power is closely tied to sense of self, having some power is a valuable thing. An employee who does not feel constantly watched and criticized is more likely to consider work to be a positive environment instead of a negative one.

[K] Employee involvement

Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs.

Employee involvement is not the goal nor is it a tool, as practiced in many organizations. Rather,

it is a management and leadership philosophy about how people are most enabled to contribute to continuous improvement and the ongoing success of their work organization.

Working with people for 40+ years, is to involve people as much as possible in all aspects of

work decisions and planning. This involvement increases ownership and commitment, retains your best employees, and fosters an environment in which people choose to be motivated and contributing.

How to involve employees in decision making and continuous improvement activities is the

strategic aspect of involvement and can include such methods as suggestion systems, manufacturing cells, work teams, continuous improvement meetings, Kaizen (continuous improvement) events, corrective action processes, and periodic discussions with the supervisor.

Intrinsic to most employee involvement processes is training in team effectiveness,

communication, and problem solving; the development of reward and recognition systems; and frequently, the sharing of gains made through employee involvement efforts.



Employee Involvement Model For people and organizations who desire a model to apply, the best I have discovered was developed from work by Tannenbaum and Schmidt (1958) and Sadler (1970). They provide a continuum for leadership and involvement that includes an increasing role for employees and a decreasing role for supervisors in the decision process. The continuum includes this progression. Tell: the supervisor makes the decision and announces it to staff. The supervisor provides complete direction. Sell: the supervisor makes the decision and then attempts to gain commitment from staff by "selling" the positive aspects of the decision. Consult: the supervisor invites input into a decision while retaining authority to make the final decision herself. Join: the supervisor invites employees to make the decision with the supervisor. The supervisor considers her voice equal in the decision process. Delegate: the supervisor turns the decision over to another party. In a study, The Impact of Perceptions of Leadership Style, Use of Power, and Conflict Management Style on Organizational Outcomes by Virginia P. Richmond, John P. Wagner, and James McCroskey, the researchers developed an instrument to measure employee satisfaction using this continuum (tell, sell, consult, join). Their research discovered that, "the supervisor who wishes to generate positive impact on satisfaction with supervision, satisfaction with work, and solidarity and to reduce communication anxiety should strive to get her/his subordinates to perceive her/him as using a more employee-centered (consult-join) leadership style." At the same time, however, the supervisor cannot be seen by employees as abdicating responsibility for decisionmaking. The authors further concluded, "we believe there is a relatively straightforward explanation of this finding. Leadership styles which approach the employee-centered (join) end of the continuum greatly increase the degree to which subordinates are asked to participate in making decisions and/or make the decision themselves. When this approach becomes excessive, the supervisor may be seen as abdicating her/his responsibilities-the laissez faire leader-or even deserting the subordinate. The subordinate may feel that they are given more responsibility than their positions should require and, thus, are overworked or underpaid for the work expected. Such reactions could be expected to be reflected in negative outcomes of the type observed in this study. We conclude, therefore, that while the supervisor should attempt to be perceived as employing an employee-centered leadership style (consult-join), he/she must maintain a supervisory role and avoid being perceived as abdicating responsibility."



[L] Autonomous work teams Team of employees, assigned to a specific job or project, with a high degree of autonomy over who does what, when, and who is answerable for the team's performance.

Ch-3 SHRM

Documents

recruitment process

internal recruitment

online recruitment definition

primary recruitment

web based recruitment

emerging recruitment

online recruiting

qualified candidates