Name : Popescu Vlad Aurelian

Matriculation number: 80132

International recruitment

Hiring and people to positions where they can perform effectively is a goal of most
organizations, whether domestic or international. Recruitment is defined as searching for and
obtaining potential job candidates in sufficient number and quality to create an applicant pool so
that the organization can select the most appropriate people to fill its job needs.1
Recruitment is highly dependent on the workforce planning process. It begins after the
organizations immediate and long-term labor needs are defined. In addition, several question
need to be addressed before the recruiting process starts:

How many applicants does the organization need in the short term

( less than a year) and the long term ( one to three years) ?

Does the organization want applicants who are different from the

companys current employees ?

What types of competencies does the organization need in new

applicants ?
Once the number , types and the quality of employees needed are specified ,
organizations need to find candidates from labor markets that are geographically dispersed . This
process of finding candidates is referred to as sourcing , and there are two broad recruiting
sources available to organizations : internal recruiting sources and external recruiting sources.2
Internal recruiting is the process of looking inside the organization for existing
qualified employees who might be promoted to higher-level positions. This situation may not
seem particularly useful for increasing the size of the workforce , but can play a role even in
growth strategies. If the organizations fill higher-level openings with present employees who are
ready to move up , it will have to fill lower-level positions from the outside later. These lowerlevel positions would presumably be easier and less costly to fill. Using this approach in an ideal

Dowling, P. & Welch, D. ( 2004). International human resource management. Managing people in a multinational
context.4th edition. Copyright Thomson Learning, p. 83
2
Briscoe, D. &Schulter , R. ( 2012) International human resource management Policies and practices for
multinational enterprises. Published by Routledge ( an imprint of Taylor and Francis Group). p. 224

situation , the organization could fill all its needs , except those for entry level jobs , from the
inside and then recruit externally for entry-level job openings.
A major advantage of internal recruiting is motivation. Many employees want ( and some
expect) to advance and to move up the organizational ladder to higher level positions. Hence ,
an organization that routinely promotes internal recruiting will usually find that is more likely to
have a commited and motivated workforce . Another advantage of internal recruiting is that
employees promoted to higher-level positions bring with them an existing familiarity and
understanding of the organization : its heritage , culture, policies and procedures , strategies and
ways of doing business. As a result , their transition to higher level-positions is somewhat easier
and the organization can often rely on the fact that these individuals will continue to promote and
enhance the corporate culture in a positive and beneficial manner.
On the other hand , a disadvantage of internal recruiting is that it may foster stagnation
and stifle creativity and new ideas. People tend to develop a certain mindset and way of doing
business , and they tend to maintain that outlook as they progress in the organization.
Methods for internal recruiting
Job posting is perhaps the most common method that organizations use for internal
recruiting . It is a relatively simple procedure . Vacancies in the organization are publicized
through various media such as company newsletters, bulletin boards, internal memos , and the
firms intranet. Any individual who is interested in being considered for the positions simply
files an application with the human resource department .
Supervisory recommendations . Another method of internal recruiting is through
supervisory recommendations. In this case, when a new position needs to be filled , a manger
simply solicits nominations or recommendations for the position from the supervisiors in the
organization. The supervisors look at the employees for whom they are responsible , and if any
are particularly well suited for the new job opening , then the supervisors recommend those
individuals to the higher-level manager.
External recruiting involves looking to sources outside the organization for prospective
employees.Not surprisingly, it has the advantages and disadvantages that are directly counter to
those of internal recruiting.For example, one advantage is represented by the new ideas , new
perspectives and new ways of doing things. Thus, the organization can enhance its vitality,
creativity and potential ability to innovate by routinely bringing in people from the outside. On

the other hand , external recruiting may result in motivational problems within the organization.
Current employees may feel that they have been denied opportunities. External recruiting also
tends to be a bit more expensive because of the advertising and other search processes that must
be undertaken.
External recruiting sources locate candidates from outside the organization and include:3
Advertisments in newspapers and related publications are popular methods for external
recruiting . Depending on the job, these advertisements might be placed in local newspapers or
national newspapers, such as the Wall Street Journal. Some professional periodicals and
publications also have similar kinds of spaces set aside for recruiting ads. This form of
advertising tends to be relatively expensive . However, it enables the organization to reach every
sector of the labor market.
Public employment agencies : Employers register their job openings with the local state
employment agency. That agency, in turn, attempts to match the qualified individuals for whom
it has documentation with jobs.
Private employment agencies: Whereas public employment agencies tend to recruit
primarily blue-collar workers , private employment agencies are more likely to serve the whitecollar labor market . The private employment agencies also charge a fee for their services.
Sometimes, this fee is paid by the individuals , sometimes is paid by the organization if it hires
an individual referred to it.
In a public employment agency , all potential employee job applicants are currently
unemployed , but many employed individuals use the services of private employment agencies in
an effort to find federal work while maintaining their current job.
Executive search firms. An individual working for an executive search firm is also known
as a headhunter ( he seeks out qualified individuals for higher-level positions). An organization
that wants to hire a top-level manager can go to an executive search firm and explain exactly
what kind of individuals is looking for . The executive search firm then attempts to locate
individuals that fit this profile for the organization. Typically , the search firm screens potential
candidates and then presents the organization a small number of candidates, all of whom are
highly qualified and interested.

Griffin, R. & DeNisi, A. ( 2005) . Human resource management, 2nd edition . Copyright by Houghton Mifflin
Company. P.193

On the other side of the coin, some highly successful executives are known to be
available routinely for other jobs. They network with members of executive search firms and are
receptive to any overtures made toward them. An important advantage is confidentiality . Hence,
the organization seeking a new employee is able to pursue this individual in a discrete manner.
Likewise , the individual who is being pursued is also able to maintain a reasonable degree of
confidentiality. 10 years ago, Kodak hired Chief Executive Officer ( CEO) George Fisher , who
had only recently taken the position of CEO at Motorola. The executive recruiter who was in
charge of the search , Gerald Roche, had been an acquaintance of Fishers for several years. His
personal relationship with Fisher played an important role in his ability to convince Fisher leave
Motorola for Kodak.
College recruiting: Other sources for recruiting that are particularly relevant to college
students are the placement offices .4 Most large organizations visit college campuses every year
to interview graduates for jobs within the organization. For example, Microsoft relies heavily on
college recruiting in its efforts to bring in new talents every year. The firm has a staff of 22 fulltime campus recruiters who visit schools each year. These recruiters conduct half-hour interview
with thousands of prospective employees, selecting about 450 for follow-up visits to company
headquarters.
Internet recruitment . The Internet offers considerable potential as a source of
international recruitment .It has the potential to reduce the barriers to employment on a global
scale. Using the internet allows firms to:5
-

widen recruitment sourcing at relatively low cost

attract applicants on a more specialized skills match

improve on traditional advertising approaches by targeting particular

lifestyle or culture-fit groups ( such as expatriates or people who consume services

similar to those provided by the host firm).
There are many ways for the companies to recruit on international markets using the
internet. For instance, they can use their own websites. Many companies ( especially
multinational companies) have a dedicated career website that allows applicants to learn about
4

Dessler, G. ( 2005) . Human resource management, 10th edition. Copyright by Pears Education, Inc., , New Jersey.
P.173
5
Porter, T. , Effective techniques to attract, hire and retain employees for your company. San Diego Business
Journal 21, no. 13 ( March 27, 2000) , p.36

employment opportunities within the organization. Each country/region/subsidiary usually has a

dedicated career website. Another method of E-recruiting refers to professional associations or
networks, whereby members of professional associations are potential applicants. The best
example in this case is the LinkedIn network.

Staffing with expatriates

Companies should always use multiple recruiting sources so as to increase diversity and
generate a larger pool of applicants. Although all the above recruiting sources may be used to
find candidates for foreign assignments, attracting candidates to work internationally raises an
important challenge for a company how to find individuals interested in international work as
well as those interested in permanent international careers. The company needs to use recruiting
sources that find candidates with high receptivity to international careers which refers to an
individuals attitude toward international careers and is one of the most frequently studied factors
in assessing why people undertake careers in international work.
Several factors influence an individuals receptivity to international career, such as: 6
personality, cross-cultural competences, prior international experience, age, family status,
destination country, opportunities for career support, company culture, length of the foreign
assignment overseas, health care plan,host country housing assistance,child education allowance.
Another challenge for companies, if recruiting candidates from an external labor market,
is to develop an employer reputation that attracts candidates to the organization. Employer
reputation refers to the evaluation by potential candidates of an organization as a desirable place
of work.
Historically, the term expatriate, as used by companies, referred to employees who
were relocated from the parent company or headquarters to foreign subsidiaries or overseas
operations. Today, the term international assignment is more generally used to describe the
process of moving any employee from one country to another for a period, while staying in the
employment of a firm.

Briscoe, D. &Schulter , R. ( 2012) International human resource management Policies and practices for
multinational enterprises. Published by Routledge ( an imprint of Taylor and Francis Group). p.226

Usually, when recruiting expatriates, companies expect that these applicants fulfill some
requirements, as follows:7
Technical ability. Naturally, the persons ability to perform the required tasks is an
important consideration. Technical and managerial skills are therefore an essential criterion.
Indeed, research findings consistently indicate that multinationals place heavy reliance on
relevant technical skills during the expatriate recruitment process.
Cross-cultural suitability. The cultural environment in which expatriates operate is an
important factor in determining successful performance. Apart from the obvious technical ability
and managerial skills, expatriates requite cross-cultural abilities that enable the person to operate
in an new environment. There appears to be consensus that desirable attributes should include
cultural empathy, adaptability, diplomacy, positive attitude, emotional stability and maturity.
The research literature refers to the big five personality characteristics: extroversion,
agreeableness, conscientiousness, emotional stability and openness .
Ability to handle foreign languages. The ability to speak local language is an aspect often
linked with cross-cultural ability. Language skills may be regarded as of critical importance for
some expatriate positions, but lesser in others, although some would argue that knowledge of the
host countrys language is an important aspect of expatriate performance, regardless of the level
of position. However, language problems are manageable problems that could be solved
individually.
The

willingness to move is associated with the desirability of the location of the

international assignment. Some countries are deemed more desirable than others.. The
opportunity to travel and live overseas should lead to a positive outlook on the foreign
assignment.
In conclusion, the responsibilities for firms that operate in a multinational environment
are very complex. In addition to normal domestic hiring responsibilities , the todays global
economy often involve recruitment of employees from numerous nationalities and countries. In
this context, the international HR managers take on a number of new responsibilities.

Dowling, P. & Welch, D. ( 2004). International human resource management. Managing people in a multinational
context.4th edition. Copyright Thomson Learning, p. 98

Bibliography

Briscoe, D. &Schulter , R. ( 2012) International human resource management

Policies and practices for multinational enterprises. Published by Routledge ( an imprint of
Taylor and Francis Group)
Dessler, G. ( 2005) . Human resource management, 10th edition. Copyright by Pears
Education, Inc., , New Jersey

Dowling, P. & Welch, D. ( 2004). International human resource management. Managing

people in a multinational context.4th edition. Copyright Thomson Learning
Griffin, R. & DeNisi, A. ( 2005) . Human resource management, 2nd edition . Copyright
by Houghton Mifflin Company

Porter, T. , Effective techniques to attract, hire and retain employees for your company.
San Diego Business Journal 21, no. 13 ( March 27, 2000)