What are the channels for employee recruitment, and what are their advantages and disadvantages?

First, the advantages and disadvantages of internal recruitment analysis

1. Advantages of internal recruitment

(1) Organizations and employees know each other better. First of all, the organization has a better understanding of employees. If an organization has a list of employees' skills, it can be used as a starting point for internal recruitment, and it can also get employees' performance evaluation. By understanding the evaluation of the potential development of the candidate's current and former managers, you can have the opportunity to observe the candidate's work habits, work skills, ability to get along with people and adaptability in the organization. Organizations can obtain more accurate information about existing employees, thus reducing the probability of making wrong decisions. Secondly, employees have a better understanding of the organization and know its operation, values and culture, so that employees' expectations are inaccurate and the possibility of dissatisfaction with the organization is reduced.

(2) Create promotion opportunities and prevent possible layoffs. Promotion will play a positive and significant role in stimulating employees' enthusiasm and improving morale. If employees know that they have the hope of promotion and career development, they will work hard for the organization, which is also a reward for their performance and loyalty. On the other hand, if we always give priority to outsiders to fill job vacancies, it will have the opposite effect.

(3) Low cost. Compared with external recruitment, internal recruitment can save some manpower, material resources and financial resources in evaluation, testing and background information, and the recruitment speed is fast. At the same time, the organization can make full use of the capabilities of existing employees and get a certain return from the early human capital investment of employees.

2. Shortcomings of internal recruitment

(1) is easy to cause "inbreeding". When recruiting only from within, we must be careful to ensure that new ideas and reforms will not be stifled by concepts such as "We have never done it before" and "We can do well without him".

(2) It is easy to cause disunity between senior leaders and employees. Differences in personnel selection are often the focus of conflicts between top leaders, which not only involves the power distribution of leaders, but also is closely related to the prestige of leaders. This is also an aspect of personnel reform, which will cause extremely fierce political infighting in enterprises and have a negative impact on the morale of employees and the performance of employees who have not been promoted, especially when several colleagues apply for the same position. This may lead to unhealthy conflicts and lead to interpersonal tension in the organization. When a position is vacant, many employees will be considered to fill the position. Of course, most of them will be rejected, and some rejected candidates may have grievances. A study found that employees who were refused promotion would show stronger resentment and higher absenteeism rate than their rivals who were promoted.

(3) It is easy to cause subsequent problems. An employee may be promoted to a job he is not qualified for, so the organization needs competent employees and a strong management development plan to ensure that employees can take on greater responsibilities; Another question is whether internal promotion is based on seniority or ability.

(4) Excessive internal recruitment may close the organization. Constantly promoting talents from within may encourage employees to be content with the status quo. Organizations that must improve their organizational processes should usually recruit people from outside appropriately.

(5) Excessive internal recruitment may lead to inefficiency. For example, if a senior manager leaves the organization and is replaced by a direct subordinate, then the position of this subordinate needs to be filled. When this person's promotion extends to the end of the hierarchy, the original position attracts many people's attention. Almost all employees need some time to get familiar with their new jobs. Even if employees have worked in the organization for many years, the new position requires them to adjust their thinking to adapt to new responsibilities and redefine their interpersonal relationship with colleagues. These people must play a new role in front of their former colleagues, and the management difficulties they face will emerge after their former colleagues become subordinates. As many people take up new positions, internal recruitment difficulties may worsen this result. This inefficient state will not change until these employees have the same working ability as their predecessors and redefine their working relationship.

Internal recruitment has advantages and disadvantages. Internal recruitment may play the best role when the organization implements the strategy of giving priority to stability and faces less external environmental threats. When time or funds are limited, internal recruitment may be more suitable.

Second, the advantages and disadvantages of external recruitment

There are many channels for organizations to recruit people from outside. Those fast-growing organizations, or organizations that need to recruit a large number of skilled workers or management talents, need to recruit from outside.

Advantages of external recruitment.

(1) personnel selection range is wide. There are many more people outside than inside, so there is a great choice in technology, ability and quantity.

(2) External recruitment is conducive to bringing new ideas and methods. Employees recruited from outside will bring "fresh air" to the organization and bring new skills and ideas to the organization. These new ideas, new concepts, new technologies, new methods, new values and new external relations make enterprises full of vigor and vitality, and can help enterprises solve problems that have been puzzling organizations in new ways. This is even more critical for enterprises that need innovation. In universities, the faculty system usually adopts the way of external recruitment, because academic research needs new ideas and methods, and people who get doctoral degrees rarely work in the schools that grant them.

(3) The training cost is greatly saved. Obtaining skilled workers and management talents from outside often reduces the training cost compared with internal training, which is especially important when organizations are in urgent need of such talents. This direct "takenism" not only saves training funds and time, but also saves "tuition fees" paid for gaining practical experience.

2. Shortcomings of external recruitment

(1) The risk of selecting the wrong person for external recruitment is relatively high. This is because it is difficult for external recruitment to attract, contact and evaluate employees.

(2) It needs a long training and adaptation period. Even if it is a simple job for an organization, employees need to be familiar with the personnel, procedures, policies and characteristics of the organization, which takes time.

(3) Internal employees may feel neglected. External job fairs affect the morale of employees in the organization who think they are qualified for vacant positions.

(4) External recruitment may be time-consuming and laborious. Compared with internal recruitment, whether introducing high-level talents or low-level talents, it needs quite high recruitment expenses, including the expenses of recruiters, advertising fees, testing fees, expert consultants and so on. External employees usually need a long time to get to know the organization, its products and services, colleagues and customers, and complete this socialization process. Although a candidate may have excellent skills, training experience or experience and succeed in other organizations, these factors do not guarantee that he will be equally successful in the new organization or have the ability to adapt to the culture of the new organization.