What are the channels for employee recruitment? What are the advantages and disadvantages of each?

For reference only

1. Analysis of the advantages and disadvantages of internal recruitment in the organization

1. Advantages of internal recruitment in the organization

(1) Organizations and employees understand each other relatively well. First, organizations know their employees better. Organizations that have a list of employee skills can use this as a starting point for internal recruitment, and employee performance reviews can be obtained by asking current and former managers of candidates to evaluate their potential development, that is, their ability to have Opportunity to observe the candidate's work habits, work skills, ability to get along with others, and adaptability within the organization. Organizations can obtain more accurate information about their current employees, thereby reducing the chance of making poor decisions. Secondly, employees also know more about the organization, its operations, values ??and culture, so the possibility of employees having inaccurate expectations and being dissatisfied with the organization is reduced.

(2) Create opportunities for promotion and prevent possible redundancy. Promotion will have a positive and significant effect on stimulating employee motivation and improving morale. If employees know that they have hope for promotion and career development, they will work hard for the organization, which is also a reward for employee performance and loyalty. On the other hand, if outsiders are always prioritized to fill job vacancies, it will have the opposite effect.

(3) Low cost. Compared with external recruitment, internal recruitment can save a certain amount of manpower, material and financial resources in terms of evaluation, testing and background information, and the recruitment speed is fast. At the same time, organizations can make full use of the capabilities of existing employees and obtain a certain return on previous investments in employee human capital.

2. Disadvantages of internal recruitment

(1) It can easily lead to "inbreeding". When hiring only from within, care must be taken to ensure that new ideas and innovations are not stifled by notions such as "We've never done this before" or "We can do just fine without him."

(2) It can easily lead to disunity between the company’s senior leaders and employees. Disagreements in employment are often the focus of conflicts between senior leaders. This not only involves the distribution of power of the leader, but is also closely related to the leader's authority. This is also an aspect of personnel reform, which will cause extremely fierce overt and covert struggles in corporate politics. , and negatively affects employee morale and the job performance of employees who are not being promoted, especially when several colleagues apply for the same position. This can create unhealthy conflicts that can lead to interpersonal tension within the organization. When a position opens, many employees will be considered to fill that position, and of course most will be rejected, and resentment may develop among some of the rejected candidates. One study found that employees who were passed over for promotions reported higher levels of resentment and absenteeism than their promoted counterparts.

(3) It is easy to cause subsequent problems. An employee may be promoted to a job for which he is not qualified, so the organization needs capable employees and strong management development programs to ensure that employees can take on greater responsibilities; another issue is whether internal promotions are based on seniority or Based on abilities.

(4) Excessive internal recruitment may make the organization closed. Continuously promoting talent from within may encourage employees to settle for the status quo. An organization that must improve organizational processes should generally recruit externally as appropriate.

(5) Excessive internal recruitment may lead to reduced efficiency. For example, if a senior manager leaves the organization and is replaced by a direct report, that report's position will need to be filled. As the person moves up the hierarchy, the initial position attracts a lot of attention. Almost all people need a period of time to become familiar with a new job. Even when employees have been working in the organization for many years, the new position requires them to adjust their thinking to new responsibilities and redefine their interpersonal relationships with colleagues. Having to assume a new role in front of their past colleagues, and the management difficulties that arise when past colleagues become subordinates. This result may be exacerbated by internal recruiting difficulties as many people move into new roles. This state of inefficiency will not change until these employees are equipped with the same capabilities as their predecessors and their working relationships are redefined.

Internal recruitment has both advantages and disadvantages.

Internal recruitment may work best when the organization is pursuing a stability-focused strategy and faces less threats from the external environment. Where time or funds are limited, internal recruitment may be appropriate.

2. Analysis of the advantages and disadvantages of external recruitment of organizations

There are many channels for organizations to recruit personnel from outside. Organizations that are growing rapidly, or that need to recruit a large number of skilled workers or employees with management talents, need to recruit from outside.

1. Advantages of external recruitment

(1) Wide range of personnel selection. There are many more people found from the outside than recruited internally, and there is a lot of room for choice in terms of technology, ability and quantity.

(2) External recruitment is conducive to bringing new ideas and new methods. Employees recruited from outside will bring "fresh air" to the organization and bring new skills and ideas into the organization. These new ideas, new concepts, new technologies, new methods, new values, and new external relationships make enterprises full of vitality and vitality, and can help enterprises use new methods to solve problems that have been plaguing the organization. This is even more critical for companies that need innovation. In universities, the faculty system usually adopts the method of external recruitment, because academic research requires new ideas and methods, and people who have obtained a doctorate rarely work in the school that awarded him the degree.

(3) Greatly save training costs. Obtaining skilled workers and people with management talents from the outside often reduces training costs than internal training, especially when the organization is in urgent need of such talents. This kind of direct "borrowing" not only saves training funds and time, but also saves the "tuition fee" for gaining practical experience.

2. Disadvantages of external recruitment

(1) The risk of choosing the wrong person for external recruitment is relatively high. This is because external recruiting can be more difficult to attract, connect with, and evaluate employees.

(2) Requires a longer training and adaptation phase. Even if a job is simple for the organization, the employee needs to become familiar with the organization's people, procedures, policies, and characteristics of the organization, and this takes time.

(3) Internal employees may feel ignored. External recruitment affects the morale of those employees within the organization who believe they are qualified for the vacant positions.

(4) External recruitment may be time-consuming and laborious. Compared with internal recruitment, whether it is the introduction of high-level talents or middle- and low-level talents, considerable recruitment costs are required, including recruiter fees, advertising fees, testing fees, expert consultant fees, etc. It usually takes a long time for employees from outside to get to know the organization, its products and services, colleagues and customers to complete this socialization process. While a candidate may have excellent skills, training, or experience and have been successful in other organizations, these factors do not guarantee the same success in the new organization or the ability to adapt to the new organization's culture.