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Introduction
One of the main roles of human resource management is to ensure that they equip organizations with staffs who are best qualified and productive. They do this through the process of recruitment. More often than not, the recruitment process does regenerate into a period of instability in an organization especially when it is done in a disorganized manner.
It is with this respect that strategic recruitment has become essential especially in transnational organizations. This paper discusses how strategic recruitment can be done in a multinational manufacturing firm (Compton, Morrissey & Nankervis, 2009).
Effective global recruitment strategies
Strategic recruitment ensures that new staffs are incorporated into the organization without disrupting the routine operations of an organization. Extra caution has to be taken by the recruiting officer when recruiting people to fill the top positions in the organization. These positions are strategic in the organization; therefore, highly sensitive to the entire staffs in the firm. The positions have a very high business impact in the organization.
In strategic recruitment, best procedures are laid down so that organizations recruit staffs to strategic positions without disrupting the organizational activities. The person or the team responsible for recruitment must first understand the organization and the job positions that are available. This means that the need for the new staffs and the urgency with which they are needed is critical to the chief recruiting officer. This is what will inform the strategies that will be applied by the recruitment officers (Dawson, 2003).
Recruitment must be done in an open and transparent manner to avoid conflicts over the procedure used. This will also work for ease of compatibility of the newly recruited employees and the prevailing staffs of the organization. Timelines have to be given as to when the new staffs will join the organization. This help to avoid speculation which may disrupt the normal working environment in the firm (Cascio, 2005).
The potential jobs that have been identified by the chief recruiting officer are jobs of a global nature; therefore, they require persons with top talent. These jobs require people who have highly developed skills and experience of managing at the global level. Therefore, they might not probably originate from within the place where the mother firm is located. The recruiting office has to source for a recruiting team which has a capacity for global recruitment.
Together with the recruiting officer, this team will set standards and procedures which will be used in the recruitment of the specified staffs. Each position has its specificities in terms of the qualifications of the best suited person(s) to fill the position(s) in the firm (Vance & Paik, 2011).
Top talented employees have a very high demand, and they are in most cases outsourced by the company from the corporate world. This means that the recruiting team will have to identify and even go ahead to convince highly talented and innovative staffs from other companies. Therefore, sourcing is critical for the recruiting team. Top talents are often hired basing on their decision timetable. Therefore, the organization must prove to have the capacity to offer the working environment that they desire (Vance & Paik, 2011).
Since this firm has highly globalized operations, the recruitment team has to ensure that it has factored in the aspect of diversity in seeking talented and innovative staffs. This will be crucial in building global business relations.
Conclusion
Recruitment of top staffs for global firms is critical in for a firm. Proper recruitment strategies have to be laid down in order to avoid the disruption of business operations in the firm. Global recruitment strategies are favorable.
References
Cascio, W. F. (2005). Managing Human Resources: Productivity, Quality of Work Life, Profits. New York, N.Y: McGraw-Hill Irwin.
Compton, R. L., Morrissey, W. J., & Nankervis, A. R. (2009). Effective recruitment & selection practices. North Ryde, N.S.W: CCH Australia.
Dawson, P. (2003). Understanding organizational change: The contemporary experience of people at work. London [u.a.: SAGE.
Vance, C. M., & Paik, Y. (2011). Managing a global workforce: Challenges and opportunities in international human resource management. Armonk, NY [u.a.: Sharpe.
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