There are basically only two ways to source talent. One way is to develop it from within the organization. The other way is to recruit and select talent from outside the organization.
In a robust talent management program, recruiting and selecting talent from outside is fully, seamlessly integrated with developing talent from inside the organization. One reason is that, after recruitment, individuals must still be developed if they are to keep their skills current and be successfully prepared for future, and more demanding, responsibility.
Much attention in recent years has focused on employee recruitment methods. While many organizations continue to rely on the time-honored methods of classified advertising and other traditional methods of recruiting (such as college recruiting), other organizations are becoming increasingly innovative. One new development is so-called e-recruitment, which relies on websites to attract applicants and ease the workload of HR professionals.
Another is the emergence of employment branding, which refers to the reputation of an organization as a preferred employer. Much can be learned about an employer’s brand simply by asking applicants and new hires what attracted them to apply for a job at the organization. The information that applicants and new hires provide reveals much about the organization’s existing employment brand.
Employee selection is the next step after recruitment. During selection, an employer narrows down a finalist list from a larger applicant pool. The goal is to find the best candidate. Many employers are now experimenting with many forms of testing to assist in the selection process.
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