Hi All,
Myself Sonali, currently working with an IT company and managing the recruitment team, I plan to have some training and discussion sessions for my team.
Can anyone suggest any books on reruitment in IT sector ?
Thanks and Regards
Sonali :)
From India, Mumbai
Myself Sonali, currently working with an IT company and managing the recruitment team, I plan to have some training and discussion sessions for my team.
Can anyone suggest any books on reruitment in IT sector ?
Thanks and Regards
Sonali :)
From India, Mumbai
Sonali.: Please talk to ICFAI Hyderabad or Visit www.icfaipress.org and look for the book on Employee Recruitment - Best Practices and Applications Overview.
I read this book and is interesting. This book has several well written articles in it.
A synopsis of the book available in the net was appended hereunder:
In the present business environment, organizations are faced with the pressure to produce more with less resources. Employees, on whom an organization's profitability depends, comprise the largest fixed cost that an organization incurs. In the past, individuals used to work with one or two organizations during their entire working life (averaging between 20-30 years). Organizations too used to believe in the lifetime employment concept. However, such concepts are being eroded as a result of the unpredictable business environment. Hence, organizations have to evolve methods not only to improve productivity but to also keep the costs down.
On the human resources front, productivity can be improved by ensuring that the organization attracts the best talent at the lowest possible cost. This objective translates into the adoption of the best recruitment and selection methods and instituting measures to retain and develop them. Further, a quantitative measurement of recruitment and selection effectiveness has to be conducted to prove one's point. With respect to quantitative measures to improve HR effectiveness, the field is still in its nascent stages. Nevertheless, a few approaches and metrics have been developed and applied among several organizations.
This book provides insights on some of the recruitment and selection methods, which have been found to have a greater correlation with employee suitability and performance levels with the organization's needs. It also provides an overview of survey results conducted in different parts of the world to reveal the most popular and effective methods of recruitment and selection being applied along with requisite analysis. For a comprehensive account of hiring strategies, it is suggested that this book may be read in conjunction with the other volume titled, Effective Recruitment: Concepts and Cases (also published by ICFAI University Press), which includes a suite of articles pertaining to hiring metrics. These two books, read together, can provide a number of innovative ideas, in addition to conceptual articles and cases for developing a coherent recruitment strategy to fit the needs of organizations.
This book in divided into two sections: Approaches and Applications.
Section I: Approaches
The first article of the book provides a comprehensive account of a number of different recruitment and selection methods which are currently in wide usage. "Guidelines on Best Practice Assessment Methods for Use in Recruitment and Selection", prepared by Manchester City Council, Manchester, UK, outlines the various best practice methods of assessment and how to choose the right approach in each case. Some of the methods outlined include: job simulations, ability tests, presentations, written exercises, in-tray exercises, role play exercises, occupational personality questionnaires, and assessment centers. While the interview process is the most widely used approach in employee selection, it does not score high on predicting employee performance. Hence, it is suggested that other approaches, which score higher on such measures, be adopted. The article also lists out the quality standards and the preparatory steps that are to be taken note of, while considering the usage of these assessment tools.
Employee referral programs, if used effectively, can serve as one of the best sources of recruitment. The article, "Employee Referral Programs: Optimizing Your Most Effective Recruiting Tool", written by Debbie McGrath of focuses on the effectiveness of employee referral programs. It presents some important statistics in favour of the usage of employee referrals as a tool for hiring employees. Such programs enable the company to lower the costs of hiring, improve the quality of hires, and decrease the time to hire. However, employee referral programs encounter certain difficulties in management. They are usually difficult to define, administer, track, and measure. The article provides a few suggestions to overcome these limitations. Further, the article analyses the results of a survey (ANGAMI) conducted at 100 companies in San Francisco and Silicon Valley to appraise the effectiveness of the employee referral program.
Internet recruiting is spreading like wildfire. Most companies which have a website encourage prospective employees also to apply online. This is a form of direct recruitment and hence it allows the recruiting company to keep recruitment costs low. The article, "Recruitment on the Internet", prepared by Chartered Institute of Personnel and Development (CIPD), London, UK, focuses on the use of Internet as a recruitment medium and also outlines the pros and cons of using the Internet for recruitment. The comparison between advantages and disadvantages clearly shows that the advantages overshadow the disadvantages. In addition, the article compares the traditional recruitment process with a fully integrated Internet-based recruitment process and provides guidance for using this strategy. There are several different ways in which Internet recruitment can be implemented. For instance, a company can choose whether to use the organization's website, a recruitment site, a media site, or provide e-mail addresses in print advertisements. The article also includes a brief explanation of how a recruitment software works, how personnel deal with replies, and future developments on Internet recruitment.
Recruiters are required to select the best people for a given job. However, assessment of people through only one assessment method usually does not provide the complete picture about an individual's strengths and weaknesses. The article, "Assessment and Development Centers: An Assessment", written by Sumati Reddy of the ICFAI University, Hyderabad, India, describes the concept of Assessment & Development Centers (A&D Centers). A&D centers typically make use of a number of selection methods in conjunction with a number of raters to draw up an individual's profile. The information gained through this method can improve the chances of making better selection decisions. The advantages of using this method for recruitment and employee development are corroborated by research findings. A number of studies have revealed the potential benefits of this method as compared with traditional methods of selection. The article also highlights the fact that several leading companies in India and overseas make use of A&D centers in their recruitment process.
Recent strides made in recruitment technology have tremendous potential for improving the effectiveness of the recruitment process. The article, "Recruiting Redefined", written by Cindy Waxer, a freelance writer based in Canada, describes these developments. Many recruiters face the challenge of sifting through a huge number of job applications in a very short time. The use of sophisticated recruitment technology can aid recruiters in taking faster and better decisions. Faster selection of a candidate can improve interdepartmental unity. The article explains various features and advantages of different recruitment tools for enhancing e-recruitment: Oracle iRecruitment, HireReasoning, HireEnterprise solution, Webhire system, Kenexa Selector, and HR Smart's Smart Reporter tool. It also compares these tools with the benefits and features of e-recruitment tools used in the recent past. The case of Oregon Health and Science University and its implementation of Oracle iRecruitment technology is illustrated.
"Simulations: A Look into the Future of Scientific Screening", written by Charles A Handler of Rocket-Hire, CA, USA, focuses on the power of simulations in assessing candidates. It points out that the Internet offers the requisite tools to advance the development of new simulation methods for assessment and predicts that in the future simulation-based assessment will be more common. The commonly used simulations types are: work samples, in-baskets, simulators, and skills testing. Simulations are very much useful in the selection process as they enjoy a better correlation with the job for which the individual is being considered, provide a realistic job preview, and are also fun and engaging. However, simulations are quite expensive in terms of development. In this regard, the article suggests that further developments in this arena can be fostered by encouraging partnerships to share the cost of producing simulations, thinking outside the assessment box, and pushing for innovations.
The next article is a book summary of "How Would You Move Mount Fuji?" which was authored by William Poundstone. The summary has been written by Anil Kumar Kartham of the ICFAI University, Hyderabad, India. It focuses on the usage of riddles and puzzles to assess candidates for a job. This method is increasingly being adopted by high-tech companies in testing logic, imagination, and problem-solving ability. The development of such methods in the selection process is a direct outcome of the need to protect the company from legal pitfalls, as also to check for core skills which are required to improve performance on the job. The summary cites the example of Microsoft in practising this method and explains how the company has been a pioneer in changing the traditional selection process.
"HR and Recruiting in India", written by Ames Gross of Pacific Bridge, Inc., WA, USA, provides an overview of the recruitment scenario in India. It points out that developments in human resources have not kept pace with economic growth. However, there are some exceptions, with the IT sector as a key example. In the aftermath of the liberalization of Indian economy, several multinationals have set up their bases in India to take advantage of its low-cost manufacturing and production base as well as to penetrate the local marketplace. The article presents information about compensation levels, employee benefits, issues pertaining to employee retention, layoffs and terminations. It also discusses some of the most common recruitment methods employed in India, which include press advertisement, campus recruitment, and headhunters.
The next article, "Recruitment and Retention 2003", prepared by Chartered Institute of Personnel and Development (CIPD), London, UK, presents an analysis of the survey that was conducted among 557 UK employers about the recruitment practices they opted for, during the previous 12 months. Most organizations who participated in the survey faced recruitment difficulties. The most commonly used recruitment methods were local newspaper advertisements, supplemented by recruitment fairs, agencies, national newspaper advertisements, specialist journals, and word-of-mouth references. Structured panel interviews and competency-based interviews were found to be the most effective means for selecting managerial and professional staff. Apart from these aspects, the survey also indicates trends in electronic recruitment, salaries and benefits packages, retention difficulties, and recruiting for achieving diversity goals.
Paul R Bernthal of Development Dimensions International, Inc. (DDI), PA, USA, reports on the results of a study conducted among 573 members of Electronic Recruiting Exchange, based in the US and a few other countries (Australia, Canada), who were into the functions relating to recruitment and selection. His article, "Recruitment and Selection", analyzes the recent trends in recruitment. The survey results were utilized to study the extent of usage and effectiveness of a number of different recruitment methods. The most popular and effective methods for recruiting were found to be Internet recruiting and employee referrals. Other aspects of the study pertain to the allocation of recruitment budgets, future trends in recruitment, role of technology in recruitment and selection, and barriers to effective recruitment. The responding organizations pointed to four selection practices as being more effective than the others: behaviour-based interviews, motivational fit inventories, computerized résumé screening, and training/experience evaluations.
Section II: Applications
Employment within the IT sector is fraught with two main issues: the first is that of employee retention and the second pertains to recruiting the people with the right skill sets within a very short timeframe. The article, "Recruiting in the Indian IT Industry", written by Saundarya Rajesh of AVTAR Career Creators, Chennai, India, focuses on the challenges of recruitment within the Indian IT industry. Based on discussions with several other IT recruiters, she enumerates the key challenges faced by them and also outlines some approaches in which they can keep in sync with the recruitment needs of IT companies. Some of the specific aspects which recruiters have to consider include the shrinking recruitment cycle, dealing with the issue of job-hopping, and the importance of meeting deadlines with respect to filling key positions. With regard to the preference for recruitment sources, most firms prefer using existing databank, references, Internet advertising and print ads, instead of engaging a recruitment consultant. When recruitment firms are used, smaller recruitment firms are preferred over the larger ones.
Most organizations face the challenge of high turnover among their salesforce and the challenge of recruiting the right person for the job. The article, "Recruiting and Hiring Effective Sales People", written by John Saterfiel of Saterfiel & Associates, LA, USA, provides guidelines to adopt effective recruitment process aimed at selecting sales professionals. The article illustrates and analyses how and where the recruitment process of sales professionals can go wrong through a simulated situation based on real-life experience. A typical selection process for sales professionals is based on interviews and reference checks. However, the author stresses that the results based on these selection methods are not usually reliable. To overcome this issue, he suggests the use of Sales Assessment Reports and Aptitude Tests. The article emphasizes that the hiring policy and process for salespersons should be rigorous to ensure an effective recruitment strategy.
"A Drawbridge to the Ivory Tower: Online Recruitment Strategies in Higher Education", written by Diann Schindler-Ender, based in NJ, USA, portrays the employment crisis situations facing three higher education institutions in the US. The major issues include low recruitment budgets, high employee turnover, dependence on ineffective methods of recruitment, misperceptions about online recruitment, shortage of staff to handle excessive applications through online media, ensuring diversity among employees, high cost of advertising for vacancies, and large number of retirements. The article includes an overview of a few online methods of recruitment and analyses their effectiveness. The author suggests recourse to those websites focused on recruitment that offer suitable features for higher education institutions. These websites include etc. Further, the article highlights the extensive usage of online recruitment in business and industry and emphasizes the need for higher education to follow suit.
Older workers bring a set of unique attributes which are usually missing among the younger workers. They have experience, organizational intelligence, an excellent work ethic, great sense of civility, and are more loyal to the organization. The article, "They Don't Retire Them, They Hire Them", written by Joe Mullich, a freelance writer based in California, USA, focuses on the efforts being made by some organizations to recruit and retain workers over 50. This move is due to the demographic shifts (most of the developed countries are faced with the problem of an aging workforce) and shortage of skilled manpower being faced by certain countries. Apart from this factor, organizations are realizing the importance of older workers. The article outlines some of the special efforts being undertaken by companies to attract and retain older workers. It also explains special efforts required to ease them back to work and to manage them. The article illustrates examples of FBI (intelligence failures during 9/11), CVS drugstore chain, St. Mary's Medical Centre, Volkswagen, etc., which have taken concrete steps to bring older workers back to work.
Temporary staffing agencies are one of the most cost-effective sources of employee recruitment. However, temporary staff need to be managed carefully to avoid any associated legal risks. The article, "Beware the Legal Risks of Hiring Temps", written by Robert J Bohner Jr. and Elizabeth R Salasko, of University of Pennsylvania, PA, USA, describes the crucial factors to be considered and examined while hiring temporary staff. Some of these factors pertain to the structure of temporary staffing relationships, the associated benefits, legal aspects, cost of recruiting, issues faced by temporary staff, etc. It explains distinct types of temporary-staffing models, such as leasing employees for a fees, hiring workers onto the payroll of the company and classifying them as distinct from regular employees, such as temporary, casual, occasional, seasonal, etc. The article suggests that temporary staff should be treated on par with permanent staff to avoid any legal issues. In this context, it cites the example of the lawsuit filed against Microsoft, which had to pay $97 million to a group of so-called `permatemps.'
Corporate Fraud: Trends and Lessons
Workplace violence: Any act against an employee that creates a hostile work environment and negatively affects the employee, either physically or psychologically. These acts include all types of physical and verbal assaults, threats, coercion, intimidation and all forms of harassment. It also includes homicides.
Psychological abuse: Subtle form of abuse which systematically undermines self-esteem and destroys self-confidence by undermining the rights of the victim. Psychological abuse is a pattern of negative behaviour exhibited by a person or group in a position of power, that covertly attempts to single out and negatively affect an individual. It includes ostracizing, marginalizing, demeaning and intimidation tactics. A great deal of the abuse involves non-verbal communication.
-Penmetsa
From India, Hyderabad
13I read this book and is interesting. This book has several well written articles in it.
A synopsis of the book available in the net was appended hereunder:
In the present business environment, organizations are faced with the pressure to produce more with less resources. Employees, on whom an organization's profitability depends, comprise the largest fixed cost that an organization incurs. In the past, individuals used to work with one or two organizations during their entire working life (averaging between 20-30 years). Organizations too used to believe in the lifetime employment concept. However, such concepts are being eroded as a result of the unpredictable business environment. Hence, organizations have to evolve methods not only to improve productivity but to also keep the costs down.
On the human resources front, productivity can be improved by ensuring that the organization attracts the best talent at the lowest possible cost. This objective translates into the adoption of the best recruitment and selection methods and instituting measures to retain and develop them. Further, a quantitative measurement of recruitment and selection effectiveness has to be conducted to prove one's point. With respect to quantitative measures to improve HR effectiveness, the field is still in its nascent stages. Nevertheless, a few approaches and metrics have been developed and applied among several organizations.
This book provides insights on some of the recruitment and selection methods, which have been found to have a greater correlation with employee suitability and performance levels with the organization's needs. It also provides an overview of survey results conducted in different parts of the world to reveal the most popular and effective methods of recruitment and selection being applied along with requisite analysis. For a comprehensive account of hiring strategies, it is suggested that this book may be read in conjunction with the other volume titled, Effective Recruitment: Concepts and Cases (also published by ICFAI University Press), which includes a suite of articles pertaining to hiring metrics. These two books, read together, can provide a number of innovative ideas, in addition to conceptual articles and cases for developing a coherent recruitment strategy to fit the needs of organizations.
This book in divided into two sections: Approaches and Applications.
Section I: Approaches
The first article of the book provides a comprehensive account of a number of different recruitment and selection methods which are currently in wide usage. "Guidelines on Best Practice Assessment Methods for Use in Recruitment and Selection", prepared by Manchester City Council, Manchester, UK, outlines the various best practice methods of assessment and how to choose the right approach in each case. Some of the methods outlined include: job simulations, ability tests, presentations, written exercises, in-tray exercises, role play exercises, occupational personality questionnaires, and assessment centers. While the interview process is the most widely used approach in employee selection, it does not score high on predicting employee performance. Hence, it is suggested that other approaches, which score higher on such measures, be adopted. The article also lists out the quality standards and the preparatory steps that are to be taken note of, while considering the usage of these assessment tools.
Employee referral programs, if used effectively, can serve as one of the best sources of recruitment. The article, "Employee Referral Programs: Optimizing Your Most Effective Recruiting Tool", written by Debbie McGrath of focuses on the effectiveness of employee referral programs. It presents some important statistics in favour of the usage of employee referrals as a tool for hiring employees. Such programs enable the company to lower the costs of hiring, improve the quality of hires, and decrease the time to hire. However, employee referral programs encounter certain difficulties in management. They are usually difficult to define, administer, track, and measure. The article provides a few suggestions to overcome these limitations. Further, the article analyses the results of a survey (ANGAMI) conducted at 100 companies in San Francisco and Silicon Valley to appraise the effectiveness of the employee referral program.
Internet recruiting is spreading like wildfire. Most companies which have a website encourage prospective employees also to apply online. This is a form of direct recruitment and hence it allows the recruiting company to keep recruitment costs low. The article, "Recruitment on the Internet", prepared by Chartered Institute of Personnel and Development (CIPD), London, UK, focuses on the use of Internet as a recruitment medium and also outlines the pros and cons of using the Internet for recruitment. The comparison between advantages and disadvantages clearly shows that the advantages overshadow the disadvantages. In addition, the article compares the traditional recruitment process with a fully integrated Internet-based recruitment process and provides guidance for using this strategy. There are several different ways in which Internet recruitment can be implemented. For instance, a company can choose whether to use the organization's website, a recruitment site, a media site, or provide e-mail addresses in print advertisements. The article also includes a brief explanation of how a recruitment software works, how personnel deal with replies, and future developments on Internet recruitment.
Recruiters are required to select the best people for a given job. However, assessment of people through only one assessment method usually does not provide the complete picture about an individual's strengths and weaknesses. The article, "Assessment and Development Centers: An Assessment", written by Sumati Reddy of the ICFAI University, Hyderabad, India, describes the concept of Assessment & Development Centers (A&D Centers). A&D centers typically make use of a number of selection methods in conjunction with a number of raters to draw up an individual's profile. The information gained through this method can improve the chances of making better selection decisions. The advantages of using this method for recruitment and employee development are corroborated by research findings. A number of studies have revealed the potential benefits of this method as compared with traditional methods of selection. The article also highlights the fact that several leading companies in India and overseas make use of A&D centers in their recruitment process.
Recent strides made in recruitment technology have tremendous potential for improving the effectiveness of the recruitment process. The article, "Recruiting Redefined", written by Cindy Waxer, a freelance writer based in Canada, describes these developments. Many recruiters face the challenge of sifting through a huge number of job applications in a very short time. The use of sophisticated recruitment technology can aid recruiters in taking faster and better decisions. Faster selection of a candidate can improve interdepartmental unity. The article explains various features and advantages of different recruitment tools for enhancing e-recruitment: Oracle iRecruitment, HireReasoning, HireEnterprise solution, Webhire system, Kenexa Selector, and HR Smart's Smart Reporter tool. It also compares these tools with the benefits and features of e-recruitment tools used in the recent past. The case of Oregon Health and Science University and its implementation of Oracle iRecruitment technology is illustrated.
"Simulations: A Look into the Future of Scientific Screening", written by Charles A Handler of Rocket-Hire, CA, USA, focuses on the power of simulations in assessing candidates. It points out that the Internet offers the requisite tools to advance the development of new simulation methods for assessment and predicts that in the future simulation-based assessment will be more common. The commonly used simulations types are: work samples, in-baskets, simulators, and skills testing. Simulations are very much useful in the selection process as they enjoy a better correlation with the job for which the individual is being considered, provide a realistic job preview, and are also fun and engaging. However, simulations are quite expensive in terms of development. In this regard, the article suggests that further developments in this arena can be fostered by encouraging partnerships to share the cost of producing simulations, thinking outside the assessment box, and pushing for innovations.
The next article is a book summary of "How Would You Move Mount Fuji?" which was authored by William Poundstone. The summary has been written by Anil Kumar Kartham of the ICFAI University, Hyderabad, India. It focuses on the usage of riddles and puzzles to assess candidates for a job. This method is increasingly being adopted by high-tech companies in testing logic, imagination, and problem-solving ability. The development of such methods in the selection process is a direct outcome of the need to protect the company from legal pitfalls, as also to check for core skills which are required to improve performance on the job. The summary cites the example of Microsoft in practising this method and explains how the company has been a pioneer in changing the traditional selection process.
"HR and Recruiting in India", written by Ames Gross of Pacific Bridge, Inc., WA, USA, provides an overview of the recruitment scenario in India. It points out that developments in human resources have not kept pace with economic growth. However, there are some exceptions, with the IT sector as a key example. In the aftermath of the liberalization of Indian economy, several multinationals have set up their bases in India to take advantage of its low-cost manufacturing and production base as well as to penetrate the local marketplace. The article presents information about compensation levels, employee benefits, issues pertaining to employee retention, layoffs and terminations. It also discusses some of the most common recruitment methods employed in India, which include press advertisement, campus recruitment, and headhunters.
The next article, "Recruitment and Retention 2003", prepared by Chartered Institute of Personnel and Development (CIPD), London, UK, presents an analysis of the survey that was conducted among 557 UK employers about the recruitment practices they opted for, during the previous 12 months. Most organizations who participated in the survey faced recruitment difficulties. The most commonly used recruitment methods were local newspaper advertisements, supplemented by recruitment fairs, agencies, national newspaper advertisements, specialist journals, and word-of-mouth references. Structured panel interviews and competency-based interviews were found to be the most effective means for selecting managerial and professional staff. Apart from these aspects, the survey also indicates trends in electronic recruitment, salaries and benefits packages, retention difficulties, and recruiting for achieving diversity goals.
Paul R Bernthal of Development Dimensions International, Inc. (DDI), PA, USA, reports on the results of a study conducted among 573 members of Electronic Recruiting Exchange, based in the US and a few other countries (Australia, Canada), who were into the functions relating to recruitment and selection. His article, "Recruitment and Selection", analyzes the recent trends in recruitment. The survey results were utilized to study the extent of usage and effectiveness of a number of different recruitment methods. The most popular and effective methods for recruiting were found to be Internet recruiting and employee referrals. Other aspects of the study pertain to the allocation of recruitment budgets, future trends in recruitment, role of technology in recruitment and selection, and barriers to effective recruitment. The responding organizations pointed to four selection practices as being more effective than the others: behaviour-based interviews, motivational fit inventories, computerized résumé screening, and training/experience evaluations.
Section II: Applications
Employment within the IT sector is fraught with two main issues: the first is that of employee retention and the second pertains to recruiting the people with the right skill sets within a very short timeframe. The article, "Recruiting in the Indian IT Industry", written by Saundarya Rajesh of AVTAR Career Creators, Chennai, India, focuses on the challenges of recruitment within the Indian IT industry. Based on discussions with several other IT recruiters, she enumerates the key challenges faced by them and also outlines some approaches in which they can keep in sync with the recruitment needs of IT companies. Some of the specific aspects which recruiters have to consider include the shrinking recruitment cycle, dealing with the issue of job-hopping, and the importance of meeting deadlines with respect to filling key positions. With regard to the preference for recruitment sources, most firms prefer using existing databank, references, Internet advertising and print ads, instead of engaging a recruitment consultant. When recruitment firms are used, smaller recruitment firms are preferred over the larger ones.
Most organizations face the challenge of high turnover among their salesforce and the challenge of recruiting the right person for the job. The article, "Recruiting and Hiring Effective Sales People", written by John Saterfiel of Saterfiel & Associates, LA, USA, provides guidelines to adopt effective recruitment process aimed at selecting sales professionals. The article illustrates and analyses how and where the recruitment process of sales professionals can go wrong through a simulated situation based on real-life experience. A typical selection process for sales professionals is based on interviews and reference checks. However, the author stresses that the results based on these selection methods are not usually reliable. To overcome this issue, he suggests the use of Sales Assessment Reports and Aptitude Tests. The article emphasizes that the hiring policy and process for salespersons should be rigorous to ensure an effective recruitment strategy.
"A Drawbridge to the Ivory Tower: Online Recruitment Strategies in Higher Education", written by Diann Schindler-Ender, based in NJ, USA, portrays the employment crisis situations facing three higher education institutions in the US. The major issues include low recruitment budgets, high employee turnover, dependence on ineffective methods of recruitment, misperceptions about online recruitment, shortage of staff to handle excessive applications through online media, ensuring diversity among employees, high cost of advertising for vacancies, and large number of retirements. The article includes an overview of a few online methods of recruitment and analyses their effectiveness. The author suggests recourse to those websites focused on recruitment that offer suitable features for higher education institutions. These websites include etc. Further, the article highlights the extensive usage of online recruitment in business and industry and emphasizes the need for higher education to follow suit.
Older workers bring a set of unique attributes which are usually missing among the younger workers. They have experience, organizational intelligence, an excellent work ethic, great sense of civility, and are more loyal to the organization. The article, "They Don't Retire Them, They Hire Them", written by Joe Mullich, a freelance writer based in California, USA, focuses on the efforts being made by some organizations to recruit and retain workers over 50. This move is due to the demographic shifts (most of the developed countries are faced with the problem of an aging workforce) and shortage of skilled manpower being faced by certain countries. Apart from this factor, organizations are realizing the importance of older workers. The article outlines some of the special efforts being undertaken by companies to attract and retain older workers. It also explains special efforts required to ease them back to work and to manage them. The article illustrates examples of FBI (intelligence failures during 9/11), CVS drugstore chain, St. Mary's Medical Centre, Volkswagen, etc., which have taken concrete steps to bring older workers back to work.
Temporary staffing agencies are one of the most cost-effective sources of employee recruitment. However, temporary staff need to be managed carefully to avoid any associated legal risks. The article, "Beware the Legal Risks of Hiring Temps", written by Robert J Bohner Jr. and Elizabeth R Salasko, of University of Pennsylvania, PA, USA, describes the crucial factors to be considered and examined while hiring temporary staff. Some of these factors pertain to the structure of temporary staffing relationships, the associated benefits, legal aspects, cost of recruiting, issues faced by temporary staff, etc. It explains distinct types of temporary-staffing models, such as leasing employees for a fees, hiring workers onto the payroll of the company and classifying them as distinct from regular employees, such as temporary, casual, occasional, seasonal, etc. The article suggests that temporary staff should be treated on par with permanent staff to avoid any legal issues. In this context, it cites the example of the lawsuit filed against Microsoft, which had to pay $97 million to a group of so-called `permatemps.'
Corporate Fraud: Trends and Lessons
Workplace violence: Any act against an employee that creates a hostile work environment and negatively affects the employee, either physically or psychologically. These acts include all types of physical and verbal assaults, threats, coercion, intimidation and all forms of harassment. It also includes homicides.
Psychological abuse: Subtle form of abuse which systematically undermines self-esteem and destroys self-confidence by undermining the rights of the victim. Psychological abuse is a pattern of negative behaviour exhibited by a person or group in a position of power, that covertly attempts to single out and negatively affect an individual. It includes ostracizing, marginalizing, demeaning and intimidation tactics. A great deal of the abuse involves non-verbal communication.
-Penmetsa
From India, Hyderabad
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