International Research Journal of Humanities, Engineering & Pharmaceutical

Sciences, Vol. 1, Issue 7, January 2014

Globalisation has paved the way to increased competition and has re-established
the fact - survival of the fittest. Survival and sustainability emerge as key issues
to ponder in a competitive environment. Firms are now concentrating in designing
activities and practices that give them additional competitive advantage. Human
Resource Management has emerged as one such area with the belief that
management of people gives a cutting edge for establishing a competitive
advantage for a firm. Effective HR practices result in committed workforce, which
can contribute towards firms growth. Adequate addressing of employee needs
reduces attrition rate and hence dedicated and talented employees are retained,
which become an asset for the firm. Retention of talented workforce and designing
of good HR practices have greatly assisted organisation to achieve competitive
advantage over other firms. This paper will highlight few core HR practices
undertaken by firms that have resulted in achieving competitive advantage. It will
also aim to indicate drivers to achieving competitive advantage through effective
HR practices.
Sri

Venkateswara

University

(SVU)

January 8, 2015
Abstract:
Recognition of recruitment as a strategic issue led to increased research on matters
related to recruitment both at the organizational and industry level. Many
organizations started using innovative recruitment practices for procuring the
talented employees. Human resources are critical to the development of Indian IT
industry. The objective of the study is to identify and analyse the sources of
recruitment adopted by IT companies and Consultant firms. It is evaluated the
sources with respect to Walk-ins, Word-of-Mouth, Job fairs, Job Portals/Websites
and Campus recruitment. There is a significant difference between IT companies
recruiting on their own and consultants recruiting for others with regard to sources
of recruitment. Suggestions are made to improve and utilize the sources of
recruitment to maximum extent.

EMPLOYEE ATTRITION BEHAVIOR-CAUSES AND CONSEQUENSES

*B. Ravi Shankar, **Abdul Muneera
ABSTRACT
Attrition is one of the major problems faced by HR professionals across the world.
It is the most burning issue for HR department, high attrition rates lead to many
issues in the boundary of HR people like losing the talents and knowledge, cost
related to training & administration, recruitment etc. This is because today
businesses are more dependent upon their human assets to survive and thrive. All
this has a significant impact on the strength of a company in managing their
business in a competitive environment. The employee turnover springs up as a vital
issue in IT businesses and causes huge financial loss to the industry. The objective
is to find the behavior of IT professionals towards their jab in Hyderabad city and
what causes to the employee attrition behavior. The Level of job satisfaction,
career growth, salary, working conditions, job related stress and personal problems
and its reasons for employee attrition. The paper consists of four sections i.e.
introduction, review of literature; research methodology; results & discussion and
conclusion.

Effective use of social media recruiting

Arunima Khullar, Prakhar Pandey
Abstract
With the rapid evolution of digital media, online presence is becoming a front
runner factor for the success of business and entities, alike. Tapping on the pace of
this evolution, socially active employers are transcending towards social media
platforms and online portals for attracting and sourcing talent. What attracts these
organisations is ease of access, continuous availability, spontaneity and
transparency. At forefront of this change is human resources department, which
plays the dynamic role of designing strategies for attracting talent digitally while
making sure that the digital footprint of the company is constantly evolving. This
research paper delineates the digital media presence of nearly 50 companies that
are categorised in accordance of industry and employee strength. The paper further
probes into the digital practices followed by a selected few of these 50 companies,
by studying their efforts in social media, their approach towards change in

recruiting policies, benefits derived and management level interventions taken to

promote this change.

Integrating global mobility and global talent management: Exploring the

challenges and strategic opportunities

David G. Collings,

Abstract
Although global mobility represents an important element of many multinational
enterprise's (MNEs) global talent management systems, the two areas of practice
have largely been decoupled in research and practice. The current paper aims to
build a dialog around the integration of these two important areas of practice and
illustrate how the integration of global mobility and global talent management can
contribute to the success of the MNE. Human capital and social capital theories are
introduced as theoretical frames for the integration of the two areas and global
talent pools and routines for managing global staffing flows are introduced as key
organizational routines that can maximize the contribution of global mobility to the
MNE. The paper also considers challenges and opportunities for the integration of
mobility and talent and outlines some directions for future study.

Hoshin Kanri planning process in human resource management: recruitment in a

high-tech firm
04 Feb 2013
Abstract
The Hoshin Kanri (HK) planning process is widely used in Japanese and Western
companies for strategy planning and performance measurement in the
manufacturing sector. Human resource management (HRM) plays an important
role in business operations; HRM practices have a significant positive effect on
implementing total quality management and on employee and customer
satisfaction. However, HRM has always been considered reactive, uncoordinated,

and unprofessional, delivering poor, slow, and ineffective services. This study
presents the envision, identify, diagnose, prioritise, execute, and review (EIDPER)
model, an extension of HK. EIDPER translates strategies into achievable actions to
fulfil organisational objectives. We introduce a case study to illustrate applying
EIDPER to the recruitment process of the HRM department in a high-tech
manufacturing firm. The approach was successfully applied in the HRM
department of the case company and effectively reduced hiring costs by
US$360,000 in 5 years and improved recruitment cycle time by 40%. Managerial
implications are also discussed at the end of the study.
Social Networking Web Sites in Job Search and Employee Recruitment
1.
Ioannis Nikolaou
APR 2014
The use of professionally and nonprofessionally oriented social networking Web
sites (SNWs), such as LinkedIn and Facebook, has become widespread from both
sides of the Atlantic. The current paper presents and discusses the results of two
surveys conducted in Greece exploring the role of SNWs among employeesjob
seekers and recruitershuman resource professionals. The first study explores how
SNWs are used during job search activities and the second how recruiters use them
in the attraction recruitment and screening process. Special note is given in the
relationship between SNWs and the more established Internet job boards. Our
results showed that job seekers still seem to use job boards more extensively than
SNWs. It is interesting to note that the association between LinkedIn usage and its
effectiveness, on the one hand, and time spent on SNWs and LinkedIn
effectiveness, on the other, is stronger for passive candidates, demonstrating the
important role of SNWs for attracting passive candidates. HR professionals are
more engaged in LinkedIn than Facebook and were considering the former as more
effective than the latter in the recruitment process. The current study sheds more
light in the use of SNWs, being one of the first studies conducted in a non-English
speaking country.