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Ac 26 assess the strengths and weaknesses of

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AC2.6:Assess the strengths and weaknesses of different methods of recruitment and selection.Companies can approach employee recruiting and selection methods with having a reactive or aproactive aspect. Internal recruitment, external recruitment, and the third-party sourcing are three mostcommonly used methods for the company (Brown, 2011).The following table is about strengths and weaknesses of these methods.Recruitment and SelectionMethodsStrengthsWeaknessesInternal sourcing·Selection of talentedcandidate (precognition ofcandidates’ strong andweak points/areas)·Candidates are familiarwith the business culture& values·Less time consuming·Productive relative to thecost·Options or choices arelimited·Candidates who are failedbecome disconnected·Time wasted interviewinginside applicants who willnot be considered·Favouritism/BiasExternal sourcing·Great choice foremployee selection·Well-balanced HR mix·Equality·Environmentaladaptability·No cost-effective butexpensive·Problematic issues withadaptability·Selection could be wrongby selecting irrelevantcandidate
Third-party sourcing·Takes candidates fromevery branch required·Less partiality·Talented candidates canbe placed for roles·Easy access to masses·Minimum recruitmentcost·Time consumingapproach due to a hugenumber of applicants·Wrong recruitment·Time lossSource (Brown, 2011)Below table shows advantages & disadvantages of different selection methods.MethodAdvantagesDisadvantagesIndividual InterviewingBody language and facialexpressions are clearer/develop a relationship/ lessstressful for the candidateTime consuming/ more biasresponses/ Stage fright of thecandidate and might not getthe outcome desired.Assessment CentresCan be adaptable to all type ofposition/ All candidates aremeasured objectively to thesame criteriaTime consuming/administration costs (food &beverages)Can give false hopes tocandidatesQuestion 6: Retention & TurnoverAC 3.1:In this part of the submission you must provide examples of why people leave or stay withorganizations.Question 7: Lawful Practice for Managing Dismissal, Retirement and Redundancies.AC4.1Advise organisations on good practice in the management of Dismissals, redundancies andretirements that complies with current legislation.
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References:?q=gdp+uk+2008&rlz=1C1CHZL_enQA846QA846&oq=GDP+UK+2008&aqs=chrome.0.0l8.7984j0j7&sourceid=chrome&ie=UTF-8?q=GDP+qatar+2008&rlz=1C1CHZL_enQA846QA846&oq=GDP+qatar+2008&aqs=chrome..69i57.5541j0j7&sourceid=chrome&ie=UTF-8Taylor, S. 2010. Resourcing and Talent Management, 5th edition. London: CIPDAvado - cipdcampus.avadolearning.com – CIPD level 5 – 5RST – Study materialCIPD - cipd.co.uk – Redundancy & RetirementJohn Philpott, ‘Labour Cost Savings from Alternatives to Redundancy’, 2009, CIPD Impact journal, issue27Brown, J. (2011). The Complete Guide to Recruitment: A Step-by-step Approach to Selecting, Assessingand Hiring the Right People. London: Kogan Page.
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Winter
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CIPD, labour market, UDC

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