Recruitment and Selection
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The document summarizes recruitment and selection practices in Brazil and the Netherlands. It discusses methods of recruitment like job fairs, internships, and social media. Cultural issues that impact recruitment like power distance and individualism are examined based on Hofstede's 5 dimensions model. Key differences are noted, such as a preference for internal recruitment in Brazil versus more external recruitment in the Netherlands. The conclusion discusses recommendations for recruitment strategies that could leverage similarities while addressing cultural differences between the two countries.
Recruitment and Selection
- 1. Recruitment and SelectionBrazil and The NetherlandsAbhishekSamant s2705371AdityaKakaktar s2705940Karim El Baghdadi s2613273Karina Kaufman s2733557
- 2. AgendaIntroduction:What is Recruitment?Methods of RecruitmentWhat is Selection?Sources of SelectionDifferences in Recruitment in Brazil and The NetherlandsPolitical issuesCultural IssuesRecruitment in BrazilSelection in BrazilRecruitment in the NetherlandsSelection in The NetherlandsConclusion:Similarities and differencesRecruitment strategies
- 3. RecruitmentObjective is to identifyandattractjob applicants The recruitment process:Specify the job requirements
- 4. Identify the pool of potential job applicants
- 5. Select methods of recruitment Methods of RecruitmentColleges and placement offices
- 8. Professional associations and meetings
- 11. Job fairs
- 12. Co-ops and internships
- 19. Advertisements
- 21. Social Media
- 22. SMSSocial media is everywhere!
- 23. SelectionIs the process of discovering the qualification & characteristics of the job applicant in order to establish their likely suitability for job position.A good selection requires a methodical approach to the problem of finding the best matched person for the job.
- 24. Methods of SelectionInterviewsCV analysisAssessment CentrePractical TestsPsychometrics TestGroup DynamicPortfolio and Work SamplePanel
- 25. Political IssuesThe NetherlandsBRAZILMilitary Regime from 1964 to 1985
- 26. 1990 openness. Privatization and economic deregulation Multinational companies going to Brazil.
- 27. Member of Mercosul since 1991
- 28. Political and economic leader in Latin America
- 29. BRIC
- 30. Part of European Union since 1950
- 31. Member of BENELUX (year)
- 32. Conflict between Netherland’s politicians and policies laid down by the European UnionCultural IssuesWHAT IS CULTURE?“A system of values and norms that are shared among a group of people and that when taken together constitute a design for living”.(Hills, 2009)
- 33. Cultural Issues 5 Dimension Model
- 34. Recruitment in BrazilResearch in 200522% Internal Referrals19% Executive Search Firms77% of the CV’s non selected become database and 86% keep the CV’s for more than 1 year (Source: Manager Assessoria, (2005). In. Andrade, K. M. (2009), Recrutramentoeseleção. São Paulo
- 35. Recruitment in BrazilPreference for Internal Recruitment.Open Internal RecruitmentIn-house recruitment and for strategic position executive search firmsRecruitment is centralized in the HR departmentAlways seeking talents.Job fairs, internships, referrals and executive search agency .Branded communication message.Social medias such as Linkedin, Facebookand Twitter(Source: Interview with the HR director of a MN telecommunication company in Brazil )
- 36. Recruitment in The Netherlands
- 37. Selection in BrazilCV AnalysisInterviewInternal ReferralPsychological AnalysisTechnical AnalysisOutsourced ServicesInternal RecruitmentCV’sDynamics
- 38. Selection in The Netherlands
- 40. Try before you buy!: Offer internship or apprenticeship opportunities for high school or college students. Employee Referrals: reward employees by providing a monetary incentive for referred candidates.Stay in touch: With talented people who leave the company, and use them as sources for finding new talent.Network: With clients, customers and suppliers and other business associates for your recruiting needs.Recruit: From local colleges and universities. Recommendation
- 42. What are the highest Hofstede dimension of The Netherlands and Brazil?Masculinity and Power DistanceIndividualism and Uncertain AvoidanceC) Uncertain Avoidance and Power DistanceD) Long Term Orientation and Individualism
- 43. Andrade, K. M. (2009). Recrutramentoeseleção. São Paulo.Domingues, C. R. & Bueno, J. M. (2008). International management and Brazilian national culture: approaches and contact points. RevistaBrasileira de Estratégia, 1 (1), 89-105. Dowling, P. & Welch, D. (2005). International human resource management: Managing people in a multinational context. Italy: Thomson.Heneman, H. G. & Judge, T. A. (2009). Staffing organizations. Middleton : McGraw-Hill.Hill, C. W. (2009). International business: Competing in the global marketplace. New York: McGraw-Hill Irwin. Hofmann, O. (2008). Via Web. Retrieved April 25, 2010, from Via-Web.de: http://www.via-web.de/271.htmlHofstede, G. & Hofstede, G. J. (2005). Cultures and organizations: Softwares of the mind. New York: McGraw-Hill.Prates, M. A. S. & Barros, B. T. (1999). O Estilobrasileiro de administrar. In.: Prestes Motta, F. C. & Caldas, M. P. (Orgs.) Culturaorganizacionaleculturabrasileira. São Paulo: Atlas.Tanure, B & Duarte, R.G. (2006). O impactodadiversidade cultural nagestãointernacional. São Paulo: Saraiva.References
- 44. THANK YOU!
Editor's Notes
- #12: 132 HR managers from companies with more than 1,000 of employees