International Research Journal of Humanities, Engineering & Pharmaceutical Sciences, Vol. 1, Issue 7, January 2014Globalisation 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, 2015Abstract:

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 recruitingArunima Khullar,Prakhar PandeyAbstractWith the rapid evolution of digital media, online presence is becoming a frontrunner 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,

AbstractAlthough 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 firm04 Feb 2013AbstractThe 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 Recruitment1. Ioannis NikolaouAPR 2014The 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.