Introduction
Selecting the “right” personnel is one of the priorities for any company, improving productivity, profit, and employee morale. Such a process requires serious attention from an HR specialist or director since an incompetent approach to choosing a worker can have unpleasant consequences. This paper focuses on research, analysis, and evaluation of the effectiveness of the selection and recruiting of individual systems based on examples in five different companies.
Evaluation of Recruitment Tactics
Salesforce
Salesforce has a team of experts in their field mainly due to the suitable techniques for hiring employees based on five principles: consistency, compliance, equality, transparency, and retention. However, the company implements honest and fair interviews based on an unbiased attitude to applicants, their data, skills, knowledge, competencies, and experience (Lotze, 2019). In particular, the organization focuses on internal recruiting, minimizing the need to hire employees from outside (Anderson, 2021). This system’s advantage is ensuring unhindered recruitment processes and proper staffing within the framework of considering the interests of staff (Anderson, 2021). Salesforce is “fixated” on workers’ experience; one can assume their weakness lies in this tactic. Regardless, the firm is one of the leading, and the requirements for candidates are determined accordingly.
Nvidia
The recruitment process at Nvidia is one of the most modern, innovative, and advanced. The enterprise actively and continuously adheres to reasonably strict standards in selecting employees during special interviews to determine the quality of knowledge, cognitive abilities, and psychological readiness for work (Wambua, 2021). In this case, Nvidia has an excellent opportunity to eliminate “unsuitable applicants” for a position, prioritizing experienced professionals and opening the potential of young talented specialists based on a multicomplex study of data. Regardless, this methodology has such fundamental flaws as the duration of the procedure, multiple stages of competencies testing, and automation of the verification of applications at the initial step in terms of the chances of missing good workers.
The selection of employees to work at Google takes place through a manual review of resumes and subsequent interviews with a candidate, adhering to making decisions based on the consensus of the entire team. The principal advantage of this method is the preference for the best of the best based on cognitive and creative abilities. However, Google’s weakness is significantly relying on the concept of an “ideal” worker in every sense, rejecting an applicant for any reason.
Apple
Apple’s HR management systems are a set of unique strategies for interacting with a “nominee” based on the three key stages: telephone communication, an assessment test, and a final interview. It is noteworthy that at its core, the recruitment process in the corporation is carefully personalized, varying depending on a specialization of a future employee (“What is the recruiting,” n.d.). Such a moment allows Apple to identify an ideal candidate for a proposed position. However, weaknesses of this method lie in the complexity and duration of the procedure (up to 2 months) due to an individual approach to each individual, whether it is a pretender for a role of a seller or a programmer.
Amazon
Hiring employees at Amazon is a complex and painstaking process consisting of 6 main stages. Basically, recruiters appeal to Jeff Bezos’ philosophy of the need to “interview 50 people and hire anyone” (“How the companies that everyone,” n.d., para. 16). In fact, this way, Amazon can select competent workers who fit well into the organization’s culture. The weakness of this tactic is the sky-high setting of standards and “raising the bar,” which does not always seem to be effective, especially in hiring candidates for warehouse positions.
Conclusion
The overhead information represents the unity of the subjective opinions of the student with the actual data on the procedure for hiring employees in organizations. Therefore, Salesforce and Nvidia have the right to occupy high positions in this rating due to incredibly thoughtful and loyal interaction strategies with job seekers. Consequently, Google, Apple, and Amazon occupy the lines below, considering periodically inflated expectations for a candidate for any position, adding tension to relations between an employer and a future employee.
References
Anderson, B.M. (2021). How Salesforce built an effective internal recruiting program using these 5 pillars. Linkedin. Web.
How the companies that everyone wants to work for recruiting their employees. (n.d.). Socialtalent.com, inc. Web.
Lotze, K. (2019). Salesforce’s secrets to its recruiting success. TechnologyAdvice. Web.
Wambua, D.W. (2021). How to land a job at Nvidia: Learn the interview and application process. Career Karma. Web.
What is the recruiting and hiring process of Apple? How does one contact their HR department?. (n.d.). Quora. Web.