New contexts - new forms of Recruitment and Selection

Abstract

To cope with a new reality of economic growth, technological development and widespread employment, Recruitment and Selection has undergone a real revolution in recent years and becomes one of the most challenging - if not the human resources professional. Human resources management, in this reality, is considered essential for the development of the business, not being part of a support area but rather an essential strategic area, which is positioned between internal and external clients and that needs to correspond to the expectations of the different people who have different goals, needs and visions.
On the one hand, the company is in a highly competitive market, in an attempt to attract new talents with adequate skills to organizational development and, on the other hand, candidates are looking for positive organizational climates with career prospects, better wages and benefits.
n this way, contrary to the previous strategy of "post and pray", recruitment has been transformed and the HR professional becomes an e-recruiter, through the use of technology, social networks and job sites, greater proximity and interaction with potential candidates, thus increasing the efficiency and effectiveness of the entire selection process.
In our company we have transferred the recruitment to the relationship. We work well through Linkedin, from which we can feed a database that is fully updated and growing, and we adapt to new forms of contact and capture of new talent, which makes the selection processes more informal and fast . In addition to the search, outreach and headhunting, social recruitment networks have allowed us to work our brand as an employer. Knowing that the market has gone through a supply phase, it is essential for the company to promote its institutional image, which in our case really has the best development of high technology, culture and organizational climate, as well as prospects of career in a leading multinational. The employer branding has increased the hiring of professionals with profile congruent with our company, thus allowing to align the candidates with the values of the same.
The interview is the most important instrument in the selection process and the requirement is high. Our market challenges the HR professional to develop new skills, such as promotion of our company, negotiation and teamwork, as we use more than one interviewer. Generating empathy, having good communication, catching the attention of the interviewee, are extremely important skills. Selection becomes a rich, coresponsibility work.
In a market where hiring is expensive and firing is even more important, it is important to get a full evaluation of our candidate. Today we have a system that allows us to obtain a behavioral evaluation of the same, comparing candidates and still get a correlation with the behavioral profile of its future manager, in order to measure the compatibility between both profiles. This assessment tool is essential, because technical skills are relatively easy to develop, but behavioral skills, not so much, and a dismissal usually comes by
the latter's incompatibility with the requirements of the position, manager or the company culture.
Finally, in our company we have a program to attract new talent through the participation of our own employees. It is a program where we engage all people in the search for new talents through internal people who really know and live the organizational culture and climate and can help us capture talents that fit the profile desired by the company.