Recruiting as a Marketing Function
While a low unemployment rate is desirable, its location below the threshold of 5%, a level considered by many economists to be the full employment rate, presents disadvantages for the local economy and puts employers in difficulty. According to the statistics made by the National Employment Agency on 04/30/2015, Bihor County has an unemployment rate of 3,741 TP3T, i.e. 10,339 registered unemployed with or without compensation, below the national average of 5,121 TP3T from the same date. This situation leads to unfilled job vacancies, both for specialists and general workers, and can be an unattractive environment for investors.
The shortage of human resources can have both demographic causes and can also be the result of a wave of economic growth. Regardless of the causes, this situation forces the HR function to transform into a marketing function and promote job vacancies as well as products sold by companies, posting job ads and waiting for candidates to apply is no longer enough.
Some of the methods used by companies are: redefining positions, emphasizing benefits, advertising in social media, radio, means of transportation, job presentation events, job fairs, collaborations with educational institutions, non-profit organizations, attraction campaigns candidates through involvement in social responsibility actions, etc. These methods are effective, but have limitations to the qualitative and quantitative potential of the area and do not have a positive impact on the quality of work because the standards decrease in an attempt to reach numerical recruitment objectives while maintaining the salary level low. Under these conditions, the natural orientation is towards relocation, salary increases and human resource retention strategies.
Attracting employees from other geographical areas involves high recruitment costs and should not be left solely on the shoulders of companies. In the relocation decision, a candidate considers, apart from the benefits package offered by the company, the standard of living of the area in which he is going to work, the infrastructure, the quality of educational and health institutions, the crime rate, relaxation options and free time . Rethinking the strategies of attracting human resources by companies is a solution, but only in the short term, as long as it is not correlated with the development strategy of the area.
While a low unemployment rate is desirable, its location below the threshold of 5%, a level considered by many economists to be the full employment rate, presents disadvantages for the local economy and puts employers in difficulty. According to the statistics made by the National Employment Agency on 04/30/2015, Bihor County has an unemployment rate of 3,741 TP3T, i.e. 10,339 registered unemployed with or without compensation, below the national average of 5,121 TP3T from the same date. This situation leads to unfilled job vacancies, both for specialists and general workers, and can be an unattractive environment for investors.
The shortage of human resources can have both demographic causes and can also be the result of a wave of economic growth. Regardless of the causes, this situation forces the HR function to transform into a marketing function and promote job vacancies as well as products sold by companies, posting job ads and waiting for candidates to apply is no longer enough.
Some of the methods used by companies are: redefining positions, emphasizing benefits, advertising in social media, radio, means of transportation, job presentation events, job fairs, collaborations with educational institutions, non-profit organizations, attraction campaigns candidates through involvement in social responsibility actions, etc. These methods are effective, but have limitations to the qualitative and quantitative potential of the area and do not have a positive impact on the quality of work because the standards decrease in an attempt to reach numerical recruitment objectives while maintaining the salary level low. Under these conditions, the natural orientation is towards relocation, salary increases and human resource retention strategies.
Attracting employees from other geographical areas involves high recruitment costs and should not be left solely on the shoulders of companies. In the relocation decision, a candidate considers, apart from the benefits package offered by the company, the standard of living of the area in which he is going to work, the infrastructure, the quality of educational and health institutions, the crime rate, relaxation options and free time . Rethinking the strategies of attracting human resources by companies is a solution, but only in the short term, as long as it is not correlated with the development strategy of the area.
