Proposed Recruitment and Selection Plan

Proposed Recruitment and Selection Plan
Student’s Name:
Institutional Affiliation:
Internal Recruitment
Strengths
Internal recruitment is the process of hiring individuals from within an organization’s existing workforce. The outstanding strength of recruiting internally is that hiring costs are significantly low. The expenses associated with recruitment agencies and advertising for positions are foregone when hiring internally. The saved resources are redirected to other departments that further the organization’s main interests. Internal recruitment also saves firms the cost of time spent on training external candidates that do not fully understand the dynamics of the organization. By hiring internally, firms receive individuals that are familiar with the operations and as such do not require extra training and adapt seamlessly with minimal downtime (Pinnington et al., 2007).
Current employees will potentially be the top candidates due to having inside knowledge, experience and training in Fresh Thyme’s policies and procedures. It is beneficial to recruit internally as it promotes employee motivation, and sustains Fresh Thyme’s knowledge and culture. Current employees may be seeking advancement within the company. This consideration of advancement will provide dual benefits as it will give the employee intrinsic job satisfaction in feeling that they may be rewarded for a job-well-done, while simultaneously meeting the company’s objective of attracting applicants.
Weaknesses
The biggest concern in this instance would be the ripple effect.

By promoting an internal employee from another store or division, that employee will now have to be replaced, and the entire system of recruiting, selection and hiring will be necessary for that now-vacant position. Internal recruitment also causes lack of diversity in the workplace since there is no introduction of new employees that evoke innovation and present different perspectives. By recruiting individuals from within, organizations limit the number of potential applicants that have the power to execute new and competitive ideas.
Internal recruitment causes resentment and animosity among the employees that are not appointed or promoted. Discord is created in the workplace when an individual is promoted to another employee that feels deserving of the same recognition. Morale is negatively affected as the employees that are not promoted feel neglected and unappreciated which consequently affects the entire organization. To avoid resentment and jealousy, it is crucial to monitor the dynamics of the workplace and clarify roles and expectations, especially when promoting a cohort to a management position over fellow employees (Pinnington et al., 2007).
External Recruitment
Strengths
External recruiting means to solicit job applicants that are not currently employed by Fresh Thyme Farmers Market. The outstanding benefit of hiring from outside is the vast pool of candidates at disposal. External recruitment provides the employer with limitless options that increase the chances of finding the required candidate. Outside recruitment also opens up numerous opportunities to attract experienced and highly-competent and skilled individuals that will help the organization realize its diversity obligations. Modern organizations are required to present a comfortable work environment that sustains the growing diversity among employees. Since external recruitment is open and wide, there are increased chances for applicants to find positions through fair means of recruitment.
External recruitment ignites a competitive spirit from the existing employees that seek to declare superiority over the new recruits. Healthy competition between internal and external employees is beneficial to the organization and should be encouraged. Also, there is a less internal influence when hiring from outside which results in the selection of a qualified candidate that is neutral to the politics of the existing workforce. External recruitment results in the generation of creative and innovative ideas from the outside recruits that introduce different and fresh perspectives to the organization.
Weaknesses
The recruitment of individuals with limited knowledge about the organization is a limitation of the external recruitment strategy. There is a high risk that the selected candidate will fail to fit into the existing culture and may require additional training and time to adapt to the new work environment. External recruitment further damages the morale of existing employees that feel the opportunities for career development are reduced with the hiring of outside personnel. The decline in employee morale consequently results in decreased productivity. External recruitment requires advertising which is costly especially on major job boards on television and newspapers. The strategy also and time-consuming which makes external recruitment a tedious process. The recruitment process involves writing the job description, locating the suitable place to advertise and attending job fairs. The selection process includes the shortlisting of candidates and conducting interviews (Pinnington et al., 2007).
Salary Range of the Managing Director
This analysis believes that based on the analysis of salary ranges, the managing director will be paid $700,000 to $150,000 annually based on the scope of activities and assigned roles. This salary will further include remunerations of $50,000 every year and medical insurance of $100,000 for the entire year. However, the above salary range will be adjusted based on the company’s performance in terms of sales and overall profitability.
Recommendations
The management position should be awarded occupational benefits such as paid vacations and short working hours. Such benefits will incentivize the store director to carry out the designated responsibilities effectively. A career management plan is crucial as it enables the employee to track the career development and measure efficiency. The career development plan should focus on career goals attainment and describe the strategies to achieve the set goal in a pre-determined period. Performance management measures outline employees’ status, compensation, and opportunities for advancement. As such, the performance management strategy should include practices that support fair and precise assessments of staff performance.
References
Pinnington, A. H., Macklin, R., & Campbell, T. (2007). Human Resource Management: Ethics and Employment. Oxford: Oxford University Press.