netrashetty
Netra Shetty
OfficeMax (NYSE: OMX), is an office supplies retailer that was founded in 1988 and is headquartered in Naperville, Illinois. In terms of sales and store locations, it is the third largest office supplies retailer in the United States, behind Staples and Office Depot.
The answer is that technology can and will over time significantly improve the efficiency and the quality of recruiting, but it must be adapted with care and only after a strategy and implementation process is in place.
Technology bought because it is in favor at the time, because the recruiting manager or director likes it, or because the IT department thinks it would be a good idea will most likely fail to be widely accepted. Technology should be implemented according to a master plan that will move the organization down a logical and flexible path toward a technically advanced recruiting function. Random approaches and attempts to implement software, as it is available or according to a fad, inevitably lead to failure.
Well-implemented software can reduce the number of recruiters you need or let you deploy them more effectively where humans still have an edge — in sourcing, branding, and selling your organization to candidates. Let the technology assume the responsibilities for screening and initial assessment. Technology can improve candidate quality, reduce the number of candidates you have to produce before a hire happens, and let you know more about your successful candidates so you can find more of them.
The technology is one of the core issues in almost every area of the business. It becomes a very compulsory tool to make ourselves competitive and challenging for future demands. There are some examples and names of different foreign companies who are using different techniques and technology for their recruiting and staffing functions. These are here with their name, function and the information of the technology they are using. Let’s see that to what extent technology have affected recruitment and staffing.
Staffing
VCG Inc. has released WebPAS 4.0, the newest version of its popular recruiting and staffing software. This software tool includes new functions designed to streamline a number of administrative processes for recruiters. For example, WebPAS now offers e-mail integration with Microsoft Outlook, which allows users to select specific or multiple e-mails with a single click. In addition, the software can generate new job candidate profiles automatically from an e-mail if needed. The software also provides recruiters and staffing managers a complete record of all electronic communications with clients or job candidates related to specific job placements.
Temp Works Software Inc. has created a new web-based job applicant portal for its suite of web-based recruiting and hiring services. By using the new applicant portal, a job candidate can complete online job applications quickly and submit a resume, automatically creating a record within the TempWorks system. The applicant portal also allows prospective employees to search a staffing company’s database of open jobs for positions that may fit their qualifications. Applicants then have the option to view further details, submit an e-mail to alert the staffing company, add a job posting to their list for further review, and e-mail information on a position to a friend or colleague.
A major change in the Commonwealth’s Compensation Management
System is the adoption of pay practices related to base and non-base (see In-
Band Adjustment and In-Band Bonus) pay that reflect the “best practices”
employed by innovative public and private organizations. For discussion of
other non-base pay awards, see Chapter 12 – Rewards and Recognition and
Exceptional Recruitment and Incentive Options outlined in Appendix I.
The intent of these pay practices is to emphasize performance rather
than entitlements, such as across-the-board increases. The pay practices have
been designed to meet the following objectives:
• To establish modern compensation practices.
• To provide management with the capability to reward and recognize
performers.
• To encourage employee growth and career development.
• To reduce reliance on job reallocations.
• To support performance-based salary increases rather than across-the-board
increases.
• To require management accountability.
Previously, there were four predominant methods of providing salary
increases to the Commonwealth’s workforce. These methods included across-
the-board increases, performance increases, promotions and position
reallocations. In all cases, the amount of the salary increases were prescribed
and fixed. With performance and across-the-board increases, the amount was
determined and approved by the Governor and the General Assembly. Flat
percentage increases based on a prescribed number of pay steps were presented
in the promotion and position reallocation policies. Variable increases were
not a significant part of the former compensation system because of the
constraints inherent in a graded pay plan with fixed pay steps.
The answer is that technology can and will over time significantly improve the efficiency and the quality of recruiting, but it must be adapted with care and only after a strategy and implementation process is in place.
Technology bought because it is in favor at the time, because the recruiting manager or director likes it, or because the IT department thinks it would be a good idea will most likely fail to be widely accepted. Technology should be implemented according to a master plan that will move the organization down a logical and flexible path toward a technically advanced recruiting function. Random approaches and attempts to implement software, as it is available or according to a fad, inevitably lead to failure.
Well-implemented software can reduce the number of recruiters you need or let you deploy them more effectively where humans still have an edge — in sourcing, branding, and selling your organization to candidates. Let the technology assume the responsibilities for screening and initial assessment. Technology can improve candidate quality, reduce the number of candidates you have to produce before a hire happens, and let you know more about your successful candidates so you can find more of them.
The technology is one of the core issues in almost every area of the business. It becomes a very compulsory tool to make ourselves competitive and challenging for future demands. There are some examples and names of different foreign companies who are using different techniques and technology for their recruiting and staffing functions. These are here with their name, function and the information of the technology they are using. Let’s see that to what extent technology have affected recruitment and staffing.
Staffing
VCG Inc. has released WebPAS 4.0, the newest version of its popular recruiting and staffing software. This software tool includes new functions designed to streamline a number of administrative processes for recruiters. For example, WebPAS now offers e-mail integration with Microsoft Outlook, which allows users to select specific or multiple e-mails with a single click. In addition, the software can generate new job candidate profiles automatically from an e-mail if needed. The software also provides recruiters and staffing managers a complete record of all electronic communications with clients or job candidates related to specific job placements.
Temp Works Software Inc. has created a new web-based job applicant portal for its suite of web-based recruiting and hiring services. By using the new applicant portal, a job candidate can complete online job applications quickly and submit a resume, automatically creating a record within the TempWorks system. The applicant portal also allows prospective employees to search a staffing company’s database of open jobs for positions that may fit their qualifications. Applicants then have the option to view further details, submit an e-mail to alert the staffing company, add a job posting to their list for further review, and e-mail information on a position to a friend or colleague.
A major change in the Commonwealth’s Compensation Management
System is the adoption of pay practices related to base and non-base (see In-
Band Adjustment and In-Band Bonus) pay that reflect the “best practices”
employed by innovative public and private organizations. For discussion of
other non-base pay awards, see Chapter 12 – Rewards and Recognition and
Exceptional Recruitment and Incentive Options outlined in Appendix I.
The intent of these pay practices is to emphasize performance rather
than entitlements, such as across-the-board increases. The pay practices have
been designed to meet the following objectives:
• To establish modern compensation practices.
• To provide management with the capability to reward and recognize
performers.
• To encourage employee growth and career development.
• To reduce reliance on job reallocations.
• To support performance-based salary increases rather than across-the-board
increases.
• To require management accountability.
Previously, there were four predominant methods of providing salary
increases to the Commonwealth’s workforce. These methods included across-
the-board increases, performance increases, promotions and position
reallocations. In all cases, the amount of the salary increases were prescribed
and fixed. With performance and across-the-board increases, the amount was
determined and approved by the Governor and the General Assembly. Flat
percentage increases based on a prescribed number of pay steps were presented
in the promotion and position reallocation policies. Variable increases were
not a significant part of the former compensation system because of the
constraints inherent in a graded pay plan with fixed pay steps.
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