Recent years have seen the inclusion of new management practices in the recruitment process. These changes, are a sign of awareness of the company's awareness of the strategic aspect of recruitment, and derive from an increasingly competitive labor market.
HR marketing: This concept is then defined, as a tool that responds to specific cases and conditions that raise new issues
[...] As we have said previously, young employees prefer a relationship based on partnership; a relationship to which trust and credibility are central. Loyalty is now dependant on the ability to ensure a share in the company after hiring, and perpetuate the message before hiring. This promise muse then is translated into action. First requirement of any political loyalty: management integration. Graduates hope to work in tandem with their employers as has been discussed earlier. This mandate reflects a certain anxiety vis-à-vis integration, and requires special attention from the employer. [...]
[...] For companies this means the ability to offer visible on development paths within the company instead of just making speeches promising huge opportunities. This now seems more crucial in view of the increased faithfulness of young people towards the organizations they work for. Once recruited, companies should aim to retain their new-hires. Thus in large-scale companies, career management policies are implemented to motivate all employees and especially newcomers, says S. Eckermann. Succession plans are well established by the management of human resources. [...]
[...] The challenge faced by most new companies is the formation of a strategy that will enable them to be liked by young people. Building on innovative actions in the field: The firm Universum, which specializes in employer branding consultancy, says that companies that have the best image among young people are those who conduct campus recruitment programs. The popularization of this practice is evidence of the generalization of HR marketing. Companies have thus redefined the mode of action focusing on hiring in the most productive manner. [...]
[...] In the field, failures are numerous, and are explained in most cases by the inability of companies to implement the codes and the spirit of these media. In other words, to appeal to younger employees, it is better to be content with traditional tools that reflect the employer's brand. Many reactions show that whereas young people are influenced by the image of the employers, they are also having a sophisticated taste in advertising. It is noteworthy the target generation that has bee named ‘generation Y by the ‘marketer' is that of children who have grown up in a consumerist society, and are, from a very young age, exposed to extensive advertising which has no limits. [...]
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