Recruitment in a company is an obligated part when we are looking for a job. It is necessary to pass job interviews, and a selection is made before the interview in order to select the best candidate. Recruitment involves costs, but not just financial costs. We have the cost of time, cost of training, cost of money. Various persons are implicated when we recruit someone. There is the HR department in its entire form, then we can have the Manager of the concerned department, the CEO of the company in some cases, etc.
In the IT department, and when we recruit with the help of another company, called a software company, we have several interviews (2 at least) with the client company, and an interview with the software company. It could be stressful for the applicant, but we have to do this in order to check all the knowledge. There are many applicants in the IT and commercial jobs.
[...] All the employees of the company can profit from it. The shareholding makes possible to employees to be able to become shareholders of the company, in an optional way. More and more companies develop this policy by the setting up of a saving plan, with preferential conditions of investment. ✓ The statutory peripherals The statutory peripherals correspond to all of the elements which could be personalized, like the complement of retirement, company car, fringe benefits (travel, gift), travelling expenses, expenses for the representation of the company, company flat, personal phone, attendance fees, member of a professional organization. [...]
[...] The North American companies know an increasing and important competition and moreover a lack of competencies. As a consequence, they have big difficulties to recruit and make loyal new talents. The HR Managers of these companies then decided to take as a starting point the advertising campaigns and means of communication which are used by the American companies to distribute and sell their products. They thus chose to “market” Human Resources. To “market” a product is to make attractive the service or the product on a market. [...]
[...] It is them who have the strongest waiting and strongest desire of evolution towards the software firms. Today, for some young people coming from high formations, universities or schools of engineers, work is not regarded any more as a goal but as a mean. This catch of distance is one of the reasons for which the graduates have less and less scruples to change company. They can indeed pass from a company to another, from a competitor to another, and this in a very little laps of time. [...]
[...] it is advisable to not prevent the employee from breaking the work contract. As for the non-competition clause, it must absolutely specify the circumstances in which the employees will be held to refund, the duration of the engagement of employees and the amount of the reimbursement. These two clauses have a psychological effect on the employee. The risk of going in front of the Court of the Arbitration if the clause is not respected can frighten the young engineer and encourage him to remain in the company. [...]
[...] The relations and the communication between these two people are determining. The manager must integrate the employee and make comprehensible to him the main direction of his work. Indeed, an individual (or a team) who knows the precise direction of his role and his tasks will have a greater motivation and will remain longer in the company. Moreover, he also has to create a social climate, as well as a favorable environment in the company. The first factor of development of consumer loyalty is the recognition on behalf of his/her superior. [...]
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