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How to attract, recruit and make loyal employees in the software firms?

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  1. Introduction
  2. The marketing in HR or how to attract rare competencies more easily
  3. Young engineers, software firms and development of consumer loyalty
  4. The sales forces and the problem of the important turnover
  5. Levers and limits of the development of consumer loyalty in the software firms
  6. Conclusion

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. [...]

[...] In a second time, the interests of the development of the consumer loyalty for the software firms are multiple. Recruitment has a cost and the cost of recruitment of a graduate is relatively high (cost of time, loss of time for different managers of the company, and loss of time involve loss of money for the company). Competencies being more and more rare on the labor market due to a the full employment and a great competition on the service market data processing, the company has all the interest to keep his new entrant, and this for several reasons : ? to avoid the over costs of new recruitments, which are very expensive for both company and the engineer ? to observe a return on investment (observable at the end of 2 years at least) ? to avoid the upheavals in the organization of the team projects, this involves irremediably invisible costs (lack of effectiveness, overload of work, period of adaptation for the new employee, training cost possibly exempted, lack of motivation of the team, impact on the work environment and the social climate of the company? Waiting from the software firms to the young graduates of the schools engineers or the universities with scientific consonances are primarily expressed in terms of relational qualities and individual competencies. [...]

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