Recruitment and Selection

Brazil and The Netherlands

Abhishek Samant s2705371Aditya Kakaktar s2705940Karim El Baghdadi s2613273Karina Kaufman s2733557

AgendaIntroduction:What is Recruitment?Methods of RecruitmentWhat is Selection?Sources of Selection

Differences in Recruitment in Brazil and The NetherlandsPolitical issuesCultural IssuesRecruitment in BrazilSelection in BrazilRecruitment in the NetherlandsSelection in The Netherlands

Conclusion:Similarities and differencesRecruitment strategies

Recruitment

Objective is to identify and attract job applicants

The recruitment process:Specify the job requirementsIdentify the pool of potential job

applicantsSelect methods of recruitment

Methods of Recruitment• Internal recruitment• External recruitment• Flexible resources• Applicant initiated• Employee referrals• Employee networks• Advertisements• Employment

websites• Social Media• SMS

• Colleges and placement offices

• Employment agencies

• Executive search firms

• Professional associations and meetings

• Social service agencies

• Outplacement services

• Job fairs• Co-ops and

internships

Social media is everywhere!

Selection• Is the process of discovering the

qualification & characteristics of the job applicant in order to establish their likely suitability for job position.

• A good selection requires a methodical approach to the problem of finding the best matched person for the job.

Methods of Selection

• Interviews• CV analysis• Assessment Centre• Practical Tests• Psychometrics Test• Group Dynamic• Portfolio and Work Sample• Panel

Political Issues

BRAZIL• Military Regime from

1964 to 1985• 1990 openness.

Privatization and economic deregulation Multinational companies going to Brazil.

• Member of Mercosul since 1991

• Political and economic leader in Latin America

• BRIC

The Netherlands• Part of European

Union since 1950• Member of

BENELUX (year)• Conflict between

Netherland’s politicians and policies laid down by the European Union

Cultural Issues

WHAT IS CULTURE?“A system of values and norms that are shared among a group of people and that when taken together constitute a design for living”.(Hills, 2009)

Cultural Issues 5 Dimension Model

Recruitment in Brazil

• Research in 2005• 22% Internal Referrals• 19% Executive Search Firms• 77% of the CV’s non selected

become database and 86% keep the CV’s for more than 1 year

(Source: Manager Assessoria, (2005). In. Andrade, K. M. (2009), Recrutramento e seleção. São Paulo

Recruitment in Brazil

• Preference for Internal Recruitment.• Open Internal Recruitment• In-house recruitment and for strategic position

executive search firms• Recruitment is centralized in the HR department• Always seeking talents.• Job fairs, internships, referrals and executive

search agency .• Branded communication message.• Social medias such as Linkedin, Facebook and

Twitter

(Source: Interview with the HR director of a MN telecommunication company in Brazil )

Recruitment in The Netherlands

Selection in Brazil

Dynamics

Outsourced Services

Technical Analysis

Psychological Analysis

Internal Referral

Internal Recruitment

CV’s

CV Analysis

Interview

Selection in The Netherlands

Similarities and Differences

• Try before you buy!: Offer internship or apprenticeship opportunities for high school or college students.

• Employee Referrals: reward employees by providing a monetary incentive for referred candidates.

• Stay in touch: With talented people who leave the company, and use them as sources for finding new talent.

• Network: With clients, customers and suppliers and other business associates for your recruiting needs.

• Recruit: From local colleges and universities.

Recommendation

WHO WANTS CHOCOLATE???

??

Activity

What are the highest Hofstede dimension of The Netherlands and Brazil?

A) Masculinity and Power Distance

B) Individualism and Uncertain Avoidance

C) Uncertain Avoidance and Power Distance

D) Long Term Orientation and Individualism

• Andrade, K. M. (2009). Recrutramento e seleção. São Paulo. • Domingues, C. R. & Bueno, J. M. (2008). International management and Brazilian national

culture: approaches and contact points. Revista Brasileira de Estratégia, 1 (1), 89-105. • Dowling, P. & Welch, D. (2005). International human resource management: Managing

people in a multinational context. Italy: Thomson.

• Heneman, H. G. & Judge, T. A. (2009). Staffing organizations. Middleton : McGraw-Hill.

• Hill, C. W. (2009). International business: Competing in the global marketplace. New York: McGraw-Hill Irwin.

 • Hofmann, O. (2008). Via Web. Retrieved April 25, 2010, from Via-Web.de:

http://www.via-web.de/271.html

• Hofstede, G. & Hofstede, G. J. (2005). Cultures and organizations: Softwares of the mind. New York: McGraw-Hill.

• Prates, M. A. S. & Barros, B. T. (1999). O Estilo brasileiro de administrar. In.: Prestes Motta, F. C. & Caldas, M. P. (Orgs.) Cultura organizacional e cultura brasileira. São Paulo: Atlas.

• Tanure, B & Duarte, R.G. (2006). O impacto da diversidade cultural na gestão internacional. São Paulo: Saraiva.

References

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