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Essay / Research Paper Abstract
A 10 page paper answering two questions. The first discusses two very different organizations to illustrate how different types of businesses need to use different recruiting techniques. The second question asks for an organizational example of why single textbook approaches alone are not enough to achieve real motivation. Bibliography lists 6 sources.
Page Count:
10 pages (~225 words per page)
File: CC6_KShrSelMoti.rtf
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Unformatted sample text from the term paper:
or problems lead to different recruitment practices. Different industries, different specialties and different levels of education, training or experience are some of the
primary factors that lead organizations to exercise different recruitment practices. Bowin and Harvey (2001) write that recruiting "may be defined as the process of seeking, attracting and identifying a
pool of qualified candidates in sufficient numbers to fill current and future workforce needs" (p. 98). Drucker (1992) notes that "every organization is in competition for its most essential
resource: qualified, knowledgeable people" (p. 95). Hillenbrand Industries Headquartered in Batesville, Indiana, Hillenbrand Industries (NYSE:HB) is a $2.1 billion holding company under which
three separate companies operate. These companies "make and provide products and services for the health care and funeral services industries" (About Us, 2004). Hill-Rom offers facilities assessment and
a wide range of health care equipment such as hospital beds, stretchers, communication centers, headwalls and other items of traditional hospital room furniture. Batesville Casket makes and delivers caskets
across the nation; and Forethought provides "insurance and trust products designed to fund pre-arranged funerals" (About Us, 2004). As he was preparing his
annual report for the compensation committee, David Robertson, vice president of administration, made a simple observation. While leaders could measure and adjust pay and benefits packages against the market, nobody
ever asked how the $2.1 billion companys talent matched up against the competition (Drickhamer, 2003; p. 52). Hillenbrands CEO thought the question was
a good one, so good that he charged Robertson with discovering the answer. "Robertson eventually alighted on a leadership assessment and development tool known as topgrading, a strategy popularized
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