Analysis of recruiting process in multinational companies from management perspective

Recruiting process acquired nowadays huge importance and its operated is considered now very important due to also the fact people in company have a crucial role. This thesis interrogate on why and how Human Resources departments decide to use some techniques and tools instead of others. One of the aim is also understand if a common path exist and if a standard procedures can be used in every case or if a procedures can be used only for some business. Literature review for this project is devoted to understand better both the psychological and classical parts and also to management part, to understand how it is possible mapping this complex phenomenon, studying, collecting information and arriving to a possible solution. To achieve these goals, several companies are interviewed to understand better how they hire people and why they prefer a candidate instead of another. To collect these kind of information, a particular tool is provided to companies. This tool consist of few crucial answers on which start a dialogue with HR departments and investigate on their methods. To collect similar and comparable information, only multination companies are interviewed due to also the fact that only these big companies have to face problems regards globalization, team works, cultural differences in teamwork and new technology. Both three main pillars are crucial for this kind of research. After having collecting data, a new obstacle occurs: how find an instrument useful to show all data collected and which dimensions chose to evaluate companies? To do this, a matrix with two flexible axis is chosen. Horizontal axis is called HR Strategy and takes into account the level of presence in the HR in the corporation, the level of communication among different departments and they can work together to achieve new objectives. Vertical axis is called PMS (Performance Measurement System) and it is the collection of all instruments used by HR to recruit new candidates. This last axis is divided in three main blocks and it pass from a low level where internal recruiting is not used to an high level where several instruments are used internally. After have populated the matrix, companies are grouped together in order to find similarities and differences that can be able to explain these groups but also possible paths to pass from a group to another. Finally the matrix can be divided in four parts, each one characterized by a level of PMS and a level of HR Strategy and from the information acquired before, it is possible to explain why and how pass from a bottom part (low interest for PMS or for HR in general) to a top part. From the interviews emerge a group of companies that excel in their recruiting processes. Even if they can be incorporated in the group present in the top part, they stay in a different group to show how it is possible to change group and improve own processes. In the end , other considerations about Human Resources issue or possible future use of this research are provide to also demonstrate advantages and disadvantages of this way to investigate in the companies to find how HR choose people and how these two dimensions chosen can influence this critical issue.