rt in attracting candidates may be more suited to SMC. This approach redefined staffing criteria. As Bergdahl (2004, p. 42) explains, ôThey hire æcan doÆ people with an optimistic outlook, positive attitude, train them in the Wal-Mart Way and set extremely aggressive standards for individual and team performance.ö SMC offers skills training that is suited to this criteria.
For accounting/finance employees, investing in employee development is one way of recruiting the best candidates. The American Banking Association maintains that a lucrative benefits package and investment in employee development are the surest methods of attracting the ôbest and brightestö candidates, (Cocheo, 2003, p. 43). In-house training, offsite finance schools, video-based training, and tuition reimbursement often help recruit the best finance/accounting candidates.
For new manufacturing employees, it may be wise to cull temporary-employee firms and resource pools. Those in temporary positions are often qualified employees looking for permanent work. According to Tyler (2004, p. 97), ôMany temporary employees are looking for permanent positions-74 percent according to the American Staffing Association.ö Such a strategy will offer qualified candidates with good experience and references who seek permanent positions.
Another recruiting strategy is to do an in-house staffing check to ensure that candidates being recruited are the kinds of employees required. For example, employees should be asked for feedback to see if more full-time staff is required in their department or position. Likewise, before hiring new candidates for positions that already exists, it might be wise to determine if different skills sets are necessary. As Lee (2005, p.
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