The paper “ Outsourcing Human Resource Activities - Measuring the Hidden Costs and Benefits” is an impressive variant of annotated bibliography on human resources. Wehner, C, Giardini, W & Kabst, R. (2012) present their work "Graduates’ reactions to recruitment process outsourcing: a scenario-based study, Human Resource Management Journal, 51(4): 601– 624. This journal penned down by Wehner, Giardini & Kabst in 2012 follows the perception of the human resource department in many organizations towards the process of recruitment of new personnel in their workplaces. The journal seeks to explain the different points of view that the recruiters have upon the person seeking employment in these workplaces.
Despite the fact that these organizations have departments that seek and recruit new employees, they still prefer to outsource this process to other companies. The reasons for this preference are explained in this journal in depth. It also shows the perception that the potential recruits have on the companies that seek to tap into their capacities. According to Wehner, Giardini & Kabst (2012), organizations tend to adopt a system of pure transparency and fairness as well as professionalism in the recruitment process so that they can portray and send positive signals to these potential workers.
However, most times, huge companies prefer to employ the services of the rapidly growing stream of organizations that specialize in the recruitment of personnel for other companies. One of the major reasons for this outsourcing is the belief that these outsourcing companies have professional stances and the skills required to ensure that they recruit the best candidate for their contractors without biasness. This also ensures that blame is never shifted to the original company in case of potential recruits become bitter following a rejection. Adler, P.
(2003). Making the outsourcing decision, MIT Sloan Management Review, Retrieved. September 12, 2013, Adler (2003) in this article highlights the various circumstances that necessitate companies having to go out and outsource human resource services. This article explores the version and views presented by Wehner, Giardini & Kabst (2012). The article goes on to try and assess the advantages of the same as well as illuminating the weaknesses and pitfalls of the same project. According to Adler (2003), many companies outsource human resource activities because they do not wish to conduct the processes themselves.
This happens despite the fact that most organizations have their own human resource departments that are given the onus recruit, train and maintain their employees. The reasons for the dislike of this particular job are diversified and could be distinctly unique ranging from one company to the other. Outsourcing saves organizations time. They use this time to concentrate on other issues that are designed to assist them to fulfill their goals and objectives as a company.
These companies also believe that they have the capacity to save some money if they employed other companies to recruit their workers for them. According to Adler (2003), the outsourcing companies have a pool of personnel who uphold professionalism and they recruit people based solely on the basis of merit without bias and without favoritism. The management of the company seeking to outsource this activity to another company must sit down and analyze this decision by establishing both the pros and cons of the project. If the advantages override the weaknesses, then it is only sensible for these companies to offer the outsourcing companies the chance to recruit personnel for them.