Towards a Global Virtual Community of Female Engineering Students and Professionals: I. Impacts of Grassroots International Partnerships of Student Organizations on U.S. Engineering Undergraduate Cultural Competency

Reddivari, Sahithya; Dreyer, Elizabeth F. C.; Rimer, Sara P.; Cotel, Aline

doi:10.18260/p.27061

Cited by 1 publication

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References 5 publications

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“…Then the MVN LS where using manpower planning recruitment (manpower planning) preparations are made earlier and carried out systematically so that it makes it easier for companies to recruit employees in accordance with the planned needs (Feyter, 2017;Guerry, 2012;Rojamary, 2014). Then MS BTI uses recruitment by leading to competencies based on corporate culture so that prospective employees not only have skills but also quickly adapt to the company culture (Hart, 2021;Reddivari, 2016;Sawrikar, 2020;Srimarut, 2020). From the analysis chart above, it is clear that the compensation variable circled in yellow is the main part where the compensation variable has several indicators, where the number of indicators is three (3).…”

Section: Map Analysis For Recruitment Figure 3 Recruitment Analysismentioning

confidence: 99%

Recruitment Capabilities and Attractive Compensation in Supporting of the Employee Retention Paradigm

Teruna

Ardiansyah

2022

bijak

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Generally, employees who have high skills always accept offers from other companies or what we call "high caliber" or "potential" employees. These employees often go in and out of the company, which causes problems for every company. The purpose of this research is to determine the relationship between recruitment, compensation, and employee retention and to determine the most dominant indicators of the three variables mentioned above. The research uses a qualitative approach with a phenomenological approach. The sample is taken from 3 informants, where the average status is as a company leader. nvivo as a tool in analyzing the paradigm or employee retention model. There are four analyses carried out where, in the cluster analysis, it is found that there is a moderate relationship between recruitment, compensation, and employee retention. On the recruitment map for recruitment analysis, the most dominant indicators are competency-based recruitment and online recruitment. For compensation analysis, the most dominant indicators are salary and bonus. The last analysis map for employee retention shows the most dominant career path. It is these dominant indicators that are expected to help with the problem of employee retention in the company.

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Section: Map Analysis For Recruitment Figure 3 Recruitment Analysismentioning

confidence: 99%

Recruitment Capabilities and Attractive Compensation in Supporting of the Employee Retention Paradigm

Teruna

Ardiansyah

2022

bijak

View full text Add to dashboard Cite

show abstract

Towards a Global Virtual Community of Female Engineering Students and Professionals: I. Impacts of Grassroots International Partnerships of Student Organizations on U.S. Engineering Undergraduate Cultural Competency

Cited by 1 publication

References 5 publications

Recruitment Capabilities and Attractive Compensation in Supporting of the Employee Retention Paradigm

Recruitment Capabilities and Attractive Compensation in Supporting of the Employee Retention Paradigm

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