Många forskare har tidigare betonat att anställda är en av organisationens viktigaste resurser, vilket innebär att det är viktigt för rekryterare att välja ut och anställa "rätt" medarbetare. Rekryteringsprocessen och urvalet av nya medarbetare är kärnverksamheten för personlig hantering och är mycket viktig i en organisation. Ju större potentiell påverkan en viss roll har, desto mer tid bör läggas på att rätt individ väljs ut till vald position. Detta innebär att organisationen behöver se vem som är mest kvalificerad för jobbet, motiverad till att göra ett bra jobb, duktig på att samarbeta med kollegor samt med hög sannolikhet kommer vilja stanna inom organisationen under en längre period. Rekryterare har ofta två angreppssätt vid rekrytering, den informella och den formella vägen. Syftet med denna studie är att undersöka hur synen på intern och informell rekrytering samt hur deras urvalsprocess kan se ut i Sverige. Tidigare forskning har visat på att de olika rekryteringsformerna besitter olika för- och nackdelar. Bland annat är en fördel med internrekrytering möjligheten att känna till kandidaternas styrkor och svagheter på förhand, samt att ledningen vet hur denna individ kommer fungera i en specifik grupp. Nackdelarna med denna rekryteringsform är bland annat bristen på nya idéer och tankesätt. Detta är något som vid en långsiktig användning kan leda till en hämmad innovation och kreativitet. Tidigare forskning visar därtill att fördelarna med informell rekrytering bland annat är de låga ekonomiska kostnader som är förknippade med rekryteringsformen. Vidare tar ett flertal studier upp aspekten kring att mottagandet av referenser från tillförlitliga anställda leder till högkvalitativa kandidater som en fördel med formen. Däremot är det ingen tidigare studie som tar upp hur rekryteringsformerna ser ut i Sverige och därmed finns det en kunskapslucka, vilken denna studie ämnar fylla. Den kontroversiella synen på denna rekryteringsform bör anses som en nackdel, samt att de inte når ut till alla de potentiella kandidater som kunde passat rollen bäst. Den teoretiska referensram som studien grundar sig på baseras på vetenskapliga artiklar, som är ett hjälpmedel för att kunna besvara syftet med studien. Teorin utgörs av: Rekryteringsprocessen, för- och nackdelarna med internrekrytering samt för- och nackdelarna med informell rekrytering. Studiens empiri samlades in genom användandet av en kvalitativ metod i form av direktintervjuer med sju anställda med en ledande roll på företaget. Studien har belyst att båda rekryteringsformerna har sina för- och nackdelar, och att mycket beror på given situation. Studiens slutsats blev således att i de flesta situationer föredrar ett övervägande antal av respondenterna internrekrytering framför informell rekrytering, på grund av att de vet vad de får i form av individens kompetens och personlighet. Dock fanns det vissa undantag där de behöver kompetens som organisationen inte innehar, varför det inte går att rekrytera internt. Samtidigt var det flera respondenter som nämnde att även om det görs en internrekrytering kommer de behöva anställa någon på en annan position vilket gör att de inte löser alla problem med enbart internrekrytering. En fördel med internrekrytering var den så kallade retention-faktorn, vilken innebar möjligheten att behålla sina anställda inom organisationen. / As many researchers have previously emphasized, employees are one of the organization's most important resources, which means that it is important for recruiters to select and hire the "right" employee. The recruitment process and the selection of new employees is the core business for personal management and is especially important for an organization. The greater the potential impact a certain role has, the more should be spent on providing people who perform well, aremotivated in doing an excellent job, are good at collaborating and want to stay in the organization. for a long time. Recruiters often have two approaches to recruitment, the informal and the formal way. The purpose of this study is to investigate what the view of internal and informal recruitment, and how their selection processes can look like in Sweden. Previous research has shown that the different forms of recruitment have different advantages and disadvantages. Among other things, an advantage of internal recruitment is the opportunity to know the candidates' strengths and weaknesses in advance, and that the management knows how this individual will function in a specific group. The disadvantages of this form of recruitment include the lack of innovative ideas and ways of thinking. This is something that when used long-term can lead to decreased innovation and creativity. Previous research also shows that the benefits of informal recruitment include the low financial costs associated with the form of recruitment. Furthermore, studies address the aspect that references from trusted employees leads to high quality candidates. The controversial view of this form of recruitment should be considered a disadvantage, as well as not reaching all potential candidates for the post, which might havesuited the role best. The theoretical frame of reference on which the study is based on consist ofscientific articles, which are a tool for answering the purpose of the study. The theory consists of the recruitment process, the advantages and disadvantages of internal recruitment, and the advantages and disadvantages of informal recruitment. The empirical data of the study was collected using a qualitative method in the form of direct interviews with seven employees with a leading role in the company. The study has highlighted that both forms of recruitment have their advantages and disadvantages, and much depends on the given situation. The study concluded that in most situations, most respondents prefer internal recruitment to informal recruitment, because they know what they are getting. However, there were exceptions when needingskills not available in the organization and recruiting internally is not an option. At the same time, there were several respondents who mentioned that when an internal recruitment is successful, you will still need to hire someone for their former position, which means that you do not solve all your problems with only the internal recruitment. An advantage of internal recruitment was the so-called retention factor.

Numerous studies raise the topic of highly educated immigrants whose education and list of qualifications devalue in the context of the Swedish labour market. However, little is known of those with foreign background who enter into higher education in Sweden. Our study attempts to shed some light onto the value of higher education relative to that of a person’s ethnic background. The background material features nine in-depth interviews of foreign background academics, as well as data extracted from an extensive survey study previously carried out at Växjö University.  Initially, the quantitative data showed that students with foreign background, including Swedish-born children of immigrants, had not managed to find qualified work upon completion of studies to the same extent as their Swedish background counterparts. The individual stories given in interviews support the assumption that social capital, in the form of access to networks or membership thereof, may decide the physical location of individual careers. Those who stayed in the region were either brought up locally or had established themselves through work practice. In some respects, those who left can be considered outsiders, whose chances of finding work largely depended on their establishing themselves elsewhere. Some had managed to find qualified work beyond their own acquaintances, but only through a long period of unemployment or doing unqualified work. When it comes to the ethnic backgrounds of the interviewed, positive and negative aspects were brought up by some, while others did not consider it relevant with respect to their own careers. However, their stories provide examples of how ethnicity works as a deciding factor on the labour market in much the same way as, for instance, class and gender. In turn, this is an indication of underlying mechanisms on the labour market that rest on social ties.

<p>Numerous studies raise the topic of highly educated immigrants whose education and list of qualifications devalue in the context of the Swedish labour market. However, little is known of those with foreign background who enter into higher education in Sweden. Our study attempts to shed some light onto the value of higher education relative to that of a person’s ethnic background. The background material features nine in-depth interviews of foreign background academics, as well as data extracted from an extensive survey study previously carried out at Växjö University. </p><p>Initially, the quantitative data showed that students with foreign background, including Swedish-born children of immigrants, had not managed to find qualified work upon completion of studies to the same extent as their Swedish background counterparts. The individual stories given in interviews support the assumption that social capital, in the form of access to networks or membership thereof, may decide the physical location of individual careers. Those who stayed in the region were either brought up locally or had established themselves through work practice. In some respects, those who left can be considered outsiders, whose chances of finding work largely depended on their establishing themselves elsewhere. Some had managed to find qualified work beyond their own acquaintances, but only through a long period of unemployment or doing unqualified work.</p><p>When it comes to the ethnic backgrounds of the interviewed, positive and negative aspects were brought up by some, while others did not consider it relevant with respect to their own careers. However, their stories provide examples of how ethnicity works as a deciding factor on the labour market in much the same way as, for instance, class and gender. In turn, this is an indication of underlying mechanisms on the labour market that rest on social ties.</p>