Recruitment and selection - Essay Example

? Recruitment and Selection: Compare, contrast and carry out an assessment of the approach to online recruitment of two different companies. Table ofContents Executive Summary 3 1.0Introduction 3 2.0Methodology 5 3.0Results 5 3.1 Overall Impression of the Recruitment Website and Ease of Navigation 5 3.1.1 Site Impression 5 3.1.2 Navigation of site 6 3.2 The Image Portrayed and Values Presented 6 3.3 Key Information Provided to Candidates 7 3.4 How the Website Attempts to Set Expectations Related to Work 8 4.0Discussion 10 5.0Conclusions and Recommendations 12 5.1 Conclusions 13 Recruitment and selection are identified as a fundamental to success of an organisation. Placing a deserving candidate at a right place, at a right time ensures that the organisation would not perform below its targeted objectives. Within that context, a process of recruiting and selecting possesses a paramount importance as it is that door that facilitates new comers to become a part of a team. However, online recruitment and selection have considerably revolutionized this concept from the management points of view and from a potential applicant’s point of view. 13 Boots and Waitrose are two companies who are analysed from the management’s perspective. The former sets a certain expectations. And, for that purpose it uses the images and pictures in a way to influence over the thinking of potential candidates for employment in Boots. It portrays the pictures and images of its employees as being satisfied with the environment and they enjoy working with Boots. The Boots management considers and values such depictions as a way to communicate with the potential employees. They believe that the content and messages being displayed on its recruitment website must be simple, easy to read and understandable, and it must deliver what the management expect that content to. On the other hand, Waitrose do not use images and pictures of its employee to depict the inside environment of Waitrose. Instead, Waitrose believe in using more professional content and professional use of words in a way to satisfy the expectations of potential employees. For example, its use the word “partners” instead of using “employees”. This sort of management philosophy highlights how much values Waitrose attaches with its current and potential partners. They give them a sense of partnership rather than a concept of employee-employer relationship. 13 5.2 Recommendations 14 6.0Bibliography 15 7.0Appendices 16 7.1Peer Review Forms 16 7.2 Interview Questions 19 Executive Summary 1.0 Introduction Recruitment and selection is one of the most important factors to consider for an organisation. Welch and Welch (2005:81 as cited in Banfield & Kay, 2008) said “…nothing matters more in winning than getting the right people on the field.” This is exactly the same when it comes to organisations, recruitment and selection is responsible for ensuring that they have the right people working in the best positions for the organisation to succeed. The use of online recruitment has increased in more recent years, it is claimed by Price (2007) that 90% of large US businesses use online recruitment. This is becoming a vital part of the recruitment and selection process in the 21st century as more and more jobseekers are turning to the internet in order to find a job that suits them. It is also claimed that web based recruitment can decrease cost of recruitment by 95% from more traditional methods (Price, 2007). This has obvious financial advantages for organisations, but other benefits to organisations include reduced staffing cost as they do not need employees to process large amounts of applications and it allows organisations to shortlist applicants in a much more efficient fashion. Online recruitment is aimed at the younger applicants (Hankins et al, 2005 as cited in Bratton & Gold, 2007) which suggests that it would particularly focus on employing fresh graduates with the high levels of talent and enthusiasm. This report is going to focus on the online recruitment systems of two large organisations. We are going to particularly focus on: The impression of the site and the ease of navigations The images and values portrayed The key information which is provided to candidates The expectations set on their websites in relation to the work 2.0 Methodology The organisations in which we have decided to analyse are the two retail companies; Boots and the Waitrose division of the John Lewis Partnership. Both companies only recruit using online recruitment on their websites therefore this is the only way in which applicants can apply for these jobs. We decided to use a combination of primary and secondary research. The primary research in which we conducted was in the form of interviews (the interview questions can be found in Appendix 1). The objectives of our primary research were as follows: To get two perspectives of the online recruitment process – one from management and the other from employees To ascertain opinions on the online application process To find out whether staff believed the expectations set on the websites matched up to their experiences while working for the organisations In order to gain these opinions we interviewed a department manager from both Boots and Waitrose and also two part time employees from both of these organisations to analyse whether their opinions were similar or not. Our secondary research was comprised of a combination of using the two company’s recruitment websites and researching models and theories relating to the online application process through the use of both academic texts and journals. 3.0 Results 3.1 Overall Impression of the Recruitment Website and Ease of Navigation 3.1.1 Site Impression For an employee it is absolutely vital to research any organization before applying to a job there. John Lewis on its online recruitment portal clearly provides a brief introduction to its potential employees, along with a message from the director of personnel. This is done to provide employees with an insight of the firm they are going to be associated with. This along with a few visual aids provided concerning the working environment really allows for employees to foresee their career with the firm. All of this adds to the impression that the site portrays to the applicants, which is essential to the success of the firm in hiring the right candidates. Boots, however promote a very friendly working environment with pictures of various employees smiling to aid their advertisement. Quotes from current employees regarding the organization are provided to allow for applicants to have a mental image of what it would be to work for them. They have chosen to be relatively simple of their online application web page and have not filled the site with an overload of details or information. 3.1.2 Navigation of site Portraying a good impression to the applicants is important however, in doing so a firm must not neglect its online recruitment process. To attract candidates online the application process online should be easy to follow and use. John Lewis has a very decent online application process, with a very easy to use and navigate web page, which is also fairly user friendly. Applicants would find it relatively simple to apply online with jobs and job requirements easy to search for and all various options provided clearly stated/listed. To simplify the process further applicants benefit with a search bar on the web page. Boots are very simplified with their site, with links to various types of jobs provided making it easy for users to search for a job. A very user-friendly web site with very clear instructions given to help the candidates. 3.2 The Image Portrayed and Values Presented The image of the company portrayed by Waitrose is one of “quality, service and value” (Waitrose, 2011). They attribute the success of their company and image of their brand to the “team work, dedication and energy” (Waitrose, 2011) of the Waitrose staff. The Waitrose recruitment website describes their current staff as being able to deliver award winning customer service, something that is key to the way their business operates. Waitrose expect any candidate to be proud to fill any of their vacancies and to uphold and reflect these values that they deem important to them as a company. The results of the interviews state that employees agree with the fact that Waitrose’s main business concern is the happiness of its staff. However, the manager that was asked seemed a lot more agreeable than the sales assistant, which might be due to the fact the manger, is likely to be a lot more complimentary about the company. Also it is possible that the values and image portrayed on the website is exaggerated to encourage people to work for them. In the job section of the Boots website, Boots presents itself as a well-established, long-serving and successful company that has pride in the name and brand. There is a focus on personalised, individual service. The website states that Boots believes its people are at the forefront of the business. So any potential employee needs to support the image that the company has managed to develop of the years, and that is one of impeccable customer service, accurate and helpful medical advice and diversity in the products that they provide. In the interview conducted with the boots team leader, they said that Boots offered great professional development opportunities for their employees, and aimed to improved peoples careers by moving them up the hierarchy. They also agreed with Boots’s belief that they are one of the best countries to work for, due to the fact they are a company that cares for its staff, offer a good range of benefits, and aim to ensure that employees get the most out of their jobs. 3.3 Key Information Provided to Candidates Any individual while applying online is entitled to obtain particular key information regarding the job post or the firm and all organizations are responsible to provide those details to the individual. Information such as type of contract, job requirements, working hours are some of the main details provided. Waitrose’s recruitment website is extremely clear about the type of employee they require. Basic information such as job requirements, business area, responsibilities, salary and type of contract is given to employees. Details about the contract need to be precise and Waitrose have understood the importance of being specific by giving information about what sort of contract it is and the closing date of the contract. However, in comparison to Boots, they clearly define the type of employee they are looking but fail to provide a job summary. Boots is less precise with the information given to applicants. Albeit, the very basic details are stated online, such as the location, the type of contract, the job type and summary along with the working hours. While all companies provide the very basic key information, Waitrose have gone on to being very clear with what they expect from a potential employee, whilst Boots is more focused on providing a job summary rather than get into details of the job. 3.4 How the Website Attempts to Set Expectations Related to Work In this section, we are going to discuss how both Boots and Waitrose attempt to set expectations on their recruitment websites and discuss whether we believe these expectations are met within each organisation with the use of the interviews which we conducted with the managers and employees of both organisations. The Boots recruitment website attempts to set expectations of how good it is to work for the organisation (discussed below). It does this through using a combination of images of happy looking staff and quotations from these staff claiming the Boot’s is a great employer. This is visible below in Figure 1. Figure 1: Portrayal of how ‘good’ it is to work for Boots. (Boots – Jobs, 2011) An example of an expectation that Boots set on their recruitment website is that they “…believe we offer the best professional development in the business” (Boots, 2011). This statement is likely to draw potential applicants to applying if they believe that they can get the best career development while working for Boots. This is advantageous for Boots as it makes it more likely that they have a larger pool of applicants to choose from to ensure they employ the best possible individual for the job. But does Boots meet the expectations that it sets? There is a contrast here between the opinion of the manager that we interviewed and the employee. The manager claimed that “Boots have a succession planning scheme which aims to train employees from grass roots levels and develop their careers.” Whereas, the part time Boots employee we interviewed believed that his professional career had not been developed at all, but did say that this was “…probably due to the nature of my part time work.” From these two opinions it is difficult to conclude whether Boots do meet this expectation which they have set for themselves. It is likely to depend on the nature of the job role e.g. whether the employee is full time or part time and if they have professional qualification such as being a qualified pharmacist etc. Similarly to Boots, Waitrose also sets very high expectations to potential applicants with respect to working for them. Waitrose is part of the John Lewis Partnership which means that when an individual is employed they aren’t just an employee. They become partners meaning they part own the business. Similarly to Boot’s recruitment website they use big bold text to make particular expectations stand out as can be seen below: Figure 2: Waitrose using big bold text to set high expectations to potential partners. (Waitrose, 2011) The first expectation they set for potential partners is that as part of the job they will be able to contribute to the running of the organisation. This can be seen above in figure 2. During interviews we discussed this statement with an employee and a department manager and they both believed that this was true and they both discussed an initiative within Waitrose called Partner’s Voice which allowed partners to put forwards any concerns to be discussed at a higher level within the organisation. Unlike Boots, Waitrose do not use images of staff looking very and also do not include quotations of how “fantastic” it is to work for them. Instead they allow their professional website style set the expectations of what it is like to work for the organisation. 4.0 Discussion The age of information technology changes everything. Recently, new terms such as virtual workplace are gaining more recognition by describing how the use of Information Technology (IT) facilitates creating networks of people to connect and interact in new ways; and these new ways are neither space nor time bound (Crandall & Wallace, 1997, 1999).. Additionally, the advent of online recruiting has sufficiently changed various organisations in a way they manage their Human Resource (HR) (McCormick,1998; Stowers, 2000). Furthermore, such online approaches can be used to broaden the pool and augment the speed of the selection process ( Richtel, 2000). In addition to that, a virtual human resource is considerably different and unique in comparison with the traditional human resource. Elliott & Tevavichulada (1999); Greengard, (1995); Jones, (1998) contend that online recruiting do not share many features with the traditional recruitment. They contend that online recruitment is paperless, and there is no use of paper to carry out the process of recruitment and selection. On the other hand, in the traditional method of recruitment and selection, a heavy use of paper takes places in which potential candidate applications are pooled. Additionally, in online advertising for job postings, the use of the intranets and World Wide Web (WWW) are used. In traditional method, paper-based newspaper, magazines, journals are used to advertise job postings. Nowadays, there are more applicants than job postings. As a result, in a traditional style of recruitment and selection, for 10 to 15 job openings, organisations averagely receive thousands of applications. For them, to collect and store them has not become an easy task. Consequently, the organisations become unable to store the applications in a required way. And, as a result, many eligible candidates are not short listed due to a large pool of applications are placed before a short listing authority. Thanks to the online recruitment and selection method, such problems do not remain relevant. By selecting some features of selection and recruitment, appropriate and eligible candidates can be short listed and they can be easily traced out of thousands of applications. Speed has become essence of time. Globally, organisations and human resource managers prefer to minimise the time consumption and get maximum results and objectives in minimum use of time. Most of the time in the traditional recruitment and selection process, some lengthy and time consuming activities are involved. First, a job advertisement is placed in a local newspaper. And, the job advertisement asks the relevant candidates to send their applications before a particular date. In most of the cases, at least 10 to 15 days are consumed in just bringing the applications from candidates. After receiving the applications, a process of short listing begins; and in many cases it also takes 5 to 8 days to select an appropriate number of potential eligible candidates. Then, the steps of academic tests and interviews are carried out. All in all, this entire process of selection and recruitment takes one month to select and recruit appropriate eligible candidates for the job. On the other hand, in online recruitment, comparatively less time is consumed to recruit and select eligible candidates. It does not take much time due to the reasons such as many potential candidates are aware of the job sites and company web sites posting openings. Only this information saves a considerably amount of time. After knowing such information, the potential candidates with relevant qualifications and experience apply for that post as specialisations have also facilitated in the process of recruiting and selecting eligible candidates. 5.0 Conclusions and Recommendations 5.1 Conclusions Recruitment and selection are identified as a fundamental to success of an organisation. Placing a deserving candidate at a right place, at a right time ensures that the organisation would not perform below its targeted objectives. Within that context, a process of recruiting and selecting possesses a paramount importance as it is that door that facilitates new comers to become a part of a team. However, online recruitment and selection have considerably revolutionized this concept from the management points of view and from a potential applicant’s point of view. Boots and Waitrose are two companies who are analysed from the management’s perspective. The former sets a certain expectations. And, for that purpose it uses the images and pictures in a way to influence over the thinking of potential candidates for employment in Boots. It portrays the pictures and images of its employees as being satisfied with the environment and they enjoy working with Boots. The Boots management considers and values such depictions as a way to communicate with the potential employees. They believe that the content and messages being displayed on its recruitment website must be simple, easy to read and understandable, and it must deliver what the management expect that content to. On the other hand, Waitrose do not use images and pictures of its employee to depict the inside environment of Waitrose. Instead, Waitrose believe in using more professional content and professional use of words in a way to satisfy the expectations of potential employees. For example, its use the word “partners” instead of using “employees”. This sort of management philosophy highlights how much values Waitrose attaches with its current and potential partners. They give them a sense of partnership rather than a concept of employee-employer relationship. 5.2 Recommendations This portion better serves to the cause of potential candidates for employment using online recruitment and selection method. 1. Before going to apply, sufficiently research organisations. 2. And try to ensure the authenticity and background of the organisations. For that purpose, use authentic sources such as government websites. 3. Before going to apply, carefully read the terms and conditions. This would enable one to understand the organisations and its existing environment. Most importantly, try to understand each element mentioned in the HR policies and compare it with one’s experience, qualifications, and expertise. 4. Try some informal sources such as employee communication with the existing employees of one’s potential employer. This would enable one to obtain the first hand practical information about the organisation and its environment. 6.0 Bibliography Banfield, P. Kay, R. (2008) Introduction to Human Resource Management. Chp 3. Oxford : Oxford University Press. Boots - Jobs. 2011. Boots Jobs Home [online]. Available from: http://www.boots.jobs/ [Accessed 19 May 2011] Boots. 2011. Job Details [online]. Available from: http://recruitment.boots.jobs/fe/tpl_boots01.asp?s=VeGdJOlYwNZeBbNwt&jobid=50028677,860287585614&key=25599366&c=896877454056&pagestamp=dbevoscsdlsklxnrry [Accessed 19 May 2011] Bratton, J. Gold, J. (2007) Human Resource Management – Theory and Practice. 4th edn. Chp 7. China : Palgrace Macmillan. Mullins, L.J. (2010) Management & Organisational Behaviour. 9th edn. England : Pearson Education Limited. Price, A. (2007) Human Resource Management in a Business Context. 3rd edn. Chp 14-15. Singapore : Seng Lee Press. Waitrose. 2011. Waitrose Jobs Home [online]. Available from: http://www.waitrosejobs.com/jobs/waitrose-jobs.htm [Accessed 19 May 2011] Crandall, N. F., &Wallace, M. J. (1997), Inside the virtual workplace: Forging a new deal for work and rewards: Part 1. Compensation & Business Review, 27, 27-36. Crandall, N. F., &Wallace, M. J. (1999), Bookshelf: Work & rewards in the virtual workplace: A “new deal” for organizations of employees, Technical Training, 10(1), 37 McCormick, S. C. (1998), The virtual HR organization. Management Accounting, 80(4), 2-5. Stowers, G. (2000), Computer-based training in the public sector, In G. D. Garson (Ed.), Handbook of public information systems, New York: Marcel Dekker. Richtel, M. (2000).Online revolution’s latest twist: Job interviews with a computer. The New York Times, pp. A1, A19. Elliott, R. H., & Tevavichulada, S. (1999), Computer literacy and human resource management: A public/private sector comparison, Public Personnel Management, 28(2), 259-274 Greengard, S. (1995), Catch the wave as HR goes online. Personnel Journal, 74(7), 55-68. Jones, J. W. (1998). Virtual HR: Human resources management in the information age. Menlo Park, CA: Crisp. 7.0 Appendices 7.1 Peer Review Forms TEAM MEMBER EVALUATION FORM TEAM NAME: Team Diversity YOUR NAME: Oliver TEAM MEMBER’S NAME Parts worked on % effort (scale 1-100%) 1. Jude Section 3.1 + 5.0 2. Laeti Section 3.3 + 5.0 3. Nick Section 3.2 + 5.0 4. Mohammed Section 4.0 + 5.0 TEAM MEMBER EVALUATION FORM TEAM NAME: Team Diversity YOUR NAME: Jude TEAM MEMBER’S NAME Parts worked on % effort (scale 1-100%) 1. Oliver Section 2.0, 3.4 + 5.0 2. Laeti Section 3.3 + 5.0 3. Nick Section 3.2 + 5.0 4. Mohammed Section 4.0 + 5.0 TEAM MEMBER EVALUATION FORM TEAM NAME: Team Diversity YOUR NAME: Nick TEAM MEMBER’S NAME Parts worked on % effort (scale 1-100%) 1. Jude Section 3.1 + 5.0 2. Laeti Section 3.3 + 5.0 3. Oliver Section 2.0, 3.4 + 5.0 4. Mohammed Section 4.0 + 5.0 TEAM MEMBER EVALUATION FORM TEAM NAME: Team Diversity YOUR NAME: Laeti TEAM MEMBER’S NAME Parts worked on % effort (scale 1-100%) 1. Jude Section 3.1 + 5.0 2. Oliver Section 2.0, 3.4 + 5.0 3. Nick Section 3.2 + 5.0 4. Mohammed Section 4.0 + 5.0 TEAM MEMBER EVALUATION FORM TEAM NAME: Team Diversity YOUR NAME: Mohammed TEAM MEMBER’S NAME Parts worked on % effort (scale 1-100%) 1. Jude Section 3.1 + 5.0 2. Laeti Section 3.3 + 5.0 3. Nick Section 3.2 + 5.0 4. Oliver Section 2.0, 3.4 + 5.0 7.2 Interview Questions 1. What is your job title? 2. Did you apply for this job online? 3. Did you find any difficulties applying for this job online? 4. Did you feel that the job description that was provided online gave you enough detail about the job itself? 5. How quickly did Boots/Waitrose take to respond to your application? 6. How long did it take from applying for your job to starting it? 7. Boots say “We believe we offer best professional development in the business.” Do you feel that your professional career has been enhanced while working for Boots? 8. Boots claim that they are one of the best companies to work for in the UK. Why do you think this is? 9. On the recruitment website, Waitrose claims that it is the UK’s favourite supermarket because of the fresh ideas which the staff put forwards. To what extent do you agree with this? 10. Waitrose says that the businesses main concern has been the happiness of those who work in it. How strongly would you agree with this statement? Note: Questions 7 + 8 for Boot staff only and Questions 9 + 10 for Waitrose staff only. Read More