Types of Recruitment and Selection - Literature review Example

Recruitment and Selection Recruitment and Selection is a core function of the human resource department within any organization,which is aimed at filling the job positions that have arisen within an organization with the right candidates, who possess the right competencies, qualifications and abilities (Neil, Born & Nicole, 2002 p202). Nevertheless, while filling the available job vacancies with an organization remains the major focus of the Recruitment and Selection function of Human Resource Development, the selection and recruitment of the best candidate must be subject to various legal and ethical requirements. Thus, the principle guidance policy of the Recruitment and Selection process is the merit principle, requiring that the process should be done on the basis of merits, by ensuring that the candidates are selected based on their suitability for the job vacancy, without any favoritism or discrimination of the candidates based on any other factors. Under the merit principle, it is required that the selection and recruitment process should be fair, credible and in strict adherence to the policy of equal employment opportunity (Bach, 2005 p27). However, there are circumstances under which the Recruitment and Selection process may be allowed overlook the legal and ethical guidelines of recruiting a candidate, when a certain vacancy within the organization is created, targeting an already identified competent individual, thus eliminating the need to follow the whole Recruitment and Selection process (Schultz & Duane 2010 p53). Nevertheless, even under such circumstances, the principle of merit, as well as the requirement for non-discrimination or favoritism must apply. Thus, the exemption to following the whole of the Recruitment and Selection process does not amount to an exemption to adhere to the legal and ethical requirements of the recruitment process, but only to skip some of the procedures involved, such as advertisement of the job position, where the vacancy is targeting an already available competency (Runhaar & Sanders, 2013 p236). The fundamentals of Recruitment and Selection as a Human Resource function are that; the post must be publicized, the selection and recruitment must be on the basis of merit and already predetermined criteria, and a record of all the selection and recruitment decision must be kept (Schultz & Duane, 2010 p53). Types of Recruitment and Selection The Recruitment and Selection function of Human Resource Development can take the form of either internal or external selection or recruitment. Internal Recruitment and Selection This is a form of filling the job vacancies within an organization through recruiting individuals internally or within the organization (Neil, Born & Nicole, 2002 p207). There are various advantages that are associated with recruiting individuals from within the organization, the most important being the fact that such individuals have the ready knowledge of how the organization works and functions, and thus offers a reduced cost advantage, by eliminating the need for further induction and orientation to the organizational functions and operation (Bach, 2005 p12). Further the individual recruited internally will need less time for training and subsequent fitting into the post. Another advantage associated with this form of recruitment is that; the organization reduces the chances of disruption of its functions, considering that the individual recruited is already used to working with others who are within the organization (Runhaar & Sanders, 2013 p243). In addition, the internal recruitment of individuals to fill in a job position that has fallen vacant or that has been newly created serves as an incentive, to motivate the individuals within the organization to keep working hard and improving on their knowledge and competencies. Finally, internal recruitment is advantageous to an organization, since it offers additional predetermined assessment of the individual filling the open job position, in areas that are necessary for the job, yet not easily conspicuous unless practiced, such as the attitude, level of motivation and extra skills, which cannot easily determined from assessing an outsider to the organization during the interview (Pingping, Yanran & Yongxiang, 2011 p236). However, the disadvantage associated with internal form of Recruitment and Selection is that; an insider is most likely going to promote the status quo within the organization, at the expense of introducing further skillful and strategic changes, which might be suitable for improved organizational growth and advancement (Bach, 2005 p33). Additionally, the promotion of one individual from among the already existing workforce of the organization might upset and demoralize others, resulting to their diminished enthusiasm, performance and productivity. External Recruitment and Selection This is a form of selection and recruitment of individuals to fill in a job position within an organization through recruiting people from outside the organization (Schultz & Duane 2010 p32). The advantage associated with external Recruitment and Selection is that; it opens a better position for the organization to bring in new experience, ideas and skills into the business, through enlisting the service of an individual who is not used to the status quo of the organization (Neil, Born & Nicole, 2002 p214). However, the disadvantage associated with this form of selection and recruitment is that; it is more costly and time consuming, while it may result to an organization hiring incompetent individuals, who are excellent in paper but not productive in practice (Runhaar & Sanders, 2013 p252). Recruitment and Selection process The Recruitment and Selection process refers to the various stages that must be followed from determining the necessity of a job position within an organization, until the time the job position is granted to a competent and able individual, to execute the duties and responsibilities associated with the job position (Pingping, Yanran & Yongxiang, 2011 p233). The Recruitment and Selection process entails: Job/Task Analysis When the need to create a job position arises, the first step is to take an analysis of the tasks involved in that job, to determine the requirements of the job in terms of knowledge, skills, abilities, aptitudes and competencies (Bach, 2005 p51). This step is essential in the Recruitment and Selection process, to ensure that there is full understanding of the areas and functions of the organization that the newly created job position will be serving, including determining the duties, responsibilities and grade of the particular job (Runhaar & Sanders, 2013 p245). In case the vacancy arises in already existing position within the organization, then the job/task analysis entails updating the requirements of the job, to match with the current situation of the organization, and the existing business environment (Schultz & Duane 2010 p49). Formulation of the Job description After a comprehensive job analysis is completed, a job description is provided, which entails the list of the duties and responsibilities of the individual to occupy the position, as well as the impending qualifications, skills, abilities and competencies (Neil, Born & Nicole, 2002 p209). The job description further details other aspects of the job position, which include the job title, the department it falls in, the grade and the position within the organization to whom, the occupant of the job position is answerable (Pingping, Yanran & Yongxiang, 2011 p235). The main purpose of the job is also elaborated in the job description document, as well as any special or further working condition that might be deemed necessary (Runhaar & Sanders, 2013 p238). A note regarding the impending changes to the job requirement, grade or title should also be included in the job description, to keep the holder of the position aware of the likely changes that might affect their position in the future. Seeking Financial Approval After the impending job that the organization needs to introduce has been evaluated and the requirements of the individuals to hold the position well documented, the next step entails seeking for financial approval of the position from the relevant department (Neil, Born & Nicole, 2002 p214). This stage is essential, to ensure that there does not arise any interdepartmental conflict relating the financing of the newly created position, or the existence of a shortage of necessary resources that may hamper the introduction of the newly created position at that time. The approval is also sought to ensure that the Human Resource Department is granted the necessary resources for use in the Recruitment and Selection process (Bach, 2005 p77). Sourcing/publicizing the vacancy This process entails the application of different strategies to arouse the interest and notify the qualified individuals regarding the existence of a position suitable to them within the organization (Runhaar & Sanders, 2013 p254). It may entail the appropriate advertising medium, depending on whether it seeks to apply internal recruitment; where the internal channels of advertisement are utilized, or whether it entails external recruitment, where the appropriate channels of advertisement such as posters, local dailies and newspapers, the internet or the mass media is used for advertising the post (Schultz & Duane 2010 p36). Further, where the existing job vacancy requires knowledge, skills or abilities that are scarce, advertising agencies or consultancies can be used, to deliver a qualified and competent candidate for the post available (Pingping, Yanran & Yongxiang, 2011 p232). Screening, monitoring and short listing This stage in the Recruitment and Selection process entails the screening and monitoring of all the applications that have been delivered by the interested candidates to the job, to evaluate whether such applications meet the minimum standards and requirements as set out in the job description and the job vacancy advertisement (Bach, 2005 p63). Through this process, the candidates that have met the minimum requirements of the job description are then shortlisted, in readiness for further evaluation of their abilities, knowledge and skills, regarding the job position that is available (Runhaar & Sanders, 2013 p251). However, while the process of screening and monitoring can be done throughout the application window period, the short listing should be done after the closing date of the application, to ensure that all eligible candidates have been considered for the recruitment. Making arrangement for interviews This is the next process after the prospective candidates for the available job position have been shortlisted, which entails informing the candidates the impending interviews, with details regarding time and venue, as well as the required documents and any other necessary items being furnished to them (Schultz & Duane 2010 p42). Further details such as the tests or the presentations that the individuals are required to undertake should be given, if such details require the prospective candidates to come with the necessary items for such practices. The details regarding the interview arrangement are furnished to the candidates either through emails, letters or telephone calls (Bach, 2005 p72). Interviewing This is the core of the Recruitment and Selection, where the individuals who met the initial job description requirements are assessed to determine their suitability for the job position through scrutinizing their documents, while also grilling them to elicit the desired aptitudes, skills, competencies and abilities (Runhaar & Sanders, 2013 p255). The same areas of questioning and assessment should be covered for all the candidates, without making assumptions based on their past history of employment, dismissal or retrenchment (Schultz & Duane 2010 p39). By the end of the interviewing process, the details of the qualifications of different individuals should be well documented, in readiness for the final stage of the process. Making Selection Decision This is the final stage in the Recruitment and Selection process, where the documented qualifications, skills, abilities and competencies of the individuals is finally assessed, and merit applied to select the candidate that has shown high level of qualifications, skills competency and ability to perform and deliver on the job tasks, duties and responsibilities (Neil, Born & Nicole, 2002 p217). The selected candidate is notified through the appropriate channels, and the necessary arrangements are made, for the induction, orientation and training of the recruited candidate. References Bach, S. 2005, Managing Human Resources: Personnel Management in Transition. Oxford: Blackwell Pub. Neil, A., Born, M. & Nicole, C. 2002, “Recruitment and selection: Applicant perspectives and outcomes.” Personnel psychology 1, pp. 200-218. Pingping, Z, Yanran, Y, & Yongxiang, G. 2011, “Brief Analysis on Human Resources Management in Modern Private Enterprises”, Asian Social Science 7, 3, pp. 232-236. Runhaar, P, & Sanders, K. 2013, “Implementing Human Resources Management (HRM) within Dutch VET institutions: examining the fostering and hindering factors”, Journal of Vocational Education & Training 65, 2, pp. 236-255. Schultz & Schultz, Duane (2010). Psychology and work today. New York: Prentice Hall. pp. 31-53. Read More