Recruitment: Filling a Job Vacancy - Assignment Example

Why is the term "recruitment" often used incorrectly? What is the correct term and expand on the whole process for filling a job vacancy? The development of effective recruitment process is a challenging task for all organizations worldwide. Usually, significant amount of funds are invested on the design and execution of recruitment plans. Still, failures are common and often need to severe organizational losses. In practice, it has been proved that the incorrect use of the term ‘recruitment’ is one of the key causes of the above phenomenon. The specific problem is analyzed in this paper. Emphasis is also given on the elements of the term recruitment, in its correct meaning. At the same time, the process for filling a job vacancy is presented and explained. It seems that the correct use of the term recruitment is a prerequisite for the development of effective recruitment plans. On the other hand, problems in filling a job vacancy are difficult to be avoided. If the term ‘recruitment’ is used in its correct meaning it can ensure the limitation of severe failures in the recruitment process. There are many reasons for the incorrect use of the term recruitment. According to D’Annunzio-Green, managers tend to use incorrectly the term ‘recruitment’ when they are not aware of their organization’s culture (107). It is further explained that managers who are new in the organization and who have the responsibility for designing or developing the recruitment process can make severe mistakes mostly because they are not aware of their organization’s culture and goals (D’Annunzio-Green 107). The above risk can be avoided by offering to managers a period of time for understanding the organization’s culture. Foot and Hook give a different explanation for the appearance of wrong use of the term recruitment in organizations. According to the above researchers, in many organizations tasks related to recruitment are assigned to managers who are not appropriately specialized (Foot and Hook 40). Reference is made, for example, to the line managers who are often asked to take part in the design or the development of the recruitment process without having relevant experience (Foot and Hook 40). The fact that line managers may be aware of their organization’s culture (D’Annunzio-Green 107) does not give them the competency for being involved in the recruitment process. The responsibility of managers for the wrong use of the term ‘recruitment’ in modern organizations is also highlighted in the study of Taylor, Doherty and McGraw. In the above study it is made clear that mistakes during the recruitment process are quite common in firms worldwide (Taylor, Doherty, and McGraw 65). These mistakes are commonly based on the fact that managers involved in the recruitment process are not fully aware of the term recruitment (Taylor, Doherty, and McGraw 65). Moreover, severe failures are often unavoidable because of the following fact: large firms have the funds necessary for supporting the development of an independent HR department (Taylor, Doherty, and McGraw 65). However, ‘in small and medium-sized firms the recruitment-related tasks are often assigned to line managers’ (Taylor, Doherty, and McGraw 65). From a similar point of view, De Kok explains that ‘in small and medium size firms HRM is still in an explorative stage’ (De Kok 17). According to De Kok, the effective development of HRM in SMEs is quite difficult mostly because of the costs involved. These businesses cannot invest high amounts for monitoring their HRM process (De Kok 17). Also, in these firms, the salary of employees involved in HRM is significantly lower compared to the salary of employees working in the HRM of large firms (De Kok 17). This means that motivation in HRM managers of SMEs is lower than that of their counterparts in large firms. Under these terms, the term recruitment is often used incorrectly because of one of the following reasons: a) either the manager involved in the recruitment process is not appropriately skilled, or b) the company does not have the funds necessary for the effective development of the recruitment process. In the last case, mistakes can be unavoidable even if the HR manager involved in the recruitment process is fully aware of the components of the term recruitment. In the literature, the term ‘recruitment’ has been explained using different approaches. DuBrin described ‘recruitment’ as ‘the process of attracting job candidates with the right characteristics and skills to fit job openings’ (DuBrin 313). In the above definition no reference is made to the phases of the recruitment process. It is implied that HR managers are free to decide on the methods used for achieving the goals of recruitment, as presented in the definition of DuBrin. On the other hand, Edwards and Rees supported that recruitment is ‘the practice of deciding what the company needs in a candidate and select the methods used for identifying the most appropriate candidate’ (197). The above definition is broader than that of DuBrin, presented above. Indeed, Edwards and Rees (197) describe the recruitment as a process incorporating two key parts: a) the identification of the company’s needs and b) the identification of the methods that will be used for attracting candidates that can respond to the company’s needs. The definition of DuBrin, presented above, refers only to the second part of the recruitment process ignoring the need of the organization to review its needs, as related to each position. Aswathappa noted that the term recruitment is used for describing ‘the searching for applicants among whom the right people can be selected’ (132). The specific definition is quite broad. It can be also characterized as not fully accurate since it does not include any reference to the identification of the company’s needs, as related to each of its positions. Kaila explains that the term recruitment is differentiated from the term employment. The latter refers to all activities necessary for hiring individuals to specific positions. Recruitment denotes only the process of ‘identifying the sources from where applicants can be retrieved and choose the methods for attracting them to apply for the positions available’ (Kaila 212). At the next level, selection is a separate process during which the appropriate applicants, among those who applied for the job through the recruitment process, are chosen (Kaila 212). At this point, it would be necessary to refer to the process for filling for a job vacancy. The specific process is part of the recruitment process. In fact, as explained above, the recruitment process refers to the identification of candidates who are appropriate for filling for a job vacancy. According to Shukla, HR managers develop the recruitment process in ‘five steps: a) job analysis, b) job description, c) job specification, d) attracting a pool of recruits and e) select the best recruits’ (281). Applicants can be asked for applying for a job vacancy in two different ways: a) Internally; this means that applicants already work in the organization and the availability of a new position is announced to them (Shukla 281). Employees can choose to apply for the position if certain terms are met, for example if the salary is higher or if the prospects for professional development are more (Shukla 281); b) Externally; the availability of the job position is announced to the public; individuals outside the organization are asked to fill for the vacancy. In both the above cases, candidates need to meet the vacancy’s criteria. These criteria have been identified and specified through the job analysis, job description and job specification processes (Shukla 281). The correct use of the term ‘recruitment’ in firms of various sizes can be quite difficult. HR managers have to face a series of challenges. The lack of funds necessary for developing each part of the process is the most common problem in such initiatives. In fact, it has been proved that the lack of funds for developing the parts of the process is the most common reason for the wrong use of the term recruitment. The involvement of inexperienced managers in the process is also related to the incorrect use of the term recruitment in modern organizations. Still, it seems that the term ‘recruitment’ is rather difficult to be described with accuracy. The literature reviewed in the context of this study, as presented above, revealed that the term ‘recruitment’ is broad. Moreover, the specific term is likely to be defined differently under the influence of personal perceptions on its role. For example, certain researchers, as for example DuBrin and Edwards and Rees, emphasize on the use of the recruitment process for evaluating the firm’s needs and for identifying appropriate applicants. Other researchers, such as Kaila, consider that the recruitment process is different from the employment and the selection processes (212). In this context filling a job vacancy can be difficult. Both the HR managers and the candidates need to be aware of the organization’s needs but also of the criteria on which the recruitment process is based. Otherwise, failures in covering the needs of the organization in terms of staff cannot be avoided. Works Cited Aswathappa, K. Human Resource And Personnel Management. New Delhi: Tata McGraw-Hill Education, 2007. Print. D’Annunzio-Green, Norma. Human Resource Management: International Perspectives in Hospitality and Tourism. Belmont: Cengage Learning EMEA, 2004. Print. De Kok, Jan. Human Resource Management Within Small and Medium-sized Enterprises. Amsterdam: Rozenberg Publishers, 2003. Print. DuBrin, Andrew. Essentials of Management. 9th ed. Belmont: Cengage Learning, 2011. Print. Edwards, Tony, and Chris Rees. International Human Resource Management: Globalization, National Systems and Multinational Companies. Essex: Pearson Education, 2006. Print. Foot, Margaret, and Caroline Hook. Introducing Human Resource Management. 4th ed. Essex: Pearson Education, 2005. Print Kaila, H.L. Industrial And Organisational Psychology. Delhi: Gyan Publishing House, 2006. Print. Shukla, Ravinder. TALENT MANAGEMENT: Process of Developing and Integrating Skilled Workers. New Delhi: Global India Publications, 2009. Print. Taylor, Tracy, Doherty, Alison, and Peter McGraw. Managing People in Sport Organizations: A Strategic Human Resource Management Perspective. London: Routledge, 2007. Print. Read More