Legal, Strategic, and Operational Approach to Recruitment - Essay Example

University: Recruitment in Human Resource Management. Name: Date: RECRUITMENT IN HUMAN RESOURCE MANAGEMENT. INTRODUCTION Human resource managers are faced with an arduous task of ensuring that their organizations keep up with the ever changing dynamics in the business world. As such, it is critical for Human Resource in all types of organizations to maintain high standards in the roles they play so as to remain competitive and equally care for the welfare of the employees and the organizations a large. Therefore, the human resource department is obliged to strike the delicate balance of carry out all its duties effectively so as to maintain the image of the organization and enhance performance. This term paper seeks to address one major aspect of human resource management. The paper will look at recruitment in human resource management. The selection of recruitment for this assessment is guided by the fact that recruitment is the most important aspect in the human resource management. Essentially, recruitment entails engagement of personnel in the carrying out the objectives, goals and actualizing the vision of the organization. It is important to note that recruitment is central in in the process of management in any organization. Over the recent years, recruitment has become such a key issue in Human Resource and this has consequently led to engagement of recruitment agencies especially by multinational companies. An estimated 43% of all multinational companies engage recruitment agencies in conducting recruitment (Werner & Desimone, 2012, p.75). This has been primarily motivated by the need to bring on board a large pool of expertise from highly qualified individuals from all over the world. Moreover, 58% of employees have admitted to sending their resumes to recruitment agencies when applying jobs in multinational corporations (Sahi, 2014, p.634). These figures are all indicative of the seriousness of the recruitment process. An organization that prudently conducts the recruitment process will ultimately enjoy better skilled personnel who will be able to carry out the outlined tasks and therefore give the organization competitive advantage over other firms (Aswathappa, 2005, p.37). On the other hand, an organization that fails to carry out the recruitment process carefully may face the dire risk in terms of loss of productivity for the organization in the long term and personnel who are under skilled therefore compromising the decision making process in the organization. Statistics indicate that a wrong hiring can equate to a 30% loss in potential returns in the first year (Stone, 2011, p.39). This paper will discuss the recruitment process with respect to the various theories that are associated with the recruitment process. Moreover, the paper will focus on the effective recruitment process and the various critical aspects that should be put under consideration by human resource managers in order to protect the interests of the organization and in fostering smooth management of the business. STRATEGIC AND OPERATIONAL APPROACH TO RECRUITMENT In practice, the process of recruitment is a very costly venture. According to Public Service Employee Survey, spending on talent search has drastically increased over the last three years by 6% from $120 billion to $127 billion with organizations investing on building professional networks and advertisement for competitive positions (Sahi, 2014, p.639). Therefore, human resource managers and the company’s management will go to great lengths to ensure that the conduct the process as effectively and professionally as possible since it indeed pays well if properly carried out. Microsoft is one of the most ethical companies in the world having won awards on being ethical several times in the recent past. As Microsoft seeks to be and remain the top leader in the distribution of its softwares, it has earned the reputation of conducting rigorous recruitment processes with the aim of tapping on the top talent in the market (Combe, 2014, p.266). This has been a major leap in ensuring that the company has remained highly competitive in the market. Therefore, the company stands at a great advantage if it selects the right people for the specified job, carries out the necessary training, and treats these employees in a professional manner. This, in turn, leads to better productivity in the organization and ultimately, when employees are treated in a dignified manner, the employee turnover significantly reduces and this has great rewards on the long-term investments since employees can related much better with the shared vision of the organization (Hartel & Fujimoto, 2010, p.76). In developing an understanding of the recruitment process, it is of importance to analyze the extent to which a recruitment process determines the future prospects of an organization. An organization having the latest technological softwares and organization equipment and resources will undoubtedly have to struggle in achievement of organizational goals if it does not hire the right people in the workplace (Dhar, 2008, p.58).Confidence in the technical competencies of the candidates is a critical aspect that should be evaluated lest the risk of loss of colossal sums of money and eventually time is lost. For example, if an engineer is recruited without prudently analyzing his or her technical skills, the company may run into the risk of designing an equipment or component that proves defective. This might require that the component re-engineered or may even have worse consequences as penalties for failing to meet contact standards. This can be extremely wasteful to the company in terms of loss of time, money, and future contracts (Werner & Desimone, 2012, p.68). This example exemplifies the extent to which the recruitment process serves to protect the core interests of the organization. While the generalist managers will ideally embark on ensuring that the recruitment process is carried out effectively at all levels, the specialist human resource managers will be in a position to go a step further in understanding the specific set of skills that are required for the job (Arthur 2001, p.56). As such there needs to be a set criteria that should be adhered to when conducting the recruitment process. In this regard, the specialist human resource manager is tasked with the responsibility of ensuring that the organization’s recruitment procedures and policies are well adhered to and this is critical to avoid accusations and instances of bias or discrimination in the process. LEGAL APPROACH TO RECRUITMENT As organizations seek to recruit qualified professionals to their organizations, it is equally important that they should adhere to the legislations that have been put in place by the governments in that country. This is important at all levels in the recruitment process. For instance, in job advertisements, it is illegal under the Disability Discrimination Act and the Sex Discrimination Act publish a job advertisement that is discriminatory in nature (Armstrong & Armstrong, 2011, p.115). Further, legislations maintain that discrimination may be with regards to religion, race, age, disability, sex, and sexual orientation. It is, therefore, in the best interest of the firm that it should not as much as possible avoid the use of language that would in one way or the other imply favoritism to a particular category in the recruitment process. In addition to this, an organization that uses discriminatory advertisements poses the risk of getting decimation claims from the applicants. According to the Public Service Employee Survey conducted in 2011, discrimination rates in the workplace had declined by 4% from the year 2008 to 2011. The report further intimated that 54% of employees reported that discrimination came from their co-workers, 21% from members of the general public, 16% from persons in agencies and different departments, 10% from their subordinates while 7% said discrimination came from those whom they had been assigned custodial duties over (Sahi, 2014, p.628). These figures are rather shocking, they are reflective of the reality that organizations need to deal with the pertinent issue of discrimination in the work place and this should start right from eliminating discrimination in the recruitment process. ROLE OF GENERALIST MANAGERS. In the development and expansion of businesses, it is always necessary to have in the teams’ a manager with the overall capability to oversee the operations of the organization. As such, the generalist manager is tasked with the duty of ensuring that the operations in the organization are running smoothly. With regards to the recruitment process, it is always necessary for the hiring manager to inform the general manager of any positions that are opening up (Werner & Desimone, 2012, p.106). This greatly aids in ensuring that the decision making process in the organization is made in an easier and more efficient manner. In practice, the roles of a generalist manager touches on various segments within the organization. First, the generalist manager is responsible for organization change and development. In initiating new developments within the organization, it is the primary role of the generalist manager to assess the viability of such changes to verify that they indeed have a positive impact on the organization (Stone, 2011, p.85). In the recruitment process, the counsel of the generalist manager on the criteria to choose the best candidate will usually lead to saving time that could be spent on rigorously screening every candidate. Other key role played by the HR generalists involve maintaining good employee relations. While the human resource managers will be mainly preoccupied with looking for new candidates, the generalist manager has to ensure that the communication process within the organization is efficient as much as possible. The generalist manager usually comes in handy in the recruitment process in articulating several issues regarding the job vacancies in the organization. In part, the generalist managers are able to offer insightful advice with regards to benefits and compensation (Ehnert, 2009, p.51). Moreover, they are also in a position to match the qualifications of an employee with a particular pay package. This is a skill learned through experience and the vast interaction with different departments. It is this vast skill in various human resource areas that make the HR generalist an invaluable asset in any organization. ROLE OF HUMAN RESOURCE SPECIALISTS. In the event that an organization considers to carry out recruitment, it is the primary role of the human resource specialists to organize for interviews that encompass all the relevant areas that need to be assessed. Every interview has to meet a particular set of minimum allowable standards that enable the management to ensure that only the best candidates are selected for the particular job in question. Inevitably, human resource specialists have the task of delivering quality candidates as required by the management. Moreover, they have the responsibility of striking the delicate balance between the needs of the organization and making careful assessment so as to recruit the best candidates for every position (Hartel & Fujimoto, 2010, p.76). Moreover, the specialists are tasked with conducting a job analysis which essentially seeks to determine the skills, ability and knowledge required for every given task. The human resource specialists also carry out screening of candidates’ CV. In addition to this, HR specialists are usually trained to look out for soft skills in the candidates (Cassidy & Kreitner, 2009, p.92). This includes skills such as tem leadership and interpersonal skills in the candidates, which are very crucial in predicting the long term performance of these candidates one they get absorbed into the organization. THEORETICAL APPROACHES ON RECRUITMENT PROCESS Theoretical perspectives in human resource management dictate that the organization plays a key role in tapping the potential of employees. The resources that the human resource department is tasked with ensuring that they are well utilized are not only the energy and physical skills of the employees but also the creativity of these employees and their ability to act in a self-controlled and responsible manner (Stone, 2011, p.49). Therefore, organizations should ensure that in conducting the recruitment process, the company should ensure that as much as possible it assesses the ability of employees to act creatively in simulated situations and this can be an effective guide on the candidate’s risk taking tendencies and other critical aspects of the employee that are critical for the job (Gitman & McDaniel, 2008, p.133). 1. Maslow’s Hierarchy Of Needs One of the most important theories in human relations Abraham Maslow’s Hierarchy of Needs theory. This theory asserts that for employees to effectively carry out their designated duties, they will inevitably require some underlying motivation. Further, the theory provides the basis for modern day thinking in approach of human resources in organizations. This is because the approaches presented in the motivation theory provide accurate insights on the psychology of employees under normal conditions. Abraham Maslow’s acclaimed Hierarchy of Needs projects the supposedly changing preferences in the needs of employees with time and changes in what is clearly seen as financial resources (Sims, 2002, p.25). Maslow’s hierarchy points out to the most critical factors that are often used by human resource departments the world over in the dealing with the recruitment and staffing processes. An understanding of the needs of candidates makes it possible for employers to not only articulate the necessary issues while interviewing but also helps in striking a balance between getting the right candidate for the job and matching this with an appropriate pay package, allowances, and other bonuses that should come with the respective position. One of the needs that Maslow highlights in his hierarchy of needs is the physiological needs. Maslow asserts that one of the needs that every employee will require are the basic human needs; food, water and shelter. Physiological needs are at the bottom of Maslow’s hierarchy of needs and, therefore, comprise of what should be regarded as the most basic of needs. It is, therefore, compulsory for organizations to ensure that potential employees especially in lower cadre jobs are offered this security. Similarly, governments the world over, backed by the International Labor Organization, have come up with minimum wages that should be a guide to corporations on the minimum amounts that should be paid to workers to meet their basic need (Ehnert, 2009, p.72). Secondly, on Maslow’s hierarchy of needs is what is known as Safety needs. Essentially, safety needs encompass the guarantee and assurance that the employees work in a safe and secure environment. This is a crucial consideration for candidates in the recruitment process. In as much as candidates want to get absorbed into the organization, it is highly important that the organization offers high quality standards in aspects of safety for the employees. Depending on the nature of the job, the organization’s management should have in place safety procedures and should try as much as possible to safeguard the health of the employees (Durai, 2010, p.60). The third need on Maslow’s hierarchy is that of love, affection, and belonging needs. In the recruitment process, there are several challenges that are faced while trying to post employees in new locations. This occurs majorly where an organization may wish to post a successful candidate in a foreign country, state or in a geographical location that the candidate might not be well familiar with (Werner & Desimone, 2012, p.75). While it may be argued that this is the obvious challenge associated with barriers to mobility of labor, Maslow’s insights direct to a more plausible perspective. According to Maslow’s hierarchy of needs, the need for love, affection, and belonging provided the fundamental basis for human relations within the organization. The need for employees to feel they belong, and that they form part of the organization, teams and other groups formed within the corporation formed an essential aspect in employees. On the fourth hierarchy is what Maslow referred to as esteem needs. According to Maslow, individuals were generally motivated by a “desire for strength, for achievement, for adequacy, for confidence in the face of the world, and for independence and freedom.” (Compton et al., 2009, p.84). This is one of the most delicate need to meet in the highly competitive business world. Human resource managers seek to recruit the most appropriate candidate for the job and should do so on a competitive basis. Further, maintaining these hired employees requires that the employees should be treated in a manner indicative that their skills are valued in the organization. Failure to this may result in employees quitting and moving to other organizations that value their skills and input. In concluding the Maslow’s theory it is clear that the theory provides essential tools that guides in developing an understanding of the motivation theory that is requisite for improved performance in organizations. Furthermore, this theory provides insights on how best an organization can conduct the recruitment process while at the same time keeping in mind the major needs of the potential candidates so as to ensure that the company hires candidates who will be willing and able to perform as per the set standards and guidelines of the organization (Cassidy & Kreitner, 2009, p.174). 2. Frederick’s Motivation-Hygiene Theory Another important scholar who also delved into the subject of human relations is Frederick Herzberg. Frederick’s Motivation-Hygiene theory offers equally convincing and critical insights in understanding the process of motivation of employees. Frederick’s theory offered interesting twists to the earlier Maslow’s theory in that it did not focus only on what led to motivation of employees but it also investigated on the subject of what led to demotivation of employees (Eriksson et al., 2011, p.117). With regards to recruitment, Frederick’s theory points out to the importance of matching the needs of the interviewees with that of the organization goals. What this theory essentially relies on is the relationship that lies between a highly competitive job market and an organizational structure that seeks to recruit and maximize employee’s potential. The theory asserts that recruitment only gains effective significance in improving the performance of the organization if it is done based on motivating employees to use their full potential (Gitman & McDaniel, 2008, p.79). By prudently assessing the motivators, which are basically the factors that enhance employee satisfaction, an organization would be in a far much better position to recruit and retain top-notch employees within the organization. Frederick’s theory augments that motivators include a variety of factors that, upon close examination, can be categorized as self-actualization and esteem needs in relation to Maslow’s Hierarchy of Needs. Specifically, Frederick noted that factors such as recognition, responsibility, and potential for promotion and personal growth motivated employees (Deb, 2006, p.106). These factors ultimately lead candidates to prefer working for one organization over the other. Consequently, the human resource management should be in apposition to clearly communicate these motivators to the potential employees so as to attract a pool of highly qualified employees to select from (Seyed, 2003, p.206). Frederick’s theory is in part a reflection of Maslow’s theory, with the evident difference in the approach to what will cause demotivation of employees. Frederick argued in his theory that demotivation would be caused by hygiene factors such as an adverse organizational administration and policy. Additionally, Frederick’s theory provides important insights on the role played by human resource managers in ensuring that they are in a position to attract a pool of highly qualified personnel. One of the crucial role is that of clearly articulating the level of responsibility required for a particular position. This theory maintains that employees who show more skills and commitment should be assigned more responsibility. Consequently, in conducting recruitment, especially ones that involve internal promotions, the human resource management should give priority to employees with a track record of taking challenging tasks within the organization (Stone, 2011, p.61). According to Frederick, this is a sure technique of motivating these employees while safeguarding professionalism in the organization. CONCLUSION. The importance of recruitment in fostering growth of an organization cannot be overlooked by human resource managers. The long-term benefits associated with professional and transparent recruitment processes heavily outweighs the costs involved in carrying out recruitment of qualified personnel in organizations (Jackson et al., 2009, p.58). It is imperative that organizations strike the delicate balance between engaging highly qualified personnel and at the same time safeguarding the rights of these employees by ensuring they offer competitive pay packages and offer provisions for professional development. Most important, however, is the role that the organization should play to make certain that it is in a position to retain the top talent once they are absorbed into the organization. This is crucial as it guarantees the company’s vision and mission are well understood by the employees and this works to encourage teamwork and cooperation within the organization. Finally, effective communication is essential in human resource management as it sets the basis of problem identification within the organization and is the key tool used in conducting efficient interviews in the recruitment process. REFERENCES AMOS, T., 2008. Human resource management. Wetton, Cape Town, Juta. 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