HR Recruitment and Selection - Essay Example

HR RECRUITMENT AND SELECTION INTRODUCTION Recruitment and selection is the valuable process of Human Resource Management in any organization. Recruitment is defined as the ability of an organization to identify and provide the source for employment for keeping the organization working in an effective and improving manner (Mittleman, 2000). Effective recruitment process improves the value of the organizations asset and investment. Quality human resource is considered as assets in today’s competitive environment. To recruit high level quality staff in the organization, the success should be in the process of recruitment and selection (Jackson, Schuler, & Werner, 2009). It is essential that the process of recruitment should be planned, organized, and performed in a way that will lead to success. In the process of recruiting employees, there is an element of prediction, which is not a favorable aspect for recruitment. Effective policies for recruitment are helpful in making the decisions in a more organized manner to achieve the degree of uncertainty. The implementation of the effective process for recruitment cannot be ignored; it requires the proper devotion of time and interest of the managers towards this responsibility for the well-being of the organization. Recruitment provides the opportunity to present a favorable conditions or a platform for an organization to grow and prosper by recruiting the right persons (Price, 2007). The main objective of recruitment and selection is to find the best and effective recruitment sources which will help in hiring the best individuals from the market. Moreover, the other important objective is to retain these employees in the organization. The success lies within the selection of the right candidate and providing them the right environment and right benefits. The organization needs to follow and implement the correct recruitment procedure: 1. Defining vacancy 2. Selection of recruitment sources 3. Selection of candidates 4. Interviews 5. Offer AIM OF RECRUITMENT AND SELECTION The aim of recruitment and selection is the identification of employees required by the organization and to select and identify the right candidate for the organization. Identifying Need of Recruitment: The first and most important function of recruitment is to identify the need of an individual to be hired, i.e. designing a job description. Specifying the areas where an employee will be required in the organization. It is important to consider the term and conditions and policies along with the core values of the organization (Jackson, Schuler, & Werner, 2009). Creating Opportunities for Candidates: It is the most creative part of the job. Searching for employees internally is not a big goal to achieve or may not give an interest of gaining an opportunity. Major factor is to create attraction for the outside employees to join the organization. This involves some foreign bodies to act in for recruitment and take their assistance. Selecting the agency which would meet the standards of the organization will be of good use (Price, 2007). Selection of Relevant Candidate: The candidates selected and provided by the agencies are interviewed and tested as per the procedure of assessment and job nature. Going through the applications, it is important to match the applicants with the respective job description and the values of the organization to analyze whether they are the right fit for the job (Bratton, & Gold, 2009). Introduction Phase: After clearing through the phase of testing and assessment, the hired employee is introduced first to the organizational values, and he or she is communication about the core values of the organization. Then on, the employee is introduced with the team or the department for whom the employee will work, engaging of the co-workers, staff, etc. The main purpose is to identify what the job description is and what the job specification is. The recruitment process should include the description of the internal content of the organization and also the content required by the agency working for the organization. It is critical to make decisions about whether the requirement is permanent or non-permanent nature, legal policies should be applied, and whether the job is task oriented or a permanent one (Jackson, Schuler, & Werner, 2009). STAGES OF RECRUITMENT AND SEELCTION 1. ADVERTISING: The purpose of job advertising is to attract the individuals in the market that are looking to be employed. The advertising practice should stimulate the correct features to attract an individual to apply. The advertiser should make possible to attract candidates from different sources. Making of the advertisement should involve: The introduction of organization - its core value and location. The job title - main duties (description) and the location required. Requirement of qualification and experience. Rewards and opportunities offered by the organization - basic salary, fringe benefits, opportunities regarding career growth etc. Involvement of certified training. Conditions to be followed - any specific requirement of the organization. Application form providing the date of last submission. It is important to not mention too much unnecessary details 2. SELECTION: Selection process involves the search and identification of a person who is applicable and can meet the requirements described by organization. It is mostly difficult to examine an individual from external candidates than within the organization. Mistakes in selection may lead to very serious consequences in the organization, especially damaging the value and importance of the organization in the market (Bratton, & Gold, 2009). The HR manager should think of three basic questions before recruitment and selection: Can the individual do this job? - checking the competency, Will the candidate do it? - checking the motivational factor of the employee, How will the candidate fit into the organization ? The sources which will provide the information about the individuals are Documents provided by the individuals Interviews taken by the human resource department Selection test Previous employment or experience. The process of selection is important, difficult and complicated; a few steps to be followed for successful selection are listed below: To be aware of the aspects and essential points about the nature of the job, the problems involved or may get involved. Defining clearly each step which will increase the effectiveness of the performance. Training and giving the brief descriptions to the employers, and make them prepare for the problems to be faced and the tackling skills required. A check on framework required to predict future complications, by practicing the past selection processes. IMPORTANCE OF RECRUITMENT AND SELECTION The process of recruitment is the one of the most essential parts of human resource management because if the right person is recruited then it pays for years to the organization. When organizations choose the right people for the job and train him or her well and treat him or her appropriately, the employee will not only produce the outcome, but will also show the commitment of remaining with the organization. Thus, recruiting of one person can give long-term benefits. Recruitment is organizations initial and ongoing future investment which will be rewarded in the long-run (Jackson, Schuler, & Werner, 2009). Mostly, organizations have the latest technologies and the latest resources involved, however if it does not have the right people to manage and operate, then the organization will struggle to achieve the results it wants to (Gupta, 2008). This believe is true among the organizations or the businesses all over the world whether the organization is a school, an airline, an hospital, a restaurant, or any type of organization. Organizations should be well aware of the importance of doing and getting it right. Choices of recruitment that are made poorly can lead to high and improper balance of expenses. The organization should be confident of a candidates experience and competency before recruiting him or her. For example, if an engineer designs a component that fails and has to be re-engineered, the company loses both time and money and may incur penalty charges on any delay in fulfilling particular contracts. Time and money spent in recruiting that particular employee will prove to be expensive and wasteful (Redman, & Wilkinson, 2009). Organizations that are practicing improper recruitment and selection more often result in high turnover rate and separations, i.e. outsourcing of the business. If human resource department is not careful in analyzing the resumes and practicing improper means of conducting interviews, they may hire an employee of weak working abilities or tendency to be molded and fitted in the organization, and this will result in decreasing the element of future projections and hope. The recruitment department should pay close attention to the factor of time based on previous job and carefully check references. Another factor is of gradual decrease in the aspect of being responsible. For example, if the candidate starts out working as a senior manager and slowly shows progression to a less complex role, this could indicate that he is not as competent as the person progress. In recruitment, there is a linked between loyalty and productivity. Employees hired should feel dedicated to the organization, and should have the attitude of hard working which will help in achieving success. Keeping this view point in mind, recruiters must ask questions that provide information about a candidates strengths and weaknesses. In addition, the interview strategy of a recruiter should involve the knowledge about the candidates greatest achievements throughout the career. The employees willing to be employed will have the record of their excellence, creating more competitive and innovative presentations (Redman, & Wilkinson, 2009). Another important factor involving weak recruitment is factor of discrimination. If the human resource department of an organization starts focusing and discriminating the process of recruitment internally, it will result in serious damage and will influence the recruitment process. Discrimination is a serious concern among recruiters. If discriminatory hiring practices can be proven, this could result in serious damage in financial and reputational aspects. The discrimination in recruitment can be based on race, color, national origin, sex, disability, religion, political affiliation, religion or age. Recruiting should involve the following steps to avoid such complications. 1. Advertising only essential requirements of the position being offered. 2. Providing an accurate job description. 3. Listing correctly the position name, and the specifics of the duties which will be involved. 4. Language proficiency required or the extra capabilities required for the offered position. 5. When conducting interviews make sure the location is accessible and make sure not to conduct interview on cultural and religious holidays. 6. Use same pattern of questionnaire for all candidates and try to make a team of recruiter instead of having any one key member of the organization. 7. Make notes of extra features will easily define the candidate at time of selection. CONCLUSION In order to remain in the business market and maintain the performance and competitive advantage, organizations must recruit the best candidates available. The organizations that are competing in a marketplace take recruitment as a key component. Above all mentioned details and procedures of recruitment and selection, the process seems to become more difficult and complex. As most of the organizations today want to hire the most talented and effective candidates to create a difference, and incorporate innovation in the core value of organization. Different kinds of agencies are involved in the recruitment process for different positions on different levels. For instance, government agencies recruit employees on merit for different positions. Most of the organizations are now using behavior based interviews for selecting employees. Approximately half of the agencies and organizations plan to use the services for recruitment and selection in the future based on the positions available. The recruitment and selection based on test and assessment methods are now on low percentage. However, organizations plan to use the method of test assessment in the future. However, the structured approaches enable the recruiter to assess skills, abilities, and knowledge that can significantly reduce the candidate pool by eliminating those who fail to meet the minimum job qualifications. A professional recruiter must be competent enough to design the recruitment and selection process, defining the interest of the organization, involving the element of curiosity to the relevant information of the individual, and it will result in reducing the cost of the organization (Gupta, 2008). Finally, better recruitment and selection strategies result in improved organizational outcomes. The more effectively organization recruits and selects candidates; more likely the organization is likely to hire and retain satisfied employees. In addition, the effectiveness of an organization’s selection system can influence bottom-line business outcomes, such as productivity and financial performance. Hence, investing in the development of a comprehensive and valid selection system is money well spent. Therefore, it is critical that the organization should formulate a proper recruitment and selection process without any discrimination to achieve long-term results. References Bratton, J., & Gold, J. (2009). Human Resource Management: Theory and Practice, 4th edition. Basingstoke: Palgrave Macmillan. Gupta, A. (2008). Outsourcing and off shoring of professional services: business optimization in a global economy. USA: IGI publishing Hershey. Jackson, S., Schuler, R., & Werner, S. (2009). Managing Human Resources. Mason, OH: South-Western Cengage Learning. Mittleman, J. (2000). The Globalization Syndrome: transformation and resistance. New Jersey: Princeton University Press. Price, A. (2007). Human Resource Management in a Business Context, 3rd edition. London: Cengage. Redman, T., & Wilkinson, A. (2009). Contemporary Human Resource Management: Texts and Cases. Harlow: Financial Times Prentice Hall. Read More