Staffing Organizations - Case Study Example

Staffing Organizations Name Professor Institution Course Date Staffing Organizations Background The beginning of the 21st century saw a number of researches on the human resource planning claim that the way to competitive advantage is realized through people. The Process identifies present and future human resource requirements for an organization to attain its objectives. These needs are realized through having the right number of employees at the right time (Crawford, 2004). In an organization where this practice is performed properly, it makes maximum long-run profits to both the individual member of staff and the organization. However, growing environmental volatility, demographic changes, technological changes and keen global competition have built imminent responsibility for Human resource planners bearing in mind the reality that recruitment and selection process have turned out to be more difficult in the current time. The paper takes a theoretical analysis of the role in recruitment and selection process in Human Resource planning. It highlights the roles of HR planners and the challenges the planners are experiencing in this process. It wraps up with recommendations intended at making recruitment and selection process more efficient and result-driven when tied to Human Resource planning in an organization. Table of Contents Staffing Organizations 2 Background 2 Table of Contents 3 1.0 Introduction 4 2.0 Role of Recruitment and Selection in Human Resource Planning 4 3.0 Recruitment and Selection Process 5 3.1 Job Analysis 6 3.2 Sourcing 7 3.3 Screening 8 3.4 Selection Processes 8 4.0 Recommendation 10 5.0 Conclusion 11 6.0 References 12 1.0 Introduction Recruitment and selection are two significant roles of personnel management. Recruitment process comes first before selection and assists in selecting the right applicant. Crawford (2004) states that recruitment is a process of discovering the sources of human resource to meet the need for staffing plan and use effective measures for drawing that human resource in sufficient numbers to allow effective selection of resourceful personnel. Staffing is one fundamental role of management. Each manager has a role of the staffing function in choosing the chief executive and the supervisors have a staffing duty when they pick the file workers (Wrightt & Snell & Jacobson (2004, p. 9). Recruiting staff is a very expensive process. It is also a critical part of any organization and its benefits to do it correctly. When organizations select the right individuals for the job, train them properly and treat them aptly, these individuals don't just generate excellent results but also are likely to remain in the organization for a longer time. In such situations, the organization’s first and continuing investment in them is appropriately rewarded. The paper analyses the process of recruitment and selection while giving a wider picture of its components such as job analysis, sourcing, screening and selection process itself. 2.0 Role of Recruitment and Selection in Human Resource Planning Recruitment and selection has a significant role to play to ensure excellent worker’s performance and positive company results. It is frequently argued that selection of workers takes place not just to ensure they take the positions or contribute to employees but rather intends to bring in employees who may perform at a higher level and show commitment (Crawford, 2004). Selections offers HR planners an opportunity to evaluate potential employees' personality and character. This makes sure that only staffs with the most appropriate skills and personalities are offered the job. The company takes certain notice of the individual flexibility and malleability of a candidate, which reassures that such a person can change rapidly to the harsh needs of the job. According to Wright, Snell & Jacobson (2004, p.12), proper selection processes used in the recruitment process makes sure that just a qualified person is chosen to fill a slot. Recruited workforce contented with their jobs result in a low degree of employee turnover. Employee retention is significant to the organization, as the costs of recruitment and training of new employees be decrease with reduced training and recruitment. 3.0 Recruitment and Selection Process Recruitment and selection follow vital stages in the creation of the anticipations that form the psychological agreement between employer and workforce (Crawford, 2004). There are powerful thoughts to bear in mind oriented on labor market requirements. For instance, traditional approaches try to draw a broad choice of candidates for positions prior to screening out individuals who do not meet the criteria set in job requirements and personnel descriptions. Goldrick (1997, p.26) argues that the recruitment can either be done internally which involve the current employees or the external recruitment that involve those who do not work within the company. Many organizations do not have a written document on internal recruitment. There is no policy in place to enable the filling of vacancies through internal means. Arnold et al (2005) contends that one of the insinuations of avoiding to advertise internally is that morale may be lowered which may result to an increase in absenteeism and a decline in job contentment because of job insecurity. Another inference is that, the most appropriate candidate for the job might already be employed within the organization, but since the vacancy is not advertised internally that staff will not have the chance to argue their case. Internal advertisement can assist identify individuals with ability who if not would not be recognized individually by management (Goldrick 1997, p. 27). Internal job advertising can help facilitate the promotion of employees who are aptly qualified. With no advertising of vacancies internally, it is hard to create succession planning. The steps of the recruitment process comprise of job analysis and creating an individual specification; candidates’ sourcing by networking and advertising; corresponding to the candidate’s job descriptions and screening candidates by means of testing i.e. skills or personality appraisal; evaluation of applicants' motivations and how they fit with the organizational descriptions by interviewing and other evaluation methods (Wright, Snell & Jacobson, 2004, p.15). The recruitment practice also consists of the making and concluding of job offers and the training and engaging of the new workforce. Depending on the culture and size of the organization, recruitment might be carried out in-house by human resource experts and / or recruitment professionals. On the other hand, parts of every process may be carried out by either commercial recruitment agencies, or expert search consultancies. 3.1 Job Analysis In circumstances where one or several new jobs are to be formed and recruited, a job analysis and in some situations a task evaluation might be carried out to document the real or anticipated job requirements. From these, the appropriate information is contained in such documents as job requirements and job descriptions. Frequently an organization will already have job requirements that correspond to a past collection of tasks carried out. Where already designed, these documents require reviewing or updated to mirror current prerequisites. Before commencing on the recruitment stages, an individual specification ought to be concluded to offer the recruiters charged with the descriptions and aim of the project. According Morgeson et al (2004), job analysis is the proper procedure of classifying the job content; qualities and activities needed to perform the work and major job prerequisites. The organizational size is expanding each day, which as a result increases the call for additional employees. This finding, although, requires a reasonable approach to find the right applicant for the necessary position. The practice has become so complex that company’s needs expert support from the department of HRM to ensure that the descriptions of the vacancy are met. Thus, the HRM department offers the function of job analysis so as to decide on the right candidate for the position (Morgeson et al, 2004). Job analysis is a challenging and critical part of every Human Resource planning, as well as a major systematic procedure applied within an organization to find future staff. 3.2 Sourcing This is the application of one or several approaches to draw or discover applicants to fill job positions. It might entail external or internal advertising, employing proper media, for instance local or national dailies, expert recruitment media, expert publications, job centres, or in many ways through the internet (Crawford, 2004). Alternatively, companies may employ recruitment consultancies to establish otherwise required candidates who fit the present positions. This original research for the purported passive applicants, also known as name generation, leads in the contact information of possible candidates who may then be contacted prudently to be approached and screened. 3.3 Screening Job suitability is normally evaluated by looking for appropriate knowledge, skills, aptitude, educational and qualification or the related experience. These may be established through screening Curriculum Vitae; applications of job; interviews. More practical identification processes take in performance evaluations, aptitude, psychological, literacy and numeracy testing. Several agencies and recruiters employ a candidate tracking systems to carry out the filtering procedure, together with software tools to perform performance related evaluation and psychometric testing (Arnold et al, 2005). Performance related evaluation is a way of finding out whether job candidates can carry out the duties which they have applied for. Wright, Snell & Jacobson (2004) claims that in several countries, companies are legally authorized to make sure their screening and selection practice match equal opportunity and moral benchmarks. Additionally to the selection evaluation criteria, organizations are likely to identify the value of applicants who also have the purported 'soft skills', for example team leadership or interpersonal skills and the ability to strengthen the organization's brand via their behavior before of suppliers and customers. Multinational companies and those that hire from a set of nationalities are facing the challenge of organizational culture. In short, it is a question of whether the candidates will fit well into the current organization 'culture'. 3.4 Selection Processes Selection is the practice that a company employs to find out which job candidate will be the most effective in satisfying the job demands or will suit well with the current organization teams and the organization culture. Wrong selection processes results in different needless costs in the company. Goldrick (1997) claims in the recruitment course, a company hires the most fit and competent candidates, whether from the internal or external to the organization to fill up a job position. A business selection process determines who gets employed. If appropriately done, the organization will identify capable candidates and precisely relate them to the organization and job requirement. The application of the good selection tools will increase the chances that the right individual will be picked to fill the vacancy. While staff selection is just like a science, some companies fail to create their selection mechanisms in order to maximize the probability that the right candidate-job suit will be realized (Goldrick, 1997, p. 27). When mistakes are made, the picked candidate’s performance could be less than adequate. Training could be required to enhance the candidate’s expertise. At the worst, the applicant may prove undesirable and a substitute will be needed. Similarly, when the selection process leads in the recruiting of less qualified people or candidates who do not suit into the organization’s requirements, those hired will possibly feel tense, anxious and uncomfortable. Efficient staff selection is an important element to an effective organization. How staff performs their jobs is a key element in establishing how effective an organization will be. Job performance is in essence determined by the capability of a person to do a certain job and an effort the person is keen to set forth in performing that particular job (Wright, Snell & Jacobson, 2004). Through successful selection, the organization can exploit the possibility that its new workforce will have the required skills to carry out the jobs they were recruited to perform. Therefore, staff selection is one of the two main important ways (together with orientation and training) to ensure that new workforce have the capabilities necessary for their jobs. It also offers the base for other Human Resource practices—for instance, successful job design, setting of a goal, and recompense—that encourage workers to put forth the effort required to perform their jobs successfully. A sensible idea of the recruitment process, which enables the nature in which selection is carried out, may start with recruitment. Staffing consists of attracting candidates, collecting information regarding them, and shaping the insights of those candidates. There is a rather wide body of research emphasized on clarifying the success of personal recruits derived from tenets for instance the choice of recruiting methods (Crawford, 2004). The company then applies selection criteria to collect information concerning candidates, to distinguish amongst them, and then to widen job offers. Finally, the staffs complete the hiring process by choosing amongst job. The techniques for selection include the interview which is the most common tool for many organizations (Crawford, 2004) and the leading method employed. Tests are also administered in the selection process such as technical test, technology test, English proficiency tests and problem solving tests. The traditional organizations hardly ever administer aptitude or psychological tests since they lead to loss of face promising candidates though, psychometric tests of attitudes, abilities, interests, needs, aspirations, motivation and individual management style has been implemented from Western Human Resource practices (Arnold et al, 2005). 4.0 Recommendation The process of recruiting and selecting employee in an organization should comprise of several major factors as recommended in this report to make sure that the organization not only adhere to internal policies state regulations. For proper recruitment, the human resource planners should ensure the following; Before beginning the recruitment and selection course, job requirements have to be defined for every function in the organization. Job descriptions enables employees to know their responsibilities and also give a tool for hiring employees to utilize when picking the most suitable candidates on the basis of job requirements. Procedures and policies ought to be defined and complied. Policies should offer a list of guiding standards for hiring employees to follow, while procedures should present the necessary measures for the whole process. Immediately procedures are obviously put in place, hiring executives should be trained concerning the prerequisites of the process. Training should consist of related laws and regulations, in addition to the organization's objectives during training. 5.0 Conclusion Organizations have realized that having a legally and effective system in place is critical in helping select the right candidate for their jobs. In order to make the process more efficient, several organizations are now planning to enhance their application of different tools and allocate more funds to the program. This is because they have realized improved recruitment and selection approaches lead to better organizational results; and the more successfully organizations recruit and select applicants, the more they are likely to employ and retain contented employees. Therefore, putting more money in the development of a wide-ranging and the suitable selection program will lead to effective management of the organization’s operations. 6.0 References Arnold, J. et al (2005). Work Psychology: Understanding human behavior in the workplace, 4th Ed. Harlow: FT Prentice Hall. Crawford, R. (2004). Recruitment and Selection. HR Research Paper, No. 30, HRDOC Store: London. Goldrick, P. (1997). What makes a selection system best practice? HR Monthly, June, p. 26-27. Morgeson, F. et al (2004). Self-Presentation Processes in Job Analysis: A Field Experiment Investigating Inflation in Abilities, Tasks, and Competencies. Journal of Applied Psychology, 89(4), 674–686. Wrightt, P., Snell, S. and Jacobson, P. (2004). Current Approaches to Human Resource Strategies Inside-out Versus Outside. Human Resource Planning, 27(4), 2-22. Read More