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Recruitment and Selection Policies - Case Study Example

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Initially, it is imperative to begin the discussion with the clarification of what the two terms under discussion specifically means. We start off with the term 'recruitment', it is the process of attracting qualified candidates from whom it is possible to select and appoint competent workers…
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Recruitment and Selection Policies

Download file to see previous pages... referral based, and for fresh positions via campus recruitments. The selection process is more rigorous and depending on the nature and intricacy of the job, competence of the staff involved in the selection, the costs and benefits associated with the position to be recruited for and most importantly, the time factor. The methods for selection includes just sorting through resumes, conducting tests to judge individual's or potential employee's aptitude, intelligence, trainability and personality, group discussion, interviews and also the assessment centers. Each will be elaborated in detail going forward. Some issues also emerge in the selection process, these will be discussed soon.
As discussed earlier, recruitment process begins from identification of the need that the organization needs to fill in a certain vacancy up to the point where the organization receives the application forms or has to decide between whom to hire for the position. The firm has option to recruit either internally from within the firm or external sources. Hiring candidates from within the organization has its own advantages. Firstly, hiring from inside saves the organization considerable amount of money and time because individuals within the organization already has an idea regarding what the company is like, an in depth knowledge of its products and services and how a business functions overall. Thus, lesser investments might be required to develop the fit that is required; thus, saving potential time and the money that is required for training a completely new (external) recruit. More important, these internal promotions incentivize people to worker harder and move up the organizational ladder, they become more committed and work harder within the organization.

Secondly, since a firm very well knows the individual's strengths and weaknesses as the person has served in the organization for quite some time, all the areas are pre-assessed; when in fact, hiring an outsider has risks attached to it and success might only be on the resume and not the person's practice itself.

But, obviously, the advantages do not come alone; some of the disadvantages to the internal recruitment practices for the firm starts with replacing the position of the person which has been left vacant due to the promotion. Besides, hiring an outsider might bring in more diversification to the organization's skills, which might otherwise be limited because of phenomenon such as groupthink. As opposed to the internal recruitment, externally recruiting helps firms to hire people who are diversified in talent and in experience; but has its own disadvantage such as the firm may end up hiring someone who is ineffective and unsuitable for the organization.

Whereas, recruitment was a one way step, selection is a two way process of communication and establishment of a positive psychological contract; the sole aim being contacting and employing the best people for the job. The selection process results in either of the two outcomes, it either results in hiring of effective employees or rejection or exit of the non competent employees. The selection process is always faced by limitations such as validation, review and organizational constraints.

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