Recruitment and Selection
In
this competitive work environment finding the right candidates is quite a task.
Many organizations grapple with attracting the best in the business, in the
hope that the move will bring forth the desired result for the organization. Roberts
(1997) asserts that the purpose of selection is to match people to work and it
is the most important element in any organization’s management of people simply
because it is not possible to optimize the effectiveness of human resources, by
whatever method, if there is a less than adequate match.’ (Roberts, 1997)
According
to Pergamon Flexible Learning (2009), recruitment strategies include efforts to
reach better pools of candidates and to sell the organization as an employer of
choice. On the other hand, the selection is about how to make a fair and
accurate assessment of the strengths and weaknesses of applicants and how to
identify the candidate who is most likely to perform well in the job (Pergamon
Flexible Learning, 2009). The human resources department needs to ensure that
it approaches the right platforms, and states the right criteria to attract the
right candidates to apply for the available positions. This brings in a pool of
somewhat suitable candidates to choose from. However, from the perspective of
job applicants: the employer brand, conducts and ethics, perks and benefits, and
career growth are considered major factors when deciding to apply for a job. ‘Traditional
recruiting outcomes have been categorized into four major constructs: Job
pursuit intentions, organizational attraction, acceptance intentions, and job
choice’ (Chapman et al., 2005).
Methods for selection
Networking and e-recruitment platforms (e.g., LinkedIn, Zoho, Glassdoor) could help in forming a pool of suitable candidates. According to Pfeffer (2001), a combination of traditional selection and recruitment methodologies from system-based strategic approaches are applied when selecting the candidate who is likely to perform most effectively. Nevertheless, Pfeffer (2001), warns against over-emphasising the search for talented ‘outsiders’ and neglecting the potential of those already in the organisation (Pfeffer, 2001). Preference for internal potential employees for available jobs over outside talents would encourage job engagement among employees.
Role of line manager
The process follows the recruitment involves the line manager identifying the candidates with suitable skills, expertise and potential to develop the role and benefit the organization in the long term. Hence, the selection process needs to focus on candidates who are an organizational fit. According to Bonabeau (2003) intuition is a fickle and undependable guide - it is as likely to lead to disaster as to success (Bonabeau, 2003). Line managers need to avoid reliance on gut instinct when evaluating job applicants based on background, education and interests. Thus, unbiased and ethical practices need to be followed during the selection process. This will help bring a positive image of the organization among the candidates. The important role of the line manager is to ensure that selected talents are acquainted with policies and strategies of the organisation. Thus, the line manager needs to be at the forefront of aligning the strategy of HR and the organisation. ‘New emphasis on line managers accepting responsibility for the alignment of competitive strategy and HR policies’ (Armstrong, 2011).
Equal opportunities and a diverse workforce
Law (2022), states in today’s global economy, diversity is not only a smart move; it is essential, to succeed in a diverse and inclusive society, the workplace must be equal and diverse (Law, 2022). A diverse workforce is as important as selecting a suitably qualified candidate. Hence, the screening of the suitability of a job applicant without prejudice is pivotal. ‘It’s about respecting and valuing the skills and differences that employees of different ages, races, nationalities, languages, gender, religion, education, ability, and sexual orientation can bring to your business (Law, 2022). This will lead to healthy competition and a vibrant environment in the workplace and this is bound to improve the productivity level. However, Lievens and Chapman (2010), have a different say that a final pressing issue for the organizations that use selection procedures in other cultures deals with knowing whether a specific selection procedure is transportable to another culture and whether the criterion-related validity of the selection procedure is generalizable (Lievens and Chapman, 2010).
Alternatives to external recruitment
External recruitment comes with the advantage of the vast talent of a diverse workforce across the globe to select from. However, O’meara and Petzall (2013), state it would be costly for an organization to employ new staff only to have them leave after heavily investing in the future of those staff (O’meara and Petzall, 2013). The long-term goals of human resources management are aligned with that of the organization. Hence, it wants to ensure that existing employees are trained, engaged and developed to become a competent workforce. And to count on when the necessity arises for addressing the shortfall in an organization’s pool of skills, knowledge and experience. This approach makes the employees feel valued and helps lift morale too. Collings and Mellahi (2009), emphasize the development of a talent pool of high potential and high performing incumbents who can fill the key positions in the organisation and help to deliver sustainable competitive advantage (Collings and Mellahi, 2009). Thereby, the organisation could have satisfied, motivated, and engaged employees for better job performance while avoiding the need for spending time, money, and effort on recruitment and selection process.
References
Armstrong, M., (2011). Armstrong’s Handbook of Strategic Human Resources Management, 5th edition, Kogan Page Ltd., UK
Bonabeau,
E., (2003). Decision Making And Problem Solving: Don’t Trust Your Gut, Havard Business Review,
May 2003
Chapman, D.S., Uggerslev, K.L., Carroll, S.A., Piasentin,
K.A., and Jones, D.A., (2005). ‘Applicant attraction to organization and job
choice: A meta-analytic review of the correlates of recruiting outcomes’, Journal
of Applied Psychology, 90: 928-44.
Collings, D. and Mellahi, K. (2009). Strategic talent
management: A review and research agenda, Human Resource Management
Review,Volume 19, Issue 4, [Online] Accessed at: (https://www.sciencedirect.com/science/article/pii/S1053482209000461) [Accessed
on 13 Nov 2022]
Law, B., (2022, 2022a). Equality and Diversity – the importance and benefits of a diverse workforce, legalfutures, 13 May 2022
Lievens, F. and Chapman, D. (2010). Recruitment and selection. 10.4135/9780857021496.n9. [Online] Accessed at: https://www.researchgate.net/publication/287389587_Recruitment_and_selection [Accessed on 09 Nov 2022]
O’Meara, B. and Petzall, S. (2013). The handbook of
strategic recruitment and selection: A systems approach, Emerald Group
Publishing Limited, UK
Pergamon Flexible Learning (2009). Management Extra:
Recruitment and selection, Rev. ed., Elsevier Ltd, Hungary. [Online]
Accessed at: https://books.google.lk/books?id=Ovgk0AwZiF8C&printsec=frontcover&dq=recruitment+and+selection&hl=en&sa=X&ved=2ahUKEwiymMKNh6D7AhUL3HMBHQUaBfoQ6AF6BAgEEAI#v=onepage&q=recruitment%20and%20selection&f=false
[Accessed on 09 Nov 2022]
Pfeffer,
J. (2001). Fighting the War for Talent Is Hazardous to Your Organization’s
Health. Organizational Dynamics, vol. 29, pp. 248-259. [Online]
Accessed at: http://dx.doi.org/10.1016/S0090-2616(01)00031-6 [Accessed
on 11 Nov 2022]
Roberts, G. (1997). Recruitment and Selection: A
competency approach, Charted Institute of Personnel and Development, London
Agreed the content above Afzal. Further, the traditional process of recruiting is starting with job description and specification (Abdulla et al, 2017). In traditional recruitment, the present individual should go through 4 stages like, position clarification to be filled, update of job description and specification, identifying possible sources of qualified candidates and selection of most appropriate way to communicate (Abdullah & Addul, R, 2015). For the methods of selection news paper ads, private and public employment agencies, Internet job boards, corporate websites and employee referrals, are some of most commonly used external sources of recruitment (Ployhart, S & Schmitt, 2006, p. 280). The use of Internet for recruitment and selection people has increased significantly (Hopkins & Markham, 2003). The cost and saving time is most important advantage of the e recruitment.
ReplyDeleteAgreed with you on your content Afzal. Furthermore, adding to your content, According to El Ouirdi, El Ouirdi, Segers, and Pais (2016) recruiters use social media such as LinkedIn, Facebook and Twitter to post job ads, attract and recruit job applicants, and pre-screen applicants (Jeske & Shultz, 2016). The recruitment process in their organizations becomes more “dynamic, relational, and authentic, and the employer brand and attractiveness are enhanced” (Carrillat, d’Astous, & Grégoire, 2014; El Ouirdi et al., 2016). The fact that LinkedIn is the most popular social network used for recruitment was also shown by a survey conducted by Jobvita in 2012. More than 93% of surveyed employers use LinkedIn for recruitment purposes, while 66% of employers use Facebook, and 54% use Twitter (Broughton, Foley, Ledermaier, & Cox, 2013).
ReplyDeleteThank you for your comment Nilusha, recent technological advancement has impacted organizations to adapt to the e-recruiting method. ‘The use of communication technologies such as websites and social media to find and attract potential job applicants, to keep them interested in the organization during the selection process, and to influence their job choice decisions (Chapman and Goddolei, 2017). E-recruitment helps organizations attract vast diverse talents across the globe at a minimal cost. Thus, online recruitment has an edge over the conventional method of recruitment.
DeleteHi Afzal, While recruitment is the process of identifying and attracting potential candidates from within and outside an organisation to begin evaluating them for future employment, selection begins when the right calibre of candidates are identified (Walker, 2009)
ReplyDeleteThank you for your comment Nauhad, although recruitment and selection are often viewed as separate processes, research is increasingly showing that the two processes have considerable interactive effects (McCarthy, 2017). Practices of fairness in the selection process impact the job applicants’ perception. Therefore, HR managers should balance their recruiting and selection needs and pay attention to the potential effects that their selection practices can have on applicant attraction and job choice (Wilkinson et al., 2019).
DeleteGreat Blog Afzal, Further i just want to mentioned importance of e-recruitment. With the globalization the competition has increased substantially. Hence the emergence of e-recruitment in every part of the world can be seen (Marr, 2017). I would say out of all the methods and ways e-recruitment will supersede and establish as the standard for recruitment with in this decade.
ReplyDeleteThank you for your comment Insaff, and yes there is a high probability of e-recruitment becoming the go-to mode for recruitment in the future. Online recruiting offers the privilege of convenience and affordability. According to Tyagi (2015), better technology and easy access to information produced between workers and firms is increasing the probability of finding the best match for a given opening.
DeleteGood introduction Afzal. According to (Zottoli & Wanous, 2000), recruitment is the process of identifying potential candidates internally and externally of an organization to begin the process of evaluation for future employment, whereas, the process of selection begins when the most suitable candidates are identified.
ReplyDeleteThank you for your comment Onita. Goldstein et al. (2017), assert that the effective recruitment process provides employers with a pool of job applicants who possess knowledge, skill, abilities, interests, experience, values, motivation, and self-insight so that it can get maximum value from its selection system. Therefore, an effective recruitment process ensures it targets the right candidates, mentioning the right criteria for selection and through the right mode.
DeleteGood Article Afzal Farook, employee performance and recruiting and selection have a considerable linear relationship. There is enough evidence to support that if recruiting and selection procedures are not compromised, a company can hire people who are dedicated to its goals (Armstrong, 2008).
ReplyDeleteThank you for your comment Ameen. According to Elearn (2009), responsibility for recruitment and selection, once the preserve of the HR team, is now usually devolved to, or shared jointly with, the line manager. The line manager with detailed knowledge of the job is the ideal person to assess a candidate. Therefore, the line manager, in this situation should act effectively, fairly, and most of all strategically focused during the selection process.
DeleteNice work Afzal. In organizations the language of competency is used as a basis for the person specification and competencies are set out through role analysis. Competencies defined are used as the framework for recruitment and Selection. (Armstrong M.,2006). A competencies approach will help identify which selection techniques to be used.
ReplyDeleteThank you for your comment Zameera. According to Schramm (2012), the organization needs staff who can locate, identify, and appoint people who have the competence, knowledge and capacity to help the organization to achieve its goals in the future. This suggests that to have an effective selection process the organization should possess competent leadership. It is recognized that staff bring more than competence to an organization (O’Meara and Petzall, 2013). Therefore, strategic-based organisations tend to seek new staff from a holistic or human capital perspective so that new staff can be nurtured and developed for the future (Crawford, 1991).
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