The Recruitment and selection process is an important Human Resource Management task that needs to be done by the HR manager. The main reason companies engage in the recruitment and selection process is because they want to appoint the right person at the right job” (Dale 2004). There are different stages in a recruitment and selection process for example Job analysis, Recruitment, Selection and Induction/follow up. The HR manager needs to understand the benefit of having effective recruitment in the organisation. It is important to employ high quality employees because they can achieve the goals of the company. This will reduce the risk of having incompetent employees that could affect the organisation in achieving its long term goals. Effective recruitment is beneficial because vacancies are filled quickly and performance is maintained. And the organisation does not need to worry about financial losses because the hiring of staff is done immediately and effectively (Zhao & Liden, 2011).
It is important to list the skills your new hire will need to fulfill his duties. You get much better results in your recruitment process if you advertise specific criteria that are relevant to the job. Include all necessary skills, and include a list of desired skills that are not necessary but that would enhance the candidate’s chances (Zhao & Liden, 2011). If you fail to do this, you might end up with a low-quality pool of candidates and wind up with limited choices to fill the open position.
Your screening process provides a vital opportunity for you to focus on what candidates can offer your company. It is important that you screen heavily, either by using your own judgment or by enlisting the help of managers you trust. The interviewer must know what the job is and what will be required for a new hire to perform well (Zhao & Liden, 2011). The interview process also allows you the opportunity to express your company’s vision, goals, and needs. It is vital that the interview elicits responses from applicants that can be measured against your expectations for the position. If you don’t use the interview to effectively eliminate applicants who don’t fit into your company culture, you might find yourself dealing with turnover, confusion and disgruntled employees (Van den Brink, 2010).
When you choose a candidate based upon the qualifications demonstrated in the resume, the interview, employment history and background check, you will land the best fit for the position. Base your decisions about a specific candidate upon specific evidence rather than any gut instincts. If you hire people who can do the job instead of people you merely like, you will have higher productivity and quality in your products or services (Van den Brink, 2010).
Your goal in hiring responsible and reliable employees should be to make your small business profitable and efficient on a long-term basis. The recruitment and selection process is the time you not only identify a candidate who has the experience and aptitude to do the job that you are looking to fill, but also to find someone who shares and endorses your company’s core values. The candidate will need to fit in well within your company’s culture. Your selection and recruitment process should provide you with an employee who adapts and works well with others in your small business. Failure to recruit and select for the long term can result in high turnover (Patterson, Ferguson, Norfolk & Lane, 2005).
When you effectively recruit and select the right employee, there is a domino effect. Your new hire will do her job well (Patterson, Ferguson, Norfolk & Lane, 2005). Employees will see that you make wise decisions. You will gain respect from your workforce, and you will get higher productivity as a result of that respect. This positive attitude will affect the quality of your products or services, and ultimately, your customers’ perceptions of your company.
Cost is a major reason why effective recruitment and selection is important. There are many ways in which poor recruitment practices can result in financial losses. For example, if a candidate’s competency is not accurately assessed, he may make mistakes that can hinder productivity (Patterson, Ferguson, Norfolk & Lane, 2005). If he needs to be retrained or replaced, this takes up more company time that co
Loyalty and productivity are linked. Employees who feel dedicated to the organization will work hard to help it succeed. With this in mind, recruiters must ask questions that provide information about a candidate’s strengths and weaknesses. Additionally, interviewers should inquire about a candidate’s greatest achievements throughout her career. Generally, loyal employees will have a track record of striving for excellence, resulting in a more competitive, innovative and profitable business (Lievens & Chapman, 2010).
Discrimination is a serious concern among recruiters. If discriminatory hiring practices can be proven, this could result in serious harm, both financially and in terms of reputation. The United States Department of Labor forbids discrimination based on race, color, national origin, sex, disability, religion, political affiliation, religion or age. Steps can be taken to avoid such complications. First, advertise only the essential requirements for the position. Provide an accurate job description, listing only the position name and the specific duties involved. Things such as language proficiency or physical capabilities should not be listed unless they are absolutely essential for the role. When conducting interviews, ensure that the location is accessible by people with disabilities and refrain from holding interviews on religious or cultural holidays. Use the same questions for every candidate and try to have more than one recruiter present during the interview. Careful notes must be taken so that recruiters can justify hiring or not hiring the particular candidate.
The institution’s goals and mission statement should be clearly defined and understood prior to conducting a search for qualified individuals. It should also emphasize the people oriented nature of the organization.
Every employee affairs division should identify the characteristics and requirements of the vacant position and the personality traits that would most benefit the individual who assumes the position. It is important to create a profile that best fits the position in the context of the institution’s culture. Whether the position is new or recently vacated, there must be a careful determination of why the position is needed, precisely how it will assist the division and the institution in achieving its goals and mission, how it relates to other positions in the division, and what skills and other abilities are necessary to carry out its responsibilities. Finally, the analysis should include a judgment as to whether other positions in the division should be reconfigured in light of the vacancy (Lievens & Chapman, 2010).
The division should first establish a hiring profile, consistent with the idea of choosing the person who would best fit the position. It is imperative that a position description clearly defines the institution’s goals, including the definition of employee services, and that employees are selected based on personality and chemistry that fit the defined services and goals. The division should offer leadership that embraces the concept and reality of the defined goals and practice them everyday. It should also simplify operations so the “people element” shines forth and stamps the institution. The job description should indicate the need for the position in light of the institution’s goals. It also should make clear to other members of the unit in which the work is to be performed, what is expected of the new member.
The integrated staffing model suggests the use of a search committee to recruit and select staff. Search committees are most frequently the mechanism used to carry out recruitment and selection processes. Search committee members should be selected either from the unit or units most affected by the search, or selected from diverse units within and sometimes outside the division and the institution or a combination. This choice should be related to the level of the vacant position (Keep & James, 2010). As the level of responsibilities of the vacant position increases, the search committee members should be more widely representative of the entire campus and outside community.
This crucial step informs all who are interested in the position precisely what the search committee is looking for in clear and unambiguous language. Individual and office to contact for further information. If stated clearly, the position announcement can unencumber the overall search process by encouraging the self-elimination of candidates who clearly do not fit the announced requirements.
The employee affairs division should evaluate all possible avenues for advertising a position vacancy. Limited budgets may determine the means by which a position vacancy is advertised. Therefore, it is important to consider carefully which advertising medium is most likely to target the audience most important to reach (Keep & James, 2010).
The individual and office listed in the position announcement should receive all applications from candidates. Acknowledgment of the application should be sent to both the applicant and the search committee. All correspondence and activity should be recorded in a log to ensure careful tracking of the candidates’ materials and status. Applicants that the division would normally judge unacceptable suddenly seem desirable when the need to hire a body, “anybody”, becomes severe. The division will face a natural temptation to short-circuit the standard screening process and hire a replacement immediately.
Screening of applications should be conducted from the beginning of the search process, and reviews should begin immediately following the announcement. The division should test to ensure that each applicant fits the profile and hire a person who fits the profile remembering that good selection reduces turnover, training and recruitment costs, and thereby produces stability, consistency, low operating costs and an ability to increasingly reward desired behavior.
Once the applicant pool has been screened and individuals to be considered are identified, interviews should be arranged with those candidates. Often, the size of the departmental recruitment budget will determine both the type and the number of interviews that will be conducted. Many times, schools with limited budgets will begin the interview process by conducting telephone interviews. Telephone interviews can be held with either an individual or a group of people as the interviewer. If a group of people interviews the candidate, arrangements should be made to conduct a conference telephone call with the candidate. If an institution is fortunate to have a healthy recruitment budget, the search committee may wish to invite one or more candidates to visit the campus and participate in the interview process in person (Gatewood, Field & Barrick, 2010). Or, an institution might wish to conduct campus interviews after conducting phone interviews has narrowed the pool of candidates.
Interviewing an applicant from a resume can lead the search committee to overvalue assets and never see liabilities. The purpose of the applicant’s resume is to highlight assets and hide shortcomings. Most applicants do not overtly lie on their resumes; they just omit negative information. Unsuccessful short-term jobs, reasons for leaving and dates of employment are the items most frequently omitted from resumes. As a result, interviews must be conducted from completed employment applications. The search committee should never grant an interview to an applicant who has not fully completed an application form. Interviews are most effective when they include questions based on a careful analysis of job functions (Gatewood, Field & Barrick, 2010).
One of the most crucial but often neglected steps in the hiring process is reference checking. Reference checking is often forfeited when a employee affairs division is pressured to hire in a hurry. Additionally, reference checking can be a frustrating exercise that yields little useful information about a candidate. Nevertheless, the desire to save time and avoid legal ramifications should not prevent any recruitment staff from conducting thorough reference checks on all prospective new hires. Reference checks round out the profile of a job applicant by providing third-party support for first impressions. Reference checks should be made only for those candidates who have advanced to the finalist stage and who are under serious consideration for the job. When calling a reference, be friendly and courteous.
After the search committee has completed all of the interviews and has evaluated the candidacy of the finalists, the committee will submit a recommendation to the hiring authority. The committee may submit one of the following types of recommendations, depending upon the charge that was originally given to the search committee: the name of one candidate the names of two or more candidates in order of hiring preference and the names of two or more candidates in no particular order. Once a qualified candidate or candidates has been recommended to the hiring supervisor, the supervisor should strongly consider the recommendation that has been presented. The supervisor may accept a hiring recommendation or charge the search committee to continue the search. Should a hiring recommendation be accepted, the supervisor should contact the preferred candidate and make the job offer.
It is recommended for companies to engage in the recruitment and selection process because they can appoint highly skilled candidates. Companies can easily identify the type of people they need in the organization to achieve the long term goals. By recruiting the organization can have a lot of applicants for the vacant position where they can choose the best person for the job. The conclusion is that all the different components of the recruitment and selection process have been covered into great detail and examples have been given.
Gatewood, R., Feild, H., & Barrick, M. (2010). Human resource selection. Cengage Learning.
Keep, E., & James, S. (2010). Recruitment and selection: the great neglected topic. SKOPE Research Paper, 88.
Lievens, F., & Chapman, D. (2010). Recruitment and selection. The SAGE handbook of human resource management, 135-154.
Patterson, F., Ferguson, E., Norfolk, T., & Lane, P. (2005). A new selection system to recruit general practice registrars: preliminary findings from a validation study. BMJ, 330(7493), 711-714.
Van den Brink, M. (2010). Behind the scenes of science: Gender practices in the recruitment and selection of professors in the Netherlands. Amsterdam University Press.
Zhao, H., & Liden, R. C. (2011). Internship: A recruitment and selection perspective. Journal of Applied Psychology, 96(1), 221.
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