Methods of Recruitment

9 Key excerpts on "Methods of Recruitment"

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  Human Resource Management

  • Ronald R. Sims(Author)
  • 2005(Publication Date)
  • Information Age Publishing

    (Publisher)

  It is also important to remember that recruitment is a type of employment decision, thus care should be taken to assure that any recruitment strategy not systematically exclude potential employees on the basis of personal factors that do not relate to job performance, such as race, gender, religion, age, national origin, or disability status. In fact, recruitment is an excellent means whereby enlightened human resources managers can take affirmative action to ensure a diverse pool of qualified applicants. FORMS AND PROCESSES OF RECRUITMENT Barber (1998) provides a formal definition of recruitment: “Recruitment includes those practices and activities carried on by the organization with the primary purpose of identifying and attracting potential employees” (p. 5). She alerts us to the fact that the process of recruitment is a two-way street, with important implications for job seekers as well as those organi-zations desiring to employ them: “It is the organizational side of a ‘match-ing’ process that occurs between firms with jobs and individuals seeking jobs. Recruitment is intended to influence applicants’ job choices and, because work is a central part of many peoples’ lives, those choices in turn can have a substantial impact on applicants’ well-being” (p. 2). French (2003) reminds us of the close connection between recruitment and selection: “ Recruitment is the process of finding qualified people and encouraging them to apply for work with the firm. Selection is the process of choosing among those who do apply. Together these two facets of human resources management supply lifeblood to the organization” (p. 234). Gatewood and Feild (1998) list three major purposes of recruitment as it relates to effective employee selection: • To increase the pool of job applicants with minimum cost. • To meet the organization’s legal and social obligations regarding the demographic composition of its workforce.

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  The Blackwell Handbook of Personnel Selection

  • Arne Evers, Neil Anderson, Olga Smit-Voskuijl, Arne Evers, Neil Anderson, Olga Smit-Voskuijl(Authors)
  • 2009(Publication Date)
  • Wiley-Blackwell

    (Publisher)

  Less attention will be given to the design and methodology of recruitment research and intervening-process variables. These topics have been thoroughly discussed in other reviews (see, for example, Breaugh & Starke, 2000, and Rynes & Cable, 2003). W   R  ? A number of definitions have been provided to describe recruitment. For example, in his book on recruitment, Breaugh (1992) provides the following definition: “Employee recruit-ment involves those organizational activities that (1) influence the number and/or the types of applicants who apply for a position and/or (2) affect whether a job offer is accepted” (p. 4). According to Barber (1998), “recruitment includes those practices and activities carried on by the organization with the primary purpose of identifying and attracting potential employees” (p. 5). Breaugh and Starke (2000) used Barber’s (1998) definition and Taylor and Collins (2000) slightly modified it as follows: “Recruitment includes the set of activities undertaken by the organization for the primary purpose of identifying a desir-able group of applicants, attracting them into its employee ranks, and retaining them at least for the short term” (p. 306). For the most part, each definition refers to recruitment in terms of certain activities and practices that are carried out to achieve certain outcomes. Given the increasing emphasis on strategic human resource management, a definition of recruitment might include a focus on achieving an organization’s strategic objectives. Thus, retaining employees might or might not be part of an organization’s strategy. Therefore, for the purpose of this paper and more practically speaking, recruitment is defined as follows: Recruitment involves actions and activities taken by an organization in order to identify and attract individuals to the organization who have the capabilities to help the organi-zation realize its strategic objectives.

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  A Global Guide to Human Resource Management

  Managing Across Stakeholders

  • Thomas Klikauer(Author)
  • 2022(Publication Date)
  • Routledge

    (Publisher)

  2 Getting the Right People Recruitment and Selection

  DOI: 10.4324/9781003293637-2

  Executive Summary

  Recruitment and selection is the process through which companies hire people. It is divided into two parts: (1) recruitment that establishes a pool of suitable candidates and (2) selection which is the process of selecting the right candidate from this pool. The pool of candidates should have the right number of people with the right skills who are likely to accept the position. Recruitment and selection should be underscored by a formal HR policy. This demands that recruiters engage with the labour market that is different from, for example, the commodity market. Recruiters use different strategies to advertise positions while looking for a few basic overall characteristics in future employees. The selection process starts when recruiters establish a short list of candidates and conduct interviews which are followed by reference checking and additional testing. Once this is completed, HR recruiters can offer the position to the potential candidates. The recruitment and selection process ends when a position is offered and accepted and the candidate participates in an induction programme.

  Key Learning Objectives

  1. Realise the importance of recruiting talent for business success;
  2. Identify the difference between “recruitment” and “selection”;
  3. Outline the recruitment strategies a company can use to fill job vacancies;
  4. Describe the key elements of the recruitment and selection process;
  5. Explain the role of recruiters in the recruitment process;
  6. Understand the preferred methods used in selecting human resources;
  7. Show an awareness of how culture can influence the recruitment process;
  8. Ascertain key fallacies in recruiting and selecting; and
  9. Develop a formal HR policy on recruitment and selection.

  Recruitment

  For most people, working life starts with being recruited to work for a company, a firm, or a corporation. At its most basic level, a company is an organisational structure set up as a legal entity for the economic purpose of achieving profit maximisation. At a larger level, corporations are owned and controlled by shareholders and each of their shares creates ownership in the corporation.1 Control over a corporation and its profits is determined by the portion of shares owned in the company. One of the crucial legal decisions on corporations came with “Dodge vs. Ford Motor Company”2

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  Talent Management

  • Sushmita Sen(Author)
  • 2019(Publication Date)
  • Society Publishing

    (Publisher)

  This comes in handy for organizations to work upon their strategies and technique which helps to support successful recruitment and selection process. Good recruitment and selection have positive effect on any organization’s results. They show that correctly applied strategies in recruitment and selection process can improve the competency of organizations. Recruitment definition is a process for looking and absorption an eligible applicant’s pool of that candidate can be selected the jab vacancies selected. Figure 5.5: The various processes in talent management involving selection and recruitment of talent. Talent Management 122 5.4.1. HR Planning Some researchers have studied the correlation between capable supervision of human resource within the organization and customer reactions to service eligibility. After all the expenditures have been done, it is important for the organization to come up with a well-framed blue-print of all those strategies and planning that would help them to improvise the talent competencies. Such improvements would bring consistency within the organization and would also help in increasing the profitability level of the organization. In the case of planning especially when there is an involvement of any human resource member, there are chances that the capabilities of the organization would definitely see a growing trend, the performance of the employees is also expected to improvise, career development, also centralization on planning within organizations. The role of talent management has now grown to general management as well in various organizations when it comes to hiring and acquiring the best kind of people. The role has now taken up different other responsibilities including incentives and remunerations to the employees.

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  Human Resource Management (Role & Importance)

  • (Author)
  • 2014(Publication Date)
  • Orange Apple

    (Publisher)

  ____________________ WORLD TECHNOLOGIES ____________________ Chapter- 3 Recruitment and Employment Recruitment Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. The recruitment industry has five main types of agencies: employment agencies, recruitment websites and job search engines, headhunters for executive and professional recruitment, niche agencies which specialize in a particular area of staffing, or employer branding strategy and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews. Agency types The recruitment industry is based on the goal of providing a candidate to a client for a price. On one end of the spectrum there are agencies that are paid only if they deliver a candidate that successfully stays with the client beyond the agreed probationary period. On the other end of the spectrum there are agencies that are paid a retainer to focus on a client's needs and achieve milestones in the search for the right candidate, and then again are paid a percentage of the candidate's salary when a candidate is placed and stays with the organization beyond the probationary period. Today's (June 2010) recruitment industry is fairly competitive, therefore agencies have sought out ways to differentiate themselves and add value by focusing on some area of the recruitment life cycle. Here are five types of typical agencies. Traditional agency Also known as employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agency’s books. Recruitment consultants then

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  Managing Human Resources

  • Scott Snell, Shad Morris(Authors)
  • 2018(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  In this chapter, we will also discuss the approaches organizations take toward helping employees manage their careers. This is important because, unlike physical assets, human assets (employees) can decide to leave the firm. Finally, at the end of the chapter, we devote special attention to the recruitment and career development of diverse employees. 5.1 Business Strategies and Their Link to Strategic Recruiting Suppose you’re an entrepreneur trying to capitalize on the next “big idea.” You have developed a strategic vision for your firm, analyzed its workflows, and determined the jobs you will need and how many of them. Now where do you begin to look for talent? The decisions you make about talent—regardless of whether they pertain to recruit-ing, transferring, promoting, developing, or deploying people—need to be considered within the context of your business’s strategies and priorities. Consider the decision to outsource and offshore work: Most American clothing makers have outsourced or offshored work because labor costs are cheaper outside the United States. (Nearly all of the clothing purchased in the United States today is imported. Just check your clothing labels.) But that’s not the strategy Round House Workwear, based in Oklahoma, and All American Clothing, based in Ohio, have pursued. These companies have managed to carve out a niche by selling products with the “Made in America” label to appeal to people who see it as a sign of prestige or national pride. The point of this story is that recruiters always have to consider the firm’s strategy. 5.1a Elements of a Recruiting Strategy Figure 5.1 shows the various elements a firm has to consider as part of its recruitment strategy. The elements include the strength of the firm’s employment “brand,” the types of positions the company is recruiting for, where it needs them, when it needs them, and who is responsible for doing the recruiting and making the recruiting decision.

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  Next Generation Talent Management

  Talent Management to Survive Turmoil

  • A. Hatum(Author)
  • 2016(Publication Date)
  • Palgrave Macmillan

    (Publisher)

  Rather, each company should explore whether some of the new channels may help improve the recruitment of some target segment or another. For instance, when revising the portfolio of channels used, compa- nies should take into account the company’s culture, the company’s EVP, and how the EVP’s message will be communicated. Companies with a more traditional culture may focus more on direct referrals to make sure new recruits are right for the firm’s culture. More inno- vative firms that compete in hypercompetitive markets may need to incorporate e-recruitment or simulations into their recruitment pro- cesses. And when talent is scarce, companies may be required to pursue numerous strategies, using headhunting, industry job boards, and even professional associations, to ensure they have scouted the market far and wide. Once an organization’s recruiting process has been decided, the next step is to determine which selection methods to use. Several ques- tions are relevant to this process. For instance: Which methods are best for selecting talent under the strain of talent scarcity? Do we have to interview? What sort of interview is required or recommended? The next section discusses some of ideas and methods that are relevant to successfully selecting talent. 3.2.2 Selecting the best: tricks and traps When looking for talent, organizations tend to focus their attention on sourcing, that is, on how to identify candidates. However, after 53 N E X T G E N E R A T I O N T A L E N T M A N A G E M E N T candidates have been identified, the selection process starts. It is at this juncture that problems often arise, mainly because companies fail to align their selection process with specific organizational needs. In particular, notwithstanding how sophisticated the selection process may be, this process often fails to match candidates’ suitability for the position or the organization’s culture.

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  An Introduction to Human Resource Management

  An Integrated Approach

  • Michael L. Nieto(Author)
  • 2017(Publication Date)
  • Red Globe Press

    (Publisher)

  5 What are the essential and desirable attributes, experience and skills? 6 How are applicants to be found? By advertising internally or externally? 7 Would it be helpful to include external expertise, such as a specialist recruitment consultancy? 8 Which method or combination of selection methods are most appro-priate to the vacancy – application form, CV, telephone interview, face-to-face interviews, references, psychometric testing? 9 Does the organization have access to legal advice on recruitment and selection? 10 What is the timescale for the search and selection process? Situation-specific Solutions Although it might be simple to assume that there is a best practice, it is difficult to support such a prescriptive approach. Instead, it is more useful to consider fitness for purpose and situation-specific factors. The methodological alternatives can then be considered and applied where they are most appropriate. The only inflex-ible factor in recruitment and selection is compliance to national and international legislation, for which professional legal advice should in all cases be sought. The majority of HR professionals are not qualified lawyers, so it would be prudent to invite an independent legal adviser to validate recruitment policies and procedures. Selection Methods The recruitment and selection methodology is influenced, as with so much in organizational behaviour, by the management style and culture (Judge and Cable, 1997). For example, an entrepreneurial organization that is seeking rapid expan-sion may place more emphasis on attitudes such as a positive, independent personality. Conversely, a more conservative bureaucracy might prefer compliant people who conform to established procedures (see Smither et al., 1993). The HR specialist should therefore investigate what is required and then select the tools of recruitment that are most appropriate to the task.

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  Strategic Human Resource Management in the Public Arena

  A Managerial Perspective

  • John Cunningham(Author)
  • 2017(Publication Date)
  • Red Globe Press

    (Publisher)

  64 Using internal recruitment strategies might allow the organization to achieve the following objectives: Groom or develop employees so they have specific skills required for higher-level jobs. Gain from the life history and experience of people who have worked in the organization for a longer period of time. Be more certain of the reliability of recruitment and selections made, as they are based on years of experience with that organization. The internal recruitment model assumes that employees are being recruited for a career with the organization. This means that the organization has a commitment to human resource and career plan-ning for employees and is aware of the competencies that will be needed for other positions. It also means that the organization is committed to training employees and to providing them with experiences that develop their careers. The internal recruitment model encourages longer tenure with an organiza-tion and more commitment to its long-range goals, and for this reason, there is generally more job security and loyalty. The downside of internal recruitment is that there is the possibility of inbreeding, where the entire management team has been trained in a similar way and might have a similar philosophy. Internal candidates can become competitive and attempt to manoeuvre their way into certain positions ahead of their colleagues, as there is also the likelihood that some team members might not be willing to be managed by a person who was one of the team. III Outsourcing as a recruitment strategy Outsourcing, contracting out or shifting operational jobs to an outside third party has become a central issue in public organizations as a way to respond to the challenge of finding the best way to deliver public services.

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