Recruitment And Selection

7 Key excerpts on "Recruitment And Selection"

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  Global Human Resources Management

  • Faith Ntabeni Bhebe(Author)
  • 2019(Publication Date)
  • Society Publishing

    (Publisher)

  Recruitment And Selection CHAPTER 2 CHAPTER OBJECTIVES By the end of this chapter you would have learnt the following: • Recruitment And Selection process; • workforce planning and linkage to organization’s strategy; • mechanistic and organic models of recruitment; • recruitment methods and sources; • selection process; • interview types; and • contemporary challenges in Recruitment And Selection; Global Human Resources Management 34 2.1. INTRODUCTION Despite developments in technology, people remain the single most important source of competitive advantage. Recruitment And Selection are therefore of importance to an organization’s strategy implementation and is directly linked to the fulfillment of the organization’s vision, mission, and objectives. Mistakes in the selection of key employees can spell disaster for an organization. Employee selection happens within the context of organizational design, structure, and workforce planning. It is therefore a process as illustrated in Figure 2.1. Figure 2.1: Recruitment And Selection process. Recruitment And Selection derive their existence from an organization’s strategic plan which informs what activities will be undertaken, how they will be undertaken and the resources that would be needed. In spelling out the ‘how’ of strategy implementation, decisions are made about how the organization can be best designed, and what organization structure would be ideal for achieving the strategic objectives. Linked to the organization structure is the determination of the specific jobs considered critical for carrying out the various tasks needed for achieving the required levels of organizational performance. For MNC part of this is deciding on where the work can be performed in a cost efficient manner or a manner that exploits location advantages.

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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)

  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. In particular, such activities should generate a pool of desirable candidates; enhance their interest in and attraction to the organization as an employer; and increase the probability that they will accept a job offer. 48  .  This definition has a number of important characteristics. First, it indicates that recruit-ment involves specific actions and activities that are undertaken to achieve particular out-comes. Second, it indicates that the purpose of those actions and activities is to generate an applicant pool of desirable candidates, enhance their interest in and attraction to a job and the organization, and increase the probability that applicants will accept a job offer. These three outcomes are based on Barber’s (1998) description of the three phases of recruitment (generating applicants, maintaining applicant status, and job choice). Third, this definition clearly separates recruitment from the selection function by acknowledging that those persons who are attracted to the organization “might” have the capabilities desired. It is the purpose of selection to determine whether applicants have the required capabilities. Fourth, the definition does not specify any particular post-hire criteria or out-comes (e.g., retention) because recruitment is ultimately about activities designed to influ-ence the number and type of applicants who apply for a job and accept job offers (Rynes & Barber, 1990). Furthermore, desired post-hire outcomes will depend on the strategy and objectives of the organization.

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  An Introduction to Human Resource Management

  An Integrated Approach

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

    (Publisher)

  This is one of the contributory reasons why organizations that downsize too severely in leaner times tend to do poorly when the economy improves. They simply do not have enough people resources to respond to increasing demand, so customers take their business elsewhere. The strategic planning of HR should be about reaching the correct staffing levels. There should be sufficient people to maintain a responsive organization that can cope with new opportunities, but not a top-heavy bureaucracy that is slow to respond to change. Recruitment And Selection is a specialist activity. Managers should therefore receive in-house training, attend an external course or study the HR options on a management degree. Making mistakes in Recruitment And Selection can mean an uncomfortable experience for both the misplaced employee and their organ-ization. According to one UK survey (Industrial Relations Services, 1997), organ-izations employing more than 25 employees have an average staff turnover of 20 per cent. This figure may fluctuate considerably from one sector to another and in different organizations. However, if the cost of advertising, interviewing, induc-tion, training and loss of productivity whilst a person in settling into a new job were also considered, the total cost of each replacement employee is considerable (see Welbourne and Andrews, 1996). Recruitment And Selection: An Integrated Approach 119 ● THE Recruitment And Selection PROCESS 1 Where do the vacancies exist? 2 How many more people are required to meet current and planned levels of organizational activity? 3 Is the vacancy a new position, a replacement for someone who has been promoted, temporary cover or a full-time replacement for someone who has moved to another organization? 4 Has a job description been prepared? Is it up-to-date with current requirements? This should include a review of the job requirements and responsibilities.

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  International Human Resource Management

  • Mustafa F. Özbilgin, Dimitria Groutsis, William S. Harvey(Authors)
  • 2014(Publication Date)
  • Cambridge University Press

    (Publisher)

  For the host-country organisation, the failure of an international employee may decrease productivity, profitability and sales growth, and may even influence customer satisfaction and market penetration; the extent of its impact on these outputs depends on the person’s competencies in the position and on his or her job status. Last, it may have negative effects on the employee who has failed, in terms of reduced self-efficacy and self-esteem and increased work – family conflict (Takeuchi, 2010 ). & Conclusion A range of factors drive Recruitment And Selection practices in the international context, including cultural differences between parent and host countries and varying linguistic and legislative contexts. MNCs can target different types of international employee in their Recruitment And Selection efforts, ranging from PCNs, HCNs and TCNs to more recently developed categories such as flexpatriates and short-term assignees. In this chapter, we proposed and explained our four-stage model, which encapsulates the process of international Recruitment And Selection as follows: Stage 1 – MNCs should recruit and select HR managers in the headquarters to design international Recruitment And Selection for subsidiaries, including conduct-ing a thorough job analysis. Stage 2 – A recruitment strategy to attract the best talent to the applicant pool is designed and conducted. Stage 3 – The selection of the best candidate to fill the available international post is conducted, considering the criteria that will determine the success of the applicant in the post. CHAPTER 4 Recruitment And Selection 83 Stage 4 – The evaluation of the success of implemented Recruitment And Selection practices is conducted, including indicators such as cultural adjustment and the quality of PCN – HCN relationships. The costs of getting Recruitment And Selection wrong can be very high for both the MNC and the appointed employee.

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  Handbook of Strategic Recruitment and Selection

  A Systems Approach

  • Bernard O'Meara, Stanley Petzall(Authors)
  • 2013(Publication Date)
  • Emerald Group Publishing Limited

    (Publisher)

  These aids can include any form of testing, trial or probationary period, atten-dance at assessment centres, the use of game theory or any other methods that help to objectively assess the strengths of applicants. The Handbook of Strategic Recruitment And Selection: A Systems Approach Copyright r 2013 by Emerald Group Publishing Limited All rights of reproduction in any form reserved ISBN: 978-1-78052-810-6 Interviews can be flawed due to bias, incorrect interpretation of replies to ques-tions, body language, incomplete questioning techniques and by using inexperienced interviewers. Similarity-attraction theory suggests that interviewers will select those candidates with the personality, traits, interests and values closest to themselves. Thus interviews alone do not capture the whole person ( Roebken, 2010 ). Recruitment And Selection aids can confirm or refute information gathered about candidates or they can provide new and different perspectives that interviews alone would not expose. Candidates will be drawn from different organisations, different communities and may have quite different personalities. Thus strategic decisions about reinforcing or challenging existent culture need to be thoroughly considered in order to appoint the right person for the right reasons. Staff within the organisation need to understand the rationale for using a variety of aids to appoint applicants. They also need to have confidence in the processes and trust the judgment of the interviewers. The processes need to be transparent, defensible and agreed upon. The applicants also need to understand the different components of Recruitment And Selection aids and how these are used. If the image of the organisation is that it empowers staff and involves them in decision making and provides growth opportunities, then the organisation will attract people who embrace these ideas. Applicants will expect Recruitment And Selection aids that allow them to demonstrate these capacities.

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  Skills of Management and Leadership

  Managing People in Organisations

  • W. David Rees, Christine Porter(Authors)
  • 2017(Publication Date)
  • Red Globe Press

    (Publisher)

  Edward still makes very few Case study 186 SKILLS OF MANAGEMENT AND LEADERSHIP Introduction One of the most critical decisions that managers may have to make is the appointment of their staff. Managers may also be involved in the appoint-ment of staff for other managers – for example, as members of interview panels. It is easier to exercise discretion at the appointment stage than later – it is usually much more difficult to remove staff once they have joined an organi-zation. The abilities of staff can have a critical effect on the performance of the manager concerned. Even though managers may only be involved in appointment decisions relatively infrequently, it is important that the selec-tion decisions they take are the right ones. It is for this reason that a chapter has been devoted to recruitment and staff selection. One of the crucial issues in maximizing the effectiveness of selection deci-sions is to adopt a systematic approach. Therefore, topics covered in this chapter are arranged in a particular order according to a systematic approach that managers may wish to consider adopting. This approach includes the need to identify carefully the nature of a job that has to be filled. The long-term aspects of the job have to be considered as well as the immediate requirements. The next step is to identify appropriate selection criteria. Two methods are explained – developing a person specification and identifying the necessary job competencies. This leads on to identifying the ways in which suitable people can be encouraged to apply for vacancies. The more accurate the selection criteria the more effective the recruitment process is likely to be. The ways in which information about candidates can be collected are iden-tified. So too are the actual skills involved in selection interviewing, includ-ing the skills that may be required at panel interviews.

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  Effective Workplace Solutions

  • (Author)
  • 2016(Publication Date)
  • Siber Ink

    (Publisher)

  Establishing the Employment Relationship: Recruitment And Selection © Siber Ink CC Effective Workplace Solutions 51 In general, potential is always going to be a risky factor on which to make a final selection decision and should probably only be used in most cases as a final ‘balancing’ factor, i e after all of the other criteria have been satisfied. In positions where employees of the designated groups are underrepresented an employer may have to rely on potential as well, as opposed to only experience or qualifications, in order to address the underrepresentation as part of its EE focus. 5 Checklist for avoiding selection criteria which discriminate in terms of potential  Is there a clear and objective reason for potential as a criterion?  Is there a definite plan for the future, which requires the applicant to possess the potential to develop in the job?  Has the position for which the applicant needs the potential to develop into been identified, together with the specific skills and knowledge he or she requires now to be able do so in the future?  If the applicant was appointed, would this be on the understanding that unless he or she was able to achieve the required potential and eventually take on more responsibility, this failure could lead to his or her demotion or dismissal? 3.4.9 Is testing permitted? Many organisations, in an attempt to ensure effective selection, use different forms of testing to measure applicant suitability. Such tests may range from straightforward skills tests to complex psychometric evaluation by experts, with a range of ‘off the shelf’ tests in-between. Any type of personality, psychological or medical testing is prohibited by the EEA (sections 7 and 8) unless they comply with the criteria mentioned there (validity, relevance, etc).

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