Recruitment & Selection and Human Resource Management

Introduction

Human Resource Management is deeply concerned with the recruitment and selection process. HRM theories spotlight is on the techniques of recruitment and selection and draws attention to the advantages of broad-spectrum assessments, interviews, and psychometric inspections within the employee selection procedures. The recruitment process could provide insights into how recruitment policies have been set to achieve organizational objectives.

The Successful recruitment processes incorporate painstaking analysis of the job, psychometric tests, and the labor market conditions. Interviews are the key component to find out the potential applicants. Companies focus on interviews and assessments with importance on the emotional intelligence of newcomers, job analysis, and corporate social responsibility (CSR). Thus recruitment and selection process is most important for HRM. The importance of the recruitment and selection process in human resource management has been pointed out as follows. More prissily, the present question has been deliberated not on the process of recruitment and selection but on the contribution of recruitment and selection to effective human resource management.

Literature of Recruitment

DeCenzo, D. A. & Robbins, S. P, (2008) define the term recruiting as it is the process of identifying potential applicants for actual or anticipated organizational vacancies. On the other viewpoint, it is a connecting activity that brings together those with jobs to fill and those seeking jobs. R. Crompton and W. Morrissey (2008) argued that this is to illustrate a group of properly qualified persons who want to submit an application for employment vacancies that exist.

Nearly all job openings are filled with people from within the organization, and entry-level positions are the most likely to be filled by external sources. Methods of internal recruiting comprise job posting, skills inventories, job bidding, and referrals. On the other hand, methods of external recruiting consist of school and college recruiting, advertising, public and private employment agencies, and executive search firms. However, it is unusual that the owner of a small company will follow all the recruiting procedures because it is too expensive and time-consuming process.

Literature of Selection

Anthony, & Kacmar, K. M. (2002) mentioned that selection is the process of choosing individuals who have the necessary qualifications to perform a particular job well. R. Crompton and W. Morrissey (2008) suggested that it is required to select that person who can perfectly take the responsibility. Organizations differ as to the complexity of their selection system. Some organizations make a strategic decision to fill positions quickly and inexpensively by scanning over application blanks and hiring individuals based on this information alone. Other organizations, however, make a strategic decision to choose the best person possible by having an elaborate and sometimes costly selection system.

These systems may require potential employees to fill out application blanks and provide information for a background check, take a number of job-relevant tests and perform well through a series of interviews. Most organizations have more than one selection device. They will select the fit and competent person for their organization. Most organizations will ask an applicant for a list of references to include supervisors or coworkers. Since this list of references is generated by the employee, these individuals will most likely present a positive image of the applicant. Letters of recommendation are also considered a type of reference.

Orientation prospects HRM

Luis R. Gomez-Mejia and David B. Balkin (2006) defined orientation as the process of notifying new employees about what is expected of them in the employment and helping them cope with the pressures of transition. It is an important aspect of the socialization stage of the staffing process though many people use the terms socialization and orientation synonymously. The main difference between socialization and orientation is the former one is a long-term process with several phases that helps employees acclimate themselves to the new organization, understand its culture and company’s expectations and settle into the job.

On the other hand, orientation is a short-term program that informs them about their new position and the organization. Orientation and instruction enlarge the relationship between manager and worker.

Competitive advantage

Compton, R. L., Morrissey, W. J., and Nankervis, A. R. (2006) have identified the contributory features of effective recruitment, selection, and retention of workers and recommended that effective employees’ enrollment, selection, and maintenance could be supposed to provide a triumphant work performance for business upshots. Today’s business has to face too many challenges to preserve a competitive advantage. The more and more hard-line environment of competitive recruitment in an optimistic economy could establish the effectiveness of Human Resource Management.

Luis R. Gomez-Mejia and David B. Balkin (2006) mentioned that in most organizations, supervisors are accountable for the human resources within the departments. Organizations continue to forecasting employment requirements, interviewing candidates, recruiting, and hiring employees. The external environment compels an effect on the selection process. The external forces contain country legislation and labor unions. The Labor unions stand for workers and look to protect all the worker’s common interests through a collective move. A good labor-management relation is a significant element in concord negotiations.

There are so many influences from numerous promises regarding hiring. The government employers would be required to guarantee that equal opportunity must exist for all job seekers. Various organizations have positive action programs to confirm improvement and retention of secluded groups such as the disabled, minorities, and women. Selecting experienced, well-organized employees competent in supporting their performance, in the long run, would be considered a competitive advantage. Thus recruitment and selection process provides a wide opportunity to utilize competitive advantage for human resource management.

Assessment & Review

The consultative approach of recruitment and selection produces a global experience that enables HRM to design and implement nonstop hiring programs that convey sustained value and utmost return on investment. Recruitment and selection process instigates with a complete review and assessment of firm’s current situation and organizational strategies that aimed to achieve a vision statement. The recruitment and selection process also incorporates the requirements of management and stakeholders and bringing together of the hiring process.

Within respectively steps of the recruitment and selection process have the opportunity of flexibility to design and develop exact programs to address the organization’s current and future needs. Thus, recruitment and selection process facilitates HRM capabilities in following aspects-

  • Requisition and approvals
  • Job depiction upgrading
  • Applicant sourcing & supplier management
  • Candidate’s expertise assessment
  • Interview setting up
  • EEO conformity tracking

Talent Addressed Process

Recruitment and selection process is at stake with every HR solution and the success is dependent on the approval of stakeholders implicated in the process. So the HR Managers are always dedicate themselves to ensure that the excellence of the overall selected candidates occupy a high level of talent and experience that exceeds the expectations of all concerned departments. As a result Recruitment and selection process uphold the human resource management with talent address process that ensure-

  • Strategic configuration
  • Role Definition
  • Cultural Analysis
  • Talent Quality Improvement
  • Turnover Reduction
  • Technology Assessment
  • Talent Pipeline Development
  • Recruiting Efficiency Maximization
  • Talent Searching Recommendation

Entrance to Best Class Talent

Recruitment and selection team organized with experienced staffing professionals of the organization who are painstakingly trained up with many stepping of interviewing process and mostly senior within the organization. This standard process of recruitment and selection guarantees that candidates selected for any positions would acquire the right skills and capabilities familiar to motivation and corporate culture to flourish in each appointment.

Enhanced Productivity

R. Compton and A.R. Nankervis (2008) argued that an effective Recruitment and selection process ultimately gifts the organization an enhanced productivity that integrates into departmental as well as enterprise-wide solutions that produce value-added stage of the production by-

  • Customized and sustainable business practices
  • Managed service level agreements
  • Leveraged buying power
  • Supply chain management
  • Proven recruitment practices
  • Quality assurance
  • Rearrangement of internal resources
  • Change management
  • IT integration
  • Process automation

Development of Employment Relationship

R. Crompton (2008) expressed that effective recruitment and selection processes as well as maintenance of personnel are the essential elements of the employment relationship, and it can improve labor performance with contribute to business achievement. Moreover, it was generally established that the skilled HRM team play a significant role to develop Australia’s future economy. R. Crompton (2008) also argued that efficient recruitment and selection has commonly connected with constructive maintenance and successful outcomes through this heart of concentration has rarely considered by private company.

In this essay it will try to show that whether recruitment and selection are most imperative characteristics of HRM or not. These are significant because the improvement of better employee relationships, which develop employee’s performance, depends on the selection process.

The framework of recruitment and selection process of an enterprise gains an improvement from continuing relationship development. Thus when Human resource management applies the recruitment, selection as well as retention of workers in a company, its businesses should achieve enhanced sustainable performance.

Diversity Staffing and Recruiting Protected Classes

Recruitment and selection process is an integral part of today’s organizations’ that efforts both externally and internally and concern to attracting minorities, women, and people with disabilities. While EEOC[1] guidelines stipulate only that government employers and contractors must have written positive action policies, many private sector employers suppose that such policies make good business sense for them. It stands to reason, for example, that newspapers with diverse readerships would want to enlarge the diversity of their editorial and reporting staffs.

DeCenzo, D. A. & Robbins, S. P, (2008) said that a good rule of thumb for organizations wanting to increase the diversity of their workforce is to target their audience through media or recruitment methods that focus on minorities, rather than relying on the message that it wants to recruit minorities. When an organization puts too much emphasis on hiring of minorities in their ads, candidates may feel resentful or consider they are being hired simply to fill a quota. However, recruitment experts stated that minority candidates should be addressed the same way all candidates are.

Equal Opportunity Employer Compliance

Bloisi, W. (2007) expressed that the recruitment and selection process give chance to ensure equal opportunity. Nowadays law require managers and human resource (HR) departments to provide applicants an equal opportunity for employment without regard to race, religion, sex, disability, pregnancy, national origin, or age.

Since many violations of these laws result from failure to inform managers, these laws are of concern to both operating managers and HR professionals. These laws have an impact on nearly every HR activity, including planning, placement, training, compensation, and employee relations.

Performance Measurement and Quality Assurance Program

An organization would be more successful if they select the most competent personnel. It should take to control the quality of the product. Performance measurement and quality assurance program helps to compare the position of the company with other company. Recruitment and selection play a vital role in an aspect of quality concern because highly qualified employees can change the performance of the company.

Retention through development of trust

Retention of employees is one of the important factors of HRM, and it can be improved by giving proper training. R. Compton and A.R. Nankervis, (2008) mentioned that every organization must ensure that its training and development program meets its HR needs in terms of the skills and competencies required. By clearly depicting what the job entails and what qualifications are necessary to do the job, managers should be able to discover any qualification deficiencies.

Most deficiencies are probably best remedied by training or retraining employees. In addition to identifying training needs, job analysis information is helpful in career development. Specially, managers will be able to tell employees what will be expected if the employee desires a transfer or promotion. On the other hand, trust has been created while an employer can rely on employee’s performance. Where trust is not present, the relationship between them would be vulnerable. So at the time of selection, it should require to recruit and select competent applicant.

Development & continued employee involvement

Cameron L. and Miller P. (2008) stated that the total development of the company depends on the recruitment and selection process. From orientation to socialization, training and development would not be effective if a wrong person has selected by the employer. Therefore, recruitment and selection are the most important aspects of HRM. Job satisfaction of the worker which can be attained by the improvement and attachment within the association leads to long-term maintenance may bring profitability for the employer.

Conclusion

The recruitment and selection of accomplished and effective employees is an essential part of human resources management. Recruitment and selection process would be successful when it comply with an ample and accurate job depiction, fulfill the recruiter’s needs for the position, and engage motivating employee. The process is eager to ensure that selection procedures for screening candidates are strongly concerned with an exact job depiction.

By providing Competitive advantage, Assessment & Review, Talent Addressed Process, Entrance to Best Class Talent, Enhanced Productivity, Diversity Staffing, Equal Opportunity Employer Compliance, Retention through development of trust, Performance Measurement And Quality Assurance Program, Retention through development of trust and Developing continued employee involvement Recruitment and selection process contribute to human resource management. Thus, recruitment and selection are the most important aspects of human resource management.

Bibliography:

Anthony, W. P. Prrewe, P. L., & Kacmar, K. M. (2002), Strategic Human Resource Management, 4th edition, The Dryden Press, London, ISBN: 0-03-096543-8.

Bloisi, W. (2007) Introduction to Human Resource Management, 2nd edition, McGraw-Hill: London, ISBN-13: 978-0-19-877543-0.

Bratton, J. & Gold, J. (2007) Human Resource Management, 4th edition, London: CIPD, ISBN: 9781843982005.

Cameron L. and Miller P. (2008), Enhancing HRM practice in SMEs using the concept of Relationship Marketing, this dissertation has been submitted for Graduate College of Management Papers. Web.

DeCenzo, D. A. & Robbins, S. P, (2008), Fundamentals of Human Resource Management, 8th edition, John Wiley & Sons Ltd, ISBN: 9812-53-171-8.

Foot, M. Hook, C. (2005) Introducing Human Resource Management, 4th edition, Prentice Hall: London, ISBN: 9780273681748.

Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy, (2006), Managing Human Resources, 4th edition, Prentice Hall: London, ISBN- 81-203-2804-3.

R. Compton, W. Morrissey and A.R. Nankervis, (2008), Effective Recruitment and Selection Practices, 5th Ed, CCH: Australia, ISBN: 9781862642973.

  1. the Equal Employment Opportunity Commission.