Human Resource Management
According
to Murad(2000) Human resource management(HRM) is the method of managing the
people , monitoring the staff activities along with the provision of best
efficient way of working in a friendly and relaxing environment furthermore,
the author states that HRM acts as the coordinator between the staffs and the
strategical Management.
Overview on Recruitment and Selection
Moreover,
Joy et al.(2015) states that recruitment
and selection is comprise of a set of activities to capture the right candidate
who possess the needed abilities and attitudes that are expected by an
organisation. Anosh, Hamad and Batool (2004) characterizes recruitment as the
way toward producing a pool of proficient individuals to apply a work to an
organisation but on the other hand selection is act of choosing at least one or
more people or objects from a group or people representing a set of them that have been selected from a
larger group. Similarly, Opatha (2010) mentions recruitment as the process of
finding and attracting suitably qualified people to apply for job vacancies in
the organization. Walker(2009) supports the above mentioned authors view on
recruitment, stating that recruitment process identifies and attracts the
candidates within or outside the organisation to initiate evaluating for future
development.
Whereas, Gareth(1997) states that selection is an
important element in an organization simply because for an organization to
utilize and enhance the effectiveness of human. Further, the author justifies
that an organization cannot be productive unless there’s an adequate match.
Moreover, the author discusses that human resource management in an organization
cannot be optimized by selecting the resources by any means of methods.
Similarly, Walker(2009) states that selection is initiated only once the
correct Calibri is identified in the recruitment process.
Robertston
and Smith (2001) emphasized that recruitment and selection process support and
also help to guide the test and interviews. In addition the author, comments
that human resource skills contribute to build good skills that is required to
achieve the level of an individual where the individual will become capable of
making correct business decisions and which can be implemented accordingly. Boxall
and Purcel (2003) states that organizations are with a perception that
recruitment capture the interest of the young generation and support the
individuals who are without employment. On the other hand Farnham(2006)
discusses that before decades organization had no proper plan on the Human
Resource Management due to poor knowledge and human resource skills prevailed
during the period.
Recruitment Procedure
According to Armstrong
(2006) is that individuals and their collective skills, abilities and experience, plus their ability to deploy these within
the interests of the organization, are currently recognized as making a
major contribution to the business success and additionally constituting a major source of competitive advantage.
Recruitment
is considered as the main entry point of manpower into an organization and the
resources ought to be lead there onwards in order to keep control, monitor and
identify that the correct individual or individuals are attracted with the
consideration of the impact of their culture and vibes, towards the achievement
of organisational goals (Temtime,2009).A
systematic achievement method in line with Gamage (2014) involves identifying vacancies, job analysis and specifying
the job description, role and responsibilities, verbal description, person
specification and advertising. As against informal method for recruiting.
Selection Procedure
For
Gamage(2014) the selection process involves various methods to access
applicant’s suitability in order to make the correct decision, some of the
process are as follows, process of rejection where at the end of this process
only a small number of applicants will be in hand to fill the vacancy, after
rejecting a number of applicants. Furthermore, the author construes that
selection function tends to be a negative function rather than a positive
function. In addition to the above, the author further, explains the selection
function as the way of getting the right person to the right job, maintain a
good image as a good employer and to keep control and maintain the selection
process as cost effective as possible.
Whereas, Sparrow et al., (2002), stress that the factors of
technology and capital can be earned by
most of the companies any time without any time
restrictions, for a worth, however the task or activity of gathering the
rightly qualified individuals or candidates who possess excellent skills and
create a poll of motivated persons for an organisation. Thus, the act of recruitment and selection
would highly impact on the organizational growth and for recognition as a
leading business, in this dynamic world.
Methods of Recruitment
Moreover,
Sinha and Thaly(2013) noted the number of recruitment approaches for examples,
employee referral, campus recruitment, advertising, in deal with recruitment
agencies, consultants, job sites, job portals, company careers websites, social
media and many more. On the other hand the authors emphasized that most of the
organisations will practice the recruitment process with one or two combination
of the above mentioned methods to deliver the recruitment strategy. However the
author states that in which the recruitment channels should be used will depend
on the open job vacancy, the company’s employer brand and budget for
recruitment accordingly.
Importance of Selection Process
Selection is a
very necessary side to
think about for businesses because of various reasons. Usually the performance of companies relates on to the individuals operational activities, which means that the proper individuals have to be employed to confirm organisational success (Henry & Temtime, 2009). Additionally, hiring a new
person into the organization is an expensive task. Therefore an organisation should focus on other
aspects, apart from the time spent on the process and the investment made with relate to the same,
simply to seek out that the employer has employed the
right person if not the responsibility
should be taken by the organisation. Importantly, the organisation should get the method right the primary round or the initial level. Because, resources are scarce enough as it is. Choosing the proper applicant are often a tough task, however at the
end of the day, the
organization’s reputation , good
name and trust is controlled by the individuals whom the organisation employs (Henry &
Temtime, 2009).
As
per the writings, observations and findings by the authors, Istvan(2010)
according to the author currently there are plenty of techniques for
recruitment and selection process but all the techniques are not accepted by
the experts universally and not recommended in
a large scale. Furthermore, Istvan(2010) argues that
selection ways may be evaluated in many ways that
one potential approach is to check hiring techniques
on the idea of their validity, non-partisanship, scope of usage,
and cost.
Contemporary Challenges of Recruitment and Selection
(Gamage, 2014)
Recruiting and selecting the incorrect candidates who are not capable include an enormous negativity in them and will lead to
high cost that the businesses cannot afford. Thus, the aim
of recruitment and selection that
an organisation conduct at a certain
time interval is to get the qualified and quality staff that are needed to satisfactorily achieve the
strategic objectives of the organization, at stripped cost (Ofori
& Aryeetey, 2011) adhering to the organisational culture and the policies
implemented by the same.
Finding equipped body of workers is an imperative organisational challenge (Deshpande
& Golhar, 1994). Atkinson & Storey(1994),
with the problem centring on recruiting and choosing employees with the proper qualifications to assist achieve goals (Priyanath, 2006). As furthermore argued in Priyanath (2006) this drawback is due
to by the lack of systematic methodology for recruiting and choosing employees.
Selected Organisation and Practice
Amazon
was initially founded by Jeff Bezoz. The enterprise had begun in the garage of Bezos' rented house in Bellevue, Washington. Bezos' parents invested almost $250,000 in the start-up. In July
1995, the organization started out service as an on line book shop.One of the keys to Amazon’s success is its relatively onerous recruitment process, which sees doable recruits go via five two hour interviews. To add to this,
candidates recognize that their application could be torn up at any second if a ‘bar raiser’, an evaluator who
already holds a position at Amazon, decides that the utility is not aligned to corporation culture.
The fundamental job of Amazon’s ‘bar raisers’ is to
make certain that prospective employees suit in
with organisation culture. They also come
from a specific section of the organization than the recruit, which means that they do not sense the stress to appoint anyone just because a position is open. This system has been in vicinity for some time now, this allows Bezos to hold the same corporate culture what they practised two decades ago (Jeffery,2018).
Recommendations to Enhance the Accuracy of Recruitment and Selection
Currently
the recruitment and selection approach is undergoing tremendous changes
improved by technological innovations and changes in strategic outlook.
According to Bersin(2013) The following section examines some of the key trends
impacting recruitment and selection process
Corporate talent network
|
Corporate "talent
networks" are on-line platform for promoting the company brand. Its main objective is to
draw in new talent from a variety
of sources which incorporates job candidates, fans, employees, alumni, partners, suppliers and even
customers. It is highly regarded among the large corporations and
are more and more being adopted by smaller and medium size corporations still. A talent
network is an advertising and promotional hub for the corporate brand. In order to, communicate job openings, career info,
and alternative company information.
The contents are typically tailored and targeted for every specific candidate.
|
Building an end-to-end talent brand
|
More and a lot
of firms nowadays are that specialize
in building end to end talent brand.
A talent brand refers
to how the corporate is being perceived by its current workers, past workers and
prospective employees. Whereas,
it is a technique for communication and showcasing the company’s corporate culture in real
time. Organizations nowadays are developing robust talent brand strategy to
scale back their price per rent and lower turnover rates. A
talent brand is something that is created via the joint efforts of the Sales and
marketing department and the Human Resource Department.
|
Use of applicant tracking software (ATS)
|
One quick rising trend
is speedy adoption of individual pursuit Software (ATS). ATS are software
system designed specifically to fulfil the recruitment wants of a corporation.
This software system is specialized for managing the entire recruitment
process, monitoring ad campaigns, and making an excellent candidate expertise. ATS is
mostly used to post job openings,
screen resumes, and generate interview requests to potential candidates by
e-mail and different options to pass the message to
an individual, individual tracking,
requisition pursuit, automatic resume ranking, customized input forms, pre-screening queries and
response pursuit, and multilingual capabilities.
|
(Bersin,
2013)
Conclusion
Recruitment and Selection process play an important role in the
accomplishment of the common organisational goal. Whereas, it is clear that the
processes should be handled methodically and firmly by the human resource
manager. Thus, an error in the process may lead the organisation to incur
irrelevant extra expenses. As mentioned above the selected organisation has a
unique method of accomplishing the processes. So that every companies can
achieve milestone if it possess a unique method of recruiting and selecting
applicants who fit the organisation requirement and culture with the aid of the
rapidly developing technology in this contemporary business world.
References List
Anosh, M., Hamad, N. and Batool, A
(2014) Impact of Recruitment and selection of HR Department Practices. European
Journal of Business and Management,6(31).
Armstrong, M.,
(2006). A Handbook of Human Resource Management Practice. 10th edn. Great Britain: Cambridge University.
Atkinson, J. &
Storey, D. (1994). Small Firms and Employment, Employment in the Small Firm and
the Labour Market. London:
Routledge.Bersin J
(2013) Trends in Corporate Recruiting.
Boxell. P
& Purcell. J. (2003), Strategy and Human Resource
Management, Palgrave Macmillan, New York.
Deshpande, S.,
& Golhar, D.Y. (1994). HRM practices in large and small manufacturing
firms: A comparative study. Journal
of Small Business management, 32(2). 49-56
Farnham, D. (2006)
Examiners Report, May, CTPD Co.U.K
Gamage, A. S.
(2014). Recruitment and selection practices in manufacturing SMEs in Japan: An
analysis of the link with business performance. Ruhuna
Journal of Management and Finance, 1(1), 37-52
Gareth, R.(1997) Recruitment
and Selection: A Competency approach.
Google.com.
(2018). amazon uk founder - Google Search. [online] Available at:
https://www.google.com/search?ei=mqwLXJaaL4HtvASC87HAAQ&q=amazon+uk+founder&oq=amazon+uk+founder&gs_l=psyab.1.0.0j0i22i30.9435.26865..28438...3.0..0.377.3752.3j17j1j3......0....1..gws-wiz.......0i71j0i13i30j0i8i13i30j33i160.cJGQo98TxUU
[Accessed 8 Dec. 2018].
István, J. (2010).
Selection methods used in recruiting sales team members. Periodica Oeconomica,
October, 110–117.
Jeffery, M. M.
(2018). Just How Difficult Is Amazon’s Recruitment Process? |
Articles | Strategy.
[online] Channels.theinnovationenterprise.com. Available at:
https://channels.theinnovationenterprise.com/articles/just-how-difficult-is-amazon-s-recruitment-process
[Accessed 8 Dec. 2018].
Joy, O. E.,
Ugochukwu, U. I and Ndubuisi U.(2015) The Impact of Recruitment and Selection
Criteria on Organisational Performance. Global
Journal of Human Resource Management. 3(2) pp.22-23.
Murad A (2000)
HR—A complete guide. Book Press and Printers, Pakistan.
Opatha, H.H.D.N.P.
(2010). Human resource management. Colombo: Author published.
Priyanath, H.M.S.
(2006). Managerial deficiencies in the small and medium enterprises (SMEs) in
Sri Lanka: An empirical evidence of SMEs in the Ratnapura District.
Sabaragamuwa University Journal, 6(1). PP 93-105.
Sinha, V. and
Thaly, P. (2013). A review on changing trend of recruitment practice to enhance
the quality of hiring in global organizations. Management, 18(2), 141-156.
Sparrow, Teixeira,
A. (2002). On the link between human capital and firm performance; A
theoretical and empirical survey. FEP Working Paper no. 121, November p.1-38.
Temtime, Z.,
& Henry, O.(2009). Recruitment and selection practices in SMEs:
Empirical evidence from a developing country perspective. Advances
in Management, 3(2),
52-58.
Dear Niroshini, as per your conclusion " Recruitment & placement plays a major role in accomplishing organizational goals "is further confirmed by Breaugh.A ( 1977 ) in his book "Recruiting and attracting Talent " Establish Recruitment objectives. The first step in your recruitment process should be establishing job objectives. Table 1 lists several possible objectives to consider in planning a recruitment campaign. For example, if your organization wants to fill three job openings for customer service representatives, you might decide that one objective is a 45-day time frame for filling these positions. One of your most important decisions will be establishing what types of applicants you are seeking—specifically, what type of work experience and skills you are looking for. Most employers focus on pre-hire outcomes, such as whether open positions were filled in a timely manner, but increasingly some also give attention to post-hire outcomes, such as the initial job performance of new hires and their retention rate.
ReplyDeleteThank you for the comment Hemendra, i do agree with you, more specifically on the what you have mentioned that "most important decisions will be established will be depending on the type of applicants the employers seek". Whereas, as stated in the work of Myrna (2008), there are various methods of recruiting the applicant and the methods cannot be limited to one as the best method. As you mentioned the process will be handled depending on the nature of the job to be filled, the time needed to fill the position too will be considered and more importantly the size of the employers recruiting budget. Furthermore, the author states that in modern days, some organisations do maintain a valid track record for the recruiting that will determine what methods work best for the existing situation in an organisation.
DeleteNiroshini I agree with you without hesitation that the recruitment and selection process is an important for an organization. Recruitment and selection is an essential factor in HRM as if wrong person hired for a process then it can affect the stability in any division or a company. For example if X type person select for a marketing job then he or she will fail. Anosh et al. (2014) state that organizations need recruitment and selection process to be successful as they do not want to waste time and money. British Psychological Society (2007) states that HRM should test an employee in the areas of mechanical, verbal and numerical in the selection process for it to be effective.
ReplyDeleteThank you for the comment chathurika, this is quite informative. Further, I would like to add that according to Gupta and Ashish (2014), state that recruitment and selection activity is predominantly dealt with in two fields: Firstly, prescriptive human resource management or personnel management viewpoint and then the very technical psychology literature that focuses on the validity (absolute and relative) of different forms of recruitment techniques, such as competency modelling, interviews and various types of psychometric testing.
DeleteDear Niroshini, in today’s competitive business market employees are driving towards competitive advantage. It is absolutely difficult for an employer to hire the right people, with the right skills, right knowledge, right attitude. The recruitment and selection process has become one of the key processes shaping the success of an organization. There are several differences between a job description and an employment profile. Thompson and James (2007) states the hiring profile not only includes the specifications listed in the job description, but also includes personality characteristics or style identified in the management analysis, such as communication or interpersonal skills that might be necessary for success in the position. Only through careful probing during the interview can the necessary information be obtained (Winggrove, 2009).
ReplyDeleteThank you for your comment Shameer and I totally agree with the same. As you have commented that “today’s competitive business market employees are driving towards competitive advantage. It is absolutely difficult for an employer to hire the right people, with the right skills, right knowledge, and right attitude”. According to the Leading people and research article it is clearly mentioned the inconvenience faced by the panel of interviewers for an employer or organisation who is in a position to select the right applicant from a pool of talented applicants is the one of the tedious task and to decide who to select. Furthermore, in the article it is advised that if an employer finds it inconvenient to choose the right, to make arrangements for another round of interview session with the Strategic level interview panel at least comprise of two and inquire more centered questions to illuminate the employer’s choice. In the event if the panel decides that none of the candidate for the pool do not meet the criteria for the job then don’t delegate. Whereas, it is emphasized that it is way better to confront another circular of the session than to experience the result of the wrong applicant who cannot do the work well.
DeleteRecruitment and selection form a major part of an organization’s overall resourcing strategies, which identifies and secures people needed for an organization to survive and succeed in the short to medium-term (Elwood & James, 1996). In fact, the basic purpose of recruitment is to create a pool of suitably qualified candidates to enable the selection of the best candidates for the organization, by attracting more and more employees to apply in the organization whereas the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization (Gamage, 2014).
ReplyDeleteThank you for the comment Jancy, I agree with you. As you have mentioned that resourcing strategy is directly impacted by the recruitment and selection process, i would like to further mention that according to Redding et al (2005) resourcing strategy guarantees that the employer gets and holds the right resource and utilizes them efficiently. However, the objective of the resourcing strategy to discover the foremost appropriate workforce that the employer or the organisation seeks for, with the suitable qualities, information capabilities and potential for future preparation. The key point of this strategy is to gain competitive advantage by utilizing or recruiting and retaining more able people than its rival. Moreover, the author states that this strategy focuses to retain the talented minds by providing opportunities, rewards than for other employees and by creating a genuine hierarchical culture.
DeleteDear Niroshini, In the world today, the practice of online recruitment has grownup rapidly over the past ten years and the Internet is now an extensively adopted medium by both recruiters and job seekers within the UK and across the world. Arthur (2001) found that 96% of US companies use online and the amount spent on electronic advertising was expected to rise from $48 million in 2001 to $460 million by 2006.
ReplyDeleteIn the recent past, Cober and Brown (2006) found that 50% new hires in the US were from online. In the UK, online recruitment has become a widespread method for both organizations and candidates. For instance, the CIPD (2006) found that 64% of UK organizations used e-recruitment.
Authors suggested that the Internet had ‘transformed the way that people look for work’ (Birchfield, 2002) and introduced a ‘radical change to corporate recruiting’ (Cappelli, 2001).
Thank you for the comment Nipuni, i do agree with your overall comment. As you have emphasized on E-recruitment, Celine (2014) defines recruitment as the centre work of an organisation, which comprise in expanding the human capital to seek after key objectives. E-Recruitment solely consist of three stages namely Attracting, Screening and Selecting (Bartram, 2000). Firstly, identifying the potential information the company needs and drawing in them into a huge pool of candidates. Secondly, the screening stage is approximately filtering and sorting out into small batches of candidates, who fit the position, concurring to the key criteria considered pivotal to the job profile and finally, selecting from the remaining applicants by conducting interviews and eliminating the candidates who fail to meet the requirements of the recruiter and head management. On the other hand, Cappelli (2001) said firms should build their home page with potential candidates in mind. In fact, both the content and the form of the corporate website play a significant role in the attraction process (Holm, 2012). Therefore, e-recruitments save time and money when compared to the traditional method of recruitment.
DeleteThe word recruitment has become a thing of concern to many organizations in order to get a rightful candidate that can effectively fill the vacant position in the organizations due to the increase in competitions (Adeyemi, Dumade and Fadare 2015). Casio (2002) stated that recruitment and selection starts with a clear statement of objectives of the firm based on the types of knowledge, skills, abilities and other characteristics. For organization to request for application, objectives must be established and used for the selection process. The position to be filled must be defined in terms of job description and job specification. according to Ekwoaba etal (2015) “recruitments and selections have become essential in organizations because individuals need to be attracted on a timely basis, in sufficient numbers and with appropriate qualifications”. Hence your descriptive article provide how vital and crucial the Recruitment and right appointment of Employees to an organization.
ReplyDeleteThank you for the comment Ama, Human resources are also considered as the assets of the organisation, so the administration adjust with the firm’s procedure (Noble & Kreps, 1999). Traditionally, human assets have been seen to be the most elevated working observed in the organisation that mangers logically to find ways to play down (Becker & Gerhart, 1996). It shows therefore, that organisations consider individuals as the variable cost instead of as an asset. Similarly, Bratton and Gold(2007), key human assets administration is a proper connection of the human assets, the work and the key goals of the organisation in an arrange to make good performance.
DeleteDear Niroshini, it is important to understand the consequences of recruiting and selecting a wrong candidate to evaluate how important recruitment and selection as a HRM function .
ReplyDelete-Time and effort management- the impact of such of recruitment destroys the team efforts, low the competencies level, and the lost time it cannot be recovered (Fourny Ph., 2007); the attention accorded to the wrong candidate is bigger than that one for more candidates well-trained; time given to them would be better spent solving other issues; more training is needed for early detection of these people (Price A., 2000).
- productivity will suffer- better employees will not work in a team with poorly trained staff; position held by them is not available for another better candidate(Price A., 2000);
- creativity will be lower- mediocre candidates will have not innovative ideas, and if they are managers, they will block other people's ideas because they do not understand(Price A., 2000);
- The image organization and public relationships- hiring mediocre candidates will give a picture of weakness for the organization, colleagues and competitors, too, and the candidates with the same training will not be able to run for positions in the same organization(Price A., 2000).
- covering working time- mediocre employees will have a greater number of absences and delays in solving problems. It requires extra training and staff to fill the absences(Price A., 2000).
- additional costs- will be additional recruitment costs to replace them, the income will be lower, will increase the number of errors and complaints(Price A., 2000);
-hidden costs- besides direct costs there are the “hidden costs” such as: loosing the credibility of the managers, diminish the efficiency of the team-work and of an organization, it will have negative impact over the clients and the organization’s image will suffer (Fourny Ph., 2007); it will increase the costs of discipline, recruitment and training. The selection of mediocre candidates will have a negative image over the human resources department and the entire image of the organization will suffer (Price A., 2000);
-social conflicts- hire of a wrong person can loose other good employees, will increase the rate of unemployment, and will lead the organization to failure (Fourny Ph., 2007).
A study made by Harvard University shows that 80% of the number of hires is due to the errors during the recruitment process. These mistakes are costly, one and a half of a probation yearly salary or up to 10 times the annual salary of a performer(Nicoleta,2013).
Thank you for your comment Nadeesha. According tot Dale (2003), recruitment and selection decisions are the most important a manager has to make because a false decision can affect the ability to achieve the organisational objectives and goals as well as the quality of services or products delivered to the customers and the wellbeing of the staffs. Hueslid( 1995), discussed about the relationship between successful hiring and financial performance. It is emphasized that most of the organisations calculate the costs of appointment using metrics as selection ratios and the responses to the adverts. So that it is believed, wrong selection impacts the financial performance of the organisation negatively.
DeleteNiroshini,Recruitment and selection form the permeable border between society and organization, or labour market and labour process (Jewson & Mason, 1986). Recruitment and selection the wrong candidates who are not capable, do not fit the culture of the organization leads to a negative cost to the organization moreover the overall aim to an organization is to recruit and select the specific number and quality of employees that are required to satisfy the strategic objectives of the organization, at minimal cost (Ofori & Aryeetey, 2011). Furthermore recruitment is the entry point of manpower into an organization where the organization should follow a clear set of path in order to ensure that the organization have attracted the right candidate for their culture and vibes so the overall strategic goals are achieved (Henry & Temtime, 2009).
ReplyDeleteThank you for your comment Rochana, as Locke (1976) observed recruitment of skilled and effective candidate is a central work force development field. But he states that recruitment is not only about choosing most suitable. Recruitment and selection can impact on the probability that a candidate will acknowledge a work offer and ensure commitment to the organisation, whereas the process should be worthwhile investment. Furthermore, the author discussed that poor recruitment choices can have a range of undesirable consequences for the organisation.
DeleteDear Niroshini,you well correctly mention recruitment and selection process is the key important factor for an organization.Recruitment and selection is a core function of the Human Resource department. It can be regarded as one of the most important functions performed by the HR department. Also commonly known as the staٹnJ function, it involves the following phases:
ReplyDelete• Job analysis
• Manpower planning
• Recruitment and selection
(Chungyalpa and Karishma 2016).
Thank you for your comment Shanaka according to Daniela (2006) any recruitment process typically consists of a number of stages which is classified into three types, they are self-Selection, Objective Selection and subjective selection. On the stage of Self Selection the applicant will decide whether to proceed further with submitting or sharing the Profile. In Objective Selection an employer consistently applies the same metrics to all candidates and automatically makes a decision to move a person to the next stage if a predetermined target is met. Various tests with a minimum passing score are the primary example. Finally, Subjective selection is characterized by relatively uncertain and unique considerations, with the offer-making stage being a good example.
DeleteHi Niroshini, The principles of recruitment and selection have been stated as follows: (Recruitment and Selection, 2013).The first point to identify about recruitment is that it is a process with a number of key stages, all of which work in co-operation to improve one’s chances of finding the best candidates available for any advertised position. The candidates are required to go through various stages and they are given certain tasks or go through various rounds of interviews,which they have to accomplish in order to get selected. In some cases, final round of interviews, include only two people, one is selected and the other one gets rejected. It is worth giving indications that in terms of leading, guiding and managing employees, if one is not recruiting the best people available, then it is always going to be challenging to manage them on daily basis. Another general rule is, when seeking to fill any job vacancy, one should always consider the internal candidates that could be encouraged to the available post and then recruit externally for the junior position. Too often senior managers pay less attention to the recruitment process and only become actively involved when a senior post is being filled, or at the end of the process for the final interview. This is an error and one should be concerned with the eminence and appropriateness of every employee, who joins the business.
ReplyDeleteThank you for the comment Ricky, I do agree and further, would like to mention that Man Powering means basically, man power planning refers to the process of estimating the number of workers required for the execution of a specific task or a job in future. The main fact of man powering is ensuring that the right number of people and the right kind of people are attracted and recruited at the required time and doing things for which they are financially most valued (Ramasamy, 2011). On the other, nowadays man powering strategies are experiencing quick changes and development (Psacharopoulos, 1991).Other than estimating future requirement needs, it must moreover be able to predict turnover in representatives and make courses of action to fill the existing gap. It must guarantee no surplus or demands.
DeleteHi Niroshani, as you mentioned, recruitment and Selection process plays an integral part to improve the organizational outcomes.
ReplyDeleteRecruitment is a process of attracting the individual on a timely manner with right and appropriate qualifications. Selection is a process of selecting the best suited candidate from the group of applicants. Internal recruitment refers to fulfilling the open position with someone who’s already working in the company. Internal fulfilment is a motivation tool in recognition of good performance of the individuals. It allows more opportunities for career growth and development within. Internal recruitment can be done through job postings and employee referrals (Gusdorf, 2008). A better recruitment and selection strategies would help to create a talent pool of potential candidates for the benefits of the organization, help to identify and prepare potential job applicants who will be the appropriate candidature for the job, help to increase the success rate of selection process by decreasing the no of visits qualified or over qualified job applicants and to increase the pool of job seeking candidates at minimum cost (Kumari, 2012).
Thank you for your comment Nilmini as your stated that internal recrutiemtn can be an motivational factor for the employees. Furthermore, after recruiting staffs it is fundamental for the worker to be propelled since it influences his or her execution. Workers’ execution levels can be of more standard in the event that they are not exceeding propelled. Directors are mindful for making an environment that’s conductive for making strides execution. So, as to actuate the proper conduct from representatives within the organisation. For workers to be exceedingly persuaded, “the strategic level must guarantee that working conditions are satisfactorily and the welfare bundle is alluring to the empoyees” (Shenkel and gardner, 2004)
DeleteHi Niroshini,
ReplyDeleteThe recruitement and selection process is critical for any business organization which is creating the strength of the human capital of the business. However, the approach which is going to use for the selection could be vary based on the different management style and the strategy. Therefore, the management requires to decide most appropriate approach for the receruitement and selection. Furthermore, it is required to think about the future of the employee with the business in terms of the development, carrer progress and the retention etc.
Thank you for you comment Asela, as you correctly mentioned that within the modern day trade environment it is fundamental for each organisation to be completely be mindful of the capabilities its representatives should possess, so that they can adapt with their employments prerequisites (Ramlall, 2003). Staffing of an advanced organisation is closely connected to its key plans hence, the human asset arrangement ought to be based on the organisation’s future needs and take after its vital plans (Wright and Snell, 1991)
DeleteThis comment has been removed by the author.
ReplyDeleteHi Niroshini. Research indicates that, before an employer offers a job to a candidate, it is worth confirming how competent the candidate is. In other words, it is better to incur more costs prior to hiring to ensure the candidate has the capacity to grow with the job and the organization, rather than incur the far greater costs to the individual and the organization of making the wrong decision ( Comptea & Jehiela, 2008; Lee-Ross & Pryce, 2005 ).
ReplyDeleteAn area of importance that shouldn’t be overlooked is the selection of a recruiter. Whether internal or external recruiters are used, it is important in their selection and training to ensure they are knowledgeable about the organization and the target job, and they are able to convey to applicants congeniality, sincerity and expertise ( Chapman et al., 2005 ). It is also essential that recruiters are open to diversity and committed to equity. Research indicates that this is particularly likely to be an issue when using external recruiters ( Handy & Davy, 2007; Ozbilgin & Tatli, 2007 ). With respect to internal recruiters, it is important to be aware that they will be viewed by applicants as representatives of the organization, and as such are important symbols to applicants of how well they would fit with the organization ( Breaugh, 2008 ).
Dear Niroshini,
ReplyDeleteYet another interesting and challenging topic. Modern organizations struggle with staffing (Recruitment and selection) challenges stemming from amplified knowledge work, labor scarcities, competition for candidates, and workforce diversity. Yet, notwithstanding such critical needs for effective staffing practice, staffing research continues to be ignored or mis-understood by many organizational decision makers. Answering these challenges requires staffing experts to expand their focus from individual-level recruitment and selection research to multiple research indicating the business and organizational level effect of staffing.
Staffing is largely defined as the process of attracting, selecting, and retaining capable individuals to achieve organizational goals. Every organization practices some form of a recruitment and selection procedure, and staffing is the principal way an organization influences its diversity and human capital. The nature of work in the 21st century presents many challenges for recruitment and selection. For example, knowledge-based work places demands on employee competencies; there are common demographic, labor, societal, and cultural changes generating growing global gaps of qualified and competent candidates and the workforce is increasingly diverse. A survey of 33,000 employers from 23 countries found that 40% of them had difficulty finding and hiring the anticipated talent (Manpower Inc., 2006), and approximately 90% of nearly 7,000 managers specified talent acquisition and retention were becoming more problematic (Axelrod, Handfield-Jones, & Welsh, 2001). These challenges might lead one to think that organizational decision makers identify staffing as a key strategic opportunity for enhancing competitive advantage. Because talent is rare, treasured, difficult to duplicate, and hard to substitute, organizations that better attract, select, and retain this talent should outperform those that do not (Barney & Wright, 1998).