3. Recruitment and Selection Goals and Challenges

Recruitment is about capturing and understanding all activities directed at locating potential employees. (Yoder D, et al 1972).  This involves making sure that what needs to be done to attract applications from suitable candidates (Armstrong & Taylor, 2014). Recruitment methodologies must be fair and comply with the relevant legal and regulatory frameworks and activities must contribute to corporate goals, reflect organisational brand and values whilst also being efficient and cost-effective (Foot & Hook, 2008). A successful recruiting program needs to serve many and sometimes conflicting goals. The most basic and fundamental goal of an organization’s recruiting effort is to accomplish exactly what is stated in the definition—discover, develop, seek, and attract individuals to fill actual or anticipated job vacancies (Sims, 2002).

Sims (2002) state that the goal is to optimize the pool of qualified applicants. In this situation the applicant pool can be too large and thus very costly to process (Sims, 2002). We are often guilty of focusing all our recruitment related energies on welcoming new employees in the front door while disregarding the haemorrhaging of experienced employees out the back door. Optimal recruitment success is undermined anytime we fail to retain the employees we already have (Pritchard, 2007).

The aim is to become ‘an employer of choice’, a firm people want to work for and stay with. This means developing an employee value proposition which consists of what the organization has to offer for prospective or existing employees that they are likely to value and which would persuade them to join or remain with the business (Armstrong, 2012).

According to Armstrong, (2012), Recruitment is the process of finding and engaging the people the organization needs. Selection is an aspect of recruitment concerned with deciding which applicants or candidates should be appointed to jobs. The four stages of recruitment and selection are:

  • Defining requirements preparing role profiles and person specifications; deciding terms and conditions of employment.
  • Planning recruitment campaigns.
  • Attracting candidates reviewing and evaluating alternative sources of applicants, inside and outside the company: advertising, e-recruiting, agencies and consultants.
  • Selecting candidates sifting applications, interviewing, testing, assessing candidates, assessment centres, offering employment, obtaining references; preparing contracts of employment (Armstrong, 2012).

Figure 1 recruitment causal loop

Source: Neiger, D., Churilov, L., Flitman, A. and Rotaru, K., 2009. Value-focused process engineering.

Recruitment and Selection Challenges

Attracting candidates is primarily a matter of identifying, evaluating and using the most appropriate sources of applicants (Armstrong and Taylor, 2014). Extra effort must be put in such cases to persuade such candidates to select the recruiter’s company over other companies. Further, the candidates will also negotiate, and the negotiations should be compatible with the company policies and standards which is a great challenge faced by modern organizations (Rehman, 2012). The resourcing strategies that emerge from the process of strategic resourcing exist to provide the people and skills required to support the business strategy, but they should also contribute to the formulation of that strategy (Armstrong and Taylor, 2014). the census method may show that the highest proportion of people leave in the first six months but the information on its own does not show whether this is due to poor recruitment or induction practices, the nature of the job, management style or other factors (Beardwell and Claydon, 2007).

Reference

  • Armstrong, M., (2012). Armstrong's handbook of management and leadership. 3rd ed. London: Kogan Page.
  • Armstrong, M. and Taylor, S. (2014) Armstrong’s Handbook of Human Resource Management Practice. 13th ed. Ashford Colour press Ltd. London.
  • Beardwell, J. and Claydon, T., 2007. Human resource management. 5th ed. Harlow, England: Prentice Hall/Financial Times.
  • Foot, M. & Hook, C. (2011) Introducing Human Resources Management. 6th ed. Pearson Education Limited. Essex.
  • Myers, D., (2004). 2004 U.S. master human resources guide. 1st ed. Chicago: CCH.
  • Neiger, D., Churilov, L., Flitman, A. and Rotaru, K., 2009. Value-focused process engineering. New York: Springer. 
  • Pritchard, C., (2007). 101 strategies for recruiting success. 1st ed. New York: American Management Association.
  • Rehman, S., (2012). A Study of Public Sector Organizations with Respect to Recruitment, Job Satisfaction and Retention. Global Business & Management Research.
  • Sims, R., (2002). Organizational Success through Effective Human Resources Management. 1st ed. Praeger.

Comments

  1. Thushari SenevirathneSeptember 2, 2021 at 11:26 PM

    Agreed, once the main goal of the process becomes filling the position with correct human resource in correct time, the other goals should be appointing potential candidates to meet need and wants of of the organization(Kapur, 2018). Mohammad(2020) also mentioned that best and most suitable donor for the job is the main goal. The goal of Internal recruitment is to loyalty and inspiring employees for betterment of employees and organization(Gilbert, 2000)

    ReplyDelete
    Replies
    1. Diyanada J. GunawardenaSeptember 9, 2021 at 1:03 PM

      True Thushari.
      Selecting the right applicant can be a difficult task, but at the end of the day, the organization’s reputation is held by the people it employs (Henry & Temtime, 2009).

      Delete
  2. Chandana PunchihewaSeptember 3, 2021 at 10:17 AM

    The pattern technique can be a very valuable tool for analyzing difficult-to-solve problems
    that have great uncertainty in the course of development, in particular complex economic
    systems that take into account many different factors that have a potentially strong influence on
    the strategic goals of the company. The PATTERN methodology can be successfully used to
    comprehensively organize the recruitment and selection of personnel, taking into account both
    external factors such as the state of the labor market and internal factors such as the potential
    for accumulating the human capital of the company. (Perevozova, I., Daliak, N., Babenko, V. Modeling,2019)

    ReplyDelete
    Replies
    1. Diyanada J. GunawardenaSeptember 9, 2021 at 12:58 PM

      Yes Chandana,
      The selection process involves deciding on the characteristics level of applicants in terms of their competencies, experience, qualifications, education and training would be compatible to the person specification. It also involves using assessments to make a choice between candidates. The main methods of selection are individual interviews and assessment centres. These can be supported by the use of selection tests. (Armstrong, 2010).

      Delete
  3. Sumeera NawarathneSeptember 4, 2021 at 7:52 AM

    Agreed with you statements and Nartey (2012) said recruitment and selection process should be done each and every organizations to fulfill their goals.

    ReplyDelete
    Replies
    1. Diyanada J. GunawardenaSeptember 9, 2021 at 12:57 PM

      Yes Sumeera,
      The aim of selection is to assess the suitability of candidates by predicting the extent to which they will be able to carry out a role successfully (Armstrong, 2010).

      Delete
  4. MenupaSeptember 7, 2021 at 1:09 AM

    Agreed with your content. According to Anderson (2001) Employees are one of a company's most valuable assets, so it's critical for it to have a well-organized recruitment and selection procedure. The recruitment and selection process is concerned with locating, attracting, and selecting qualified individuals to meet an organization's human resource needs.

    ReplyDelete
    Replies
    1. Diyanada J. GunawardenaSeptember 9, 2021 at 1:08 PM

      Agreed Menupa. Moreover,
      Any recruitment process must begin with an analysis of the requirement. The role should be reduced to its basic components such as the nature of the activities, task responsibilities, the knowledge, skills and competences required to carry it out effectively and where it fits within the organization (e.g. level/grade and reporting responsibilities) (Currie, 2006)

      Delete
  5. Chathuri CreasySeptember 8, 2021 at 5:43 AM

    Agreed., Further, E-HRM is considered as a way of implementing strategies, practices and policies in a more efficient way. It plays a vital role in the selection process and learning process of an organization (Strohemeier, 2007).

    ReplyDelete
    Replies
    1. Diyanada J. GunawardenaSeptember 9, 2021 at 1:06 PM

      Practitioners must be extremely careful when using candidate’s social media data. Recent research shows that applicants tend to view a company's use of social networking as an invasion of privacy in screening and selecting candidates, leading to negative reactions to the company. Because of this potential negative reaction, recruiters should create mechanisms to warn candidates when and if they access their social media data and provide a cogent explanation of how and why candidates are using this information. For example, locating and contacting potential recruits through social media may be acceptable but unacceptable to search for candidates through social media information (Nikolaou and Oostrom, 2015).

      Delete
  6. GajendranSeptember 8, 2021 at 3:48 PM

    Agree on your views. Furthermore, there are two basic goals which can be recognized in a successful selection mechanism as suggested by Kulic & Vasic (2007) as “1.the prediction and maximization of the labor successfulness of the candidate(s) and the organization and 2. the avoidance and minimization of mistakes during the selection of (a) candidate(s)”

    ReplyDelete
    Replies
    1. Diyanada J. GunawardenaSeptember 9, 2021 at 1:01 PM

      Yes Gajendran,
      An effective approach to recruitment and selection can help an organization to maximize the competitive advantages by choosing the best pool of candidates quickly and cost efficiently (Kleiman, 2005).

      Delete

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