6. Constraints and Challenges Faced by Recruiters



According to (Sisay, 2011), the most common constraints and challenges faced by recruiters are the following:

Promote From Within Policies:

These policies give present employees the first opportunity for job openings and reduce the flow of new people and ideas into various levels of the organization. Bypassing current employees can lead to employee dissatisfaction and turnover (Rothwell, 1995).

Compensation Policies:

Organizations with HR departments usually establish pay ranges for different jobs to ensure equitable wages and salaries. If the recruiter finds a promising candidate, the pay range will influence the job seeker's desire to become an employee. Recruiters seldom have the authority to exceed stated pay ranges (Schoenfeldt, 1999).

Employment Status Policies:

Some companies have policies about hiring pout time and temporary employees. Although there is growing interest in hiring these types of workers, policies can cause recruiters to reject all but those seeking full-time work (Smith, 1993).

HR Plans:

HR plans are used by recruiters to design recruitment strategies, especially when promoting from within policies are followed. HR plans enable recruiters to view organizations' overall hiring needs so that individual job openings can be placed in perspective with other employment needs (Sisay, 2011).

Recruiters Habits:

A recruiter's past success can lead to unexamined and unproductive habits. Of course, habits can eliminate time-consuming decisions that reach the same answers. However, habits may also continue past mistakes or avoid more effective alternatives (Turner, 2008).

Environmental Conditions: 

External conditions strongly influence recruitment. The unemployment rate, the place of the company, spot shortages in specific skills, projection of the labor force, and the recruiting activities of other employers each impact the recruiter's efforts (Wendy, Roselias, & Brian, 2000).

Job Requirements:

For specific openings in an organization, recruiters learn how demanding a job is from the job analysis information and conversations with the employee requesting department (work unit). Knowledge of a job’s requirements allows the recruiter to choose the best way to find recruits, given all the other constraints under which the recruiter must operate (Sisay, 2011).

Costs:

Recruiters may operate within budgets. Thus, the cost of identifying and attracting recruits is an even-present limitation. Careful HRP can minimize these expenses. One cost-saving measure is recruiting for multiple job openings simultaneously. The best solution is to use proactive personnel practices to reduce employee turnover, thus minimizing the need for recruiting (Sisay, 2011).

Poor Image:

If the image of an organization is obviously to be low (due to factors like operating in a falling industry, poor quality manufacture, gaining a bad name because of environmental pollution, nepotism, insider business allegations against promoters, etc.), the probability of attracting a big number of qualified applicants is dropped (Sisay, 2011).

Unattractive Job:

If the job to be appointed is not massive attractive, most prospective candidates can turn apathetic and cannot even apply. It is especially true if the jobs are boring, dull anxiety-producing, lack career growth opportunities, and usually do not reward/ motivate performance in a proper way (Sisay, 2011).

The place, which I work in the telecommunication industry, allocates a fixed amount of recruitment budget every year. Division wise this budget is allocated and uses targeted messages for recruitment. They state how the job matches the need of the candidates. The company does not give advertisements in the newspaper because they want to attract those people who are smart enough to use the internet. Other than this, getting a soft copy make it easier to sort CVs. This saves valuable time. Furthermore, they believe, giving advertisements in the newspaper for vacant does not add value to their organization.

References 

1.      Rothwell, S. (1995). "Human Resource Planning". Human Resource Management.

2.      Schoenfeldt, F. (1999). Human Resource Management.

3.      Sisay, O. (2011). Assessment of the Human Resource Planning Recruitment and Selection Practices and Challenges in Ethiopian Telecommunication Corporation.

4.      Smith, B. J. (1993). Human Resource Plarming, Human Resource Management.

5.      Turner, P. (2008). Human Resource Forecasting and Planning. Jaico Publishing House.

6.      Wendy, Roselias, & Brian. (2000). How to Hire Employees Effectively.


Comments

  1. Nilmini AssaddumaSeptember 9, 2021 at 6:07 AM

    The challenge facing organizations irrespective of the sector, however, was that of frequent labour turnover and the inability of organizations to achieve their goals arising from inadequate competent workforce. (Daniel Eseme GBEREVBIE, 2008)

    ReplyDelete
    Replies
    1. Hemachandra KrishnachandraahSeptember 9, 2021 at 8:15 AM

      True, while turnover is a constant, human resource experts in organizations must continuously update their recruiting strategies if they are to stay competitive in finding and retaining top talent. Reducing employee turnover begins with attracting the highest quality talent from the get-go. Employee referrals have been long known as an excellent source of hire, as referred candidates tend to be faster and cheaper to hire than candidates from other sources (Kemunto, 2012).

      Delete

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