7. The Recruitment and Selection Process Strategies

 



Recruitment and selection within an organization is an integral part of that organization’s overall human resource management and planning process (Tomsikova, 2016). As such, it is integrated closely to other human resource management practices, for instance, job design, human resource development, performance appraisal and management, reward systems, career and succession planning, promotions, and transfers (Tomsikova, 2016).

According to (Schuler, 2015) “most of the organizations are recognizing the importance of managing their human resources as effectively as possible”. Recruitment and selection are important in how the business discerns the human resources required to sustain a competitive advantage over its competitors (Sangeetha, 2010). In order for an organization to enable competitive advantage each step in the recruitment and selection process needs careful time and consideration (Argue, 2015).

The success factor in choosing a person for the right job depends on the alignment of business plans with human resource plans (Shanfari & Banu, 2019). Figure-05 illustrates the core dimension of Strategic Recruitment and Selection.

Figure-05 Core Dimension of Strategic Recruitment and Selection

Source- (Shanfari & Banu, 2019)

Figure-06 illustrates the ideal relationships between organizational and human resource management strategies, plans and functions, and highlights the centrality of recruitment and selection in the overall human resource management framework (Compton, Morrissey, & Nankervis, 2014)

Figure-06 Recruitment as a strategic HRM Tool 

Source- (Compton, Morrissey, & Nankervis, 2014)

Recruitment In The Virtual World

Social networking is one of the most effective sourcing tools to benefit recruiters especially with today’s generation (Shikari, 2008). Today, social media is used by nearly everyone to keep in touch with friends and family, and now, job prospects (Rees & French, 2010). In addition to this, he states that graduates today are using social networks as a primary source of information and communication (Rees & French, 2010).

The benefits of recruiting online for employers are that it reduces administrative costs, it is much quicker and there are no geographical limits (Argue, 2015). Employers are now combing traditional methods of recruitment with online recruitment by posting job vacancies on printed adverts to revert job seekers to apply online (Jain, 2015).

People today have extensive knowledge of what is available to them in the virtual world of job vacancies (Kelleher & Perrett, 2001). The usage of the internet for E-Recruitment is becoming progressively popular, especially with students graduating today, as it is a lot less time-consuming, easy to access, easy to use, and cost-effective (Rees & French, 2010).

The leading telecommunication industry, where I work for, posts advertisement for the vacancy in their web site. The company also has its banner on the website. This tends to be publicity. They don’t advertise in the newspaper because they want to attract those people who are much smart enough to use the internet. Other than this, obtaining a soft copy make it easier to categorize CVs. This saves valuable time. Moreover, they believe, advertising in the newspaper for vacant positions does not add value to their company. 

Strategic Integration: 

Recruitment and selection to be categorized as strategic, it must display three separate characteristics (Millmore, 2003). These include strategic integration, long-term focus, and a method for interpreting strategic demands into a suitable recruitment and selection design (Millmore, 2003).

Strategic integration aligns the business strategies with the constantly changing business environment (Argue, 2015). Figure-07 demonstrating the integration of recruitment and selection strategic integration is shown below (Chanda & Bansal, 2010). It is important to note that recruitment and selection in HRM plays a significant role in an organization as it aligns the workforce to the organization’s objectives (Chanda & Bansal, 2010).

Figure-07:  A Framework of Recruitment and Selection Strategic Integration


 Source: (Chanda & Bansal, 2010)

Overall organizational performance and its reputation are positively influenced by the effective execution of recruitment and selection functions (Eva, 2018).  Organizational achievements and existence greatly rely on effective practices of these functions as they are a vital part of corporate-level strategies (Eva, 2018).

The Job Analysis 

The job analysis shows the requirements of the job and how the job fits into the organization’s structure, which then attracts suitable candidates (Heraty & Morley, 2002). An effective job analysis can save a lot of time and money in the long run; therefore it must be done right (Heraty & Morley, 2002). Organizations that proactively and firmly create job analysis have a much better understanding of their employee’s capabilities and can take the time to improve any flaws in their skills and behaviors (Talukder, 2014).

In the leading telecommunication industry where I am employed, Successful recruitment and selection functions are completed with the combined effort of Group Chief Corporate and People Officer, senior managers, and unit managers. The company has always taken into their account that its employees to be key cogs in the wheel that drives the Company forward on its successful journey. As key stakeholders at the heart of a company’s operations, employees are the key driving force behind the business’s path to success. The Company emphasizes the importance of securing the well-being of all employees by providing safe, efficient workplaces, and by ensuring the health, safety, and livelihoods of employees through its Human Resources focused activities.

Revising the organizational structure and extending the professional structure to all remaining portfolios was a key achievement. This ensured a flattening of the hierarchy, allowing for the optimization of skills and competencies. The revision further enabled job rotation, enabling a wider experience and higher levels of exposure.

References:

1.      Argue, M. (2015). The Importance of the Strategic Recruitment and Selection Process on Meeting an Organisations Objectives. 24-30.

2.      Chanda, A., & Bansal, T. (2010). Strategic Integration of Recruitment Practices and its Impact on Performance on Indian Enterprises. Research and Practice in Human Resource Management , 1-15.

3.      Compton, R. L., Morrissey, B., & Nankervis, N. A. (2014). Effective Recruitment and Selection Practices-. Australia.

4.      Eva, T. P. (2018). Recruitment and Selection Strategies and Practices in the Private Sector Commercial Banks of Bangladesh: Evidence from Human Resource Practitioners. 30-32.

5.      Heraty, N., & Morley, M. (2002). In search of good fit: policy and practice in recruitment and selection in Ireland. Journal of Management Development , 661-685.

6.      Jain, M. (2015). Organisational Effectiveness and Strategic HR. Journal of Social Welfare and Management , 199-207.

7.      Kelleher, C., & Perrett, G. (2001). Business strategy and approaches to HRM - In Personnel Review. 421-437.

8.      Millmore, M. (2003). Just How Extensive is the Practice of Strategic Recruitment and Selection. Irish Journal of Management , 97-108.

9.      Rees, G., & French, R. (2010). Leading, managing and developing people. London: CIPD Publications.

10.  Sangeetha, K. (2010). Effective Recruitment: A Framework. IUP Journal Of Business Strategy , 93-107.

11.  Schuler, R. (2015). The internationalization of human resource management’. Journal of International Management , 239-260.

12.  Shanfari, R. J., & Banu, A. R. (2019). Recruitment and Selection in Practice: A Qualitative Study. International Journal for Research in Engineering Application & Management , 18-20.

13.  Shikari, A. (2008). Human Capital: Tools and Strategies for the Public Sector. Washington DC: Sage Publications inc.

14.  Talukder, H. (2014). Perceived Importance Of Job Analysis Influencing Motivation And Competencies Among Blue-Collar And White-Collar Employees. IBA Business Review , 79-91.

15.  Tomsikova, L. (2016). The effective recruitment and selection practices of organizations in the financial sector operating in the Slovak republic. 2-6.

16.  Vernon, G., & Brewster, C. (2013). Structural spoilers or structural supports? Unions and strategic integration of HR functions. International Journal of Human Resource Management , 1113-1129.

 

Comments

  1. Roshini HerathSeptember 7, 2021 at 10:35 AM

    Agreed with what you mentioned. Recruitment and Selection is another important operation in HRM, which designed to maximize employee strength in order to meet the employer's strategic goals and objectives. “Most of the organizations are recognizing the importance of managing their human resources as effectively as possible”.(Schuler, 2015)

    ReplyDelete
    Replies
    1. Hemachandra KrishnachandraahSeptember 9, 2021 at 8:17 AM

      Yes Roshini, recruitment serves as the first step in fulfilling the needs of organization for a competitive, motivated, and flexible human resource which leads to achieve its goals and objectives Recruitment and selection is very much important for any organization as it determines the future performance of the individuals who are recruited within the organization (Werther, 2006)

      Delete
  2. Samuddhi Menaka AlawattaSeptember 8, 2021 at 12:14 PM

    There are different challenges in recruitment & selection process. Lack of well-defined job descriptions, Use of old and ineffective recruitment, selection and retention methods, Lack of selection interview skills, Failure to identify proper retention strategies to all employees (Samwel , 2018).

    ReplyDelete
    Replies
    1. Hemachandra KrishnachandraahSeptember 9, 2021 at 8:28 AM

      True Samuddhi, (Cascio, 2008) argued that process of recruitment and selection should be heavily tied to strategy which should begin with corporate strategy. Recruitment and selection can serve to employ the organization with people who will most effectively implement the strategies of the organization. Recruitment is a form of business competition, therefore organizations must develop strategies to identify, compete, attract and hire the most qualified people.

      Delete
  3. Nilmini AssaddumaSeptember 9, 2021 at 5:55 AM

    There are ethical issues around selecting ‘appropriate’, and by implication rejecting ‘inappropriate’, candidates for employment. Many organizations seek to employ people who will ‘fit in’ with their organization's culture (French et al, 2008)

    ReplyDelete
    Replies
    1. Hemachandra KrishnachandraahSeptember 9, 2021 at 8:34 AM

      To mitigate the issues in recruiting and selecting process, strategy should be considered, according to (Price, 2007), he defines strategic recruitment as identification of real recruitment needs and fulfilling those needs. The human resource in an organization needs are tied to the overall business plan. The needs are in terms of numbers, quality, specialized skills and talents in every area of the organizational activities. Price (2007), further states that the organization’s human resource needs range from immediate to medium to long term. Finnigan (1983), contents that a successful recruitment strategy should be well planned and practical to attract more and good talent to apply for jobs in the organization.

      Delete
  4. Nadeeka Indunil PathirageSeptember 11, 2021 at 1:48 AM

    While agreeing to your statement recruitment and selection are not different from each other but are intertwined (Kossek and Block, 2001). However, they can be differentiated saying that recruitment involves finding or attracting candidates for a particular job whereas selection consists forecasting or estimating which candidate will prove to be most valuable to the organization in the present and in the long-term (Wright and Storey, 2017).

    ReplyDelete

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