Reading material for recruitment and selection, Lecture notes of Management Fundamentals

Download Reading material for recruitment and selection and more Lecture notes Management Fundamentals in PDF only on Docsity! READING MATERIAL ON RECRUITMENT AND SELECTION • Recruitment- Recruitment is the process of generating a pool of capable people (identifying and attracting a group of potential candidates from within or outside the organization) to apply for employment to an organization. • Selection- Selection is the process of collecting, measuring, and evaluating information from a pool of applicants. An applicant is a person (or persons) more likely to succeed in the job(s), given management goals and legal requirements 1. Recruitment and selection are core areas of human resource management. (NOTE: They are not simply techniques for filling jobs, they are also levers for organizational change, sustaining employee commitment, and achieving high performance.) a. Recruitment and Selection are two intertwined, yet separate processes. b. Recruitment is the process of identifying and attracting a group of potential candidates from within or outside the organization to evaluate for employment c. Organizations use these practices to increase the likelihood of hiring individuals who have the right skills and abilities to be successful in the target job. 2. The recruitment and selection process involves working through a series of stages: a. Defining the role- conducting a job analysis and understanding the content of the job, the purpose of the job, outputs required by the job holder, and how it fits into the organization’s structure. This analysis forms the basis of a job description and job profile. The job analysis leads to a job description—an explanation of the job requirements to the candidates. A job profile states the necessary and desirable criteria for selection. (NOTE: The job description helps the recruitment process by providing a clear guide to all involved about the requirements of the job. It can also be used to communicate expectations about performance to employees and managers to help ensure effective performance in the job. Job profiles are based on a set of competencies identified as necessary for the performance of the job.) b. External methods of recruitment include placing advertisements in trade press, newspapers, on commercial job boards, and on the organization’s website. Social networking sites are also increasingly used as part of the recruitment process. (NOTE: The likelihood of attracting “suitable” applicants depends on the detail and specificity of the recruitment advertisement or literature. Key factors such as salary, job title, career, and travel opportunities obviously influence response rates.) c. Many organizations also make use of external providers to assist with their recruitment. Also known as recruitment agencies or recruitment consultants, they offer a range of services. d. Cultural factors are important in determining the orientation between internal and external job markets. They also influence the nature of recruitment. e. People may appear to have found their job or career by chance, but this apparent serendipity obscures non-random factors such as personal relationships, social networks, and cultural background (Price, 2011). f. Equal opportunity demands equal access. This can only be achieved through public and open recruitment. g. The Internet has become the dominant recruitment medium in recent years. It has become normal for jobseekers to scan employment sites on the web for opportunities. (NOTE: Typically, general career information is presented in an engaging manner on corporate websites to promote the employer brand and gain interest from prospective applicants.) h. Most large organizations, and many smaller ones, make extensive use of corporate websites in their recruitment programs. It has become common for the early stages of the selection process to be made accessible online, allowing résumés and CVs to be uploaded, application forms to be completed, and pre-selection tests to be conducted. 3. Selection a. Most organizations want to use a best practice model while selecting employees after recruitment. This involves a search for the “right person for the job.” To achieve this goal, criteria are used to rate prospective applicants by means of selection techniques, including biographical data, interviews, psychometric tests, group exercises, simulated work samples, and even handwriting analysis. b. Organizations may also use assessment centers, especially in the case of job positions that are higher in the corporate ladder. Assessment centers involve several assessors and a variety of selection techniques. (NOTE: While selecting employees, it is important that the “fit” that selectors are looking for also overlaps in terms of corporate culture, and the overall goals, mission, and vision of the organization.) c. After pre-selection screening, the remaining applicants meet the formal decision- making procedure termed “selection.” (NOTE: Biased selection processes can result in hiring unsuitable people (false positives); or may lead to a failure to hire applicants who would have been suitable for the job (false negatives).)