A Better Recruitment and Selection Process and Organizational Performances

 

Recruitment is the process of finding and attracting suitably qualified people to apply for employment. Recruitment involves a systematic and serious attempt to find suitably qualified individuals from the job market and to attract them toward job vacancies of the organization as job applicants (Harzing, and Pinnington, 2014). “The process of making the choice of the most appropriate person/persons from the pool of the job applicants recruited to fill the relevant job vacancy/vacancies”, selection involves the use of one or more methods to assess candidates in order to make a decision as to their suitability to perform duties and responsibilities of the job successfully (Dessler, 2018). When it comes to the selection techniques, application evaluation, employment tests, interviews (structured interviews, unstructured interviews, group interviews), background investigation, medical examination, and assessment centers. Also, the modes that can use for selection; are application evaluation, face-to-face interviews, video calls, telephone conversations, and reviewing of the candidates’ profiles followed by human resource members of the organization for a proper selection (Harzing and Pinnington, 2014). 

Effectiveness of a better recruitment and selection process on organizational performances

Recruitment and selection are vital processes for any successful organization since having the proper employees, increases and sustains organizational performance. The impact of a company's selection system on bottom-line business outcomes; productivity and financial performance is a goal for any company. Following a better selection for a relevant role, the employee's job performance is extremely beneficial to the overall efficiency of the task (Leopold, 2002). The right selection is obviously can have to achieve the competitive goals and objectives of the organizations. Because employees work with reliable information and data in a highly efficient manner. Then employees' job performances are truly appreciated. The recruitment process is a time-consuming and resource-intensive process that begins with sourcing candidates and ends with scheduling and performing interviews. As a result, the organization finally selects the ideal candidate for the proper jobs based on their credentials and experiences for the company's objectives. With the most qualified candidates who have specialized abilities, the organization may simply achieve objectives (Shih, Huang and Shyur, 2005).

Similarly, the basic purpose of recruitment is to create a talent pool of candidates to enable the selection of the best candidates for the organization, by attracting more and more employees to apply to the organization, with the basic purpose of the selection process is to choose the right candidate for the various positions in the organization. The recruitment process is immediately followed by the selection process, which includes final interviews and decision making, communicating the decision, and completing the appointment formalities (Leopold, 2002). Recruitment of candidates is the function preceding the selection, which helps build a pool of prospective employees for the firm so that management can select the right candidate for the right job from this pool. The primary goal of the recruitment process is to speed up the selection process. As a result, companies employ these methods to raise the possibility of recruiting individuals with the necessary skills and competencies to succeed in the target job, and better recruitment and selection strategies result in better organizational outcomes (Buchner, 2007). The more effectively organizations recruit and select candidates, the more likely they are to hire and retain satisfied employees. Furthermore, the effectiveness of a company's selection procedure can have an impact on bottom-line business results such as productivity and financial success. As a result, investing in the creation of a comprehensive and valid selection system is a wise investment. Recruitment and selection are critical processes for a successful organization; having the proper workforce helps "increase and sustain organizational performance." The company can then choose suitable applicants who have high-performance levels (Gardi et al., 2020).

Better recruitment and selection process: Experience

A well-reputed supermarket chain in Sri Lanka also has a properly designed recruitment and selection process with regard to choosing candidates for executives for outlets and other employees for the mother company. Mainly the candidates have to face a series of interviews and they find the best candidates as management trainees. After one year with a final review, they are promoted to retail managers. This will affect to get maximum from the selected employees with regard to making sales for the company which directly affects the success of the company. But in terms of the non-executives who are directly interacted with customers, there is a problem at present. The centralized recruitment and selection process was decentralized to the outlets and handled by the human resource partners who have not many experiences. There is a problem with the newly selected candidates regards to their knowledge, skills, and abilities. Retail managers are facing more difficulties while dealing with these employees which highly affects the covering of sales targets and directly affects the financial performance of the company. A well-conducted recruitment and selection process for retail non-executives is highly recommended for this supermarket chain to perform best and compete with other supermarket chains in the island.

Conclusion

The recruitment and selection process is directly affecting organizational performance. A better recruitment and selection process leads an organization to success while a disorganized process leads to depth. A strategically designed and maintained recruitment and selection process must be conducted by organizations that are hoping to survive in this competitive market.

References     

01. Buchner, T. W. (2007), ‘Performance management theory: a look from the performer’s perspective with implications for HRD’, Human Resource Development International, 10 (1), pp 59-73.

02. Dessler, G. (2018), Human Resource Management, 5th edn, Prentice-Hall Incorporated, New Jersey.

03. Gardi, B., Hamawandy, N.M., Vian Sulaiman Hama Saeed, R.M.A., Sulaiman, A.A., Mahmood, S.A. and Al-Kake, F.A., (2020). ‘The Effect of Capital Competence on the Profitability of Development and Investment Banks in Turkey’. Solid State Technology, 63(6), pp.12571-12583.

04. Harzing, A. and Pinnington, A. (2014), International human resource management, 4th edn, SAGE, Los Angeles.

05. Shih, H.S., Huang, L.C. and Shyur, H.J., (2005). ‘Recruitment and selection processes through an effective GDSS’. Computers & Mathematics with Applications, 50, pp. 1543-1558.