In the traditional view, an organization's
recruitment and selection process is used to accurately match persons with jobs
(Newell, 2005). Recruitment and selection are critical components of every
organization's overall human resource management and planning processes. The
initial stage of human resource management is recruitment and selection, which
leads to the achievement of organizational objectives (Compton,2009). Today's
recruitment and selection processes rely on speed and precision. In today's environment,
a well-designed recruitment and selection process is a must for businesses
(Soek-Borowska and Wilczewska, 2018). According to Armstrong (2009), there are
four steps to the recruitment and selection process.
1. Defining requirements: -
Role profiles and person specifications are used to define
requirements. The objective of the role, reporting relationships,
critical performance areas, working conditions, and special job needs are all
included in the role profile (Armstrong and Taylor, 2014). Role profiles
give a clear picture of a job's objectives, behaviours, and connections to other
jobs (Malik,2018). A role profile is a basis for a personal specification
that incorporates knowledge, skills, talents, behavioural competencies,
qualifications and training, experience, and special expectations (Armstrong
and Taylor, 2014).
2. Recruitment planning: -
Planning for recruitment should be based on the organization's goals and a review of the company's history (Shafique, 2012). According to Armstrong (2009), A recruitment plan should include determining the number and type of people needed with regard to the organization's expansion or new initiatives and staff shortages. Other important aspects of recruitment planning include identifying potential applicant sources, planning for alternate sources, and defining a roadmap to carry out the recruitment program (Armstrong, 2009).
3. Attracting candidates: -
Analysis of recruitment strengths and weaknesses is the first step in attracting candidates and leads to develop an employee value proposition and employee brand. Requirement analysis is the second step involved in deciding the number of vacancies to be filled and by when, source, terms, and conditions of the job and finally identifying the sources of candidates (Armstrong, 2009). Internal and external sources are two types of sources that can be utilized to attract candidates (Newell, 2005).
4. Selecting candidates: -
Selecting candidates or selection is a systematic process that enables fulfilling an available job position with a specific individual. The objective of selection is to match a candidate’s knowledge, skills, and experiences with job requirements impartially and legally (Karim et al. 2021). Armstrong (2009) mainly focused on sifting applications, interviewing, testing, assessing candidates, assessment centers, offering employment, obtaining references; preparing contracts of employment (p.515) in the selection process. The selection process has consisted of eight stages (Malik,2108) exhibited in figure 01.
Figure 01: Selection process
Strategies,
missions, and objectives are the fundamentals of the recruitment and selection
process. The overall goal of the recruitment and selection process is to obtain
the required number and qualified employees for the organization at a minimum
cost (Karim et al. 2021). Employees are considered the most important resource
for any organization to achieve success. Recruitment and selection is a
critical process in terms of obtaining the best-fit employees for the organization
(Malik 2018).
Conclusion
A well-conducted recruitment and selection process basically affects the success and survival of a company. Several methods to succeed in the recruitment and selection process were identified from past studies. A company must refer to those studies and have to decide on the best fit method while planning the recruitment and selection to achieve success.
References:
01. Armstrong, M. and Taylor, S., (2014). Armstrong's handbook of human resource management practice,13th edn. London: Kogan Page.
02. Armstrong, M., (2009). Armstrong’s handbook of human resource management practice. 11th edn. London: Kogen Page.
03. Compton, R.L., (2009). Effective recruitment and selection practices. CCH Australia Limited.
04. Karim, M.M., Bhuiyan, M.Y.A., Nath, S.K.D. and Latif, W.B., (2021). ‘Conceptual Framework of Recruitment and Selection Process'. International Journal of Business and Social Research, 11(02), pp.18-25.
05. Malik, P. K, (2018). Sales Management. 7th edn. New Delhi: Oxford University Press.
06. Malik, P. K, (2018). Sales Management. New Delhi: Oxford University Press, p. 222, fig.
07. Newell, S., (2005). Recruitment and selection. Managing human resources: Personnel management in transition, pp.115-147.
08. Shafique, O., (2012). Recruitment in the 21st Century. Interdisciplinary journal of contemporary research in business, 4(2), pp.887-901.
09.Sołek-Borowska, C. and Wilczewska, M., (2018). ‘New technologies in the recruitment process’. Economics and Culture, 15(2), pp.25-33.
Ravindu, The main purpose of a reference is to obtain in confidence factual information about a prospective employee. This information is straightforward and essential. It is necessary to confirm the nature of the previous job, the period of time in employment, the reason for leaving (if relevant), the salary or rate of pay and, possibly, the attendance record.
ReplyDeleteYes, you are extremely right, A reference's main function is to collect factual information about a potential employee in a confidential manner. This information is simple and important. The former job's nature, length of work, the reason for leaving, salary or rate of pay, and, optionally, attendance record must all be verified (Armstrong and Taylor, 2014).
DeleteThe recruitement and selection process of Armstrong (2009) with 3stages is precise, However I find the Armstrong's (2020) recruitement and selection process as more appealing to the present and gives more broader view to the process, hence I write below.
ReplyDelete1. Defining requirements.
2. Attracting candidates.
3. Sifting applications.
4. Interviewing.
5. Testing.
6. Assessing candidates.
7. Obtaining references.
8. Checking applications.
9. Offering employment.
10. Following up.
Armstrong, M. and Taylor, S., (2020). Armstrong's handbook of human resource management practice. Kogan Page Publishers.
I totally agree with you Ruwani, I have also found this process. But in 2009, Armstrong includes steps from 3 to 10 in this process of selecting candidates. And these steps are separately discussed in my fifth blog on the Selection process.
Delete