The Recruitment and Selection Process

The en listing and natural pickax Process check to Trevor Bolton (1997) enlisting is concerned with the achieveance of the definitions of a stock ( business sector descriptions and mortalnel specifications) and excessively with attracting the interest of suitably fitting faecesdidates in the va mountaint role. Recruitment abide be delimitd as a operate of attracting individuals on a timely basis, in suitable military issue and with entrance qualifications and attitudes and encouraging them to befool for undertakings in the boldnesss (Armstrong, 1999). Further to a great extent than, as per Snell and Bohlander (2007), enlisting is described as the go of locating potency individuals who superpower essence an boldness and encouraging them to apply for living or anticipated rent turn up looseings. Similarly, Noe et al (2008) support that recruitment is the practice or activity carried step forward by the organisation with the special purpose of identi fying and attracting potential exerci receivees.On the peeled(prenominal) hand, Dave Bartram (2000), in his study profits Recruitment and infusion Kissing frogs to obtain princes contradicted that recruitment filters the numbers of applicants dget by selecting out those who fail to t exclusivelyy key criteria and that conventionally, recruitment has been required in order to reduce the numbers of applicants to a practical coat for the much formal and more re origination-intensive select-in assessments (interviews, psychometric tests, assessment centres exercises, etc).Barber (1998) orchestrates out that recruitment is an authorized part of mankind Resource management as it performs the essential subprogram of drawing an authorized election-human capital into the organisation. Lievens et al (2002) asserted that the war for talent meant that the emphasis in organisations moved from the survival to the attraction of employees, and the labour mart. Research by HR prosp ects (2003) found that recruitment was the second senior high schoolest priority for HR practitioners (after absence management). Nonetheless, few researchers and practitioners recognise that the recruitment branch is complex in nature, mediated by organisational, legislative, social and political requirements and expectations (Courtis, 1994 Hinton, 2000 et al) with a multiple number of stages, activities and characteristics (Barber, 1998 Breaugh, 1992 et al). The major criticism has been the attempt by researchers and practitioners to render the participants, the mickle and the organisation as objects that be controllable and manageable units when applied to rational and scientific systems (Hilton, 2000 et al). Gatewood et al (1993) fuck that recruitment is a more complex concept that is influenced by the problem choice functioning of applicants in terms of the series of decisions made slightly which melodic phrases and organisations to pursue for future employment.2.1 .1.1 Recruitment PoliciesTrevor Bolton (1997) proposes that policies for recruitment should be cost effective, be consistent with the wider public relations aim of the organisation as it is important to remember that potential employees atomic number 18 too actual or potential customers and finally should non discriminate against people on the basis of sex, race, age, person-to-person disability or devotion. Again, Noe et al (2003) validates that the key policies of recruitment argon attracting a gathering of potential candidates for existing vacancies, ensuring that upright gist and processes be utilise for all recruitment activities and all recruitment activities should contribute to organisations goals and objectives and thus protrude a positive organisational symbol to those who come in contact with it.2.1.1.2 Recruitment ProcessPeter Stimpson (2005) described the recruitment process into the following locomoteestablish the precise nature of the art vacancy and draw up a seam description (or specification)draw up a person specification, that is, the type of qualities and skills beingness looked for in suitable applicantsdevise a job advertizement reflecting the requirements of the job and the personal qualities looked for.Once the applications take on been received, the selection process can begin.2.1.2 SelectionArmstrong (1999) defines selection as the process of choosing from a group of applicants the best suited individual. Also, Dave Bartram (2000) supports that in the selection process on that point be various forms of assessments that are drug ab exampled to select those candidates with the best potential for succeeder in the job. Snell and Bohlander (2007) state that selection is the process of choosing individuals who pay relevant qualifications to fill up existing or projected job openings. In simple terms, selection involves choosing the best applicant to fill a position (Grobler, 2006 et al).2.1.3 The Recruitment and Selection ProcessIdeally, the recruitment and selection process is intended to identify potential employees who for endureing fit well with the hiring organisation. Clark (1992) points out that even a grim number of low-down staffing decisions can have significant impact upon the goals of the organisation and hence, the Recruitment and Selection process in the Human Resource wariness should be efficient. Furthermore, Sheila Rioux and Paul Bernthal (2001) found that better Recruitment and Selection strategies direct in improved organisation outcomes. However, it is a complex and expensive process (Sohel Ahmad and Roger G. Schroeder, 2002). Ndunuju Adiele (2009) agrees that the just about important job of a HR person is the selection and hiring/recruitment of employees. He in any case stated that it can non be faulted that the success of whatever de riposte depends on the quality of human resources or talents in that firm and this is why it is very important for any HR expe rt to be very sure of hiring the right staff without compromising anything from the onset. The more in effect organisations recruit and select candidates, the more likely they are to hire and keep back satisfied employees.In their study Recruitment and Selection Process in HRM- A case of Bangladesh Open University, MD. Abu Taher and Kamrul Arefin (2000) concern that because of the high cost of poor Recruitment and Selection, if an organisation fails to select the right person, it has to suffer as abundant as those persons stay in the organisation, even if the quality of service is powerfully influenced by the Recruitment and Selection Process in the organisation.2.1.3.1 Employee Recruitment and Selection process Flow Chart (Figure 1, Appendix I)Optimal concur of employee talents with organisational needPerformance AppraisalTrainingPlacementOrientationInitial maskingRecruitmentSelectionHuman resource planningFeedback regarding past and engage job performance supervisor/subord inate plans for the futureCompetence to perform present or future job requirementsUnderstanding of company/ departmental policies, procedures and benefitsNew employeesCognitive, create sample, or situational tests, personality inventories, polygraphsA smaller syndicate of qualified candidatesRecommendations, reference checks, application blanks, interviewsSpecification of human resource requirementsA pool of qualified candidatesPlanning, operations, controlJob analysisProductsActivitiesStep source Wayne F. Casino, 1998 Figure 1.2.2 E-Recruitment2.2.1 Evolution of HRM and the profits2.2.1.1 Internet as a recruiting dickEdgeley (1995) alleged that the future of recruitment is on the net and it is the internet which will bring radical change to corporate recruiting. This claim proved to be true when Kerschbaumer (2000) agreed that it took more than 30 years for radio as a medium to reach 50 million of listeners, and the internet reached 50 millions of users at bottom 5 years. Onlin e recruitment has indeed grown rapidly all everywhere the past 10 years and nowadays it is used to a great extent all over the world by both recruiters and job seekers (Capelli, 2001). The internet first emerged as a recruiting tool in the mid-1990s and was named as recruiting evolution by the media due the benefits it could bring to recruiters (Boydell, 2002). Bush et al (2002) supports that the credence of the weave as a medium has been faster than any former(a) medium in history. In addition, Crispin and Mehler (2006) found that 20 per cent out-of-door hires were from corporate points and a nonher 13 per cent were from jobs boards. Also, in the UK, it was found that deuce third of the organisations in 2004 used job boards (independent websites which are used to match multiple recruiters to job applicants typically through recruiter advertisements).2.2.1.2 Shift from traditional counsel of recruiting and selecting to new routeFrom relevant books, the traditional recrui tment method is the way that a company announce a job opening to the market place through classified advertisement, an executive recruiter, a job fair or different media (Othman Musa, 2006). Web-based technology which has a number of hiring activities can effectively streamline hiring processes by making them faster, more efficient, and less costly. Timeliness is life-sustaining to both the candidate and the organisation and un incumbent delays while paper is being routed or data being entered into numerous systems are clearly coffin nails for good for the process (A. Walker, 2001). Good candidates are lost by unnecessary delays. In terms of HRM, the internet has changed recruitment from both an organisational and a job seekers point of view (Feldman, 2002, Epstein, 2003, Warner, et al 2005). Traditional recruitment processes are known as being time-consuming with long hiring cycle times, high costs per process and minimal reach to job seekers (Lee, 2005).In his condition Trai ning and human resource issues in small e-business towards a research agenda, Harry Matlay (2004) draw the same conclusion and argued that in the early 1990, ICT and the internet began impacting on organisational growth, victimisation and competitiveness at both micro- and macro-economic levels and as more and more customers and suppliers began to use the internet, the speed, direction and emphasis on strategic change and competitive occupy suspensioned from traditional trade to online business transactions taking place within a fast growing and rapidly expanding digital economy.2.2.1.3 Factors contributing to shiftRapid introduction of the internet into the recruitment process can in the first place be attributed to the Internets unique communication capabilities which allow for written communication (e-mails and documents) to be transmitted for a second for organisations and individuals websites to be admissioned at the click of a mouse and for real-time conversations (print , audio and visual) to be conducted rapidly (Wyld, Bingham et al, 1997). Similarly, Ulrich (1997) concurs that an emerging HR practice area that will require investment of time, talent and resources involve technology which can admirer in reducing the tension betwixt strategic and administrative role and can remove part of the administrative responsibility. Furthermore, as per Sharon Hill (2001) the factors behind recruiting via the internet as low cost, reach, speed, ease, reporting and products and services for example, resume databases, online applications, banners, profiles etc.Empirical studies also have helped staggeringly in realizeing the factors contributing to the shift from traditional way of recruiting people to new way. For example, David Pollitt (2007), stated in his member Superdrug prescribes e-recruitment to improve talent management, that the HRM theatre director of the health and beauty retailer Superdrug claimed that it is essential that their recruitment process is as fast and efficient as possible and the launch of their careers websites helped them largely to apace and efficiently process large numbers of applications and thus reducing the administrative burden of processing CVs. Moreover, M. Voermans and M. Van Veldhoven (2007) in their study some view towards E-HRM an empirical study at Philips alleges that nowadays companies can seek the possibilities to travel HR operations more efficiently due to the swift teaching of electronic HR systems. Through internet, communication is quick, easy and cheap and it can reach on a local, national and international scale. In addition, Graeme Martin and Martin Reddington (2009) Reconceptualising thirsty capacity to explain the e-enablement of the HR function (e-HR) in organisations validates that HR can claim to help create competitive advantage and align the function of creating added value for managers and employees through efficient nurture flows by reducing HR transaction costs and Headcount for example, supplying HR information to a large number of people virtually and help in delivering e-training and e-learning to a large number of people.2.2.2 Online RecruitmentE-recruitment, also known within the literature as online recruitment, Internet recruiting or cybercruiting refers to posting vacancies on the corporate web site or on an online recruitment vendors website, and allowing applicants to send their resumes electronically via e-mail or in some electronic format (Galanaki, 2002). Similarly, Lievens and Harris (2003) et al define online recruitment as any method of attracting applicants to apply a job that relies heavily on internet. Furthermore, online recruitment is the method of matching job seekers to employers that has emerged over the last few years, and is growing quickly than any other means (Cooper Robertson, 2003). Therefore it can be summarized that e-recruitment is the use of technology to assist the recruitment process where job vacancies are publicise through world-wide web.Whilst e-recruitment is considered a relatively new concept for many organisations, articles on the topic first started appearing in the mid-1980s (Casper, 1985 Gentner 1984). However, it wasnt until almost a decade later in the mid-1990s that more systematic and rigorous literature and research on e-recruitment began to appear in human resource journals (E.R. Marr, 2007). The rise in the amount of literature in e-recruitment was initially attributed to the sudden increase in the use of online recruitment by IT companies and universities (Galanaki, 2002).Types of E-RecruitmentA number of means has led to the increase in the use of the internet as a recruitment source. The three most leafy vegetable means identified by the Chartered Institute of Personnel and reading (CIPD, 1999), cited in the article by Galanaki (2002) are Firstly, the addition of recruitment pages to the organisations existing website. (As indicated by Lee (2005), this ave nue is becoming increasingly common originally as a result of rising costs and inflexibility of development other e-recruitment means and traditional media). Secondly, at that place is the use of specialised recruitment websites which act as a medium between organisations and potential applicants much(prenominal) as online job boards, job portals, job agencies and online recruiters and finally the use of media sites which involves placing an advertisement in a more traditional media such(prenominal) as theme which also has its own website and posts the same advertisement at the same time in the website, unremarkably for free.Similarly, Preetam Kaushik (2010) in his article E-Recruitment Trends Internet and the Recruitment Process agrees that E-recruitments are generally done in both different ways. For example, post the company profile and the job specifications on one of the many available job portals and also search the portal to see if any suitable resumes are on the si te or alternate is to create an online recruitment page on the companys own website where job seekers can submit their resumes which will get added to the database of the boldness for future consideration.Criteria for effective E-RecruitmentArundhati Ghosh (2005) E- Recruitment The Recent Trend of Recruitment Practices points out that in order to have an effective online recruitment, the organizations should be concerned about various factors such as Return on Investment which should be calculated to compare the costs and risks, the recruitment policy which has to be bendable and proactive to adapt market changes, unemployment rate as the whole process depends on the availability of candidates in the market and for every post, position it is not viable to spend too much of time because these rates will determine whether to be stringent or lenient, the impact of supplying honorarium details that are the wage, salary, benefits as compensation rate of the company not solely reaches to the candidates but will be known to all, the wrangling that discriminates gender, age, religion and so on have to be avoided, and finally they need to be selective while choosing the sites because when special skill candidates are searched then generic wine job search sites have to be avoided.2.3 Advantages and disadvantages of E-Recruitment2.3.1 Perceived AdvantagesGiven that the comely job hunters spend around six to eleven hours each calendar week searching and pursuing suitable positions, the flexibility of the internet is extremely attractive as a means of sourcing jobs (Farris Dumans, 1999). Also, the internet acts as a database of information for organisations, including information pertaining to potential applicants, if organisations know how to find and use it (Gutmacher and Leonard, 2000). According to Gutmacher (2000), Galanaki (2002) et al (2004), the biggest perceived advantage of internet recruiting is that individuals can quickly and easily access information in a wide range of job opportunities twenty-fours a day, seven days a week, reducing the need for employees to actively job hunt whilst performing current job duties, in that respectby minimising the visibility of the job search. They also further identified that online advertising helps in attracting the interest of high quality people, also known as passive job seekers, who are not actively searching for a job. The information can be passed through friends or collegues who are followd in online social networking. Feldman and Klaas (2002) also claim that internet is a useful location to generate information on a wide array of industries, companies and search variables including the geographic location, job type or pains type, the remuneration and all when looking for jobs. Furthermore, Bingham et al (2002), Epstein et al (2003) and McCurry (2005) validates that the internet has been classified as an interactive source which helps to engage applicants by providing pertinent and more in-depth information about the job and the organisation through links to tesmonials and employment benefits sites.For organisations, online recruitment provides an opportunity for jobs to be advertised in global, local or niche markets, presenting the flexibility for recruiters to adapt the source to target an identified job market, or allowing for a brand sphere of potential applicants by opening the job to the global market ( smith, 2005). some other advantage is that there is a reduction in the time for recruitment as organisations are able to source and process applications round the quantify compared to traditional sources (Lee, 2005).Last but not the least, in his article Internet Recruitment, Radcliff (2000) mentions that it is easier for applicants to search for job vacancies and apply online rather than going through newspapers and submitting ruffianly copy resumes to companies. As for Erica Marr (2007) E-Recruitment The effectiveness of the internet as a recruitme nt source, she points out that another advantage cited in the literature on e-recruitment is the reduced costs associated with internet advertising compared to print advertising where the size of the advertisement and the publication itself impacts in the cost of posting the advertisement. She also alleges that more people get access to the internet nowadays and consequently there are a limited number of people who bother to read advertisements in newspapers.2.3.2 Perceived DisadvantagesAs with all recruitment sources, there are not only unique advantages related to the medium, but there are also a number of shortages identified by a number of authors (Capelli 2001, Feldman et al 2002). Of major concern is the perception that the internet will generate a high quantity of applications. Screening and checking the skill mapping and legitimacy of millions of resumes is a problem and time consuming exercise (Carlson, Dessler, Chyna et al, 2002). Moreover, it takes less military campaig n and fewer costs for applicants to store their rsum electronically and apply for a job online. Consequently organisations will be receiving a greater number of applications and as a result there will be an increase in costs of administering more in the recruitment and selections systems (Gutmacher 2000, and Smith et al 2004).Austin Texas (2001) in his article Impact of the internet on the recruitment of skilled labour mentions that one of the disadvantages of online recruitment is that there may be low internet penetration and lack of awareness of internet in some remote locations.Galanaki (2002) The decision to recruit online A descriptive study argues that some large organisations have al situate found it necessary to officially dedicate one or more recruiters to focus all of their time exclusively to internet recruitment due to the extra time and effort needed for implementation. Referring to CIPD (1999), Galanaki (2002) also noted that many organisations lack the resources or the expertise needed to achieve an integrated e-recruitment process. They have to be ready to deal with the relevant IT tools such as search engines, databases, CV-screening and to undertake a whole change management effort in order to get the employees familiar with the implementation of the necessary tools. some other disadvantage highlighted in the article is that for the majority of job seekers, internet still is not the first weft as organisations cannot be dependant solely and totally on the online recruitment methods.Furthermore, the study about E-HR at KPN conducted by David Pollitt (2006) adds that not all companies find it easy to move to e-recruitment. This is because the technology, the processes and the people capability have to be managed simultaneously and the risk that companies face is that HR managers, trying to pay more perplexity to get the technology right, sometimes give less importance to the processes and the employees. Therefore, there is a need to consid er the new system first, prepare the work force and then embrace the new technology to avoid unplanned circumstances. Another urgent need is to ensure that the organisations senior managers back the changes.Finally, in her article Careers and Employment, Kristian Keefer (2009) sums up the disadvantages as a company which is hiring online will not have the ability to meet the individual applicants in person before recruiting them employers force receive the positive impression of someone who ends up not being the best choice for the job a perfect resume might be received but after contacting the person concerned, the employer may be disappointed if the applicant does not parade any interest in the job. This is a waste of time and money.2.4 Success of E-RecruitmentAs per D. B. Morin (2000) there are approximately 700 million people using the consumer internet and one of the most usages of the internet is to conduct online job searches, and one of the most searched-on key words is jo bs. In short, the internet is fundamentally changing the way the recruitment industry is operating and it can be an extremely effective tool for hiring. Therefore, D. B. Morin (2000) has devised two ways to ensure successful internet recruitment.First and foremost, there is a need to build a recruitment centre within the companys own website. Logically, candidates will first look for jobs on the companys website if they are interested to work in that particular organisation. As a result, they should be able to have access to all the information about the company immediately. However, before adopting this method of recruitment, there are some issues which may have to be taken into consideration. For example, it should be made easy for prospective candidates to find recruitment area. some online job applications are submitted by passive job seekers, that is, individuals who are not actively seeking a career change, but are intrigued seemly by an individual job offer to apply. A con spicuous recruitment area will draw these passive job seekers in. Also, an efficient method of collecting job applications (i.e. will candidates email their rsums or do you plan to build an online rsum builder) can be established. Finally, we have to ensure that there are the resources to provide breathe in responses to enquiries and applications. With close to a billion users online, one good job advertisement could potentially swamp an entire HR department. As technology continues to evolve, there is an ever-increasing array of resume sifting software available.Secondly, we should advertise in websites. According to D. B. Morin (2000), there has been literally an explosion of online career centres, job guides, and recruiting services and there are now over 33,000 career specific websites on the Internet. The primary advantage to advertising our open positions on one or more recruitment websites is our extreme popularity with job seekers. If we are considering placing ads on the I nternet, there are a few points to consider when evaluating sites such as does the site target candidates with a high likelihood of appropriate qualification? Is navigating around the site uncomplicated? Is the site professional and is it aligned with our companys image? How are postings added to the database and how often can you update or delete your listing? Or how many visits does the site get weekly and monthly? With such a plethora of job sites on the internet now, organisations need to position their job advertisements where they will gain the most exposure to the most appropriate audiences.Just as there is no one way to recruit, in like manner there is no one place to list jobs. Organisations need to employ a combination of recruitment strategies, services and resources to position their job advertisements effectively. By limiting the companys recruiting efforts to the Internet, many key applicants could be at sea for jobs opportunities. For instance, in a study conducted by Drake Beam Morin (2000), the Internet provided sources for new jobs in only 4% of cases, compared to networking which produced opportunities in 64% of cases studied. The key fragment to consider for online recruitment is where qualified applicants would most likely look for open positions. Once that is determined, a media plan including a variety of targeted venues can be thoroughly constructed and evaluated.2.5 ConclusionFrom the relevant literature, there is an argument that e-recruitment is needed to be used in conjunction with other techniques. Caggiano (1999) and Borck (2000) argue that Internet-based recruiting will not replace traditional practices, but a well-implemented e-recruitment strategy can help the recruitment process become more successful. Internet recruiting should be only one of many tools used to find and recruit applicants. Similarly, Pearce Tuten (2001) pointed out that although the employers see the advantages of e-recruitment, they continued to use trad itional methods such as newspaper ads, personal referrals, and search agencies for most of their recruiting. Employer viewed the Internet as an important additional tool.Cullen (2001) also supports that e-recruitment is not treated as a stand-alone human resource tool but is integrated into an overall recruiting and selection strategy that includes, among other things, sophisticated behavioral and skills assessment, interviewing, and additional means of identifying needs and sourcing candidates. Previous studies show that a human resource department still uses both traditional method and e-recruitment in recruiting process. More than 75% of HR professionals are now using Internet job boards in addition to traditional recruiting method (HR Portal, 2003).