Recruitment and Selection during COVID-19

 

Recruitment and Selection during COVID-19

Since the World Health Organization declared the Coronavirus (Covid-19) a global epidemic on March 11, 2020, governments around the world have taken various approaches to 'locking', 'social distance' and public health measures and employment and (WHO, 2020). Social or physical distance is encouraged and meetings are discouraged to prevent the spread of the disease. Traditionally, employers or recruiters have to meet with their prospective employees to evaluate the recruitment and selection of employees. This can cause the disease to spread from one person to another (Kelvin, 2020). COVID-19 poses significant challenges to workers and their families as well as the recruitment process and the future of the recruitment industry (International Labour Organization, 2020).

In times of crisis, an organization may find itself losing key staff by either dismissing them or they decide to leave the company due to the panic they are in (Vardarlıer, 2016). Recruitment and selection of employees are always done when there is a shortage of labor in the companies. However, in a crisis like this, the operations of many organizations slow down, and therefore, instead of recruiting; organizations usually choose strategies such as lay-offs (Kelvin, 2020).

The study of Vasa (2010) on the other hand, organizations can enjoy the advantage of having many experienced job seekers due to lay-offs in the labour market. Employers also find themselves in a better position for bargaining salaries due to higher labour supply.

Video 1.0 Show the field of high hiring demand during COVID-19, for example, Walmart, Amazon, Uber eats, Dominoes, telecom like that,

                                    Video 1.0: Companies that are hiring during the COVID-19 pandemic.

                                    

Source (WXYZ-TV Detroit, 2020)

Some organizations continue to recruit for areas that are considered essential. These recruitment practices should adapt quickly to respect COVID-19 prevention measures. This includes switching to online modes after removing travel restrictions and preparing for safe and fair recruitment procedures (International Labour Organization, 2020).

E-recruitment, also known as online recruitment, is the use of technology and especially web-based resources for tasks related to finding, attracting, evaluating, interviewing, and recruiting new people. The purpose of e-recruitment is to make the related processes more efficient, effective, and cost-effective. Recruitment through social networks is the latest development in e-recruitment (Mallik and Arpita, 2020).

Advertising and Attract

Online or e-recruitment uses the Internet to advertise or 'mail' vacancies, provide job and organization information, and allow electronic communication between employers and candidates. The latter can apply for jobs online and can e-mail application forms and CVs to employers or agencies. The main types of online recruitment sites are corporate websites commercial job boards, and agency sites. Social media as described below is also used extensively (Armstrong, 2014).

As reported by Anna Cook (2012), head of CERN’s recruitment unit, CERN, the world’s largest particle physics laboratory, has successfully made use of social media. All job vacancies are advertised on LinkedIn, Facebook, and Twitter. These networks provide more than just simple job boards and are used as communication tools to interact with audiences, candidates, and people who may not be candidates but who may want to apply. T-Mobile International has created a Facebook site for graduate recruitment (Armstrong, 2014).

Shortlisting

Online recruitment provides Hiring Managers with direct and immediate access to completed applications following the closing date. Login details can be used from home and from any PC or device and it is, therefore, possible for those with a login to access applications and shortlist remotely (Education Authority, 2020).

Interviewing and Testing

It will be more challenging conducting face-to-face interviews within the limits set by the government to keep people safe. The selection panel may need to complete some selection remotely, either by teleconference or video-conference (Education Authority, 2020). They can use Microsoft Teams, Zoom social application for that. Tests can be completed online (Armstrong, 2014).

References :

 

Armstrong, M. (2014) Handbook of Human Resource Management Practice. Thirteenth edition. London: Kogan Page.

Cook, A (2012) Social media can transform the quality of recruitment, People Management, (10) 49.

Education Authority. (2020) Guidance for Recruiting During COVID-19_FINAL.pdf [Online]Available from https://www.eani.org.uk/sites/default/files/202005/Guidance%20for%20Recruiting%20During%20COVID-19_FINAL.pdf  [Accessed 4 December 2020].

International Labour Organization. (2020) Ensuring fair recruitment during the COVID-19 pandemic [online]Availablefrom https://www.ilo.org/wcmsp5/groups/public/ed_protect/protrav/migrant/documents/publication/wcms_748839.pdf [Accessed 4 December 2020].

Kelvin, M. (2020) The Effects of COVID19 on Human Resource Management [Online] Available from  https://www.researchgate.net/publication/344929867  [Accessed 4 December 2020].

Mallik, M. and Ptel, A. (2020) SOCIAL POSTING IN COVID-19 RECRUITING ERA- MILESTONE HR STRATEGY AUGMENTING SOCIAL MEDIA RECRUITMENT, Dogo Rangsang Research Journal, 10(6) 2347-7180.

Vardarlıer, P. (2016) Strategic Approach to Human Resources Management During Crisis. Procedia - Social and Behavioral Sciences, 235(October), 463–472. https://doi.org/10.1016/j.sbspro.2016.11.057.

Vasa, H. (2010). The Impact of Economic Crisis on HRM Practices in Estonia. Marketing Management.

WHO (2020) Health workforce policy and management in the context of the COVID-19 pandemic [Online] Available from https://www.who.int/publications/i/item/health-workforce-policy-and-management-in-the-context-of-the-covid-19-pandemic-response [Accessed 4 December 2020].

WXYZ-TV Detroit (2020) Companies that are hiring during COVID-19 pandemic [online video] Available from https://www.youtube.com/watch?v=6otArmZMX1w [Accessed 4 December 2020].

Employee Turnover and Maslow’s Hierarchy of Needs

Employee Turnover and Maslow’s Hierarchy of Needs

Employee Turnover

 

Employee turnover is at which people leave an organization. It can be disruptive and expensive. (Armstrong, 2014). Organizations invest large sums of money to motivate and train, develop, maintain, and retain their employees within their organization. Therefore, managers at all costs must minimize employee turnover (Kevin et al, 2004). For example, one study found that Burger King Restaurants with higher employee turnover have longer wait times that translate into decreased customer satisfaction (Strewart and Brown, 2011).

There are several reasons why people leave one organization for another or people to leave the organization. The experience of job-related stress, the range of factors that contribute to job-related stress, the lack of commitment in the organization and job dissatisfaction all lead to employees leaving (Firth et al, 2007).

Low turnover is a strong sign that employees' needs are being met. Simply put, when people are satisfied with their current job, they are less likely to find new job opportunities. As you can imagine, most companies prefer lower employee turnover (Strewart and Brown, 2011).

Although, there is no standard framework for understanding the employee turnover process as a whole, a wide range of factors have been found useful in interpreting employee turnover (Kevin et al., 2004).

In addition, effective individuals' organizations set up ongoing procedures to find out why individuals are leaving. Every employee who leaves has an exit interview, and the interviewer tries to determine why the employee decided to leave. The information obtained from the exit interviews is used to improve organizational procedures and reduce the turnover of other employees (Strewart and Brown, 2011).

Video 1.0 shows factors of turnover, signs, type of turnover, why employees quit and turn overrate. 

                                                                    Video 1.0 Employee Turnover.

                                                                Source (Greegg Learing, 2018).

Employee Turnover reduce using Maslow’s hierarchy of needs 

Maslow suggested that there are five major need categories that apply to people in general, starting from the fundamental physiological needs and leading through a hierarchy of safety, social and esteem needs to the need for self-fulfillment, the highest need of all. When the lower need is satisfied the next highest becomes dominant and the individual’s attention is turned to satisfying this higher need (Armstrong, 2014).

The level at which the employer meets these requirements varies with each level, contributing to employee job satisfaction, which in turn reduces turnover and increases the retention rate of employees. Depending on the status of the employee, they may be at the bottom of the hierarchy of existence - sometimes referred to as physics or at the top of self-activation.

Survival – Motivation = Money

Survey results show that a good salary is the most important motivating factor. This is very clear in any environment that experiences low macroeconomic indicators. Getting a good salary becomes the number one priority for people (Mohamed, 2020).

Safety – Motivation =Security

Safety needs are important for human survival but less important than physiological needs. Lactation rooms and company-provided breast pumps help new mothers transition back to the workplace. Google has thus developed a reputation as an employer who helps balance work and family demands. Such efforts help make it so that only about 3 percent of staff members leave the company (Strewart and Brown, 2011).

Belonging – Motivation = Being Part of Something

As managerial approval is important to Maslow's hierarchical third-level employees, motivators such as identification programs, various work structures, peers, and teamwork improve employee performance and retention. Google offers benefits and programs to employees to balance work and family demands (Strewart and Brown, 2011).

Self-Esteem – Motivation = Respect and Confidence in them

It comprises the need for self-respect and the approval of others. Organizations introduce awards banquets to recognize distinguished achievements. Here it explains employees should value their achievement (Abbah, 2014). Google is a culture that creates a fun and supportive working environment. Given its competitive emphasis on differentiation and creativity, Google benefits from allowing employees the freedom to be themselves (Strewart and Brown, 2011).

Self-Actualized – Motivation = Self-Directed

Self-actualization has been one of the most difficult needs to define because it is at the highest level of the theoretical hierarchy and thus is a more abstract concept. Maslow (1987) described it as “people’s desire for self-fulfillment, namely, the tendency for them to become actualized in what they are potential. This tendency might be phrased as the desire to become more and more what one idiosyncratically is” (Robert, 2013).

References:

 

Abbah, M. (2014) Employee Motivation the Key to Effective Organizational Management in Nigeria. Journal of Business and Management, 16(4).

Armstrong, M. (2014) Handbook of Human Resource Management Practice. Thirteenth edition. London: Kogan Page.

Gregg Learning (2018) Employee Turnover [online video] Available from https://www.youtube.com/watch?v=twWZfKg9CHw [Accessed 3 December 2020].

Firth, L. David, J. Mellor, Kathleen, A. Claude, L. (2007) how can managers reduce employee intention to quit. J. manage. Psychology, 19 (2) 170-187.

Kevin, M, Joan, L. Adrian, J. (2004) Organizational change and employee turnover. Personnel Rev. 33 (2) 161-166.

Robert, J.  (2013) Maslow, and the Motivation Hierarchy: Measuring Satisfaction of the Needs. The American Journal of Psychology, 126(2) 155-77.

Strewart, L. and Brown, G. (2011) Human Resource Management. Second edition. United States: John Wiley & Sons.

Google Recruitment and Selection

 

Google Recruitment and Selection

 

How google attract employee to create an employer brand

Google is one example of effective recruitment. The internet search company has always been recognized as the top place to work and the company employs about 20,000 people but receives 1,300 restarts a day. Because so many people have applied for jobs, Google can only hire the best. Working at Google is so desirable that 95 percent of job seekers who accept a request accept it. Recruitment is needed to persuade many to apply and to accept such a high percentage (Strewart and Brown, 2011).

Video 1.0 shows, the existing employees give their experience of the Google culture that creates a fun and supportive working environment, benefits. Employee satisfaction and engagement at a very high level. It creates an employer's ‘brand’. This helps to attract new employers.

Google, an employer's ‘brand’, based on elements such as the culture, values, and work performed in the organization, can be an important factor in attracting employees and enhancing the company's reputation as an employer (Bartram and Kramar, 2014). According to Bartram and Kramar (2014) Video 1.0 explain factors prove                                                                     

                                            Video 1.0: What's it like to work at Google?

                                        

                                                    Source : (Life At Google, 2018 ).

Google Recruitment Methods

 

One effective source of effective recruitment is current employee referrals. Each new employee who helps recruit current employees will receive a $ 2,000 bonus. However, this amount is usually less than the cost of other recruitment methods, such as the use of advertising and recruitment agencies (Strewart and Brown, 2011).

 

Google has established itself as the preferred employer to promote their own website job opportunities as well as promote their corporate culture and values. Websites are designed to appeal to the needs of individuals; it is assumed that job seekers will return to the company's website every time they look for a new job. It is often assumed that online recruitment is cheaper and more effective than traditional recruitment approaches. (Bartram and Kramar, 2014).

 

 

Google Selection Methods

 

Video 2.0 shows the Google recruitment and selection process. Below is a systematic explanation of the process,

The first step is to apply using the Google website, and then complete the application form using the web browser. Then Google recruiters check the available application and use a phone interview to find people who qualify for the interview. The group is then told to go for an interview. In google have 4 interviews. Each and every interview 45 minutes and contain the test also. It checks four attributes,

 

·         First interview focus on cognitive ability

·         Second interview focus on world related knowledge

·         Third interview check the Leadership ability

·         Finally, check behaviors and  how to collaborate with each other’s

 

Google used to ask strange questions to test critical thinking during job interviews.

                                            Video 2.0 How We Hire at Google

                        

                                             Source : (Life At Google, 2019).

Conclusion

•        Main part of the recruitment is attracted candidate employer brand help to create a large pool of the applicant.
•          Its help to find the appropriate new employee reducing the cost.
•          Each and every organization need to have their own successful recruitment method
•          And selection method create to find out the best way to select the correct employee.
•         Finally, need to success onboarding method to employee engagement.
•          This process help to find a new employee who fits the organization.

 

References:

Bartram, T. and Kramar, R. (2014) Human Resource Management. Fifth edition. Australia: Mc Graw Hill Education.

Strewart, L. and Brown, G. (2011) Human Resource Management. Second edition. United States: John Wiley & Sons.  

Life at Google (2018) what’s it like to work at Google? [online video] Available from https://www.youtube.com/watch?v=n_Cn8eFo7u8 [Accessed 30 November 2020].

Life at Google (2019) How We Hire at Google [online video] Available from https://www.youtube.com/watch?v=zhUgaKb0s5A [Accessed 30 November 2020.

                           

Onboarding New Employees and Maximizing Success

 

Onboarding New Employees and Maximizing Success

 

After effective recruitment and selection, strategic use of induction is one of the most important ways for organizations to improve the effectiveness and effectiveness of their skill management systems (Talya, 2010). This should always be a priority for HR departments, as more than 25 percent of the working population in the U.S. experiences professional transitions each year. About 500,000 managers in Fortune 500 companies alone take on new roles each year. Managers start new jobs every two or four years (Talya, 2010). The new employee orientation is to bring people into the organization and help them adapt so that they can perform their tasks effectively, this process goes by many other names, including onboarding, induction, and socialization (Strewart and Brown, 2011).

People are more likely to leave during the first few months of hiring (Gusdorf, 2008). Usually, the job turned out to be something they did not expect, this can be costly for your organization and if you continue to repeat the recruitment process for the same positions and the human resources will be stressed and of course, it will also be stressful for new hires (Gusdorf, 2008). Onboarding is the recognition and acceptance of employees when they join a company and provide them with the basic information they need to settle down quickly and happily and start working (Armstrong, 2014).

Benefits of Onboarding

·         New tenants adapt quickly and smoothly to the social and performance aspects of their new job. (Talya, 2010).

·         Quickly establish a positive attitude towards the organization in the minds of new employees, and then they are more likely to stay (Armstrong, 2014).

·         Receive a productive output from the new employee in the shortest possible time (Armstrong, 2014).

·         Reduce the likelihood that the employee will leave early (Armstrong, 2014).

                                                            Video 1.0 – How to Onboarding New Employee

                                   

                                                                Source: (Gregg Learning, 2016).       

Video 1.0 Shows, Onboarding delivery, onboarding building blocks, levels of onboarding, the process of onboarding success, best practice and onboarding checklist.

 

Way of the onboarding success

Researchers have identified four major levers related to both job roles and social environment that organizations can use to help new employees maximize their onboarding success (Talya, 2010).

 

Figure 1.0 –Way of the successful onboarding.

                                                Source: (Talya, 2010).

 

Self-efficacy: To the degree that a new employee feels confident in doing the job well, he or she will be more motivated and eventually more successful than less confident counterparts (Talya, 2010). 

Roleclarity : how well a new employee understands his or her role and expectations (Talya, 2010).

Social integration: Meeting and starting to work with organizational “insiders” is an important aspect of learning about any organization and new employees need to feel socially comfortable and accepted by their peers and superiors (Talya, 2010).

Knowledge of and fit within an organizational culture: Every company has a unique culture, so helping new hires navigate that culture and their place within it is essential (Talya, 2010).

 

References:

Armstrong, M. (2014) Handbook of Human Resource Management Practice. Thirteenth edition. London: Kogan Page.

Gusdorf, M. (2008) Recruitment and Selection: Hearing the Right Person. First edition. Alexandria: SHRM Academic Initiatives.

Strewart, L. and Brown, G. (2011) Human Resource Management. Second edition. United States: John Wiley & Sons.  

Gregg Learning (2016) How to onboarding new Employee [online video] Available from https://www.youtube.com/watch?v=8CTisexbau8&t=755s [Accessed 25 November 2020].

Talya, N. (2010) Onboarding-New-Employees. First edition. USA: SHRM Foundation.

Selection Methods

 

Selection Methods

After recruitment, the next step is to choose the effective selection method that include reliability, validity, usability, legitimacy, and fairness and acceptance (Strewart and Brown, 2011).

                            Figure 1.0 Factors affected the selection method.

                                                        Source: (Strewart and Brown, 2011)

Reliability: Standardization of the procedure for administering and scoring test results (Dayal, 2015).

Validity: The technology of choice is actually measuring what is intended to measure it (Bratton and Gold, 2000).

Utility: A characteristic of selection methods that reflects their cost-effectiveness (Strewart and Brown, 2011).

Fairness: All selection methods must comply with existing laws and existing legal precedents (Bartram and Kramar, 2014).

Acceptability: About the appropriateness of the selection methods (Strewart and Brown, 2011).

The selection methods described below,

Interviews 

A selection interview is a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for Employment (Bartram and Kramar, 2014). The interview is the most familiar method of selection and, it is a face-to-face and face-to-face exchange between candidates and interviewers (Dayal, 2015). The most widely used interview techniques are the structured or patterned interview, the non-directive interview, and the situational/problem-solving interview (Gusdorf, 2008).

structured interviews

In a structured interview, the interviewer uses pre-set standardized questions and presents them to all interviewers and it is useful for valid results, especially when dealing with many applicants (Dayal, 2015).

Unstructured interviews

The interviewer asks some questions related to what he or she is looking for but is not able to get a complete picture of the candidate as a person without a specific goal, the questions are often random and not specific (Armstrong, 2014).

 

Tests

Selection test is used to provide valid and credible evidence of ability, attitudes, and accomplishments, and psychometric tests assess intelligence or personality (Armstrong, 2006).

Many people have some fears about any test, and this has caused some confusion about the meaning, use, and value of psychometric tests, which are a general term for technical ranges that attempt to measure a sample of a person's behavior (Bratton and Gold, 2000).

 

                                                     Video 1.0: Type of selection methods and tests

Source : (Techno Creats, 2017)

 Video 2.0 Shows the type of selection methods, factors affected the selection method, characteristic of good test and finally, a way to select the best selection method.

The types of tests described below,

Intelligence tests

This test helps to evaluate traits of intelligence, mental ability, numerical ability, memory, and other aspects can be measured (Dayal, 2015).

Personality tests

Personality tests attempt to assess a candidate's personality in order to predict their behavior in a role.  (Armstrong, 2014).

Ability tests

Focusing on mental abilities such as verbal reasoning and numerical power, but also physical skills tests such as typing speed (Bratton and Gold, 2000).

Aptitude tests

Aptitude tests measure whether an individual has the capacity or latent ability to learn a given job if given adequate training (Dayal, 2015).

 

References:

Armstrong, M. (2006) Handbook of Human Resource Management Practice. Tenth edition. London: Kogan Page.

Armstrong, M. (2014) Handbook of Human Resource Management Practice. Thirteenth edition. London: Kogan Page.

Bratton, J. and Gold, J. (2000) Human Resource Management Theory and Practice. Second edition. North America: Lawrence Erlbaum Associates.

Bartram, T. and Kramar, R. (2014) Human Resource Management. Fifth edition. Australia: Mc Graw Hill Education.

Dayal, A. (2015) Recruitment and Selection Process [Online] Available at: https://www.academia.edu/33291470/Recruitment_And_Selection_Process [Accessed 15 November 2020].

Gusdorf, M. (2008) Recruitment and Selection: Hearing the Right Person. First edition. Alexandria: SHRM Academic Initiatives.

Strewart, L. and Brown, G. (2011) Human Resource Management. Second edition. United States: John Wiley & Sons.  

Techno Creats (2017) METHODS OF SELECTION -1 [online video] Available from https://www.youtube.com/watch?v=VybOdT1CwyE [Accessed 14 November 2020].