The Present Process of Recruitment and Selection
The overall objective of the recruitment and selection process should be to obtain the number and quality of staff required to meet the human resource requirements of the company at the lowest possible cost (Armstrong, 2014).
Figure 1- The stages of recruitment and selection.
According to Armstrong (2014), the recruitment and selection process contains ten
main stages. Based on Figure 1 the Stages of the recruitment and selection
process are discussed one by one.
1. Defining requirements
Formal workforce plans derived from detailed recruitment plans can specify the number and categories required. Requirements are set out in the form of role Profiles and person specifications. Role profiles define the areas of the role overall. It is reporting relationships and key outcomes.
A person specification, also
is known as recruitment or job the specification is the knowledge, skills, and
abilities (KSA) required performing a role, the types of behaviors expected
from the roles, and the education, qualifications, training, and experience
required (Armstrong, 2014).
2. Attracting candidates
Whatever the image, the organization's commitment to human resource processes are part of its evolving value system and will make it more attractive to the job seeker (Bratton and Gold, 2000).
Video 1 shows how to attract new employees toward the Nokia.
Video 1.0 - How does it feel to work at Nokia?
3. Sifting applications
The purpose of the screening process is to narrow the field. You can spend more time with candidates for formal interviews. Although many applications have been received for the posts, not all candidates will be called for interviews. Imperative for employers to screen candidates to select the most suitable candidates for the interview (Kapur, 2018).
4. Interviewing
The interview is actually an oral test for the candidate. However, there is no clear or correct answer like a paper and pencil test. The results are subject to interpretation by the interviewer. The answers given correspond to the questions of the interviewer. Think carefully about the information you want to get from the candidate during the interview. Don’t waste time asking questions that provide the same information found in the app. Use the interview to find out how the person is doing his or her job. Interviews give successful results with a better understanding of the job requirements. Therefore, you should have a complete and accurate job description that identifies critical job skills. These skills become a list of goals that each candidate measures and provide the basis for developing your interview questions (Gusdorf, 2008). In Nokia First, they get the CV from the applicant after the recruitment process and call the applicant for the first interview. This is VIVA-VOCE. The Human Resource Manager, Field Operations Manager, and Coach / Assistant coaches are the members of the interview board. They conduct an interview with the applicant and mainly ask questions and measure the personal presentation and prescribe 25 marks to measure the attitude (Hossain, 2014).
5. Testing
Selection tests are used to provide valid and credible evidence of ability, intelligence, personality traits, attitudes, and accomplishments. Psychological tests are measuring instruments, often called psychometric tests. Psychometric is a psychological measure. Psychometric tests assess intelligence or personality. They use systematic and standardized procedures to measure differences in personality traits (Armstrong, 2014). In the Nokia, The applicant will be called for the second interview after the first interview session. This is the WRITTEN TEST. The 25-point questions on the interview board are based on mobile technology and functional knowledge. They have a second written test after inductive training (Hossain, 2014).
6. Assessing candidates
Assessment Centers
candidates assemble a team and use a variety of assessment techniques over a
concentrated period (one or two days) to provide a more detailed and balanced
view of the suitability of individual members of the group (Armstrong, 2014, 240). In Nokia, In this step, the applicants who are passed in the first two interviews are called.
In this step, they get feedback from their previous two interviews and signed
for the 7 days of Induction Training. After the training, they get another
feedback (Hossain, 2014).
7. Obtaining references.
Background
and investigative testing include Credentials, Qualifying Behaviour, Attitude,
Teamwork, Behavioural Patterns, Employment History, Previous Crime Report,
Experience, and Performance with a previous employer (Thebe
and Waldt, 2014).
8. Checking applications
Unfortunately, applicants often misinform their prospective employers about their educational qualifications and employment records. It is advisable to check with the universities, professional bodies, and previous employers whether the information provided by the applicants are correct (Armstrong, 2014).
9. Offering employment
Making an offer to a candidate is the final step in the recruitment and selection process. After the second interview where the benefits are discussed, the employer requests the selected candidate. After both parties sign the agreement, the candidate will be recruited and can begin his work with his new employer (Dayal, 2015).
10. Following up.
Newly hired employees need to ensure
they are settled and check how well they are doing. If there are any problems,
it is better to identify them at an early stage than to let them wake up.
Follow-up is also important as a medium for examining the selection procedure.
If something goes wrong, it is useful to find out how it happened and improve
the procedure. Inconsistencies can be attributed to several reasons; for
example, inadequate personal specifications, poor candidate recruitment, poor
advertising, poor interview procedures, inappropriate or invalid tests, or
prejudice on the part of the selector (Armstrong,
2014).
References:
- 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.
- Dayal, A. (2015) Recruitment And Selection Process [Online] Available
at: https://www.academia.edu/33291470/Recruitment_And_Selection_Process [Accessed 06
November 2020].
- Gusdorf, M. (2008) Recruitment and Selection: Hearing the Right Person. First edition. Alexandria: SHRM Academic Initiatives.
- Hossain, M. (2014 )
Recruitment and selection Practice of Nokia [Online] Available at:https://www.academia.edu/14693219/Recruitment_and_Selection_Practice_of_Nokia
[Accessed 15 November 2020].
- Kapur, R. (2018) Recruitment and Selection.
[Online] Available at: https://www.researchgate.net/publication/323829919_Recruitment_and_Selection [Accessed 05
November 2020].
- Nokia (2019) Careers at Nokia [online video] Available from https://www.youtube.com/watch?v=tysivz71xkg&feature=emb_logo [Accessed 15 November 2020].
- Thebe, T and Waldt, G (2014) A Recruitment and Selection Process [Online] Available at:https://www.academia.edu/9166304/A_Recruitment_and_Selection_Process_Model [Accessed 06 November 2020].
Hi Ranga, adding up more to your post, as a method of selection, the employment tests are an exception rather than a rule. It used to supplement the information already collected through the application forms and interviews. The future performance of the candidate in a particular field may be predicted to some extent by the tests, specially designed for the purpose. The disappointment which arises from failures and dropouts in training and later on the job can be avoided by the use of the tests of ability and potential of applicants (Chaturvedi,2013).
ReplyDeleteAgree with you but need to add this also, Selection tests are used to identify the skills of candidates who cannot be determined in an interview process (Gusdorf, 2008).
DeleteSetting up a goal is very important in every organization so the individuals know where they are heading up to and be more engaged in it Macey et al. (2009). According to Armstrong (2000) it is evident that not only organizational goals be considered but individual goals should be given more priory as well. If goals are not combined in them, then driving towards them becomes more difficult (Sheldon & Elliot, 1999). Imposing goals on employees has a lesser impact than combined ones (Sheldon & Kasser, 1998).
ReplyDeleteThey succeed by identifying and recruiting employees who fit their needs and strategic plans. The key to an effective staff is to balance job qualifications and organizational fitness, as well as align performance practices with human resource strategies (STEWART and BROWN, 2011).
DeleteIn most organizations today, the recruiting function has been eviscerated. Much of the recruitment process is out sourced to recruitment companies and they in turn are using sub-contracts. Therefore, at such instances recruitment process slightly differs at some process steps. For example, instead of attracting candidates for the job, these subcontractors scour LinkedIn and social media to find potential candidates. It could be suggested such practices could also yield better results in appealing to passive candidates (Cappelli , P, 2019).
ReplyDeleteHi Sonali add this also, The advantage of outsourcing recruitment processes is that it saves time, brings in outside expert expertise to deal with recruitment issues, and frees up human resources for value-added activities. The downside is that the supplier is too far away to deal with the real problems of some HR people and line managers, and there is a risk of losing control (Armstrong, 2014).
DeleteRecruitment is a process of searching potential applicants for a suitable vacancy or an anticipating vacancy and encourage them to apply for the said vacancy as well, selecting a suitable person for a suitable post will ensure the goal of the organization ( Noe,R.A.,Hollenbeck,J.R.,Gerhart,B.,and Wright,P.M.,(2006),Human Resource Management,N.Y: McgrawHill Irwin.
ReplyDeleteRecruitment is the process of finding the people the organization needs and contacting them. Selection is part of the recruitment process involving deciding which candidates or candidates should be nominated for the job (Gusdorf, 2008).
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ReplyDelete‘’The selection process varies from organization to organization, job to job, and country to country. Some of the processes include screening applications and resumes, testing and reviewing work samples, interviewing, checking references and background. Organizations use these processes to increase the likelihood of hiring individuals who possess the right skills and abilities to be successful at their jobs’’ (Walker, 2009).
Agreed and add this also, The importance assigned to recruitment may vary due to strategic differences between companies. In general, however, all companies have to make decisions in three areas of recruitment. (1) HR policies that affect the types of jobs the company has to offer, (2) recruitment sources used to solicit applicants, which affect the kinds of people who apply, and (3) the characteristics and behaviours of the recruiter, which affect the perceived fit between the applicant and the job (Kramar, 2014).
DeleteCastello (2006), defined the following as some of the aims for selection and the factors to think about when selecting:
ReplyDelete1. Gather relevant information of applicants.
2. Analyze, organize, and evaluate information of applicants to make a choice.
3. Assess each applicant to determine their suitability.
4. Provide information of the company to applicants for them to make a decision to work in the company
Bolander (2010) defines selection as the process of selecting qualified individuals to fill existing or projected job opportunities and the process of selecting individuals to form a pool of candidates who can meet the requirements for selected vacancies.
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ReplyDeleteIn addition to the points highlighted in the article on internal hiring, Goldstein et al. (2017) describes that internal hiring could include vertical (a promotion or a career advancement) or lateral (a similar classification to the current one but in a different department) movements within an organization of an existing employee.
Recruiting people who are already working in the organization is relatively easy. Internal recruitment is usually done through job posting, where companies share information about job vacancies with current employees using communication channels (Strewart and Brown, 2011).
DeleteAccording to Armstrong (2010), The recruitment and selection process can have many rewards to an organization. It primarily looks to identify new talent which can fill the position available, but it can also be used as a way of gaining a competitive advantage through people, which is not easy for other companies to copy.
ReplyDeleteEmployee selection is the process of selecting people to bring into an organization. Selection An effective choice offers many advantages. Selecting the right employees can improve the effectiveness and productivity of other human resource applications and prevent many problems (Strewart and Brown, 2011).
DeleteRecruitment also refers to the process of attracting, screening, selecting, and hiring the best employee based on skill, experience, and organization fit. It takes extensive time and cost effectiveness is essential for its success (Marchington & Wilkinson, 2012; Orlitzky, 2008;). Marchington & Wilkinson (2012) implies that the right employee at the lowest cost possible contributes toward an effective and efficient workforce and a strong competitive advantage. Independent from size, all companies worldwide use recruitment strategies, either formal or informal, in order to find and attract applicants and strengthen their human capital (Marchington & Wilkinson, 2012; Orlitzky, 2008).
ReplyDeleteHi Isuru, agree with you, hiring employees who are highly motivated to fit the corporate culture can minimize disciplinary issues and diminish costs related to replacing employees who quit. Such benefits help to explain why organizations that use effective staffing practices have high annual profits and rapid growth in profits (Stuart & Brown, 2011).
DeleteRozario (2019 ) defind that ,The recruitment and selection process is a dynamic, complex and an important part of human resource management in organizations. All the more critically, those in charge of selecting the successful applicant ought to have sufficient data whereupon to base their choices. In other words ,Identifying the right applicant for the job “is like searching for the sharpest needles—in a pile of needles. Without a good process, you’ll likely get poked a few times.”
ReplyDeleteRecruitment is likely to be the ‘most critical human resource function for organizational success and survival’ (Taylor and Collins 2000). Recruitment „includes those practices and activities carried out by the organization with the primary purpose of identifying and attracting potential employees (Breaugh and Starke, 2000).
DeleteThere is a need for empirical examinations of recruitment and selection processes in typical performance situations to evaluate the best out of the best to be deployed as new employees, because same is a concern to the future of the organization to maintain the service quality and standards(Moregeson & Campion, 2002).
ReplyDeleteA crucial part of the recruitment and selection process is the pre-employment analysis and job planning that the organization guarantees to find the right people with the right skills to perform the various tasks (Compton et al., 2009).
DeleteWith the rise of the technology the administrative activities that demand a greater investment of time can now be outsourced to non-human technology. What seems clear is that any process with directly quantifiable or distinctly qualifiable input and output mechanisms like screening, now can be automated. Using of AI technology and Robotics are some of the technologies that are programed to use for screening applications (Ghosh, P 2019).
ReplyDeleteA good example of using selection practices reducing employee turnover is Via Christi Senior Services, which operates a number of health centres for older people in Kansas and Oklahoma. Via Christi uses an online screening tool that assesses individual characteristics, such as personality. The use of the screening tool helps Via Christi reduce employee turnover and save approximately $250,000 each year (Stuart & Brown, 2011).
DeleteThe individual interview is the most familiar method of selection which involves face-to-face discussion, and provides the best opportunity for the organization of close contact – rapport– between the interviewer and the candidate (Armstrong, 2010). Individual interviews related to a person specification, which sets out the knowledge and skills required, and indicates the type of experience that will be most appropriate. If only one interviewer is used, there is more scope for a biased or superficial decision, and this is one reason for using a second interviewer or an interviewing panel (Armstrong, 2014). Majority of Sri Lanka organization use individual interview as a selection method. And are categorized in 3 segments Structured, unstructured and semi-structured. (Dharmasiri, 2017).
ReplyDeleteSuccessful interviewing results from a thorough understanding of the job requirements. Therefore, you must have a complete and accurate job description that identifies the critical job competencies. These competencies become the target list against which each candidate is measured, and they provide the basis for developing your interview (Gusdorf, 2008).
DeleteAgree with you Ranga adding to that; “Ask leaders what their biggest challenge is, and you get the same answer: finding attracting and keeping talented people. Ask talented people that what their biggest career challenge is and you will hear the same refrain: finding good people to work with - and to work for.” (Holbeche, 2004)
ReplyDeleteA strategic approach to selecting employees can help an organization obtain and keep the talent necessary to produce goods and services that exceed the expectations of customers (Stuart & Brown, 2011).
DeleteAssessment centres are peculiar when ti comes to extensive selection. As per Hovard (1997), The three main changes in assessment centres over the years has brought around a drastic change to the process. First the the practice of considering the output has changed to pondering much on the process of assessment. Secondly the application of assessment centres has moved beyond till been used as a developmental tool. Thirdly the involvement of multiple stakeholders in assessment centres has made it quite comprehensive ( Klimoski, R & Lievens, F 2001).
ReplyDeleteThe case for assessment centres is that they obtain much more information about candidates than conventional interviews, even when these are supplemented by tests (Armstrong, 2014).
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