The Present Process of Recruitment and Selection

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.

Source - (Armstrong, 2014)

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?         

Source - (Nokia, 2019)

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].