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RECRUITMENT AND SELECTION: RECENT DEVELOPNMENT OF RECRUITMENT AND
SELECTION
B.Raghavendra
1, B.Sai Charitha
2, K R Rajitha
31Associate Professor, 2,3Mba Student, Gates Institute of Technology Gooty
ABSTRACT
Successful recruitment &selection practices are key components at the entry point of human resources in any organization .Efficient recruitment & selection strategies result in improved organizational outcomes. The main objective of this paper is to identify general practices that organizations use to recruit and select employees.In today’s hypercompetitive business environment employees are a source of competitive advantage. It is absolutely difficult for businesses to hire the right people, with the right skills, right knowledge, right attributes, at the right time, for the right job. The recruitment & selection process has become one of the key processes determining the success of an organization. This paper mainly discuss about that Emerging trends in Recruitment & Selection
Keywords:Recruitment and selection, Best practices, Emerging trends, Business Development, Business Ethics, Decision Making Process.
I. INTRODUCTION
Recruitment and selection process can easily be considered to be one of the most critical functions of an organization. As the business environment becomes more and more competitive, having the right people with the right skills for the right tasks becomes all the more critical. Indeed it can be a source of competitive advantage. Today organizations have moved from product focus to market focus to selling focus to customer focus to employee focus. It is common to hear organizations speak of their human resource as their biggest organizational asset. Indeed ultimately the capabilities of an organization falls upon the shoulders of its employees. An organizations is only as good as the capabilities of its employees. This paper starts by defining the recruitment and selection process followed by best practices in recruitment and selection. The final section examines the latest emerging trends concerning recruitment and selection.
According to Edwin B. Flippo(1984), “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization.” Recruitment is the activity that links the employees and the job seekers.
Objectives and Methodology:
The main objective of this paper is to focus on the Recruitment and Selection process.
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The methodology of the study is based on secondary data from available literature, journals, articles, books, internet etc.
A few definitions of recruitment are:
A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applications from which new employees are selected.It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective for the organization so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manager initiates an employee requisition for a specific vacancy or an anticipated vacancy.
II. RECRUITMENT PROCESS
Recruiting the wrong kind of people can become a serious issue for any company. A defined recruitment process needs to be followed to ensure that the right person reaches the right place.
A general recruitment process involves Identifying vacancies, prepare job description and person specification, advertising, managing the response, short-listing, arranging interviews, conducting interviews, decision making, convey the decision and appointment action. This means that a lot of time and resources have to be invested.
Interviews are an important and a crucial part of recruitment process. The person taking the interview of the candidate has to be well prepared in advance. Concerns like the location of the interview, the time table, the structure of the question strategy, style of taking the interview needs to be decided beforehand so that nothing is left ambiguous in.
A general recruitment process may include a written test to judge particular skills of a candidate. In this case, the test should be prepared carefully, not deviating from the subject. A lot can be judged about the candidate from his CV. A proper presentation of his CV in an organized and refined manner speaks a lot about the individual.
His mindset and attitude can be judged according to his CV.
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There are a few things that need to be kept in mind during the recruitment process. Until the final decision about a certain candidate is taken, it is important to keep in regular touch with the candidate. The decision making process should not take very long to avoid the candidate from taking up some other opportunity. A candidate should be duly informed once the decision is taken.He should be told the complete process of his appointment clearly with details of all the documents that needs to submit. A record file should be maintained of the candidate for any future reference.
The recruitment process must be robust and justifiable and should stand up to external scrutiny. Only a good recruitment agency with good understanding can perform the same with a good understanding.
III. SELECTION
In human resource planning we identified our personnel needs. Once these needs were established a job analysis was conducted, which clarified the characteristics of jobs being done and the individual qualities necessary to do these jobs successfully. This information was then used to recruit a pool of qualified applicants. We must now begin the process of thinning this set, which is one of the major objectives of selection.
The selection procedure is the system of functions and devices adopted in a given company to ascertain whether the candidate's specifications are matched with the job specifications and requirements or not. The selection procedure cannot be effective until and unless:
Requirements of the job to be filled, have been clearly specified (Job Analysis)
Employee specifications have been dearly specified.
Candidates for screening have been attracted.
Objectives of Selection
To predict which job applicants would be successful if hired
To inform and sell the candidate on the job and the organization.
IV. SELECTION PROCESS
Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment. In practice, the process differs among organizations and between two different jobs within the Internal Environment same company. Selection procedure for senior managers will long-drawn and rigorous, but it in simple and short while hiring shop-floor workers.
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Preliminary Interview
The applications received from job seekers would be subject to scrutiny so as to eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose of which is more or less the same as Scrutiny of applicants, that is, elimination of unqualified applications. Scrutiny enables the HR specialists to eliminate unqualified job seekers based on the information supplied in their application forms.
Selection Tests
Job seekers who pass the screening and the preliminary interview are called for tests. Different types of test mat be administered, depending on the job ad the company.
Ability tests or Achievement tests: Assist in determining how well an individual can perform tasks related to the job.
Aptitude tests: Help determining a persons potential to learn in a given area.
Personality tests: Are given to measure a prospective employee’s motivation to function in a particular environment.
Interest tests: Are used to measure an individual’s activity preferences. These tests are particularly useful for students considering many careers or employees deciding upon career changes.
Graphology test is a test that seeks to predict success or failure through one’s handwriting. It s vastly used in the U.S but is yet to make its presence felt in India.
Medical test reveal physical fitness of a candidate.
Employment Interview
An interview is conducted at the beginning of the selection process. Interview is a formal, in-depth conversation conducted to evaluate the applicant’s acceptability. It is considered to be an excellent selection device. Interview
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can be adapted to unskilled, skilled, managerial and professional employees. It allows a two-way exchange of information, the interviewers learn about the applicant, and the applicant learns about the employer.
The employment interview can be
one-to-one
sequential
panel
In the one-to-one interview, there are only two participants- the interviewer and the interviewee.
The sequential interview takes the one-to-one a step further and involves a series of interviews, usually utilizing the strength and knowledge-base of each interview can ask questions in relation to subject area of each candidate.
The panel interview consists of two or more interviewers and the figure may go up to as many. It is less intimate and more formal than the one-to-one, but if handled and organized well, it can provide a wealth of information.
Reference and Background Checks
Many employers request names, addresses, and telephone numbers or references for the purpose of verifying information and, perhaps, gaining additional background information on an applicant.
Selection Decision
If a candidate successfully overcomes all the obstacles or tests given above he would be declared selected. An appointment letter will be given to him/her mentioning the terms of employment, pay scales, post on which selected etc. Steps in the selection procedure are not rigid. The may vary from one organization from another or in the same organization from job to job.
Physical Examination
Candidates who have crossed the above hurdles are required to go for the medical examination. This is very important because a person of poor health cannot work completely and the investment in him may go waste. So it is essential.
Job offer
Job offer is made through letter of appointment. Such a letter generally contains a date by which the appointee must report on duty. The appointment must be given a reasonable time for reporting. It is necessary when he or she is already employment, in which case the appointee is required to obtain a relieving certificate from the previous employer.
Contracts of Employment
After job offer has been made and the candidates accept the offer, certain documents need to be executed by the employer and the candidate. One document is the Attestation form. This form contains certain vital details about the candidate which are authenticated and attested. It is valid for future reference.
Multi-dimensional testing
However, the need for multi-skills is being felt be most of the companies consequent upon globalization, competitiveness and the consequent customer-centered strategies. Organization have to develop multi- dimensional testing in order to find out whether the candidates possess a variety of skills or not, candidates
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ability to integrate the multi-skills and potentiality to apply them based on situational and functional requirement.
IV. EMERGING TRENDS IN RECRUITMENT & SELECTION
Finding and selecting the best people for your organisation is still the most important HR intervention. In many organisations the hr practices in recruitment and selection are still of the Stone Age. Someone has found a new job or gets an internal promotion. HR writes a job profile, full with required skills and competencies. The job is posted and candidates apply. HR waits a couple of weeks until there is a good batch. A long list is made, and five candidates are invited for interviews. After a couple of interview rounds, and maybe some assessment or tests, the final candidate is offered the job. She has a notice period of three months, and starts six to nine months after the vacancy appeared. What are some of the current trends in the area of recruitment and selection?
1. From reactive to proactive
The biggest shift that is slowly going on, is the shift from reactive to proactive recruitment. It requires some level of workforce planning. With the current level of hr analytics it is relatively easy to increase the quality of workforce planning. Who are the people or the kind of people who are most likely to leave in the coming years?
What are the capabilities where there is an upward trend in demand? No longer recruit for vacancies, but recruit to strengthen for the capabilities you will need in the future.
2. From recruiting for jobs to recruiting for assignments
Organisations are more creatively using the opportunities of a more flexible workforce. It helps to think less in terms of jobs and more in terms of assignments. There is an assignment to be done, and how can we quickly find the best possible people on the market who can do the assignment? Intermediaries with good knowledge of the market of self-employed professionals can help here. Also more and more online platforms offer services in this domain.
3. From selecting on skills to selecting on values and personality
For their core organisations are looking for talent where there is a good fit between the values and the personality of the organisation and the values and the personality of the candidates. Also organisations have
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personalities and what you see emerging is methodologies to make the best fit between people and organisations.
4. Gamification in recruitment
The use of gamification in recruitment has been going on for some time. Recruitment can be fun, and people want to work for organisations where work and fun are closely connected.
5. Gamification in selection
Gamification is now entering selection as well. Candidates are asked to play a game (e.g. The Wasabi Waiter) and the companies behind the games claim they can make a valuable profile of the candidate based on his or her game behaviour and results. Playing a game is a lot more fun than being interviewed by people who all ask more or less the same questions (“What are your strong points?”).
6. The end of traineeships
Traineeships are slowly fading away. Planning the careers of people years ahead does not fit in a time where the speed of change is continuously increasing. Also it does not help the business to create a group of people who are pampered during a couple of years and who are kept away from real work. Organisations need streetwise entrepreneurs who have learned to operate close to clients and markets.
7. Community management as a recruitment tool
The practice to create communities around organisations, a kind of “fan clubs”, is growing. The communities are connected to organisations and through the community people can be given a real experience of what it means to be part of an organisation. When opportunities occur, candidates from the communities can very organically become part of the organisation.
V. CONCLUSION
Meeting the demands of today’s changing business environment requires building an efficient staff. For high growth organizations, attracting, hiring and retaining the right talent is critical. By adding the right players to the team it will have a source of competitive advantage. Attract the wrong talent and it will have difficulty in meeting the strategic goals and objectives.
The first challenge is to generate a labor pool that is large enough for the company to draw on when searching for top talent. The second is to develop an effective process for screening and selecting the best candidates. But finding and keep quality employees can pose a challenge.
REFERENCES
Edwin B Flippo(1984)personnel management ,sixth edition-Hill International Edition, Management series
P.Subba Rao,personnel and human resource management, Management series
L M Prasad-Practices and principles of management
C.B.Mamoria,Personnel Management,22nd Edition, Management series
Himalaya Publishing Home, New delhi,human resource management
Gary Dessler,HRM,Management series WEB SITES:
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www.google.com www.mahalibrary.com www.hrmguide.com www.cither.com www.edlogix.org www.unisca.com
