Essays on HRM in a Business Context Coursework

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The paper 'HRM in a Business Context" is a good example of human resources coursework.   Recruitment and selection practices are functions of human resources management that have a critical impact on the performance of the organization. The recruitment process is a process of looking for and attracting the right and capable applicants for employment. Selection process comes after recruitment and it involves choosing a suitable candidate from the applicants to fill the required post. These processes discover the best sources of the workforce that will meet the requirements of the schedule meant for staffing.

In order to come up with an effective selection, there is a need to employ measures that are effective in attracting an adequate workforce. The recruitment and selection process is said to be a continuous process through which a firm is trying to develop a pool of applicants that are qualified for the needs of future human resources though there is no existence of specific chances. The needs for the recruitment may be planned, anticipated or unexpected (Richardson 2010). Most of the small and medium-sized enterprises employ the informal recruitment and selection process rather than the formal and systematic processes to come out with their preferred candidates.

The informal process has the possibility of being biased which posses a great risk to the performance of these organizations. Poor decisions on recruitment will always affect the performance of the organization and limit the organization’ s achievement of goals (THE TIMES 100 2011). This article will address the aspects of a systematic recruitment and selection process, the importance of fairness in the recruitment and section process, human resource planning and labor markets in an enterprise in order to understand the effectiveness of a systematic recruitment and selection process.

Finally, there will be a need to explain the benefits of a systematic and formal process of recruitment and selection. The informal recruitment and selection process may lead to the recruitment of people who are wrong according to the vacancy. This will result in increased organizational costs, increased turnover on labor and most likely lowering the morale of the current workforce. The unqualified candidates selected to end up being discontented and are either sacked or leave voluntarily.

Because of this, managers will be required to spend extra time and money for more recruitment exercises. To prevent this, a need to adopt a systematic process through assessment of the specific role to be filled and the abilities and skills required to fill the role. For the effectiveness of a business, the management must make sure that they have the right personnel. This is made possible through having a good job description of the vacant post. The employer must know the skills that are required for the new employee.

It should be clear about the experience and qualifications of a potential employee. There should be an absolute explanation of requirements in relation to qualities and qualifications for the vacancy. The job advertisement will also dictate the right applicants. Managers or employers should also be aware of the transferable skills that are useful to the organization. Hence, employers need to be very specific in the advertisement for the vacancy. With an accurate and concise description of the expectations of the employee, there will be a good guidance on the type of employee required during the interviewing process.

Consideration of these will simplify the recruitment and selection process where there will be a follow up of the stages as a routine in case of any vacancy arising (Boxall & Purcell 2000).

References

Agarwal, A 2011, Recruitment and Selection Process - Reasons for Its Importance, viewed 23 Nov. 2011, < http://ezinearticles.com/?Recruitment-And-Selection-Process---Reasons-For-Its-Importance&id=1663972>

Boxall, P & Purcell, J 2000, ‘Strategic human resource management: where have we come from and where should we be going?’ International Journal of Management Reviews, vol. 2, no. 2, pp 183–203.

Carroll, M, Marchington, M, Earnshaw, J & Taylor, S 1999, ‘Recruitment in small firms Processes, methods and problems’, Employee Relations, Vol. 21 No. 3, pp. 236-250.

Gennard, J & Kelly, J 1994, ‘Human Resource Management: the views of personnel directors’, Human Resource Management, vol.5 no.1, pp 15–32.

Richardson, M 2010, ‘Recruitment Strategies’ Managing/Effecting the Recruitment Process, Pp. 1-23

THE TIMES 100 2011, Recruitment, selection and training, 23 Nov. 2011,

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