Recruitment of Human Resource in Organization - Literature review Example

Recruitment of Human Resource in Organization Name: XXXXXX Tutor: XXXXXX Institution: XXXXXX Date: XXXXXX Introduction Recruitment is the procedure of recognizing and attracting potential candidates from outside and within an organization to start assessing them for future employment. The current labour market is making it harder for companies to find, recruit and select talented individuals as a result of shortage of skills and high levels of unemployment. Competition for talent is increasing, as there are small quantities of qualified applicants available. This scarcity of applicants has prompted organizations to use sophisticated recruitment methods in order to attract, select and retain the best possible candidates for any given position. Attraction of candidates The recruitment and selection of staff is significant to the functioning of a company, and there exists compelling reasons for getting it correct. Improper selection decisions diminish the effectiveness of an organization, invalidate development and reward strategies, and , are regularly unjust on the individual recruit and can be depressing for managers who have to work together with inappropriate employees. In order to attract best candidates, organizations are supposed to view recruitment process as sequential inter-linked and distinct stages. This approach is known as the resourcing cycle, and it starts with the recognition of a vacancy and terminates when the successful candidate is undertaking the task to a satisfactory standard. Organizations evaluate candidates for vacancies, but candidates also look at the company as a potential employer (Pilbeam & Corbridge, 2006). Gilmore and Williams (2009) argue that undertaking the process in a timely and professional manner is essential for normal efficiency in assisting to make sure that not only are the best candidates attracted to apply and consequently accepts the position, but also to ensure that candidates who are not successful can respect the decision made by the organization and probably apply for future posts, alongside other appropriate candidates. The initial step in the process of recruitment is to make a decision that there is a post to be filled. Increasingly a more questioning and strategic approach might be taken. If, for instance, the post arises as a result of resignation of an employee, managers might take the opportunity to assess the job itself and make considerations whether it could be performed in an alternative manner. For instance, managers can consider if the job could be performed on a job-share, flexi-time or part-time basis. On the presumption that a vacancy does require to be filled, it will be essential to devise job specifications. Whether a competency based model or a highly traditional scheme of formal person specifications and job descriptions is selected, specifications are required to reflect the requirements and duties of the job, alongside the aptitude, skills, experience and knowledge, personal qualities and qualifications that are essential to perform the work effectively. Consideration must also be offered to the manner in which the recruiters intend to gauge and extract information regarding these skills. Recruiters should consider whether the skills are merely desirable or fundamental to job performance, and if they can be objectively measured (Gilmore & Williams, 2009). One significant objective of a recruitment scheme is to generate a suitable number of appropriate candidates within rational cost constraints. Pilbeam and Corbridge (2006) argue that there is neither ideal number of applications nor no inherent value in attracting a huge number of candidates, and nor a single excellent scheme to recruit applicants. Rather, the selected recruitment medium is supposed to make sure that that there is an adequate number of appropriately qualified candidates from which to select without being devastated with huge numbers of inappropriate applications. Use of recruitment agency might to get a small quantity of appropriate candidates , especially for the specialized of senior posts, might prove a considerably more efficient and cost effective method than a key advertising campaign which results to a huge response from inappropriate candidates. The choice of the scheme will also be affected by the availability of candidates, implying that if there is the likelihood of a surplus of shortage of candidates (Pilbeam, & Corbridge, 2006). The competency model of recruitment and selection Generally, decisions on the recruitment and selection of a potential employee are primarily made with the outlook to taking the most suitable individual to perform a certain task in terms of his present, or more universally, potential competencies. In latest years this notion has been expanded to the search of employees who are flexible and capable of contributing to additional or shifting job roles. This model contrasts with a high traditional approach which entails initially assembling a broad ranging job description for the available vacancy, followed by the utilization of an individual specification, which in turn creates a checklist alongside which candidates can be assessed on criteria like personal qualities, skills, and knowledge. This traditional model, in essence, entails matching the characteristics of an ideal individual to fill a specific job( Torrington, 2008). There is a sense in this apparently rational approach but there exists inherent difficulties in its utilization if the verdicts of an individual’s personality are intrinsically open to error and subjective. Additionally, these individual characteristics are suited to the present other than changing situations. On the contrary, the competencies approach seeks to recognize the capabilities required to perform a task other than focusing upon personal qualities like assertiveness or politeness. Torrington et al (2008) states that competencies are potentially important and they can be utilized in an integrated manner for recruitment, selection, appraisal, reward and development activities. In addition, from them, behavioural indicators may be derived against which evaluation can occur. Competency based approaches are increasingly becoming common in graduate recruitment where companies are making decisions on prospective potential. Managers within the public sector increasingly view traditional person specifications and job descriptions as rigid, archaic, and rarely a correct reflection of the job requirements. Rothwell (2008) argues that the competency based approach is a highly meaningful means of underpinning the recruitment and selection of employees in the present rapidly-moving globe of work and can consequently effectively contribute to securing increased performance. Team work and flexibility in organizations According to Searle, (2003), considerable shifts in the work world have required organizations to use sophisticated recruitment. Employees are increasingly working within self organized teams whereby it is hard to determine boundaries between the responsibilities of different jobholders. The practices of recruitment and selection focus upon identifying an appropriate individual for the job, but isolating the responsibilities and roles of the job might be hard to do in the team- based and fast-changing situations. Therefore, team working skills can helpfully be made a portion of employee recruitment and selection. Additionally, personal job specifications must increasingly be design and deduced flexibly. Organizations are operating with a work world whereby unforeseen setbacks are routinely thrown up o a continuing basis and where there hardly any time to respond to these problems in a measured style. Thus, it is essential for companies aiming for better performance to utilize recruitment and selection methods which evaluate qualities of creative thinking and flexibility irrespective of whether they are utilizing a competency or tradition recruitment and selection approach. Recruitment and selection practices must be kept under ongoing review due to the fact that the business world is being characterized by discontinuous, other than incremental change (Searle, 2003). Technology The increase in the utilization of technology is perhaps the most important development in the field of recruitment in the 21st century and is vastly becoming employer’s preferred means of attracting applicants. The recruitment atmosphere has radically changed in recent years, and with skills shortages and low levels of employment in major areas, there is strong competition among companies to attract and recruit the best possible individuals. As in other business areas, technology is being utilized to change the recruitment procedure and to maximize the effectiveness with which in can be undertaken. Internet technology in particular is radically transforming the recruitment procedure and permitting recruiters to reach huge numbers of quality applicants in different locations in a highly cost efficient way (CIPD, 2005). Majority of organizations are now utilizing their corporate websites alongside other newspaper advertising as the most common schemes of attracting best possible candidates. Internet generates better quality candidates and also delivers more of them. Thus, online recruitment has made it easier for manager to find the appropriate candidates and candidates are increasingly selecting this medium to look for jobs. The major benefits of online recruitment to organizations is that it is highly fast, reduces administrative costs and burden, and has the potential of attracting best possible candidates because it has no geographical limits (Dinnen & Noe, 2002). The role of human resource in the recruitment procedure is changing and line managers are becoming highly involved in dealing with certain vacancies and human resource is taking on a highly strategic and coordinating role. Increased utilization of Internet recruitment systems and methods is assisting to facilitate this trend by eradicating much of the regular administration involved in recruiting and permitting human resource to easily scrutinize and track activities related to recruitment. Online recruitment is also beneficial to the recruitment applicants because it makes it faster, easier and highly convenient to post curriculum vitae or search a job site than reading a wide range of printed media. Other significant benefits of online recruitment include more effective management of communication with applicants and the capability to easily report on major Performance metrics as a consequence of internet based tracking schemes (Dinnen, & Noe, 2002). The increased competitiveness in recruitment market has made companies to spend more time, resources and effort of developing their recruitment and increasing the range of both traditional and online advertising schemes online used, to attempt and attract quality candidates from as diverse and broad pool as possible. Recruitment over the internet continues to grow and organizations are now merging more traditional schemes with online recruitment through utilizing printed advertisements to refer jobseekers to an internet post. Hasson (2007) notes that organization like Microsoft is enhancing its brand credibility and flexibility though having a broader Internet recruitment presence. Microsoft utilizes its online tools to influence and impact its public image and to reach a wider audience and therefore generate a diverse workplace with varied talents and skills. One online recruitment initiative at Microsoft is the introduction of the corporate recruitment blogs and the scheme is that potential job applicants might be attracted to the organization via what they see on the organization’s blog and make contact via the particular blogger who will instigate the recruitment procedure on behalf of the organization. Conclusion Shortage of skills and the high levels of unemployment have made it essential for organizations to use sophisticate recruitment methods in order to attract the best possible candidates for employment. Organizations have been required to use competency based models to identify recruitment and selection aspects which link with crucial success factors in the 21st century context, distinguishing organizational performance and moving to assessment of qualities of creative thinking and flexibility where an individual has skills that will enhance him to change job roles. Bibliography Dinnen, R, & Noe R, 2002, A web of applicant attraction: Person organizations fit in the context of web based recruitment, Journal of Applied Psychology, Vol 8(4), 723-734. Pilbeam, S, & Corbridge, M, People resourcing; Contemporary HRM in practice, 3rd Edition, Financial Times, Prentice Hall. Torrington , D, Hall, L, & Taylor, S, 2008, Fundamentals of human resource management: Managing people at work, Financial Times, Prentice Hall. CIPD, 2005, Recruitment, retention and turnover survey from the chartered institute of personnel and development. Rothwell, W, 2008, Competency- based recruitment, selection and performance management, Davies Black Publishing Company, California. Searle, 2003, Recruitment and selection: A critical text, Palgrave Macmillan, Oxford. Hasson, J, 2007, HR Magazine: Blogging for Talent, Vol. 52, No. 10. Gilmore, S, & Williams, S, 2009, Human resources management, Oxford University Press, Oxford. Read More