Recruitment Objectives and the Context of Hiring - Essay Example

University> By РЕRFОRMАNСЕ MАNАGЕMЕNT Description of recruitment objectives and the context of hiring Recruitment and selection are one of the most significant issues that any organization should strategies well. One way of ensuring that recruitment is successful is that the company must develop policies that are crucial during the process. These policies must be structured in such a way that it makes the available vacancies attractive to the potential employees. Another imperative objective is that various sources whereby the potential job applicants are drawn. All the benefits and disadvantages, as well as the methods that can be vital in evaluating them, should be considered (Lievens & Chapman, 2010). On the other hand, various issues concerning the recruiter also need to be well analyzed. The recruiter’s roles in the hiring process need to be clear. In addition to the above, there is a substantial need to ensure that all the challenges that they may face in the process are outlined. Scientific properties of personnel selection on issues such as reliability and validity are as well crucial. Lastly, it is profound that all the methods that used in the selection of human resources need to be outlined. Finally, it is essential to note that description of the degree to which standard methods used recruitment meets the standards of reliability legality, utility, and generalizability (Newell, 2005 pp.117). Specification of the performance standards to be attained by the applicants (KPI’s) Several definitions have been formulated to explain the meaning of performance management in an organization. One of the most widely used definitions states that performance management is a system of managing employee performance as well as managing the organizational performance. In addition to the above, performance management involves integrating the management of both the employees and overall organizational performance. It is imperative to note that several challenges are encountered when competing through high-performance systems. One of the most crucial challenges is the ever-changing employee roles and skills requirements (Kloot & Martin, 2000). As such, the employees or applicants must ensure that they are in a position to make sure that they cope with all the changes that can be encountered in the employment process. Another challenge is that is that the nature of the managerial work keeps on changing. As such, applicants must be in a better position to cope with changing administrative skills that are used by the managers. The other challenge that the applicants must be aware of is the fact that the company structure may change at any time. In such a situation, the best applicants must put in place measures that ensure that their skills are still relevant despite the change in structure of the organization. Job specification Job specification is one of the most crucial aspects of recruitment and selection. Job specification is closely intertwined with job analysis. Research reveals that it is tough to manage employees which the tasks that they are supposed to conduct are not known. Thus, this is a clear indication that the management must ensure that employees know all the tasks that they are expected to carry out with the given job. Job specification specifies all the duties that the employee is supposed to conduct. One way of ensuring the job specification is successful is to be to analyze the workflow process, identify output, and all the activities involved in the production of the given product or service. In such a situation, the employee will be aware of all the tasks he or she is expected to conduct. On the other hand, it is crucial that the management understands the benefits of job analysis in the organization. In so doing, they will be in a better position to choose the right job analysis techniques to be utilized. Finally, this will be instrumental in identifying the skills and that are required in any given job within the organization. As such, this is a clear indication that job specification plays a vital role in the recruitment and selection of the best human resource (Piotrowski & Armstrong, 2006). A job advertisement or interview structure It is imperative to note that job advertisements are essential in the recruitment and selection of the best employees in the organization. Conversely, several types of selections are used by employees in identifying the best employees. On the other hand, it is imperative to note that each selection technique should be tailored to meet the requirements of the given position. Some of the most common methods in the selection process include interviews, references and biographies data, physical ability tests, personality inventories, cognitive ability tests, work samples, and other techniques. However, most organizations like using interviews in the selection of the best employees. In several occasions, interviews are structured and are formal. In that connection, they may involve two or more panels mainly referred to as interviewers. The questions asked are structured in competence-based manner (Newell, 2005 pp.119). As such, the most experienced or knowledgeable employees will be in a position to respond to such questions in the most appropriate way expected. In addition to the above, it is profound to note that most of the questions are usually structured to test the employee’s previous experiences. Other panels likes asking hypothetical questions with the objective of testing on various issues that are not captured by the previous competence-based questions. The main reason for the use of interviews in the selection and recruitment process is to assess the suitability of each of the candidate in the specified job. One way of ensuring that the interview process is successful is by making sure that the candidate is in a comfortable situation. In such a situation, he or she will be in a better position to respond to the questions in an effective and efficient manner (Piotrowski & Armstrong, 2006). A form structuring the nature of feedback to be provided to applicants and when In addition to the above, organizations do structure forms that are elemental in structuring the nature of the feedback to provide the applicants. Typically, in an interview, not all candidates are picked for the position. There are several reasons for such a situation to occur. One of the most common reasons is that the vacant positions in an organization are normally scarce. Secondly, the best candidates are normally selected based on the competence based interview questions. Thus, the company or interviewing panel must formulate a form that is used in explaining the results to the candidates. In most cases, these forms indicate the criterion that was used in awarding marks to specific questions and the reason for use of such method (Otley, 1999). Recommendations to improve the recruitment process and the simulation itself In conclusion, there are several ways in which the hiring process can be enhanced. One of the most significant recommendations is that technology should be incorporated in the selection of the best candidates. For instance, decision support systems (DSS) have been designed to assist in selecting the best candidates for the given job (Kloot & Martin, 2000). The system is fed with the requirements and the specific needs that are used in selecting the best. Such systems are efficient, fast, reliable, and accurate as compared to the human being. In addition to the above, other techniques part from interviews should be considered when recruiting and selecting the best employees. References Lievens, F. and Chapman, D., 2010. Recruitment and selection. The SAGE handbook of human resource management, pp.135-154. Kloot, L. and Martin, J., 2000. Strategic performance management: A balanced approach to performance management issues in local government. Management Accounting Research, 11(2), pp.231-251. Newell, S., 2005. Recruitment and selection. Managing Human Resources: Personnel Management in Transition, pp.115-147. Otley, D., 1999. Performance management: a framework for management control systems research. Management accounting research, 10(4), pp.363-382. Piotrowski, C. and Armstrong, T., 2006. Current recruitment and selection practices: A national survey of Fortune 1000 firms. North American Journal of Psychology, 8(3), pp.489-496. Read More