IntroductionAn organization’s human resources are the most vital of all resources. They are the engines that drive all other sectors of the organization’s operations. Establishing the suitable/right strategy for recruitment and selection is essential as a means to create a defined opportunities and positive in-house culture and values (Cook and Beckman 2006). Therefore, while businesses should cultivate an organizational culture amongst existing staff in accordance with customer service goals and other long-term objectives, the same parameters should be used to inform future hiring: recruitment and staff (Searle, 2003). Without the right staff, an organization is likely to face a problem.
Having failures in one line of job is likely to affect other areas too. Indeed, apparent poor recruitment strategies at ABC Bank brought in ineffective loan managers. Unfortunately, it is the nature of leadership to take fall for the mistakes of the juniors; the loss of money, which becomes the broader failure of the Bank, is the mistake of the loan managers. But it reflects poorly on the manager as well. There seems to be a number of other problems as well.
One, the Bank does not seem to have a defined organizational culture, and as a result, the staff is not united in the direction of its long-term goals- if any. Two, there seems to be a problem about the criteria to use in hiring new loan managers. Although the Bank has an appraisal system, it lacks validity and cannot therefore be a reliable reflection of employee competency. And if there is no valid and reliable metric for employee competency, then basing future recruitments on that is already a poor recruitment strategy.
Simply put, while Mr. Wilkinson hopes to escape a recurrence of the current problem, this strategy only helps such a recurrence. Most recruitment strategies today go beyond qualification and on-the-job experience. Organizations employ various recruitment strategies that attempt to predict future aptitudes and attitudes of potential employees, e.g. psychological contracting. All these are alternatives found within an assessment center. The efficacy of the assessment tool used depends on its validity and reliability (Searle, 2003). Validity basically refers to the extent to which a tool or method of assessment measures what it is actually designed to measure.
It generally implies judging the results of the assessment against external criteria. Reliability simply refers to the consistency or uniformity of assessments (Cook and Beckman 2006). Therefore, it can be inferred that reliability is a precursor to validity. This paper will discuss the pros and cons of some of these. But mostly it will dwell on the psychometric assessment. Their validity and reliability, and the recommendations will be implicitly discussed under the major assessment tools discussed here. DiscussionQualities of a good Loans ManagerBefore a recruitment strategy can be decided on, it is important to know what makes a good loans manager.
These characteristics will provide a primary basis for recruitment. The strategy then aims at the best way to discover and test these qualities in the candidates during recruitment and selection. Basically, loans manager should have both professional and personal qualities, famously known as KISS. These include: