assignment on recruitment and selection

Recruitment and Selection Assignment

INDEX 1 Introduction 2 Literature review 3 Company Profile 4 Objectives 5 Recruitment and Selection 6 Conclusions 7 Bibliographies INTRODUCTION The study is on recruitment and selection of human resource which is the movable asset of the company. In today’s rapidly changing business environment, organizations have to respond quickly to requirements for people. Hence, it is important to have a well-defined recruitment policy in place, which can be executed effectively to get the best fits for the vacant positions.

Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization. Selection is one area where the interference of external factors is minimal. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best results. This case lets discuss the importance of having an effective recruitment and selection policy.

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They discuss the importance of a good selection process that starts with gathering complete information about the applicant from his application form and ends with inducting the candidate into the organization. Employee recruitment forms a major part of an organization’s overall re-sourcing strategies which seek to identify and secure the people needed for the organization to survive and succeed in the short to medium-term. Recruitment activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels.

To be effective these initiatives need to include how and when to source the best recruits internally or externally. Common to the success of either are; well-defined organizational structures with sound job design, robust task and person specification and versatile selection processes, reward, employment relations and human resource policies, underpinned by a commitment for strong employer branding and employee engagement strategies.

Internal recruitment can provide the most cost-effective source for recruits if the potential of the existing pool of employees has been enhanced through training, development and other performance-enhancing activities such as performance appraisal, succession planning and development centers to review performance and assess employee development needs and promotional potential. Increasingly, securing the best quality candidates for almost all organizations will rely, at least occasionally if not substantially, on external recruitment methods.

Rapid changing business models demand skills of experiences which cannot be sourced or rapidly enough developed from the existing employee base. It would be unusual for an organization today to undertake all aspects of the recruitment process without support from third-party dedicated recruitment firms. This may involve a range of support services, such as; provision of CVs or resumes, identifying recruitment media, advertisement design and media placement for job vacancies, candidate response handling, short listing, conducting aptitude testing, preliminary interviews or reference and qualification verification.

Typically, small organizations may not have in-house resources or, in common with larger organizations, may not possess the particular skill-set required to undertake a specific recruitment assignment. Where requirements arise they will be referred on an adhoc basis to government job centers or commercially run employment agencies. Except in sectors where high-volume recruitment is the norm, an organization faced with an unexpected requirement for an unusually large number of new recruits at short notice will often hand over the task to a specialist external recruiter to manage the end-to-end re-sourcing programme.

Sourcing executive-level and senior management as well as the acquisition of scarce or ‘high-potential’ recruits has been a long-established market serviced by a wide range of ‘search and selection’ or ‘headhunting’ consultancies which typically form long-standing relationships with their client organizations. Finally, certain organizations with sophisticated HR practices have identified there is a strategic advantage in outsourcing complete responsibility for all workforce procurement to one or more third-party recruitment agencies or consultancies.

In the most sophisticated of these arrangements the external recruitment services provider may not only physically locate, or ’embed’, their re-sourcing team(s) within the client organization’s offices but will work in tandem with the senior human resource management team in developing the longer-term HR re-sourcing strategy and plan Though human resources have been part of business and organizations since the first days of agriculture, the modern concept of human resources began in reaction to the efficiency focus of Taylorism in the early 1900s.

By 1920, psychologists and employment experts in the United States started the human relations movement, which viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts. This movement grew throughout the middle of the 20th century, placing emphasis on how leadership, cohesion, and loyalty played important roles in organizational success.

Although this view was increasingly challenged by more quantitatively rigorous and less “soft” management techniques in the 1960s and beyond, human resources development had gained a permanent role within organizations, agencies and nations, increasingly as not only an academic discipline, but as a central. LITERATURE REVIEW Nowadays, large corporations have made a colossal effort to attract the best resources to lower costs to ensure competitive advantage in business environments is increasingly competitive.

Thus, in the competition for more lucrative markets, the acquisition of talent has become an important business activity and is responsible for competitive advantage and the quality of the performance of organizations. In addition, the recruitment and selection does not just happen “from outside”, but also with in-house promotions that serve to promote the relocation of professionals who already work for the company, ensuring that their skills will be better used in another function, apart from the specific cost reduction. 1] Retailing is a fascinating, people oriented business, based on service to consumers. It operates in an environment of attractive products and helpful services. Wherever you turn in retailing, you can find something interesting to look at, to explore, and often to purchase. We live in an age that is rich with products and services for most people to buy. Products are goods grown or manufactured and available for sale; services are benefits or satisfactions that improve the appearance, health, comfort, or peace of mind of their users. 2]   The most time consuming aspects of the human resource function are payroll administration and the recruitment and selection process. Good recruitment software can save a substantial amount of time in the performance of these activities and consequently save money. It can also improve the quality of decision making because of better access to relevant, reliable and up to date data, which can help in making the decisions. [3] Human Resource Management theories focus on methods of recruitment and selection and highlight the advantages of interviews, general assessment and psychometric testing as employee selection processes.

The recruitment process could be internal or external or could also be online and involves the stages of recruitment policies, advertising, job description, job application process, interviews, assessment, decision making, legislation selection and training. [4] Recruitment software includes applicant tracking software. If you are into regularly recruiting staff, recruitment software can save you a great deal of time sorting through applicants and following them through the interview and selection process. Some recruitment software even includes a scanning capability for keywords in resumes.

Recruitment software can also save you time on interviewing previously unsuccessful applicants for future positions if you thought them to be unsuitable for your organization. [5] Recruitment metrics were once more focused on factors that involved time and cost. Yes, these factors are still included in the typical framework of recruitment metrics that a lot of companies use today. But there are actually a number of additional factors used in today’s framework. Looking at time and cost, you can easily say that these comprise the quantitative aspect of recruitment metrics.

Today’s framework, though, has included a qualitative aspect, composed of productivity, retention, efficiency, and candidate performance that is used when considering post-hire options. By including both quantitative and qualitative aspects in recruitment metrics, you do not just ensure quality performance from your workforce. You also ensure customer satisfaction, which should be one of the primary goals of any business. [6] Sources [1] Jan 29, 2010 www. articles base. com [2] Jul 14, 2008 www. articles base. com [3] Jul 10, 2007 www. articles base. com 4] Jul 10, 2006 www. articles base. com [5] Jul 10, 2007 www. articlesbase. com [6] Feb 04, 2008 www. articlesbase. com RECRUITMENT AND SELECTION Recruitment is the process of identifying that the organization needs to employ someone up to the point at which application forms for the post have arrived at the organization. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. There are a number of stages, which can be used to define and set out the nature of particular jobs for recruitment purposes:

Job analysis is the process of examining jobs in order to identify the key requirements of each job. A number of important questions need to be explored: 1 The title of the job 2 To whom the employee is responsible 3 For whom the employee is responsible 4 A simple description of the role and duties of the employee within the organization. Job analysis is used in order to 1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff. 2. Set out the training requirements of a particular job. 3.

Provide information which will help in decision making about the type of equipment and materials to be employed with the job. 4. Identify and profile the experiences of employees in their work tasks (information which can be used as evidence for staff development and promotion). 5. Identify areas of risk and danger at work. 6. Help in setting rates of pay for job tasks. Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewing job holders, or by referring to documents such as training manuals.

Information can be gleaned directly from the person carrying out a task and/or from their supervisory staff. Some large organizations specifically employ ‘job analysts’. In most companies, however, job analysis is expected to be part of the general skills of a training or personnel officer. Job description A job description will set out how a particular employee will fit into the organization. It will therefore need to set out: 1 The title of the job 2 To whom the employee is responsible 3 For whom the employee is responsible 4 A simple description of the role and duties of the employee within the organization.

A job description could be used as a job indicator for applicants for a job. Alternatively, it could be used as a guideline for an employee and/or his or her line manager as to his or her role and responsibility within the organization. Job specification A job specification goes beyond a mere description – in addition, it highlights the mental and physical attributes required of the job holder. For example, a job specification for a trainee manager’s post in a retail store included the following: ‘Managers at all levels would be expected to show responsibility.

The company is looking for people who are tough and talented. They should have a flair for business; know how to sell, and to work in a team. ‘ Job analysis, description, and specification can provide useful information to a business in addition to serving as recruitment instruments. For example, staff appraisal is a means of monitoring staff performance and is a feature of promotion in modern companies. In some companies, for example, employees and their immediate line managers discuss personal goals and targets for the coming time period (e. . the next six months). The appraisal will then involve a review of performance during the previous six months, and setting new targets. Job details can serve as a useful basis for establishing dialogue and targets. Job descriptions can be used as reference points for arbitrating in disputes as to ‘who does what’ in a business. Selection involves procedures to identify the most appropriate candidates to fill posts. An effective selection procedure will therefore take into consideration the following: 1 Keeping the costs of selection down Making sure that the skills and qualities being sought have been identified, 3 Developing a process for identifying them in candidates 4 Making sure that the candidates selected, will want the job, and will stay with the company. Keeping the costs of selection down will involve such factors as holding the interviews in a location, which is accessible to the interviewing panel, and to those being interviewed. The interviewing panel must have available to them all the necessary documentations, such as application forms available to study before the interviews take place.

A short list must be made up of suitable candidates, so that the interviews do not have to take place a second time, with new job advertisements being placed. The skills required should have been identified through the process of job analysis, description and specification. It is important then to identify ways of testing whether candidates meet these requirements. Testing this out may involve: 1 Interviewing candidates 2 Asking them to get involved in simulated work scenarios 3 Asking them to provide samples of previous work 4 Getting them to fill in personality and intelligence tests Giving them real work simulations to test their abilities. Internal recruitment process IJImarketvvvcvccchstasga Abbreviations: IJM- Internal Job Market MD- Managing Director JD- Job Description HR- Human Resource RM- Recruitment Manager T- Time External recruitment process CONCLUSION Recruitment is the process of identifying that the organization needs to employ someone up to the point at which application forms for the post have arrived at the organization. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post.

Recruitment activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels. To be effective these initiatives need to include how and when to source the best recruits internally or externally. Bibliography 1 Human Resource Management – Anajali Ganekar 2 Personnel Management – C . B. Memoria 3 www. google. com 4 www. wikipedia. com 5 www. search. com 6 www. atlascocpco. com 7 www. articlesbase. com [pic][pic][pic][pic][pic][pic] ———————– Triggers (RM) Approved Headcount Budget,

Replacements, unbudgeted etc. Approving authority – MD References Validated JD, Budget/PR approval T- Day-00 IJM Posting (HR) -shortlist CV’s (RM) -T-15th to 16th day -Conduct Interviews (RM) -Collate int. assessment& int. feedback by candidate (HR) -T- 17th to 20th Day YES NO Hiring decision (RM) -T – 20th to 21st Day Final selection (HR) -Grade, salary fixation (RM) -Appointment letter (HR) -T – 22nd to 25th Day External recruitment Sources External agencies, recruitment agencies, advertisements, job portals, references etc -Short listing of CV”s -T – 25th to 30th Day

Candidate database NO REJECT Hiring decision (HR&RM) -T- 40th to 45th Day NO -Offer Accepted -Appointment letter (HR) -T –By 55th Day -Medical Test (HR) -Comp. signoff (RM&HR) -T- 46th to 50th Day YES -Training to Security, receptionist, interviewing techniques etc. -Atlas Copco film, reading material at reception. -Candidate’s feedback on interview process -Reimbursements -Schedule Interviews (HR) -Call letters to the candidates, address, web site etc. (HR) -Conduct interviews (HR&RM) -Collect int. assessment & int. feedback by candidate (HR) -T- 30th to 40th Day

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4.1 The Recruitment Process

Learning objectives.

• Discuss the need for forecasting human resource needs and techniques for forecasting.
• Be able to explain the steps to an effective recruitment strategy.
• Be able to develop a job analysis and job description.

The recruitment process is an important part of human resource management (HRM). It isn’t done without proper strategic planning. Recruitment is defined as a process that provides the organization with a pool of qualified job candidates from which to choose. Before companies recruit, they must implement proper staffing plans and forecasting to determine how many people they will need. The basis of the forecast will be the annual budget of the organization and the short- to long-term plans of the organization—for example, the possibility of expansion. In addition to this, the organizational life cycle will be a factor. Organization life cycle is discussed in Chapter 2 “Developing and Implementing Strategic HRM Plans” . Forecasting is based on both internal and external factors. Internal factors include the following:

• Budget constraints
• Expected or trend of employee separations
• Production levels
• Sales increases or decreases
• Global expansion plans

External factors might include the following:

• Changes in technology
• Changes in laws
• Unemployment rates
• Shifts in population
• Shifts in urban, suburban, and rural areas
• Competition

Once the forecasting data are gathered and analyzed, the HR professional can see where gaps exist and then begin to recruit individuals with the right skills, education, and backgrounds. This section will discuss this step in HR planning.

Recruitment Strategy

Although it might seem easy, recruitment of the right talent, at the right place and at the right time, takes skill and practice, but more importantly, it takes strategic planning. In Chapter 2 “Developing and Implementing Strategic HRM Plans” , development of staffing plans is discussed. An understanding of the labor market and the factors determining the relevant aspects of the labor market is key to being strategic about your recruiting processes.

Based on this information, when a job opening occurs, the HRM professional should be ready to fill that position. Here are the aspects of developing a recruitment strategy:

• Refer to a staffing plan. This is discussed in Chapter 2 “Developing and Implementing Strategic HRM Plans” .
• Confirm the job analysis is correct through questionnaires.
• Write the job description and job specifications.
• Have a bidding system to recruit and review internal candidate qualifications for possible promotions.
• Determine the best recruitment strategies for the position.
• Implement a recruiting strategy.

The first step in the recruitment process is acknowledgment of a job opening. At this time, the manager and/or the HRM look at the job description for the job opening (assuming it isn’t a new job). We discuss how to write a job analysis and job description in Section 4.1.2 “Job Analysis and Job Descriptions” .

Assuming the job analysis and job description are ready, an organization may decide to look at internal candidates’ qualifications first. Internal candidates are people who are already working for the company. If an internal candidate meets the qualifications, this person might be encouraged to apply for the job, and the job opening may not be published. Many organizations have formal job posting procedures and bidding systems in place for internal candidates. For example, job postings may be sent to a listserv or other avenue so all employees have access to them. However, the advantage of publishing open positions to everyone in and outside the company is to ensure the organization is diverse. Diversity is discussed in Chapter 3 “Diversity and Multiculturalism” . We discuss more about internal and external candidates and bidding systems in Chapter 5 “Selection” .

Then the best recruiting strategies for the type of position are determined. For example, for a high-level executive position, it may be decided to hire an outside head-hunting firm. For an entry-level position, advertising on social networking websites might be the best strategy. Most organizations will use a variety of methods to obtain the best results. We discuss specific strategies in Section 4.3 “Recruitment Strategies” .

Another consideration is how the recruiting process will be managed under constraining circumstances such as a short deadline or a low number of applications. In addition, establishing a protocol for how applications and résumés will be processed will save time later. For example, some HRM professionals may use software such as Microsoft Excel to communicate the time line of the hiring process to key managers.

Once these tasks are accomplished, the hope is that you will have a diverse group of people to interview (called the selection process). Before this is done, though, it is important to have information to ensure the right people are recruited. This is where the job analysis and job description come in. We discuss this in Section 4.1.2 “Job Analysis and Job Descriptions” .

Job Analysis and Job Descriptions

The job analysis is a formal system developed to determine what tasks people actually perform in their jobs. The purpose of a job analysis is to ensure creation of the right fit between the job and the employee and to determine how employee performance will be assessed. A major part of the job analysis includes research, which may mean reviewing job responsibilities of current employees, researching job descriptions for similar jobs with competitors, and analyzing any new responsibilities that need to be accomplished by the person with the position. According to research by Hackman and Oldham (Hackman & Oldham, 1976), a job diagnostic survey should be used to diagnose job characteristics prior to any redesign of a job. This is discussed in Chapter 7 “Retention and Motivation” .

To start writing a job analysis, data need to be gathered and analyzed, keeping in mind Hackman and Oldham’s model. Figure 4.1 “Process for Writing the Job Analysis” shows the process of writing a job analysis. Please note, though, that a job analysis is different from a job design. Job design refers to how a job can be modified or changed to be more effective—for example, changing tasks as new technology becomes available. We discuss job design in Chapter 7 “Retention and Motivation” and Chapter 11 “Employee Assessment” .

Figure 4.1 Process for Writing the Job Analysis

The information gathered from the job analysis is used to develop both the job description and the job specifications. A job description is a list of tasks, duties, and responsibilities of a job. Job specifications , on the other hand, discuss the skills and abilities the person must have to perform the job. The two are tied together, as job descriptions are usually written to include job specifications. A job analysis must be performed first, and then based on that data, we can successfully write the job description and job specifications. Think of the analysis as “everything an employee is required and expected to do.”

Figure 4.2 Sample Job Analysis Questionnaire

This questionnaire shows how an HR professional might gather data for a job analysis. Questionnaires can be completed on paper or online.

Two types of job analyses can be performed: a task-based analysis and a competency- or skills-based analysis. A task-based analysis focuses on the duties of the job, as opposed to a competency-based analysis, which focuses on the specific knowledge and abilities an employee must have to perform the job. An example of a task-based analysis might include information on the following:

• Write performance evaluations for employees.
• Prepare reports.
• Answer incoming phone calls.
• Assist customers with product questions.
• Cold-call three customers a day.

With task job analysis, the specific tasks are listed and it is clear. With competency based, it is less clear and more objective. However, competency-based analysis might be more appropriate for specific, high-level positions. For example, a competency-based analysis might include the following:

• Able to utilize data analysis tools
• Able to work within teams

You can clearly see the difference between the two. The focus of task-based analyses is the job duties required, while the focus of competency-based analyses is on how a person can apply their skills to perform the job. One is not better than the other but is simply used for different purposes and different types of jobs. For example, a task-based analysis might be used for a receptionist, while a competency-based analysis might be used for a vice president of sales position. Consider the legal implications, however, of which job analysis is used. Because a competency-based job analysis is more subjective, it might be more difficult to tell whether someone has met the criteria.

Once you have decided if a competency-based or task-based analysis is more appropriate for the job, you can prepare to write the job analysis. Of course, this isn’t something that should be done alone. Feedback from managers should be taken into consideration to make this task useful in all levels of the organization. Organization is a key component to preparing for your job analysis. For example, will you perform an analysis on all jobs in the organization or just focus on one department? Once you have determined how you will conduct the analysis, a tool to conduct the analysis should be chosen. Most organizations use questionnaires (online or hard copy) to determine the duties of each job title. Some organizations will use face-to-face interviews to perform this task, depending on time constraints and the size of the organization. A job analysis questionnaire usually includes the following types of questions, obviously depending on the type of industry:

• Employee information such as job title, how long in position, education level, how many years of experience in the industry
• Key tasks and responsibilities
• Decision making and problem solving: this section asks employees to list situations in which problems needed to be solved and the types of decisions made or solutions provided.
• Level of contact with colleagues, managers, outside vendors, and customers
• Physical demands of the job, such as the amount of heavy lifting or ability to see, hear, or walk
• Personal abilities required to do the job—that is, personal characteristics needed to perform well in this position
• Specific skills required to do the job—for example, the ability to run a particular computer program
• Certifications to perform the job

Once all employees (or the ones you have identified) have completed the questionnaire, you can organize the data, which is helpful in creating job descriptions. If there is more than one person completing a questionnaire for one job title, the data should be combined to create one job analysis for one job title. There are a number of software packages available to help human resources perform this task, such as AutoGOJA.

Once the job analysis has been completed, it is time to write the job description and specifications, using the data you collected. Job descriptions should always include the following components:

• Job functions (the tasks the employee performs)
• Knowledge, skills, and abilities (what an employee is expected to know and be able to do, as well as personal attributes)
• Education and experience required
• Physical requirements of the job (ability to lift, see, or hear, for example)

Figure 4.3 Sample Job Description

Notice how the job description includes the job function; knowledge, skills, and abilities required to do the job; education and experience required; and the physical requirements of the job.

Once the job description has been written, obtaining approval from the hiring manager is the next step. Then the HR professional can begin to recruit for the position. Before we discuss specific recruitment strategies, we should address the law and how it relates to hiring. This is the topic of Section 4.2 “The Law and Recruitment” .

Tips to Writing a Good Job Description

Be sure to include the pertinent information:

• Duties and responsibilities
• terms of employment
• qualifications needed
• Think of the job description as a snapshot of the job.
• Communicate clearly and concisely.
• Make sure the job description is interesting to the right candidate applying for the job.
• Avoid acronyms.
• Don’t try to fit all job aspects into the job description.
• Proofread the job description.

Writing a Job Description

(click to see video)

A short video on how to write an effective job description, with examples.

Human Resource Recall

Does your current job or past job have a job description? Did it closely match the tasks you actually performed?

Key Takeaways

• The recruitment process provides the organization with a pool of qualified applicants.
• Some companies choose to hire internal candidates —that is, candidates who are already working for the organization. However, diversity is a consideration here as well.
• A job analysis is a systematic approach to determine what a person actually does in his or her job. This process might involve a questionnaire to all employees. Based on this analysis, an accurate job description and job specifications can be written. A job description lists the components of the job, while job specifications list the requirements to perform the job.

Do an Internet search for “job description.” Review three different job descriptions and then answer the following questions for each of the jobs:

• What are the job specifications?
• Are the physical demands mentioned?
• Is the job description task based or competency based?
• How might you change this job description to obtain more qualified candidates?
• Why do the five steps of the recruitment process require input from other parts of the organization? How might you handle a situation in which the employees or management are reluctant to complete a job analysis?

Hackman J. R. and Greg R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16, no. 2 (August 1976): 250–79.

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Latest blog posts, recruitment and selection process: best practices & overview.

A well-designed recruitment and selection process allows organisations to both attract a wide pool of applicants and narrow the selection down until you’ve found the perfect candidate for every opening. 

In this post, we’ll explain the differences between recruitment and selection, explore why these two phases of the hiring process are so important and share the main steps that are involved. 

Key takeaways:

Recruitment and selection are two key parts of the hiring process that allow companies to find and attract the best talent.

Recruitment involves getting a job description in front of as many people as possible. Selection involves narrowing down the pool until you’re left with the best person for the role. 

The recruitment and selection process involves six main steps: creating a job description, advertising the role, screening candidates, conducting interviews, carrying out tests and assessments and selecting the successful candidate.

• 1 What is recruitment?
• 2 What is selection?
• 3 What is the difference between recruitment and selection?
• 4 Why optimal recruitment and selection is important
• 5 6 steps in the recruitment and selection process
• 6 How does recruitment and selection work in nonprofits?
• 7 Source, attract and hire candidates with Personio

What is recruitment?

Recruitment is the process that organisations use to source, attract and identify candidates for their open positions. The goal of recruitment is to gather as many suitable candidates for the role as possible (through as many fitting recruitment methods as possible). 

Broadly speaking, there are two types of recruitment: 

External recruitment: This is when recruiters search for candidates from outside of their organisation. They might do this by posting on job sites, using social media or posting job descriptions on their own career site. External recruitment can also involve contacting passive candidates — those who aren’t actively looking for work.

Internal recruitment : This involves looking for candidates who already work for the organisation in a different role. Many companies choose to advertise the job internally before opening up the search to external candidates. This can allow them to save money since it typically costs less to promote someone than to hire a new candidate. 

What is selection?

Selection is the process of assessing candidates’ qualities, expertise and experience to narrow down the pool of applicants until you’re left with the best person for the role. This process usually involves conducting interviews and using various tests and assessments to evaluate each candidate. 

Why does recruitment and selection matter?

An effective recruitment and selection process allows companies to source, attract and identify the best candidates for every open role. This can help to reduce attrition, increase productivity and even improve the company’s bottom line. 

What is the difference between recruitment and selection?

Recruitment and selection are two different stages in the hiring process. Recruitment involves getting the job description in front of as many potential candidates as possible.

Selection is about narrowing down the pool of applicants until you’re left with the strongest candidate. Here are some of the main differences between recruitment and selection: 

Why optimal recruitment and selection is important

Here are four reasons why an optimal recruitment and selection process is key to an organisation’s success: 

1. Allows you to attract the best talent

An effective recruitment process connects you with top candidates. This is particularly important when you remember that around 70% of the workforce is made up of passive candidates, who probably wouldn’t come across your job openings without active engagement from your recruitment team. 

And it’s not just about finding the right candidates: a 2019 study found that almost half of jobseekers in high-demand industries had turned down a job offer because of a poor recruitment experience. A solid recruitment and selection process can help convince top candidates that you’re the right company for them. 

2. Reduces turnover and absenteeism

When it’s done right, a strong recruitment and selection process can improve employee engagement, reduce absenteeism and even increase retention. After all, when you find the right person for a role, there’s a much better chance that they’ll perform to the best of their ability and stick around for the long term (especially if you have great employee induction practices in place). 

3. Saves your organisation money

Leaving a role sitting empty for too long can be a big drain on a company’s finances. But according to a 2017 Harris Poll, the average cost of a bad hire is almost £15,000 . This means that both recruitment (which allows companies to find candidates for each open position) and selection (which ensures they choose the right candidate) help companies to save money in the long run. 

4. Creates a level playing field

By formalising the recruitment and selection process, you can ensure that it doesn’t leave room for unconscious bias on the part of hiring managers. This gives everyone with the right skills and experience the same opportunity to land a role, regardless of their background.

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6 steps in the recruitment and selection process

The recruitment and selection process can be broken down into six key steps: 

1. Create meaningful job descriptions

The first step in the process is to put together a clear and detailed job description for each role. This is the candidate’s first introduction to the role — and often to your organisation — so it’s important to get it right.

To ensure that you only receive applications from candidates with the right skills and experience, make sure your job description is as clear as possible about your requirements for the role.

2. Advertise postings in the right places

Next, you’ll need to publish your job description . For generalist roles, you could post it on general job sites, social media platforms like LinkedIn and your company careers site. For more specialist roles, you might want to investigate more specialised job boards.

If you want to advertise the position internally, you could also publish your job description in your employee newsletter, send it out by email or even post it on a physical notice board. 

3. Screen resumes thoroughly

Next, you’ll begin screening candidates against the requirements of the role so you can eliminate those who aren’t suitable. Many companies use blind screening to assess candidates at this stage.

This is when you view CVs or applications with identifying information removed so that characteristics like the candidate’s race, age, gender or socioeconomic background don’t affect your decisions. 

4. Schedule, host and evaluate interviews

When you have narrowed down your initial pool of applicants, the next stage is usually to interview the strongest ones. An interview is an opportunity to meet the candidates and get a better understanding of their capabilities. It also allows you to determine whether they’re a good fit for your company culture .

Depending on the seniority of the position, you might conduct several rounds of interviews with various stakeholders, eliminating the weakest candidates after each round.

5. Run various tests and assessments

Next, you’ll need to determine whether the remaining candidates have the right skills and qualities for the role. Depending on the nature of the role, you might decide to use: 

Personality tests: These are designed to test a candidate’s soft skills and determine how they will behave in certain situations. 

Knowledge tests: These present candidates with specific situations or questions that assess their expertise, training and experience. 

Psychometric tests: These are designed to assess candidates’ intelligence, and usually involve solving problems within a time limit. 

Technical skills assessments: These provide an objective assessment of candidates’ technical skills, making it easy to compare one candidate to another. 

6. Select and hire your ideal candidate

The final stage is to review the candidates based on the results of their interviews and any tests or assessments they have completed. This allows you to hone down your pool until you have the best person for the job. 

At this stage, you can extend a job offer to your chosen candidate. If they accept it, you’ll sign an employment contract together and they’ll begin working for you after they’ve completed their notice period in their current role. 

Now, you can begin onboarding. Don't forget to build and run a process that keeps in mind the big-picture (like access to the right technology) with the smaller nuances (like sending an automated introduction email ).

How does recruitment and selection work in nonprofits?

Finding the right people to turn your nonprofit’s mission into reality is often one of the most difficult parts of being a nonprofit organisation, especially with the limited budgets that many tend to have to contend with. 

Because of that, nonprofits must have a recruiting system in place that makes it easy to monitor each applicant’s progress and for key stakeholders and interviewees to be able to access the information they need quickly and easily. 

Nonprofits also need to be able to track which recruitment channels are performing best, so that they can adjust their spend accordingly to the job advertisement sites that are going to give the best return on investment for their already limited budgets.

Once a nonprofit has recruited a pool of applicants, selection involves the decision-making needed to narrow down that pool and find the applicants that are both the most invested in your mission and likely to bring the most impact with their skills. Even if applicants are ultimately not hired, it is worth keeping a talent pool for volunteering or future roles.

In a nonprofit, this process may also require additional screening such as police clearance, checking that they have adequate child protection training and similar checks that will ensure the people you are helping are protected. Find out how Personio supports nonprofits here .

Source, attract and hire candidates with Personio

Recruiting and assessing candidates is a complex process that involves many different stages. Thankfully, you don’t have to manage it alone. 

With Personio, you can create, publish and manage job descriptions effortlessly, and increase your reach by posting jobs across 15+ free job boards in just a few clicks. You can also easily create tailored careers pages to show off your employer brand, and manage everything from a convenient recruitment dashboard. 

Plus, our applicant tracking system (ATS) lets you keep track of every application from every channel in one place, and save time by automating key parts of the recruitment and selection process. 

Want to learn more? Book a free demo to see Personio in action. 

Streamline all your HR processes

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6.2: The Selection Process

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• Nina Burokas
• Lumen Learning

Learning Outcomes

• Discuss the selection process

There are four primary techniques for evaluating potential candidates, that also represent phases in the selection process:

• Evaluation by Association. Use the posting location—i.e., an industry or professional association-specific job site—as an initial screen.
• Application. Conduct an initial assessment based on review of a candidate’s cover letter, resume and application. May also include review of a candidate’s business (i.e., LinkedIn) and/or social networking (i.e., Facebook or Twitter) profiles. To avoid investing time assessing a candidate that isn’t viable, incorporate pre-screening questions that require the candidate to attest that he or she meets the stated minimum criteria. In this phase, the objective is to eliminate candidates that don’t meet the basic requirements for the position based on fundamental factors including minimum experience and education, salary expectations and/or willingness to relocate or meet work schedule requirements, if applicable.
• Assessment. Conduct a preliminary assessment of skills. This can be done in conjunction with or subsequent to the application review process. Depending on position requirements, a more in-depth assessment of a candidate’s level of skill and aptitude may be appropriate.
• Screening Interview. An initial telephone interview is a second level of active screening that’s used to assess the candidate’s objective and motivation, relevant education and experience and to get a sense for the candidate as a person. In the course of approximately 20–30 minutes, an interviewer can confirm application and resume details and assess a range of soft skills—for example, active listening and communication—as well as engagement and overall level of poise and professionalism. The objective is to eliminate candidates that don’t warrant the time and cost of an in-person interview or in-depth skills assessment.
• External Verification. Verify stated educational qualifications and check references.

Practice Question

https://assessments.lumenlearning.co...essments/18158

As mentioned in prior sections, many of these steps can be automated. HR infrastructure provider Ideal’s Head Data Scientist Ji-A Min notes that automating candidate screening can also solve the resume black hole or “ignore” problem, citing the statistic that, on average, 65% of resumes received for high-volume positions are never reviewed. [1] Given labor shortages and the cost of recruiting, that’s a critical break-down in the system. Min highlights the following benefits of automated candidate screening:

• Reduced time to hire—which also reduces the likelihood of losing talent to faster-moving competitors
• Higher candidate quality—based on review & ranking of all resumes received
• Improved candidate experience—allows for rapid identification of and engagement with the most qualified candidates as well as timely feedback to those who are eliminated (but may be viable candidates for future opportunities)

As Workforce Management Principal Analyst Cliff Stevenson notes, the benefits of automation are not only time savings; human capital management systems “also allow for the type of data collection and analysis that is intrinsic to the legalities of modern HR.” [2]

• Min, Ji-A. " How Automated Screening Solves the "Ignore" Problem. " Ideal. December 7, 2016. Accessed July 26, 2019. ↵
• Stevenson, Cliff. "Why is Automation So Important for Wage and Labor Law Compliance? Data Collection and Analysis." Brandon Hall Group. March 9, 2016. Accessed July 26, 2019. ↵

Contributors and Attributions

• Modification of Untitled. Authored by : Jhonatan_Perez. Provided by : Pixabay. Located at : pixabay.com/vectors/resume-unemployed-job-unemployment-2163673/. License : CC0: No Rights Reserved . License Terms : Pixabay License

Recruitment and selection

DEFINITIONS

Recruitment is defined as, “a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce.” Edwin B. Flippo defined recruitment as “the process of searching for prospective employees and stimulating them to apply for jobs in the organization.” Recruitment is a ‘linking function’-joining together those with jobs to fill and those seeking jobs. It is a ‘joining process’ in that it tries to bring together job seekers and employer with a view to encourage the former to apply for a job with the latter.

Recruitment and selection Policy of Robi company

As we know, Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters . It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. And Selection is a process by which candidates employment are divided in to two classes those who will be offered employment and those who will not.

Recruitment and selection is one of the most important for every employee. Cause by this company makes a person as the member of it. There is a general process of recruitment and selection that a company should follow. In Bangladesh perspective many company does not follow any specific process for recruitment and selection. There are lots of limitations a company face in case of recruitment and selection process. But the recruitment and selection process must be developed, modern and fair.

In ROBI recruitment and selection is done by a specific process and which is very much modern. It starts with the manpower requisition and end with appointment. And after that ROBI arrange various types of training and development program for the employees to develop their skill. In true sense ROBI follow a developed recruitment process for selecting right people in right place.

            Role of Human Resources in Recruitment & Selection Process:

In recruitment and selection process the main role is played by HR division. The process is start with manpower requisition and end with appointment.

When there is a need of manpower, the required department send the manpower requisition to HR consist the approval of MD.  Then HR starts the process. The process include some step or task that done by a sequential order. First step is manpower requisition. When the requisition comes HR starts sorting suitable CVs for that post. After sorting of CV the second step starts. The second step is written exam.

When a candidate passed the written exam then he or she gets call for interview. Generally the candidates have to face one interview but sometimes they have to face two interviews. After interview a candidate is selected by the interviewers. Then the selected candidate has to go for medical check up. Last of all he gets the appointment.

This is the procedure that ROBI HR follow to recruit people. Actually in ROBI the recruitment and selection is totally control by HR Division. HR Division makes the policy for recruitment and selection and also takes decision sometimes that a department required manpower. When the requisition comes HR starts the process.

HR also supervise that Recruitment and Selection are not simply mechanisms for filling vacancies rather they are viewed as the key factor for suitable placements.

For a better recruitment and selection process HR arrange done some task like

• Collecting suitable and better CVs
• Arranging written exam
• Arranging interviews
• Ensure medical tests
• Appointment letter and others

Basic Rule of Recruitment in ROBI

For recruitment ROBI HR follow some rules. These rules are set up by HR for better recruitment and selection. The rules are

• ROBI Recruitment is to hire the right kind of people at the right place selecting them through an effective process from a pool of candidates in the job market. Effective recruitment shall ensure the competency and high quality performance of the whole organization.
• Axiata (Bangladesh) Limited (ROBI) Recruitment does not allow any favor or preferential treatment to any one.
• No one who is below 18 years of age can be hired as an employee for ROBI on regular, contract or temporary status.
• Under no circumstances a regular or contract employee of any other organization is allowed to undertake regular or long-term contract employment in ROBI.
• The employment status can be changed from regular to contract or vice versa depending on the situation arising from Company need or a situation that arises on the ground of performance.

The Process of recruitment and selection at ROBI is consisting of number of sequential steps.  The following picture can show the process very clearly:

Figure: Recruitment & Selection Process at ROBI.

Recruitment Sources

First and foremost step of recruitment is collecting CVs from sources. There are two sources of recruitment:

• Internal source (within the organization)
• The external job market.

Internal Sources

For encouraging the internal candidate, job vacancies in ROBI may be advertised through internal notices to all Axiata (Bangladesh) Ltd (ROBI) employees. Recruitment from the internal source may be through Promotion or delegating individuals with new assignments.

In the case of internal sourcing, HR along with the concerned Division/Department will identify prospective candidates on the basis of Individual Capability matching with Competency/Role Profile and will conduct appropriate tests to select the most suited person. In internal source ROBI consider mainly three types of employees:

• Contractual

Contractual employees are those who are working in a contact of six months or one year. And part-time employees are those who work in Call Center. And also interns, after completing their internship and completing their graduation can apply for job.

External Source:

In short external sources mean collecting CVs from outside. ROBI collect a lot of CVs from outside. Recruitment from external sources will be through

• Executive search – for Senior Managers and Above Positions.
• Advertisements    – for managers and below positions.

The CVs are collect by following ways:

Advertisement

• Internet Job Sites

Employee Reference

Universities

• Career Fair or Job Fair

CV Box of ROBI HR:

   There is a Box for CV in ROBI HR. In that box anyone can drop his or her CV in anytime.From this CV Box HR sort out suitable CVs for the required position. This box is open for everyone who wants to drop their CV. Almost everyday this box get full of CVs. It contains about five hundreds of CVs. By this way ROBI HR collect a lot of CVs for job.

Advertisement is a well known and world wide accepted source of recruitment. Like other company ROBI also use this source for recruitment. The main rules for advertisement in ROBI are Newspaper Advertisement will be posted on the national dailies (maximum two). Advertisement texts must be in the prescribed and approved format of ROBI.

Internet advertisement is another new source of Recruitment. Now a day every employee has a website and they collect CVs by internet. Ever there is lots of job website and company can send advertisement over there.

Like other company ROBI also give advertisement over net. Generally ROBI gives advertisement in www.bdjobs.com. The interested candidates whose profiles match with the requirement can apply for job over the net. By this way ROBI gets many CVs.

Employee Referrals may be collected through circulation of advertisement to all employees. ROBI consider employees reference because it got some advantage,

The internal employees know how to do the work so he can easily understand who can do the work.

If an employee refer someone that means he knows about him better and that helpful for the company because ROBI believes employees cannot be harmful for company.

Universities are big sources of recruitment. There are many public as well as privet universities send CVs for job. When students completed their courses, universities send their CVs to ROBI for internship. And sometimes they send CVs for job also.

Career or Job Fair

This is another big source of recruitment. By participating in fair or sponsoring fair ROBI gets a lot of CVs. ROBI participate in many fair like

• IBA Fair 2006
• ROBI Career Fair 2007

Between them ROBI was the main sponsor of ROBI Career Fair 2007 in which the author (myself) got chance to participate. This fair was arranged by Dhaka University Finance Department and ROBI was the main sponsor of it. It was a grand branding for ROBI as well as ROBI got a lot of suitable candidate’s CV.

This is a great success for ROBI. Almost three thousands of CVs was in ROBI box when the fair over. The main theme of the fair was to encourage student to come to ROBI and drop CV in for job in ROBI. By this way ROBI HR collect CVS for job.

Other Sources:

Depending on the circumstances professional employment agencies, notice boards of technical universities like BUET/ KUET/ CUET/ RUET, other universities like IBA, NSU etc., and journals may be chosen for attracting applicants against job opening

Screening of Candidates

Following publication of Job Vacancy, concerned Divisional/ Department Head and HR Division will scrutinize the applications and short list candidates for inviting to oral interviews or written tests where applicable.

When screening the following criteria will be followed:

• For the Executive position, candidate must be at least graduate (from ROBI preferred universities)
• For Executive and above, candidate must have at least 2 nd class in all academic level. However, in case of competent candidates with strong experience in the relevant field such educational qualification may be relaxed.
• For Non-Executive permanent employees, minimum educational requirement is SSC.
• For Non-Executive contractual employees, candidate must be of class eight pass.

Written Exam

For every job ROBI HR arrange a written exam for candidates. The written exam is must for each and every candidate.

The written exam is called “General Ability & Psychometric Test”.  It contain two parts,

• G eneral Ability

In this section, the general ability of the candidate have been checked.

• Psychometric Test

This is one kind of physiological test by which the behavioral sides of candidates have been checked.

This is the way of written exam that taken by ROBI for job. It is a very important and useful way to find our good candidate from the all kind of candidate.

Oral Interview

For the oral interview, competency based structured interview will be conducted. The standard Interview Assessment Form along with probing questions will be supplied by HR Division.

Position specific structured interview with necessary Proving Questions and Assessment Form can also be developed/ used.

The oral interview may take place in different phases according to the decision of HR Division and concerned Division/ Department and on the basis of Position:

• Preliminary Interview:

Conducted by the respective immediate Manager, another member from cross functional area & HR.

• Second Interview or Final Interview:

Conducted by next level managers along with the respective Divisional/ Departmental Head..

• Interview of Key Position:

If the recruitment is for any key position/ AGM or above level a final interview must be conducted with the Managing Director.

Sometimes one interview makes the final result and sometimes there is two or three interview.

Interviews are arrange by HR. HR arrange interview for every post even for a tea boy and for a driver.

Generally these interviews are held in HR floor of ROBI. There is a separate room for interview.

These interviews are generally taken by managers of the required division and there must be an HR person in that interview. In interview the interviewer find out the fact candidate behavior as well as the ability of the candidate. Interviews also test the intelligence and smartness of the candidate.

Pre-interview Form

Before the interview the candidates will be asked for filling up the pre-interview Form (Appendix-RP-3), which will include all necessary information related to the candidates.

A Pre-Employment Form generally contain the following

Personal Information

• Father’s Name
• Mother’s name
• Permanent address
• Present address
• Date of birth
• Contact number
• Educational Background
• Job experience
• Practical Test

ROBI take some practical for the technical candidates. Basically technicians have to face this test. This test is called “tower Test”.

Tower Test is a practical test. In this test the candidates have to claimed up a technical tower which is twenty fit high. The reason of this exam, is to find is the candidates is able to claimed up a seventy five fit tower or may be more then seventy five fit tower.

This interview is generally taken by technical people. They find out about the technician can do that or not. They also ask questions about and select candidates who is suitable for the post.

Final Selection

From the interview some suitable candidates comes out. Once the final incumbent is selected, HR Division (Compensation & Benefit) will initiate the compensation Plan and will make offer/ process the appointment formalities. This time HR discuss about few things like:

• Terms and condition of company
• Salary and benefit
• Joinin Final Approval

Like the requisition for appointing candidate the approval of MD is needed. This time HR sends the approval to MD that these candidates are selected in interview for this position and they are going to appoint these candidates for the post.

Medical Test

When the MD approved the appointment of the candidate HR call the candidate for a medical check up. The candidates have to collect a letter for medical from HR and go for the medical test. The selected candidate must undergo a medical check up and subject to satisfactory medical report formal appointment letter will be issued.

Reference Checks

When a canidate is selected for the job, his or her given reference has been checked by HR. Reference check may be conducted by HR Division upon acceptance of offer. Subject to satisfactory response joining will be accepted

Appointment or Offer Letter

At last the after the medical test and reference checked, the offer letter for the candidate has been issued. After that the candidate gets the call that he or she has been appointed and he or she has to collect the letter from HR.

Acceptance of Offer Letter & Joining Procedure

The joining also has some procedure. In time of joining at first the candidates have accept the offer letter by signing it. Then he or she has to fill up some forms like,

–       HRIS form

–       ID Card form

–       Declaration

When all this formalities are over the candidate will become one of the member of Axiata and start working as an employee of ROBI.

Recruitment Cycle

Human Resources Division will take maximum 50 days to complete a recruitment process. The break down of the 50 days as follows:

Recruitment for Internship

Internship is one of the parts of graduation for student. In case of Bachelor of Business Administration and Master of Business Administration, it is an obligatory. For this reason Universities send CVs of student to ROBI for internship.

Recruitment of interns just like the recruitment of contractual. The candidates have to face the interview and if they get selected then they will appoint as intern. Generally for internship ROBI ask for CVs to the reputed Universities like Dhaka University, North South University and East West University etc.

The requisition for interns is send by the departmental head or the employee who need intern. When requisition comes HR sort CVs and then arrange interview.

 Reference :

*Robi customer care

*http://robi.com.bd/

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Home » Available Trainings » Recruitment and selection: Two pillars of human resource management

Recruitment and selection: Two pillars of human resource management

Behind every successful company, there are employees who work relentlessly to achieve company goals. The human resources department is often the first gateway to finding candidates who become these employees. This is done through the process of recruitment and selection.

What is recruitment and selection?

Recruitment and selection is the process of attracting and hiring the right candidates to fill vacancies in a company; these vacancies may need to be filled immediately or in the long term. For example, large companies such as Wipro and Infosys often hire several employees in advance for future projects. On the other hand, there may be an existing need for a cybersecurity expert which needs to be fulfilled as soon as possible. 

What is the difference between recruitment and selection?

Recruitment involves informing, attracting, screening, and interviewing candidates. Informing and attracting candidates can be done in the form of posting jobs or getting in touch with the candidates directly. The next step is selecting the right candidates from this pool of qualified candidates and hiring them.

Who is responsible for recruitment and selection?

Large organisations tend to have a team of recruiters consisting of technical recruiters, non-technical recruiters, recruiters for leadership roles, etc. In startups, there may be a smaller team that takes care of different kinds of recruitment. The task of recruitment can also be outsourced to agencies or external recruiters.

Besides recruiters, other team members who are involved in the hiring process include managers, leaders, or any team members who may work with the new hire.

What are the steps in recruitment and selection?

Although each company has a unique recruitment and selection process , there are a few steps that most organisations have in common.

1. Identifying the vacancy

The process of recruitment and selection begins with identifying the position that needs to be filled in the organisation. This can be done in many ways:

I) When an existing employee is leaving and a vacancy is created

A future vacancy is a clear indicator of where you need to direct your recruiting efforts. However, even in this case, you need to evaluate whether the position needs to be filled. While the role may have previously served the objectives of the company, this may no longer be the case, and you may not need to fill the vacancy.

II) There is an increase in the workload of existing team members

If the business is growing, then the existing members may be stepping up to meet the demands. This can be a sign that you need to create a new role.

III) Skill gap in the present team

While a skill gap may have been manageable in the past, the company may need niche employees to efficiently manage projects. 

2. Writing the job description

The crucial process of writing a job description can be divided into the following steps:

I) Conducting a job analysis

A job analysis consists of understanding the responsibilities of the job and the qualifications needed to perform them. 

You can do this by getting in touch with the person who has held the position before or the hiring manager. If it’s a new role and no one occupied the post before, you can get in touch with professionals from the industry through LinkedIn or email. This could also be good practice for roles that evolve according to industry trends. For example, a technical role today may need a different programming language than the one used a few years back.

II) Writing the job description in an understandable language

Once you know what to include, you can start writing the job description in a language that doesn’t make the candidate feel like they are reading a Shakespearean play.

III) Mentioning key details other than tasks

Besides mentioning what the candidate’s daily grind would consist of, include the compensation, benefits, and location.

To learn more, read how to write a job description that attracts the right candidates .  

3. Sourcing the candidates

The next step in the process includes attracting the candidates for the job, which can be done through the following means:

I) job advertisements II) posts on job portals III) passive recruitment IV) college campus recruitment V) employee referrals VI) career pages VII) social media VIII) industry-specific websites IX) college placements X) internal hiring XI) networking at industry-specific events

4. Preliminary screening

Once the candidates start applying for the job, the process of screening begins. Preliminary screening is done to ascertain that only candidates who meet the essential criteria move onto the interview stage. This helps both the recruiter and candidate in saving time.

Preliminary screening can consist of shortlisting resumes, brief telephonic/video interviews, and/or assessment tests.

Interviews typically consist of the following questions:

Tell me about yourself (if there was an award for the favourite recruiter question, then this would win by a huge margin) 

Why do you want to work for this company?

What are your salary expectations?

When can you begin working if you are hired for the role?

Why are you interested in this position?

What makes you a good fit for this role?

Assessments tests can be used to evaluate skills and aptitude. This could be in the form of direct skill-based questions or behavioral questions. Assessments are increasingly becoming a part of the recruiting process as they help avoid bias in the process.

Other than assessment tests, some profiles may benefit from assignments as a form of screening. For example, many employers assign writing topics to candidates for the position of content writer. 

5. Interviewing and selecting

Once you are certain that the candidate meets the basic requirements for the job, you can shortlist the candidate for the interview process, which can take different forms:

I) one-on-one interviews II) panel interviews III) group interviews

Depending on the number of candidates and the role, the interview process can take place in 2 – 3 rounds.

The final interview is followed by the process of selection wherein the recruiting team discusses whether the candidate is the right fit based on their skills, work experience, working style, etc.

6. Background and reference check

Once the recruiting team has selected the candidate, the next step in the recruitment process is making sure that there are no red flags in their background. For example, some employers check for criminal records. While organisations are increasingly hiring ex-convicts to give them a new start, background checks can help the companies in gauging the risks involved. Other things that employers generally verify include employment history, education credentials, and so on.

In addition to a background check, you may also perform a reference check. This involves getting in touch with the references mentioned by the candidate which can give insights about their working style and performance.

 7. Job offer extension

Once the company has run all the background checks, the candidate receives a job offer letter through mail or email. The job offer contains details regarding starting date, compensation, benefits, office hours, etc. If the candidate accepts the job offer, then you need to inform the other candidates about rejection as this comprises a critical part of the candidate experience.

8. Employee onboarding

After the candidate shares their acceptance of the job offer, the last step in the recruitment process is onboarding. 

Onboarding refers to the process that introduces new hires to their workplace and helps them feel integrated. This could include filling out the relevant paperwork, setting up office email, giving them necessary equipment, introduction to team members, meetings about job-related responsibilities, training, and cultural activities. While some companies may have a short onboarding process wherein the employees are swiftly introduced to things they need to know to get started, a longer onboarding processes tend to be more effective. Furthermore, a good onboarding process can increase the productivity of the new employee and improve the retention rate.

An effective onboarding process goes beyond filling out paperwork, showing the new hire around, and giving them the necessary equipment. This can include reaching out to the candidate before their starting date to welcome them into the team, introducing them to various departments, holding regular one-on-one sessions with the mentor, assigning a workplace buddy, setting expectations, etc. Simply put, an onboarding process can begin as soon as the candidate accepts the job offer and can last till the employee becomes productive. 

What are the challenges in recruitment?

Although each company faces unique recruitment challenges , there are a few common pain points:

1. Attracting the right candidates

While a job opening might receive several applications, it can still be hard to find the candidate with the right skill set and experience. 

This can be helped by trying out different recruitment techniques such as: 

I) Passive recruitment – This is the process of reaching out to candidates who may not be actively applying to jobs. According to a survey by LinkedIn, 70% of the workforce is made up of passive candidates who would change jobs if a better offer came along. You can approach these candidates through LinkedIn, social media, conferences, etc.

II) Unique benefits and perks – Your compensation package should not only include the salary but also show how candidates benefit from working at your organisation. For example, providing health insurance, unlimited time off, free meals, etc.

III) Employee referral program – In a good workplace, the employees tend to be the biggest brand ambassadors of the company. They are well aware of the company’s work style and culture and can recommend the right candidates to apply for jobs. You can leverage this by setting up an employee referral program. 

IV) Strong employer brand – An employer brand is worth investing your time in as it can attract the best candidates without you chasing them. Therefore, building a strong employer brand has become a key part of many recruiting strategies.

2. Hiring fast

There are various ways to reduce time to fill such as:

I) Building a talent pipeline

A talent pipeline consists of candidates who can fill a future position when the need arises. These candidates could be external passive candidates or internal team members who can be promoted.

You can create a talent pipeline by engaging with prospective candidates even before the company has an opening. These relationships can prove to be beneficial when there is a future job opening. 

II) Automating the process of resume screening Resume screening can be a time-consuming process when there are a huge number of applications. To make this process simpler and quicker, you can use an applicant tracking system that allows you to filter candidates based on certain keywords.

This can also help you rediscover candidates who may not have got an offer letter before but can be a good match now.

3. Eliminating unconscious bias

While every recruiter strives to find the perfect candidate, their decision to select one candidate over another may be biased rather than objective. For example, a recruiter may select a candidate because they went to the same college and have a lot in common. This is called an unconscious bias that the recruiter may not be aware of. 

It can lead to unfair treatment of candidates and can create a homogenous work culture. To avoid this, the recruiters have started incorporating the following practices:

I) Conducting structured interviews

A structured interview consists of the same set of questions in the same order for each candidate. By asking the same questions, you can objectively evaluate each candidate.

II) Making the interviewers’ aware of their unconscious bias

The first step to correcting a bias is acknowledging that everyone has their biases. So to begin with, you can take the Implicit Association Test .

III) Preparing through mock interviews

Conducting mock interviews before diving into actual interviews will help you become aware of your biases beforehand and prepare you to eliminate them.

IV) Writing inclusive job descriptions

Although you may be an equal opportunity employer, your job descriptions may still be brimming with words that favor one group over another. For example, you may be using the job title ‘salesman’ instead of ‘salesperson’. Or, you may be using only binary pronouns such as he/she instead of ‘they’. Moreover, research has also shown that using certain words like ‘ninja’ can discourage women from applying. Therefore, you need to review your job descriptions to make sure they are bias-free. To ease the process, you can use tools like alex that provide you with suggestions for an inclusive language.

4. Skill gap between applicants and the job requirements

Many jobs today require skills that are in shortage. There is a huge imbalance in the supply and demand of candidates, which could pose challenges for the company. One way businesses are combating this is by providing learning and development opportunities to their employees. This will not only help you bridge the skill gap at your company but it will also show the candidate that you care about their growth.

This was an overview of recruitment and selection. If you want to dive deeper into the world of HRM, then check out Internshala’s HR Management course . Use BLOG10 to get a discount of 10%.

Image credits: <a href=’https://www.freepik.com/vectors/business’>Business vector created by pikisuperstar – www.freepik.com </a>

<a href=’https://www.freepik.com/vectors/people’>People vector created by pch.vector – www.freepik.com</a>

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Unit 8: Recruitment and Selection - Assignment 1 (Distinction Example)

Subject: Business and finance

Age range: 16+

Resource type: Unit of work

Last updated

23 March 2024

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This essay is for Unit 8: Recruitment and Selection Assignment 1. This work covers all of the criteria required to achieve distinction (please have a look at the previews). I have had this module SV’d on numerous occasions, with work that follows the same structure as featured in this distinction example.

**Criteria covered: ** A.P1: Explain how a large business recruits and selects giving reasons for their processes. A.P2: Explain how and why a business adheres to recruitment processes which are ethical and comply with current employment law. A.M1: Analyse the different recruitment methods used in a selected business. A.D1: Evaluate the recruitment processes used and how they contribute to the success of the selected business.

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Unit 8: Recruitment and Selection - Assignment 1 and 2

This contains distinction examples for both assignment 1 and assignment 2 for Unit 8: Recruitment and Selection. The documents covers the following criteria: Assignment 1 Criteria covered: A.P1: Explain how a large business recruits and selects giving reasons for their processes. A.P2: Explain how and why a business adheres to recruitment processes which are ethical and comply with current employment law. A.M1: Analyse the different recruitment methods used in a selected business. A.D1: Evaluate the recruitment processes used and how they contribute to the success of the selected busines**s. Assignment 2 B.P3 Prepare appropriate documentation for use in selection and recruitment activities. B.P4 Participate in the selection interviews, as an interviewer and interviewee. C.P5 Complete a SWOT analysis on your performance in the interviewing activities. C.P6 Prepare a personal skills development plan for future interview situations. B.M2 In recruitment interviews, demonstrate analytical responses and questioning to allow assessment of skills and knowledge. C.M3 Analyse the results of the process and how your skills development will contribute to your future success. B.D2 Evaluate how well the documents prepared and participation in the interview activities supported the process for a job offer. C.D3 Evaluate how well the recruitment and selection process complied with best practice, drawing reasoned conclusions as to how it will support your future career.

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Assignment on HR Recruitment and selection

Added on   2021-05-31

   Added on  2021-05-31

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Recruitment And Selection Assignment Help

• Recruitment and Selection

A business is not just about a business model, it is a comprehensive project of different elements like finance, workers, supervision etc. If finance works as the lifeline for the business, the employees and workers work as the driving power of the business. Thus the staffing process is as important as the financial management process.

Staffing refers to the process of estimating manpower requirement, recruiting them, selecting them and appointing them to work. It basically means placing the right man at the right position for the right job.

"If you pick the right people and give them the opportunity to spread their wings—and put compensation as a carrier behind it—you almost don't have to manage them."

Staffing consists of four stages:

• Estimating manpower requirement : This means estimating or evaluating that how many people are required in the business to fill the job vacancy. It is the basic step which influences the whole staffing process. Any minor error in this regard will cause a huge cost to the business. The business can neither afford under-staffing nor over-staffing.
• Recruitment : recruitment means establishing the contact between the employers and applicants. It means the supply of information to the applicants who wish to undertake the job. Without recruitment nothing can be taken forward as the procedure is staffing will start only when there is application from the candidates.
• Selection : Selection means selecting the best candidates from the applicants who are eligible to get the job and have enough skills to work for the company. The selection process is a very sensitive process where the decisions are taken after lot of deliberations, discussions and verifications.
• Orientation and Appointment : After the selection the candidates are provided with the offer letter and called up for orientation. Orientation means making the employee know about the job profile, functions and making them acquainted with the business environment. Afterwards they are directed to work as per their work assignments.

Wish to take help in understanding Staffing Process? Visit assignmenthelp.net now. We can also help you in preparing for the interviews. Visit now.

The most vital elements of the staffing process are Recruitment and Selection. Let’s have a look at them in deep.

Recruitment And Selection Assignment Help By Online Tutoring and Guided Sessions from AssignmentHelp.Net

Recruitment and Selection Process:

The Recruitment process is the process of sensitizing the people wishing to apply for the job about the vacancies available in the job. This calls for the applicants to apply for the vacancies through a prescribed process. After this the selection process takes place where the applications are scrutinized, shortlisted, interviewed and the final decision is taken.

Generally, the Recruitment and selection process consists of the following:

(i) Identification of Job Vacancy : This means that the job vacancies are to be recognized in the business so as to know how many number of people are required to be hired. The different departments of business report about the vacancy they have in their respective departments and the qualifications they require in the personnel.

(ii) Enlisting the types of jobs : After the ascertainment of the vacancy of the job in the business it is assessed that what kind of employee is required to be hired. It is to be checked whether the full time employment is required or part time employment will work. The tenure of the job needs to be known as if it is a permanent job or temporary job.

(iii) Advertising the Job : It means communicating the requirement of job to the people. The job is advertised through various means like newspaper ads, TV Commercials, Online job portals or pamphlets. This calls the pursuant to apply for the job.

(iv) Filling up of job application forms : This means that the job application form has to be filled by the job applicant with proper information and resume. There must not be any forgery in the authenticity of the information.

(v) Scrutiny of Applications : Once the applicants are done applying, the applications are scrutinized by the HR department. The candidates who appear eligible and capable of the job are shortlisted and promoted to the next level of the selection process.

(vi) Written Test : The shortlisted candidates are then called up for a written test. These tests are to check the knowledge of the applicants in their respective fields. It ensures whether they have appropriate and effective knowledge. This can be checked only through the written test which covers all the technical, psychological and general knowledge of the applicant. If the selectors are satisfied with the knowledge of the applicant, they are promoted to next level of selection process.

(vii) Personal Interview : In the personal interview the personality and attitude of the applicant towards his peer crew and towards the job is tested. It is checked if he is capable enough to be undertaken for the job and if he will be compatible in the work environment of the company. Many of his personal traits get recognized using the interview like his fluency, demeanor and dedication towards the work.

(viii) Reference Check : The references of the selected candidates are also checked. The candidate’s information’s authenticity by contacting the references the candidate provided. The past detail of the candidate is checked. The information is collected from all the previous employers he has worked under. Only after proper scrutiny of the candidate, if the recruiters are convinced about the profile the selection decision is taken.

(ix) Final Selection Decision : The final selection decision is taken after taking into consideration every aspect. Either the application of the applicant is rejected or it is selected. If the application gets selected, the applicant is given the offer letter and on it acceptance the further formalities of the job are discussed.

(x) Placement : On completion of all the formalities, the applicant is given the placement and hence is known as an employee. The orientation and the job work follows the placement. The worker is hired and compensated for his work as per the terms of the agreement signed.

Sources of Recruitment:

There are 2 sources of doing Recruitment:

• Internal Source : The internal source of recruitment means when the requirement of personnel in the business is met by recruiting the person available in the existing business. It is just like taking the person from one department to another. It does not require much cost.
• External Source : The external source of recruitment means when the requirement of personnel is met in the business by conducting the general procedure of recruitment and selection i.e. advertising, application, scrutiny, test, interview and placement. It requires a lot of cost.

There are two kinds of candidates looking for the job:

• Active Candidates : The candidates who are actively looking for new jobs are called Active Candidates. This does not necessarily mean that the candidate is unemployed. These are the candidates who are not satisfied with their previous jobs due to the employer, quality of work, less responsibility or salary.
• Passive Candidates : The candidates who are employed and are not looking for the job. These are the people who while doing a job stick to it and don’t change. A business requires such candidates who when working with one person do not look for another job. This proves to be an asset for the business.

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Email Based Assignment Help in Human Resource Management - Recruitment And Selection

Following are some of the topics in human resource management - recruitment and selection in which we provide help:.

• Job Analysis
• Job Descriptions
• Job Specifications
• Sources of Job Information
• Forecasting
• Recruiting Human Resources
• Internal versus External Recruiting
• Lead the Market Pay Strategies
• Drafting a Recruitment Policy
• Contract-out the work
• Selecting the Employment Package
• Attracting the Applicants
• Internal Candidates
• Recruitment Advertising
• Cable and Wireless recruit on Internet
• Steps in selection Process
• Short listing
• Selection Testing
• Interviewing the Candidates
• Choosing the Successful Candidates
• Obtaining References
• Offering the Position

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MGMT448 Blog Posts

Week 1 – Blog Post: The Case for Recruitment & Selection

Two Main Questions:

#1: Why might organizations decide to allocate more resources toward marketing or product design rather than using those same resources to do a really good job in employee recruitment and selection?

#2: What are the potential strengths and weaknesses of an organization’s decision to not prioritize recruitment and selection in favor of a focus on other aspects of the business?

As for the first question, marketing and product design often provide more immediate and tangible returns for a business. This includes the direct profits from the selling of the company’s goods or services that it provides to customers for a price. Focusing on these aspects rather than employee recruitment and selection may result in a boost to sales and revenue in the short term. This may also result in an increase in visibility amongst the public, providing a competitive advantage in the long term given a successful marketing campaign or product launch. In highly competitive markets, businesses and organizations might prioritize product design and marketing to differentiate themselves and maintain their market share.

My counterpoint to why recruitment and selection is the most important within a business would be just that. In a competitive market with an existing pool of customers, focusing on marketing and innovation can be key to driving the business forward when in the mature stage of an organization’s life. New product design may extend the life of a company, further extending the time until their eventual decline amongst their competitors.

As for the second question, the major strength of this approach would be the cost-efficiency. The hiring, recruitment, and selection process can take a significant amount of time and resources, in addition to costing the business money by onboarding new hires. By not investing heavily in recruitment and selection, a business can utilize the resources elsewhere. There are major weaknesses to this strategy, however, including employee turnover and lack of talent diversity. When limited resources are put toward hiring good people for the right roles, more employees may leave or lose their jobs than are completing the work that needs to be done, resulting in major losses for the company. While it may seem more beneficial to divert resources toward product design and marketing in the long run, it seems to need to be a balance between each aspect.

2 responses to “Week 1 – Blog Post: The Case for Recruitment & Selection”

Test comment

focusing on the marketing and brand to advance the company’s productivity and market share is a great point. I think a company needs to ultimately provide a benefit and a quality service if it ever wants success. You can hire the best employees in the world, but if their product is no good, then what is the point?

Again, I agree with you on a balanced approach. Obviously, this isn’t a zero-sum-game, and companies can invest in both of these areas typically. I think each organization does this differently, and being self-aware and objective as a company to find the correct balance for their unique organization is what can make them really successful.

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