Recruitment and Selection Process

Recruitment and filling ProcessIntroduction Employees argon oneness of the close to heavy resources of either business, and so it is serious for makeups to put one all over a everlasting(a) enlisting and endurance process. This is to project that the best assertable give the gatedidate is arouseed to the post. on that point argon many an(prenominal) diametrical aspects to consider during the come inment and infusion process, and this analyze considers the issues that an system should consider as they search for seatdidates to farm. The responsibility for enlisting and choice lies predominantly with a kind-hearted Resources (HR) department (Armstrong and Taylor, 2014, p.248), although in many arrangings it is leafy vegetable for in operation(p) department heads to be involved in the process to ensure that skillful considerations atomic number 18 measureed during recruitment and selection. Organisations as well face the finality as to whether it is preferable to recruit internally or out-of-doorly, and at that place be advantages and disadvantages to some(prenominal) approaches. There are in like manner legal considerations associated with recruitment and selection which it is despotic that an organisation ties to (Aylott, 2014 p.11). Accordingly, this essay presents a logical judgement of best dress in recruitment and selection on a life-cycle basis, beginning with capriole skills analysis and concluding with the final selection process. Best Practice in Recruitment and Selection Torrington et al., (2011, p.157) explain that the counterbalance go in recruitment should be pragmatic and straightforward. It is master(prenominal) for the HR department to know how many people they strike to recruit, and the skills and capabilities that they moldiness possess. The easiest way to address this problem is to behaviour a seam skills analysis, carefully considering the content and requirement of transaction functions i ncluding an assessment of technical skills and to a fault intangible or softer skills such as communication, asylum or sales ability. Ideally cable skills analysis should be incorporate with a strategic assessment of HR requirements so that the organisation displace be confident that they pee the necessary skills contained within the kind-hearted race galactic(p) of the business to achieve large-term organisational objectives (Rivera, 2012b, p.75). Lievens and Sackett (2012, p.463) also recommend a capriole skills matrix to assess the future electromotive force force of communication channel functions and to tie this to future employee development opportunities. This is a matrix which lists the skills of employees against the skills the organisation requires or would comparable in the long term. Having assessed the functions of job partings it is then necessary to create a job translation and also a someone specification. These are deuce distinct documents alth ough they are often prepared together (Armstrong and Taylor, 2014, p.250). The job description describes the technical functionality of the section, being as precise and detailed as possible. The person specification addresses the intangible aspects of job functionality to ensure that any potential recruit will fit comfortably within the organisation and has the skills and attri exceptes which the organisation requires. Wilton (2013, p.158) emphasises that it is important for there to be a easily fit in the midst of an employee and the organisation, so that the employee feels comfortable in their job role and per homunculuss to the best of their ability. erstwhile the job description and person specification have been developed it is then possible to advertise the job role as the start pointedness in actual recruitment. At this point the organisation moldiness decide whether they should recruit internally or externally. Phillips and Gully, (2009, p.18) explain that internal r ecruitment brush aside be beneficial for a number of reasons. These include offering current employees opportunities for packaging or personal development, which is proven to motivate employees by demonstrating that there is an fortune for career progression. Also, recruiting internally whoremaster be considered as a disdain risk because the organisation is already familiar with the skills and capabilities of the employee. From a pragmatic horizon internal recruitment is also much cost-effective and quicker, so it is easier to suffer the job role with less risk to the business. However, disadvantages to internal recruitment keister include resentment on the part of employees who are non selected for the role (Phillips and Gully, 2009, p.20). Also, it may be the causal agency that the organisation is tone for specific skills in order to expand the business, and no employees already in the firm have this necessary experience or skill. In these instances it is therefore ne cessary to recruit externally. External recruitment can be more challenging. In the first instance it is necessary to determine whether the organisation will use in-house procedures for external recruitment, or alternatively make use of external sources such as recruitment agencies or headhunters (CIPD, 2013, p.1). This decision is often based on a combination of pecuniary considerations and organisational discretion. For example, if an organisation needs to recruit a large number of relatively junior roles then a recruitment mission may be the closely appropriate approach. Recruitment agencies are in all likelihood to have a large number of potential medical prognosiss on their books, and they can undertake much of the necessary background checks and initial skills assessments. This can be a highly resource intensive process which organisations may not be able to manage effectively, hence paying recruitment agencies becomes preferable. Rivera (2012a, p.1000) notes that over eon organisations can often establish relationships with preferred recruitment agencies so that the recruitment agencies become familiar with the job descriptions and person specifications, and this accelerates the process. Increasingly, organisations are also making use of online recruitment opportunities, and this is anformer(a) way of reaching a wide group of potential prognosiss in a cost-effective mien (Girard and Fallery, cited in Boudarouk and Ruel, 2009, p.39). Alternatively, if it is a particular propositionly high profile or specialiser role organisations may wish to make use of headhunters. These are ingenuous more costly but can be appropriate if the role is ripened or it is a new role which requires a particular skill cut back. Rivera (2012a, p.1001) explains that headhunters are more commonly used when there is a long lead eon for more senior(a) appointees and it is more important that they are a trusty cultural fit for the business. Furthermore, the more se nior the role, the greater the potential risk to the business in terms of financial expenditure. Therefore it can be preferable to use external sources to stimulate the most appropriate aspects. As noted previously there are also legal considerations as part of the recruitment process. These commence with the advert of the job role, which under UK and EU legislation must be on the whole non-discriminatory (Aylott, 2014, p.66). This includes wording of the advert for the role, and also the actual process of recruitment which must be entirely fair and transparent. This is another reason wherefore headhunters and recruitment agencies can be beneficial, as they can friend to ensure fond regard to legislation and regulation in this area. It is also worth noting that there are changes in progress within the regulation in this area nitty-gritty that candidates shortlisted for more senior roles must demonstrate gender parity (Aylott, 2014, p.67). Hence, headhunters can be helpful f or drawing up shortlists prior to the next represent of recruitment. Having drawn up a shortlist of potential candidates, either internally or externally, the next step in the process is to narrow atomic pile this shortlist. There are a number of possible means of doing this which can include call into questions, psychometric interrogation and assessment centralises (Breaugh, 2013, p.395). As might be imagined, each of these approaches has advantages and disadvantages, and it is also not uncommon to utilise these techniques in combination. The decision as to which type of recruitment method to adopt depends on the constitution of the job role and the potential risks associated with the job function (Hall et al., 2013, p.358). In any casing, it is absolutely imperative to ensure that there is wind up fairness and transparentness in the recruitment and selection process, not only because of the need to adhere to legislation and regulation, but also to ensure that each candid ate has a fair experience. This is because this has implications for long-term recruitment and selection of high calibre candidates (CIPD, 2013, p.1). Guion (2011, p.9) explains that interviews hang in as one of the most common forms of assessment when determining whether a candidate would be suitable for a job function. The length and vehemence of the interview depends on the disposition of the job function. As alluded to above, it is commonly the case that recruitment and selection is the responsibility of the HR department, although it is often the case that functional department heads are involved in the process to assess the technical competence and capability of the candidate. In any event the potential candidates should be assessed against the job description and person specification (as described above) and during the course of the interview it is sensible to take notes so that at a later stage the shortlisted candidates can be compared to one another (Chapman and Webste r, 2003, p.117). For some more senior roles it may be the case that more than one interview is conducted with different members of the organisation. Kline (2013, p.25) acknowledges that although interviews are very popular, there can be concerns with unintended preference, a concept known as the golden halo effect. This occurs when the interviewers subconsciously prefer candidates who they considered would be a good cultural fit. This is why it is important to have complete hydrofoil in the interview process. psychometric testing and dexterity testing are also extremely popular techniques for assessing potential candidates during the selection process. Suff (2012, p.9) explains that aptitude testing is an assessment of the numerical, verbal, and general logical reasoning capability of an individual. Psychometric testing is more intensive and includes an assessment of personality traits. Psychometric testing is not an exact science, but over time a large body of empirical data has been gathered which helps to increase the dependability of such testing. Generally speaking psychometric tests are a usable indicator of underlying personality traits, and can be a good means of an organisation assessing whether an individual candidate would be a good fit for the business. Cushway (2014, p.26) explains that psychometric tests can be useful if an organisation is looking to recruit an individual with particular personality traits in order to help generate a cross functional team. In contrast, Suff (2012, p.10) suggests that psychometric testing is more valuable as a supporting indicator, along with other selection techniques such as interviews and assessment centres. Assessment centres are the most intensive form of employee selection. They typically comprise a number of refined tests and presentations to simulate the likely working conditions and to assess how an individual performs under obligate and how they work in teams (Armstrong and Taylor, 2014, p.232). D uring the course of an assessment centre it is likely that the candidate will have to give a presentation, solve a problem with imperfect information (to simulate real-life), and also work in a team environment. Assessment centres are highly resource intensive but are considered to give the most accurate picture of how a candidate would be likely to perform if they were recruited to the organisation. The costs of running an assessment centre are high, so in the main they are reserved for more senior job functions, or for graduate recruitment schemes. They are also more commonly used by larger organisations that have the resources to fight down a endowment management pipeline (McClean and Collins, 2011, p352). Stahl et al., (2012, p.35) believe that assessment centres can be somewhat artificial as all the candidates are aware(p) that they are in competition for a defined number of job roles, and this may encourage them to distort their behaviour. Stahl et al., (2012, p.35) also be lieve that there is a greater risk of the golden halo effect during assessment centres as the assessors get to know candidates end-to-end the duration of the assessment centre. It is necessary to hang that references from previous employers or other respected individuals can play a small part in the recruitment and selection process. However, such is the nature of legislation relating to references, many organisations simply use them to verify that a candidate has been previously employed and that they do not have a movement to high levels of sickness absence or any other unmistakable undesirable tendency, for example an extensive disciplinary record (Torrington et al., 2011, p.182). As references must be entirely factual, personal observations of the previous employers are generally not found in references in the UK. Some organisations may also wish for shortlisted candidates to undertake medical checks. This is likely to be more common in job functions where there is either a particular medical need for high levels of health and fitness because the job is particularly strenuous, or because the organisation has a long-term commitment to employee health and well-being. In either event organisations are only likely to take up references and wait for medical checks for candidates whom they believe they will offer the job post (Torrington et al., 2011, p.183). Once the organisation has decided who they will recruit, it is necessary to draw up a get of practice, and to send a formal offer letter to the preferred candidate, context of use out the terms and conditions of employment. Aylott (2014 p.112) observes that it is surprising how many organisations do not retain good record-keeping in this regard, and it is imperative that if the candidate accepts the role they return a signed copy of the contract and terms and conditions. It is also good figure for an organisation to formally write to the un achievementful candidates and briefly explain why they were not recruited for the post (CIPD, 2013, p.1). This helps to improve the overall candidate experience indeed supporting the reputation of the organisation and wider marketplace. If job requirements change in the future, exerciseing a good relationship with potential candidates makes it is much easier to offer them a job role in the future (Klotz et al, 2013, p.110). Finally, Aylott (2014, p.32) explains that under UK legislation, unsuccessful candidates may exercising the right to challenge why they were not recruited for the role. This is why it is important to maintain scrupulous records throughout the recruitment and selection process and demonstrate complete fairness and transparency. As it may be some time between acceptance of the job post and the candidate starting in the role, then this is a good opportunity for the organisation to prepare the new employees inductance in advance. It is also best practice for an organisation to allow entry to the employee handbook when recruiting an employee. A good induction is one where the new employees has the opportunity to meet their colleagues and receive basic training in aspects such as health and safety and organisational systems (Covert, 2011, p.9). This is entirely pragmatic as it is an opportunity for subsisting employees to meet their new colleague, and also to ensure that the new employee has a primitive grounding in the organisation so that they become rapidly insert and are able to make a difference as in short as possible. This is often an issue for organisations as it can take time for new employees to become familiar with organisational culture. Therefore an induction is a good way of starting this process. Finally, the majority of new employees are likely to be operating under a probationary period in the first few months of employment. There are legal implications to this, meaning that it is important for an organisation to cl azoic set out their expectations for the new employee, a nd also to offer the employee as much help and support as possible in the early days of their employment (Cushway, 2014, p.34). It is in no partys interest for there to be a high turnover of staff. Not only because the recruitment and selection process is extremely costly and resource intensive, but also because it is also disruptive to an organisation and long-standing employees. Hence, it is preferable to invest the necessary level of resource, time and effort in recruiting the right employee in the first instance. Recommendations To summarise, the first steps in effective recruitment and selection are to establish the requirements of the job role, and also the preferred attributes of the individual who will eventually fulfil this role. It is important at this early stage to be as precise and as comprehensive as possible, and also to be aware of the need for transparency in the process. This is because the description and person specification not only form the foundation of the jo b advert, but also they become the benchmark against which potential candidates are assessed, and successful employees are measured (Guion, 2011, p.240). Although resource intensive, it is worthwhile to make pass time and effort refining the job description and person specification. Once the shortlist of candidates has been prepared, either from internal or external sources, it is necessary to assess all potential candidates to determine their suitability for the role (Phillips and Gully, 2009, p.17). There are several alternative means of achieving this including interviews, testing and assessment centres. As elucidated above, there are advantages and disadvantages to all of these methods, and this is why it is often the case that more than one technique is used. It is important to reiterate the grandeur of transparency and fairness throughout the entire selection process. Having selected a suitable candidate the organisation should then formally write to the employee enclosing the employment contract and terms and conditions of employment (Aylott, 2014, p112). An organisation may also wish to take up references and ask the candidate to have a medical assessment. It is best practice to formally communicate non-selection to unsuccessful candidates, as this is not only helpful for maintaining organisational reputation, it may have future practical benefit. Throughout the entire process of recruitment and selection scrupulous record-keeping is strongly recommended. Once a candidate has trustworthy a position of employment, it is then good practice to offer an induction period. This helps the new employee to settle in, and helps to increase productivity and issue employee turnover. Conclusions This essay has set out the current recommended best practice in respect of recruitment and selection. It has illustrated the complexity and resource intensive nature of the process, and also emphasised the importance of prior planning and preparation to ensure that th e most suitable candidates are shortlisted for the role, and that they have the necessary skills and attributes. As has been discussed throughout the essay, there are a number of alternative methods for actually selecting a candidate for the job role, and the tendency of which of these methods is used relies on the specifics of the job itself and also the long-term HR and human capital requirements of the organisation. In an ideal scenario, the recruitment and selection process is cross-functional in nature, involving both HR and department heads, and is also linked to the long-term strategic requirements of the business. Throughout the entire process it is imperative to maintain fairness and transparency, and to tenseness on recruiting the best possible candidate in order to reduce the possibility of subsequent employee turnover. References Armstrong, M., and Taylor, S., (2014) Armstrongs handbook of human resource management practice. (13th Ed) capital of the United Kingdom Koga n Page Publishers. Aylott, E., (2014) job law HR fundamentals. capital of the United Kingdom Kogan page. Breaugh, J. A., (2013) Employee recruitment. Annual surveil of psychology, 64(4), 389-416. Chapman, D. S., and Webster, J., (2003) The use of technologies in the recruiting, screening, and selection processes for job candidates, International daybook of Selection and Assessment, 11(2/3), 113-120. 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