Talent Management Recruitment and selection
Talent Management Recruitment and selection
The overall aim of the recruitment and selection process should be to obtain at minimum cost the number and quality of employees required to satisfy the human resource needs of the company (Amstrong’s 2006). The three stages of recruitment and selection (Amstrong’s 2006).
defining
requirements - preparing job descriptions and
specifications; deciding terms and conditions of employment
attracting
candidates - reviewing and evaluating
alternative sources of applicants, inside and outside the company, advertising,
using agencies and consultants
selecting
candidates - sifting applications, interviewing,
testing, assessing candidates, assessment centres, offering employment,
obtaining references; preparing contracts of employment. (Amstrong’s 2006)
People
resourcing
programme, which is derived from the human resource plan. In addition, there will be demands for replacements or for new jobs to be filled, and these demands should be checked to ensure that they are justified (Amstrong’s 2006). It may be particularly necessary to check on the need for a replacement or the level or type of employee that is specified. Requirements for particular positions are set out in the form of role profiles and person specifications. These provide the basic information required to draft advertisements, brief agencies or recruitment consultants, and assess candidates (Amstrong’s 2006). A role profile listing competence, skill, educational and experience requirements produces the job criteria against which candidates will be assessed at the interview or by means of psychological tests. (Amstrong’s 2006).
Role
profiles for recruitment purposes
Role profiles, as described the overall purpose of the role, its reporting relationships and key result areas. may also include a list of the competencies required (Amstrong’s 2006). These will be technical competencies knowledge and skills and any specific behavioural competencies attached to the (Amstrong’s 2006). The latter would be selected from the organization’s competency framework and modified as required to fit the demands made on role holders. For recruiting purposes, the profile is extended to include information on terms and conditions pay, benefits, hours of work, special requirements such as mobility, travelling or unsocial hours, and training, development and career opportunities (Amstrong’s 2006). The recruitment role profile provides the basis for a person specification (Amstrong’s 2006).
Person
specifications
A
person specification, also known as a recruitment, personnel or job
specification, defines the education, training, qualifications and experience.
The technical competencies as set out in the role profile may also be included.
A person specification can be set out under the following headings ( Munro
Fraser (1954).
●
technical competencies – what the individual needs to know and be able to do to
carry out the role, including any special aptitudes or skills required
●
behavioural and attitudinal requirements – the types of behaviours required for
successful performance in the role will be related to the core values and
competency framework of the organization to ensure that cultural fit is
achieved when selecting people. But role-specific information is also needed,
which should be developed by analysing the characteristics of existing
employees who are carrying out their roles effectively. By defining behavioural
requirements ( Munro Fraser (1954).
People
resourcing
possible
to elicit information about attitudinal requirements, what sort of attitudes
are likely to result in appropriate behaviours and successful performance. (
Munro Fraser (1954).
● qualifications and training – the
professional, technical or academic qualifications required, or the training
that the candidate should have undertaken
● experience – in particular, categories of
work or organizations; the types of achievements and activities that would be
likely to predict success
● specific demands – where the role holder
will be expected to achieve in specified areas, develop new markets, improve
sales, or introduce new system
●
organizational fit – the corporate culture and the need for candidates to be
able to work within it
●
special requirements – travelling, unsocial hours, mobility
● meeting candidate expectations – the extent
to which the organization can meet candidates expectations in terms of career
opportunities, training, security
The
behavioural and attitudinal parts of the person specification are used as the
basis for structured interviews. As reported by Competency and Emotional
Intelligence (2004), Britannia Building Society recruits on the basis of the
candidates’ attitudes first, and skills and abilities second. Developing the
process involved mapping the Society’s values to its core competencies,
identifying the sort of competency-based questions that should be asked by
interviewers, defining the typical types of responses that candidates might
make, and tracking those back to the values. ( Munro Fraser (1954).
Alternatively,
there are the traditional classification schemes although, these are no longer
so popular. The most familiar are the seven-point plan developed by Rodger
(1952) and the fivefold grading system produced ( Munro Fraser (1954).
major two type of Recruitment sources
Source:
(Amstrong,2006)
Technical
competencies
●
Essential in – all aspects of recruitment including test administration, interviewing
techniques, job analysis, inputting data to computers, administering fairly
complex paperwork processes.
●
Desirable in: – administering OPQ test, job evaluation, counselling techniques ,
conducting training sessions. (
Behavioural
competencies
●
able to relate well to others and use interpersonal skills to achieve desired
objectives
●
able to influence the behaviour and decisions of people on matters concerning
recruitment and other personnel or individual issues
● able to cope with change, to be flexible and
to handle uncertainty
● able to make sense of issues, identify and
solve problems and ‘think on one’s feet’
●
focus on achieving results
● able to maintain appropriately directed
energy and stamina, to exercise self-control and to learn new behaviours
●
able to communicate well, orally and on paper.
Qualifications/experience
● Graduate Member of the Chartered Institute
of Personnel and Development plus relevant experience in each aspect of the
work.
E-RECRUITMENT
E-recruitment
or online recruitment uses web-based tools such as a firm’s public internet
site or its own intranet to recruit staff. The processes of e-recruitment
consist of attracting, screening and tracking applicants, selecting, and
offering jobs or rejecting candidates. (Cappelli,
2001)
OUTSOURCING
RECRUITMENT
There
is much to be said for outsourcing recruitment – getting agencies or
consultants to carry out at least the preliminary work of submitting suitable
candidates or drawing up a short list. It costs money, but it can save a lot of
time and trouble. (Cappelli, 2001).
Using agencies Most private agencies deal with secretarial and office staff. usually quick and effective but quite expensive. Agencies can charge a fee of 15 per cent or more of the first year’s salary for finding someone. (Cappelli, 2001). It can be cheaper to advertise, especially when the company is in a buyer’s market. Shop around to find the agency that suits the organization’s needs at a reasonable cost (Cappelli, 2001). Agencies should be briefed carefully on what is wanted. produce unsuitable candidates from time to time but the risk is reduced if they are clear about your requirements (Cappelli, 2001).
Using
recruitment consultants Recruitment consultants generally advertise, interview
and produce a short list. They provide expertise and reduce workload. The
organization can be anonymous if it wishes. Most recruitment consultants charge
a fee based on a percentage of the basic salary for the job, usually ranging
from 15 to 20 per cent. The following steps should be taken when choosing a
recruitment consultant (Cappelli, 2001).
●
Check reputation with other users.
●
Look at the advertisements of the various firms in order to obtain an idea of
the quality of a consultancy and the type and level of jobs with which it
deals.
● Check on special expertise – the large
accountancy firms, for example, are obviously skilled in recruiting
accountants.
● Meet the consultant who will work on the
assignment to assess his or her quality.
●
Compare fees, although the differences are likely to be small, and the other
considerations are usually more important.
When
using recruitment consultants, it is necessary to:
●
agree terms of reference
● brief them on the organization, where the
job fits in, why the appointment is to be made, terms and conditions and any
special requirements (Cappelli, 2001).
IMPROVING
THE EFFECTIVENESS OF RECRUITMENT AND SELECTION
Human
Resource management approach can be adopted to recruitment, which involves
taking much more care in matching people to the requirements of the company as
a whole as well as to the particular needs of the job. And these requirements
will include commitment and ability to work effectively as a member of a team. (Townley
(1989).
Examples
of this approach in Japanese companies in the UK include the establishment of
the Nissan plant in Washington and Kumatsu in Newcastle. As described (Townley
(1989), both followed a conscious recruitment policy with rigorous selection
procedures. Aptitude tests, personality questionnaires and group exercises were
used and the initial pre-screening device was a detailed ‘biodata’-type
questionnaire, which enabled the qualifications and work history of candidates
to be assessed and rated systematically. Subsequent testing of those who
successfully completed the first stage was designed to assess individual
attitudes as well as aptitude and ability. (Townley (1989).
REFERENCES,
QUALIFICATIONS AND OFFERS
After the interviewing and testing procedure has been completed, a provisional decision to make an offer by telephone or in writing can be made. (Amstrong’s 2006). This is normally ‘subject to satisfactory references’ and the candidate should, of course, be told that these will be taken up. (Amstrong’s 2006). If there is more than one eligible candidate for a job it may be advisable to hold one or two people in reserve.(Amstrong’s 2006). Applicants often withdraw, especially those whose only purpose in applying for the job was to carry out a ‘test marketing’ operation, or to obtain a lever with which to persuade their present employers to value them more highly. (Amstrong’s 2006).
List
of Referances
Amstrong’s,
10th edition (2006) Houman resource management practice, handbook,
london
Gallie,
D, White, M, Cheng, Y and Tomlinson, M (1998) Restructuring the Employment
Relationship, The Clarendon Press, Oxford
IRS
(2004a) Recruiters march in step with online recruitment, Employment Review no 792,
23 January, pp 44–4
IDS
(2002) Human Resource Management Systems, IDS, London
IRS
(2004f) Agraphic illustration: getting the best from recruitment ads,
Employment Review no 805, 6 August, pp 42–48
Kearns,
P (2005b) Human Capital Management, Reed Business Information, Sutton, Surrey
Kearns,
P and Miller, T (1997) Measuring the impact of training and development on the
bottom line, FT Management Briefings, Pitman, Londo
Keep,
E (1989) Corporate training strategies, in J Storey (ed) New Perspectives on
Human Resource Management, Blackwell, Oxford
Kerrin,
M and Kealey M (2003) e-Recruitment: Is it delivering? Report No 402, Institute
of Employment Studies, Brighton
Recruiting is more complex today than it has ever been (Marie et al, 2010). Every vacancy is different and there are a number of sourcing options available to attract the right pool of candidates. Some roles will attract a large pool of candidates keens to work with the organization, whereas other roles will be more challenging due to specialists skill shortages. In this case, organization may be looking at developing relationships with potential future candidates (University of Otago,2020).
ReplyDeleteAccording (Gusdorf, M. L. 2008) Recruitment is the process of identifying, screening, shortlisting and hiring of the potential human resources for the purpose of filling up the positions within the organizations. It is the central function of human resource management. Recruitment is the process of selecting the right person, for the right position at the right time. The educational qualifications, experience, abilities and skills of the individuals need to be taken into consideration when recruitment takes place. It is the process of attracting, selecting and appointing potential candidates to meet the needs and requirements of the organizations. Recruitment takes place internally, i.e. within the organization and externally, i.e. from the usage of external sources. Internal factors include, the size of the organization, recruiting policy, image of organization and image of job. External factors include, demographic factors, labour market, unemployment rate, labour laws, legal considerations and competitors. Efficiency in the recruitment processes generates productivity and builds a good working environment and good relations between the employees Gusdorf, M. L. (2008).
DeleteWell with the dynamically evolving global regulatory measures and impacts to organizations by its internal and external environments, certainly exerts a high pressure on any organization’s HRM. Subsequently organizations tend to seek salvation methods to reduce work load associated to HR and measures to reduce the high costs around the division. One such is RPO. There are clear advantages as per RPOA such as; reduced recruiting costs, scalable recruiting capacity, a consistent and Predictable Recruit-to-Hire Process, increased candidate quality, increased hiring manager satisfaction and enhanced employment brand (Reilly, A 2012). Question arises, does this affect the organizational culture? Research done around the Swedish banks shows that it considerable impinge on effective orientation and performance orientation while motivation remains intact by RPO ( Masinovic, D 2010).
ReplyDeletei understand,
DeleteWhen HR planning indicates the need for additional labor, organizations have a
number of choices to make. This may be the first step in a full-scale recruitment and
selection process, but sometimes hiring additional employees is not the best method
to obtain additional labor. It may be appropriate for an organization to consider
alternatives to recruiting, such as outsourcing or contingent labor, instead of hiring
regular employees. If this is a temporary fluctuation in work volume, the simplest
solution may be part-time labor or overtime by existing employees. The costs of
recruitment and selection can be staggering; hiring new employees should occur only
after careful consideration and only when the organization anticipates a long-term
need for additional labor. Estimates on the cost to replace supervisory, technical and
management employees run from 50 percent to several hundred percent of employee
salaries.
Careful HR planning must consider the overall growth prospects of the
organization and accurate forecasting of future labor needs. Recruitment planning
begins only when other alternatives have been considered and eliminated Grensing-Pophal, L. (2002).
A talent management system must be worked into the business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the human resources department to attract and retain employees, but rather must be practiced at all levels of the organization. The business strategy must include responsibilities for line managers to develop the skills of their immediate subordinates. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the overall organizational objectives (Josh,2012)
ReplyDeleteThis comment has been removed by the author.
ReplyDeleteYes, talent management must be practiced at all the level of employees and every employment process. However HR plays vital role in talent management as they are responsible to hire suitable candidate with needed skills and knowledge and keep them updated via training and development programme. Kearns, P (2005b)
DeleteCappelli (2001) stated that, “the adoption of e-recruitment is about more than just technology.” According to his point of view it is not only the technical capabilities and knowledge of a company have to revised and deepened, but also the workforce. For instance, companies should train HR staff to deal with Internet communication issues, or provide educated staff to support the employees during the transition (Holm, 2012; Kim & O'Connor, 2009). Lou Adler, CEO of POWERhiring.com, which is an online hiring system, claims that online recruiting requires different qualities from the HR staff than its more traditional functions (2001).
ReplyDeleteOnline recruitment or E-recruitment is the practice of using technology and part Web-based resources for tasks involved with finding , attracting, assessing, interviewing and hiring new per sonnel. E-recruitment includes practices carried out by the organization using technology, particularly web-based technology for the purpose of identifying and attracting potential employees. Through e-recruitrnent employers can save resources by reaching larger number of potential employees and facilitation of the recruitment process like using assessment tools incorporated into recruitment software. The purpose of e-recruitrnent is to make the processes involved more efficient and effective, as well as less expensive. Online recruitment can reach a larger pool of potential employees and facilitate the selection process. (Avinash S. Kapse Vishal , 2012)
Delete