Recruitment and
Selection Methods
Recruitment methods as identified by (Torrington, Hall and Taylor,
2005) could be broadly mentioned as follows.
·
Internal
Recruitment-filling a job vacancy internally from existing employees. This
could be done by way of a transfer, job rotation or a promotion.
· External Recruitment-
calling for applications for a job vacancy externally using Advertisements in
press, business journals, electronic media, corporate web sites, liaison with
education institutes such as universities, colleges, executive recruitment
agencies and consultants, word of mouth. Under external recruitment 2 most
commonly used techniques are:
1.
Recruitment
Advertising-using an external recruitment advertising agency who are experts in
drafting job vacancy advertisements and know how to select suitable media to
communicate and attract applications for vacancy/vacancies to be filled in an
organization. This method is often cost effective as opposed to head hunters
and recruitment consultants.
2.
E-Recruitment-with the
low cost, innovative use and popularity and success of social media networks
websites, Internet and mobile technology platforms are widely used as a
recruitment method across the world (Newell-Brown and Swain, 2009).
Employer Branding is a concept in recruitment which is in simple
terms describes a symbol of an identity and promise of delivery of functional
benefits( such as high remuneration ,excellent working environment and cutting
edge technology) and emotional benefits (such as values driven from total work
experience , satisfaction from the work performed ,recognition from
colleagues/society and belief of the quality ,purpose and value of the organization work for) which lure quality and
skilled applicants to apply for existing/potential vacancies of an organization
(Barrow and Mosley, 2005).
Redman and Wilkinson (2006) recognizes four main selection
methods. They are;
1.
Structured Interviews –
One of the most commonly used selection methods. Same sorts of questions mainly
based on behavioral (hypothetical situation and ask how the candidate would
react to it) and situational (how the candidate has reacted to an actual
situation experienced) perspectives are asked from all the candidates and they
are assessed based on same dimensions.
2.
Biographical
Measures-Using past behavior of a person as the basis to predict future
behavior to select the right candidate.
3.
Psychometric Tests-Deals
in two type of tests used for selection. Cognitive Tests which examine general
intelligence and Personality Tests which examine the personality traits of a
candidate (since personality differs from one person to another initially there
was low validity for this type of tests which were later changed due to
emergence of models such as “Big 5” personality traits namely openness,
conscientiousness, extraversion, agreeableness and neuroticism).
4.
Assessment or
Development Centres-This method uses variety of exercises over a given period
of time to assess (by a group of assessors who rate the candidates)
competencies of candidates in a small group which are relevant to perform a
particular job in an organization. Exercises might include: a group
decision-making exercise, a presentation, a role play, an in-basket test,
psychometric tests and interviews. Increased usage of this method is seen
especially among large organizations due to relatively high level of predictive
validity and fair and thorough by candidates.
List of References
Barrow, S. and Mosley, R. (2005). The Employer Brand:Bringing
the Best of Brand Management to People at Work. 1st ed. West Sussex: John
Willey & Sons Ltd.
Newell-Brown, J. and Swain, A. (2009). THE
PROFESSIONAL RECRUITER'S HANDBOOK:delivering excellence in recruitment practice.
1st ed. London: KOOGAN PAGE.
Redman, T. and Wilkinson, A. (2006). CONTEMPORARY HUMAN
RESOURCE MANAGEMENT:Text and Cases. 2nd ed. Essex: Pearson.
Torrington, D., Hall, L. and Taylor, S. (2005). Human Resource
Management. 6th ed. Essex: Pearson.
Generally in selection tests organizations expect applicant's knowledge and skill sets required by the job role. However, some companies extend this selection test to identify the level of personality, physical and natural abilities as well (Gusdorf, 2008).
ReplyDeleteThanks, Prabath for your comment. Selection tests are used to identify applicants’ skills such as aptitude, personality, abilities, honesty and motivation that cannot be determined by any other selection method. Properly designed selection tests are standardized, reliable and valid in predicting applicants’ success on the job (Gusdorf,2008).
ReplyDeleteThe tests used in selection could be broadly categorized as follows according to Akrani (2011).
• Intelligence Test
• Interest Test
• Performance Test
• Personality Test
• Projective Test
• Aptitude Test
• General Knowledge Test
• Perception Test.
A close combination can be observed in the comparison of the internal recruitment and the human resource planning, work analysis, job design and human resource development (Muscalu 2015)
ReplyDeleteYes, Dishan according to Dessler (2017), when we think recruitment we normally think about fascinating advertisements and recruitment agencies and websites. However internal recruitment could be termed as the best source due to following reasons;
ReplyDelete• Availability of tested knowledge on candidate’s strengths and weaknesses, as the employee has been working for the organization for some time.
• Current employees may also be more committed to the company.
• Morale and engagement may rise if employees see promotions as rewards for loyalty and competence.
• Inside candidates should require less orientation and training than outsiders.
• External hires tend to come in at higher salaries than do those promoted internally. Some apparent “stars” hired from outside may turn out to have excelled more because of the company they came from than from their own skills
However if an organization need the services of specific skills which are currently not available or need to embark on a drastic change management or face a situation in which current succession planning or skills are inadequate, hiring externally may not be evitable.
Hi Kumar,
ReplyDeleteAdding on to people resourcing, though the Five Fold grading system is a traditional classification, which is less popular in today’s context, it covers the following important factors (Armstrong, 2006);
1. Impact on others
2. Acquired qualifications
3. Innate abilities
4. Motivation
5. Adjustment
Ashanthi, Five-Fold grading system introduced by Munro-Fraser could be used for preparation of person specifications in preparing job descriptions and specifications in the recruitment and selection process. As stated by Cushway (2006), it is complimentary to job description which describes the content of the job, person specifications describe the desired characteristics of the person required for the job.
ReplyDeleteIn addition to internal recruitment: Armstrong (2000a), proposed that first consideration should be given to internal candidates, although some organizations with powerful equal opportunity policies (often local authorities) insist that all internal candidates should apply for vacancies on the same footing as external candidates.
ReplyDeleteHi Anne, many organizations opt for internal recruitment mainly due to following benefits as per SHRM(2018).
ReplyDelete• Less expensive
• No requirement for extensive training
• Quicker
• Have the support of superiors and ready availability of performance review documents
• Availability workplace connections and knowledge of the corporate culture
• Boost employee morale
SHRM adds on stating that employers use external recruitment to attract individuals with the necessary skill sets that are not found in-house or when seeking to grow the business or take it in a different direction. A fresh perspective is one benefit of bringing someone new into the organization.
In addition (Price, 2007).defines that this is the process of retrieve and attract of the good applications for the requirement of the recruitment and selection process and that the requirement is not a simple selection procedure and this requires discussions and broad planning of the management in order to select and appoint the most suitable employee who would be best for the corporate culture and the ethics of the company.
ReplyDeleteYes Shamalka, I agree with your comment. Recruitment and Selection is not a just a process to hire employees to an organization. As per Australian Human Resource Institute-AHRI (2019), it is a strategy which is paramount to the success of any organization. The recruitment and selection function can become a costly and inefficient process if not approached in a systematic and proactive manner. A recruitment and selection strategy:
ReplyDelete• Ensures the organization has the necessary skills, knowledge and attributes to meet current and future strategic and operational requirements
• Ensures supply meets demand requirements of human resource
• Increases the pool of potential applicants which provides the greatest opportunity to select the best people for the required roles in an organization and Improves the selection process by ensuring that only those applicants that meet the requirements of the position are selected for further investigation
• Can impact on the likelihood that a suitable candidate will accept a job offer
• Increases organizational effectiveness
According to Vyas (2011) the current trend is that organizations are looking for ways to reduce time and effort in hiring and selection processes. However, Munyon, Summers, Ferris and Gerald (2011) admonished recruitment and selection methods should convert to competitive advantage of an organization. Devaro (2008) indicate Recruitment strategies can have positive results for organizations. Using quality systems in recruiting and selection helps organizations grow as they can find the right talent to fill that gap
ReplyDeleteHi Rukshan,on the comment on reducing time, cost and effort in the recruitment and selection process,the concept of "contingent workers" has gained popularity in the recent past. Deloitte (2019) observes , the Businesses have dramatically increased their use of contingent workers over the past decade as they struggle with rising labor costs and the need for a workforce that can quickly adapt to market conditions. Contingent workers are not on the company payroll but provide services to an organization, such as contractors, consultants, temporary workers and advisers. Fournier (2018) feels contingent work force must be hired with an eye for future recruitment and selection on a permanent basis. She points out it will give following benefits to an organization.
Delete• Determining a candidate’s suitability
• Reduce costs
• Employers/Employees get the chance to evaluate their fit
• Build a blended workforce
Hi Suresh, As described by Armstrong (2014), a survey conducted on 2006/7 has revealed that emotional intelligence and competency should be applied 85% during recruitment and selection for better results and about 95% of the responded participants used behavioral competencies, and 66% used technical competencies.
ReplyDeleteHi Prasad, it is a fact that more and more organizations looking at recruiting people for their soft skills. According to Half (2018),researches show 60% of businesses agree that emotional intelligence (EQ) is an important trait for employees to have. Those with a high EQ will typically have excellent emotional awareness, will be able to harness their emotions for creative tasks and problem solving and can manage their emotions in a mature, constructive way. He further opines digital transformation which has taken the world of work by storm and its impact on hiring has been drastic. A rise in demand for professionals with the necessary digital skills has caused an industry-wide skills shortage. Despite same emotional intelligence has been identified as a skill that comes with added benefits, such as better team collaboration, better leadership and higher morale.
ReplyDelete