Organizational Strategy
Discuss about the Fundamentals Of Recruitment And Selection Process.
This report is on the fundamentals of recruitment and selection process. In order to provide an insight into the study, relevant topics have been covered such as organizational strategy, talent management, recruitment and selection, employee engagement, legal considerations and job analysis. Various definitions of these topics have been provided in addition to their advantages and disadvantages. The report has also underscored the significance of aligning organizational strategy with recruitment and selection.
This is a set of actions an organization plans to undertake in order to achieve long-term goals (Fairholm, 2009).
Recruitment is the search for and acquisition of a pool of candidates with the required skills, knowledge, and expertise to fill given job vacancies. On the other hand, selection is the process of picking up the more potential candidates from the recruited pool (Rees & Rumbles, 2010).
Aligning Organizational Strategy with Recruitment and Selection process
Advantages
- Leads to business growth since the hired employees will be working towards a common goal of achieving organizational goals
- It helps to define the nature of the candidate required to fill the positions
- Improved operating profits because it leads to a stable and developed workforce
- Optimized talents and skills because work is comprehended and roles clearly defined, as a result, the HR is aware of the talent needed and the key candidates to maximize skills (Lengnick-Hall et al., 2009).
Consequences on non-alignment
- Retarded business growth because selected employees will not be working towards a common goals
- There is wastage of resources and skills because the hired employees are not cognizant of their talents and
- A workforce that is not unidirectional and unstable will obviously lead to low profits and even business closure (Brewster, 2017).
Steps to align organizational strategy with recruitment and selection
- Assess current HR capacity
- Forecast HR requirements: demand and supply forecasting, matching demand and supply
Develop talent strategies
- Recruitment and selection
(Wright & McMahan, 2011)
Talent Management and Employee Management
Talent management comprises of all that an enterprise undertakes to recruit, retain, improve, compensate, and inspire its workforce to do their best (Christensen Hughes & Rog, 2008). Whereas, employee engagement is examines the willingness of an employee to incorporate his skills, experience, and effort into achieving the mission of the organization (Frei, 2008).
Talent Management, Recruitment and selection.
Silzer & Dowell (2009) defines talent management as the strategic management of the flow of talent in an organization. Its aim is to make sure that there is the supply of talent in the organization in order to align the right individuals with the right task at the right time in accordance with the enterprise strategic organizational objectives. Now, the availability of talent in the organization is accomplished through recruitment and selection process. Through recruitment, the right pool of candidates is obtained, and selection ensures that the most competent and talented candidate is selected in line with business goals.
Distinction between Recruitment and Selection Process
Recruitment is the process of searching for prospective workers and encouraging them to apply for the available vacancies and is carried out by personnel department comprising of staff officers. Whereas, selection is the process of choosing a competent candidate who is deemed appropriate to a given task and can meet performance goals, and it is a line function carried out by a specific department with job vacancy (Kumari, 2012).
Recruitment and Selection
Impact of Hiring Practices on Employee Engagement
Hiring practices that are deemed informational and helpful to the candidate affect their future engagement because they develop a positive attitude towards the management of the organization as caring. As a result, the employees are motivated to engage themselves to work through investing in time, energy and knowledge (Alfes et al., 2013). Additionally, the hiring practices are signs to the employees whether they will be retained in the workplace for long or not (Gruman, & Saks, 2011).
The federal legislation on recruitment and selection process deals with issues such as rights and responsibilities of the employer and employees, health and safety at the workplace, equality in all aspects including payment, recruitment, and selection.
Employer Obligations
- Duty to reward the employee the consented amount as long as the employee adheres to work policies
- Observe health and safety regulations
- Provide employees with right information regarding rights under their contract
(Briscoe, Tarique, & Schuler, 2012).
Provincial (state) and Federal perspectives of HR legislation
Similarities
- Both state and federal laws are made to regulate hr practices
- Both state and federal governments make legislations on HR practices
Differences
- Federal laws on HR encompass all states whereas state laws are restricted to local states
- Federal legislation tend to focus on a wider perspective of HR practices whereas the provincial laws are more categorical and address specific issues.
- The state laws have their own employment regulations on issues such as labor retentions, employee criminal records etc and their applications are restricted within the state, whereas, the federal HR laws are applicable to all states (Pynes, 2008).
Legally defensible
- Legally defensible is a term used to describe actions taken by organization whether they can withstand legal scrutiny, as a demonstration that it has undertaken all it can to protect itself and its assets so as to develop long-term value.
- Legally defensible hiring decisions are important because they protect the company from legal suits which can become costly to the company. Additionally, it preserves the company’s reputation as one that is not discriminatory in handling its employees thus attracting a pool of talented employees who increase the organization’s performance (Patterson, Ferguson, & Thomas, 2008).
Hiring decisions can be made defensible in the following ways:
- Improving consistency
- Routine review of the process of hiring
- Review of the laws on hiring
- Job analysis
Job analysis is a formal system created to ascertain the roles that employees can actually undertake in their work.
Importance of job analysis process in relation to recruitment and selection
- It gives insight to the recruiting team on the qualifications to look for in a candidate thus matching the right candidate for the right job
- Job analysis generates the roles and responsibilities of a given employee of a given position which is fundamental to advertisement and recruitment
- Job analysis helps in aligning interview questions with the screening tools. Thus making the process of selection more effective (Patterson, Ferguson, & Thomas, 2008).
Job analysis methods (Cascio, 2018).
- Interview method
- Questionnaire method
- Observation method
Ensuring legal defensibility of job analysis process
A job analysis process can be legally defensible by adhering to the HR Practices that are in accordance with the legislation and laws on human resource management (Patterson, Ferguson, & Thomas, 2008).
Knowledge
- Sales and marketing
- English language
- Administration and management
- Communication and media
Skills
- Critical thinking
- Active listening and hearing
- Reading comprehension
Abilities
- Oral expression and comprehension
- Written comprehension
- Deductive reasoning
- Written expression
Work Context
- Electronic mail
- Face to face discussions
- Telephone
(O*NET Online, n.d. and Government of Canada, n.d).
Advantages
- They provide quick information on given job classifications
- They are beneficial for interviewees and interviewers during and when preparing for the interview
Disadvantages
- They may provide misleading information which may be catastrophic to individuals and organizations
- They provide general information which cannot wholly be applied to different organizational contexts
Conclusion
Recruitment and selection process is very central to organizational operations and success because it determines the kind of workforce in an organization, who in the actual sense run the business. Additionally, recruitment and selection significantly affect talent and employee management. Each federal and provincial government has legislation that govern recruitment and selection, and the organization should ensure that the process is legally defensible. It is therefore important that organizational strategy is aligned with recruitment and selection process.
References
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.
Brewster, C. (2017). The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35). Routledge.
Briscoe, D., Tarique, I., & Schuler, R. (2012). International human resource management: Policies and practices for multinational enterprises. Routledge.
Cascio, W. (2018). Managing human resources. McGraw-Hill Education.
Christensen Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757.
Fairholm, M. R. (2009). Leadership and Organizational Strategy. Innovation Journal, 14(1).
Frei, F. X. (2008). The four things a service business must get right. Harvard business review, 86(4), 70-80.
Government of Canada. (n.d). Retrieved from https://noc.esdc.gc.ca/English/home.aspx
Gruman, J. A., & Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 21(2), 123-136.
Kumari, N. (2012). A Study of the Recruitment and Selection process: SMC Global. Industrial Engineering Letters, 2(1), 34-43.
Lengnick-Hall, M. L., Lengnick-Hall, C. A., Andrade, L. S., & Drake, B. (2009). Strategic
human resource management: The evolution of the field. Human resource management review, 19(2), 64-85.
O*NET Online. (n.d).Summary Report for marketing manager. Retrieved from https://www.onetonline.org/link/summary/11-2021.00
Patterson, F., Ferguson, E., & Thomas, S. (2008). Using job analysis to identify core and specific competencies: implications for selection and recruitment. Medical Education, 42(12), 1195-1204.
Pynes, J. E. (2008). Human resources management for public and nonprofit organizations: A strategic approach (Vol. 30). John Wiley & Sons.
Rees, G., & Rumbles, S. (2010). Recruitment and selection. Rees, G. and French, R. Leading, Managing and Developing People, 169-190.
Silzer, R., & Dowell, B. E. (Eds.). (2009). Strategy-driven talent management: A leadership imperative (Vol. 28). John wiley & sons.
Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: putting ‘human’back into strategic human resource management. Human Resource Management Journal, 21(2), 93-104.
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
