Effectiveness of the Recruitment and Selection Process of the Organizations

 

Effectiveness of the Recruitment and Selection Process of the Organizations

 

At present competitive market, organizations face different types of challenges within the recruitment and selections functions. Herein the recruitment and selection is a core part of Human Resource Management (HRM) , where it cannot be deviated from the mainstream. Due to that, as scholars pointed out , recruiting and selecting a wrong person, or “not suitable candidate” will be adversely effected to the goals of the Organization , thus leads to collapse the establishments (Armstrong and Taylor, 2014). Mullins (1999) indicated that to be a high performing organization, HRM must be able to assist the organization to place the right person in the right job. Therefore, the HR process will be a combination of recruitment, selection, placement, evaluation, training and development, compensation and benefits, and retention of the employees of an organization Mullins (1999) . Therefore, modern organizations have developed human resource information systems that support: (i) recruitment, selection, and hiring, (ii) job placement, (iii) performance appraisals, (iv) employee benefits analysis, (v) training and development, and (vi) health, safety, and security (Burack and Elmer ,1980)

To ensure the employee performances and positive outcomes of an organization ,the recruitment and selection play an important role. It is often claimed that selection of workers occurs not just to replace departing employees or add to a workforce but rather aims to put in place workers who can perform at a high level and demonstrate commitment (Dessler, 2000). According to Odiorne (1984) pointed out that the quality of new recruits depends upon an organization's recruitment practices, and the effectiveness of the selection phase is depends  upon the caliber of candidates attracted. Smith et al. (1989) argue that the more effectively the recruitment stage is carried out, the selection process becomes less important.

Odiorne argued that (1984), the labour turn over will reduce by the effective recruitment and selection and the effective recruitment and selection increases the employee morale. Recruiting ineffectively is costly, since poor recruits may perform badly and/or leave their employment, thus requiring further recruitment or start the cycle again will cost to the organization (Armstrong and Taylor, 2014).

 

 

 

Dessler (2000) lists the essence of proper recruitment and selection process as ;

·         Build a pool of candidates for the job

·         Have the applicants fill out application forms

·         Utilize various selection techniques to identify viable job candidates

·         Send one or more viable job candidates to their supervisor

·         Have the candidate(s) go through selection interviews

·         Determine to which candidate(s) an offer should be made

 

A number of recent studies have suggested that some recruitment methods are more effective than others in terms of the value of the employees recruited. In that light, Miyake, (2002) indicated that while advertising is usual for job vacancies, applicants were sometimes recruited by word of mouth, through existing employees. Besides being cheaper, the “grapevine” finds employees who stay longer (low voluntary turnover) and who are less likely to be dismissed (low involuntary turnover). People recruited by Word Of Mouth (WOM) stay longer because they have a clearer idea of what the job really involves (Miyake, 2002).

Burack and Elmer (1980) argues, employee performance differences, employee tune over differences, job satisfaction levels are are linked significantly with the Recruitment sources. Her ranked the top three recruitment sources as employee referrals, college recruiting and executive search firms. To asses the recruitment of new graduates, Kersley et al (1997) were arranged a research and found that the students planning to enter professions,anticipating to effective job performances and in particular the effects of recruitment and selection experiences on career expectations and orientation. They agreed that the nature of students’ job search activity, the possession of relevant work experience, and exposure to employers through recruitment and selection activities may form part of the “evolving sequence of a person’s work experiences” which contributes to anticipatory socialization.

 

Delery and Doty (1996) argued that providing employment opportunities with a good awareness to the students and equipping them with the ability to be proactive in approaching potential employers, resulting for the effective career and selection processes. It also mentioned that the graduates with having more skills will be preferred by the employers than just the graduates only having academic knowledge and greater appreciation of business needs both of which can be gained through work experience and awareness of employers’ recruitment and selection procedures. They used both traditional and professional sample of students and  examined the extent of career-related pre-employment.

Gould, (1984) argues that due to the less thoughts to the critical nature to decision by the Managers are caused to mistakes when an appointment fails, and often the person appointed is blamed rather than recognizing the weaknesses in the process and methodology, even the soundest of techniques and best practice (in selection) contain scope for error. Some of this is due to the methods themselves, but the main source is the frailty of the human decision makers.

In the practical context Development Finance Bank of Sri Lanka , has given opportunities the management undergraduates of university of Sri Jayewardenepura and Moratuwa since in year 2000 , and some of the trainees were selected to the bank and are became senior managers of the same. Further, some of the trainees who left the company after the training period were joined several other banks and financial institutions, with having a high exposure and playing a big role of them. The undergraduates who completed the training with Bank were more effective in the recruitment and selection process than the Graduates who is only having just the degree.

 

References

 

Armstrong, M. & Taylor, S ( 2014 )  Human Resource Management Practice, 13^th Edition, Kogan Page Limited publishers

Burack, Elmer H. and Mathys, Nicholas J. (1980), Human Resource Planning, Lake Forrest, I1 Brace-Park Press. pp.130.

Delery, J. E. and Doty. D. H. (1996), Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency and Configuration Performance Predictions, Academy of Management Journal. Volume.39, pp.802-835.

Dessler, Gary (1984), Personnel Management, Reston, Va: Reston Publishing Co.

Dessler, Gary (2000), Human Resource Management, Eighth Edition. New Jersey, USA, 2000.

Gary Dessler, (2000), Human Resource Management, Prentice Hall Incorporated, 8th Edition, Upper Saddle River, New Jersey.

Kersley, Barbara and Christopher Martin (1997), Productivity Growth, Participation and Communication, Scottish Journal of Political Economy, 44(5): pp.485-501

Mullins, L. J. (1999), Management and Organizational Behaviour, 5th Edition, Pearson Education, Essex.

Odiorne, George, S. (1984), Human Resources Strategies for the Nineties, Hax.

Smith, J. J., & Robertson, W. M. (1993), Manpower Planning and Development, The Developing World, International Human Resources Development Corporation. Boston, Massachusetts.