Recruitment And Selection Process And Reward Strategies

Recruitment and Selection Process

Discuss the recruitment and selection process and reward strategies.

 Employees are considered as one of the most important resources of an organisation; hence for an organisation it’s important to go through the process of the selection and recruitment (Ahmad & Schroeder, 2002). Recruitment is that process through which an organisation, analyse the need of employing someone for any particular post which is arriving in the organisation.

Selection includes the processes is choosing an applicant as a suitable candidate for filling the vacant post. Training also consists of such range of processes which involves making sure that the job holders have the right knowledge, skills and attitudes which are required by an organisation for achieving its objectives. The recruitment of an individual can be done externally by the recruiting firm or internally by the firm (Yaseen, 2016). The responsibility of the selection and the recruitment mainly lies with the Human resources department.

The process of the recruitment and the selection is more bureaucratic and is less depending on the personal relationships. Many of the organisations adopt the sophisticated methods of selection. The organisational culture and the management styles play a significant role in the selection and the recruitment practice of an organisation. It is recommended that the initiative is to be taken by an organisation for setting the progressive programme of the recruitment and the selection change. Also the regional managers and the executives are required to build a strong organisational culture with the values which encourages the             employees to apply their individual potential to their work (Son, 2015).

According to the Torrington the first step of the recruitment is to be straight forward and pragmatic. It is necessary for the HR department to know the requirement of the people to be recruited, and the capabilities and skills the candidates must possess (Smith, 2006). The simplest way of addressing the problem is to conduct the analysis of the job skills, the content should be carefully considered and the job requirements of the job must include the technical skills and the other skills such as the innovation, communications or the sales ability. Mainly the analysis of the job skills is to be incorporated with the strategic requirements of the HR, which helps the organisation to be confident that the required skills are with the business human capital for achieving the long term objectives of the organisation. A matrix is also recommended for the job, skills for assessing the future potential capability of the job functions and opportunities of the future employment (“Service Selection and Recommendation through Collective Intelligence”, 2014). This is that matrix which lists the employee skills against the organisational skills which are required in the long term.

The importance of a comprehensive job analysis

Beaumont identified the key issues that stimulate the selection process of an organisation. He more diverse workforce has been induced by the demographic trends and changes in the labour market,            which placed greater pressure for the fairness in the process of the selection. Organisations which are driven by the desired flexible workforce and multi skilled, increased emphasis on teamwork. Hence the decisions of the selections are concerned with the attitudes and the behaviour. (Santora & Bozer, 2015) The process of the selection and the recruitment is to be more strategic and this process of the strategic selection caused an emphasis between the people management and the corporate strategy. This implies that the selection and the recruitment are linked to the overall strategies of the organisation and aims to match the flow of the people with the emerging strategies of the business.

The approach of the internal recruitment is beneficial for the organisation, as this process of the recruitment is less expensive (Pashayan et al., 2015). Also, this process of the recruitment may construct the robust liability with the organisation as the employees have the opportunity of altering their location with the passage of time.

With the internal recruitment, considerable savings can be made and individuals with the required knowledge of how to operate the business will require shorter periods for the training and time for ‘fitting in’. The organisation is also to be disrupted by the person who is used to work with the others in the organisation (Jiarakorn, Suchiva & Pasipol, 2015). The internal promotions also act as the incentives for the staff to work harder for the organisation. In internal process of the recruitment the people are aware with the nature of the business. The organisation is also aware of the strengths and the weakness of the candidates.

The Internal promotions which are being given by the employers so as to accelerate the working and the boost up the morale of the employees acts as an incentive to all the staff and make them work even harder than before for the welfare of the organisation. From the company’s point of view and thinking, the strengths plus weaknesses of the entire insider will be for sure assessed (“IPMA-HR releases benchmarking survey on recruitment and selection”, 2007). There is a risk which is always attached to making an employment to an outsider who may in actual sense be a success just on the paper.

Internal recruitment advantages and disadvantages

There are numerous numbers of disadvantages at times of recruiting the employees from within, the employer will have to necessarily replace the employees who have been promoted, while the insider may be very less as compared to make the required and all essential criticisms that are required to make the workings in the company more innovative and effective as well (Hancock, 2002). The Promotion of an employee in a company may also at times upset someone at a time.

The External recruitment is possibly a way to draw a much wider range of talent available in the market for the company to recruit, and also provides a golden opportunity to experience new experience plus new ideas into the present ingoing business. While the Disadvantages are like it is more expensive and also costly plus the company may at last end up with the results which may be proved to be much less effective in actual practice than they must have obtained or gained by other manner and also much less as compared to the expected senses. The external recruitment at most of the circumstances is harder and also challenging. In the very first instance, it is compulsory and important to understand and determine whether or not the organisation shall use in-house concepts and procedures for the external recruitment, plus make use of the external available sources like the consultation agencies and also the recruitment agencies. This significant decision is very often dependent and based on the combination of the financial conclusion considerations and also the organisational discretion. For instance, if any organisation requires recruiting large number of junior roles employees, then the recruitment agency must definitely be the best and the most appropriate approach (Glykas, 2011). The Recruitment agencies are always having very huge number of good potential candidates with them at all the times and also they have the tendency to undertake almost all of the necessary background checks plus the compulsory required initial skills, and their assessments.

To conclude, the very first steps so as to ensure an effective recruitment and also well planned and successful selection process, is the most important requirement of any of the organisation which surely wishes to gain profits in the future out of the company’s working. It is significant at a very early stage itself to be as very precise and comprehensive, and also to be well aware of the need for very transparent dealings in each and every process.

External recruitment advantages and disadvantages

Now, once the shortlisting of the candidates has been finalized, may it be from the internal or also from the external sources, it is compulsory to properly assess all kinds of potential candidates so as to determine the suitability for their role. Several alternative means to achieving the above this includes proper interviews, assessment centres and the testing as well. There are several advantages and also the disadvantages of all of the methods, and that is why it is often a strong reason that more than one practice and technique is taken into use. It is significant to understand the importance of the transparency and also the fair process all through the complete selection process.

Berry, J. As cited in the Henley Management College, advocates that the rewards ‘may well be more than just a pay and a benefits, but will surely increase on the skills and also the knowledge and will be definitely very motivating and innovative’. As per the studies of Philbean and Corbridge, they argue that this reward actually ‘includes and encompasses pay, compensation and remuneration (Brown, 2014). It represents a clear portfolio of the managerial practices at places where financial and the non financial elements are transparent and flexibly directed to enable and reward employees who add up the values to the interests of the competitive advantage. Refer the studies of Armstrong and Lybrand, they state that a reward strategy is connected and concerned with developing a positive culture of work, performance enhanced and orientated culture; plus also underpinning organisation’s values, mostly those which are related to innovation, teamwork, performance, and the quality further also conveying a clear message to the prospective very high-calibre employees which the organisation shall satisfy their expectations of rewards.

Also ensuring that right mix and the level of reward which are provided are in line with the necessity and the expectations of the employees and also in line with the environment in which the concerned business is operated. As per Mr. Thompson and Martin “reward are defined and also considered as an important motivator, but it is of prompt importance to appreciate that each individual shall feel encouraged and also rewarded by the things other than money or the promotion” (Armstrong, 2005). The demands, plus the responsibility of a job, and also the freedom which people are provided to decide the way as to how to do things, may be rewarding. The linking reward policies and the systems and to the key business, human resources strategy for right innovation, the growth, development and pursuit of the excellence, further also developing a firm and strong orientation in the line to the levels of performance of the working of the organisation by finding and recognising successful performance and enhancement in the levels of the competence, and so contributing to the processes of the empowering, and enabling and also energising all the employees (Weinberg, 2001).
Intrinsic rewards which are considered as the key factors for an employee to work with more zeal and enthusiasm are such as enhancing the salary of the concerned employees so that they remain attached to the organisation, and remain stick to the organisation. The bonuses and the incentives also play vital role so as to keep the employees attached to the organisation, After year long hard work, employees definitely seek some appreciation in the form of incentives and promo tins, which increases the morale of the employees working in that organisation (White, 2009). A fixed salary hike should be always provided to the employees so that they may work harder the next year, which ultimately shall increase the productivity of the company and also the profits each year. The employees are always eager to work hard if in case they are properly awarded and as per their expectation as well. If in case the organisation do not properly pay rewards to the employees, they may leave the organisation and join some other companies for better future prospective, and the company shall have to recruit new employees who may or may not be able employees of the organisation.

Conclusion:

In this essay we discussed about the best practices in the process of the recruitment and the selection, and how the reward system of organisation motivates its employees to achieve its goals which in turn helps the organisation to achieve its objectives. This process of the recruitment and selection in today’s scenario is considered as cross-functional in nature, which involves both the heads of the department and the HR.

References

Ahmad, S., & Schroeder, R. (2002). The importance of recruitment and selection process for sustainability of total quality management. Int J Qual & Reliability Mgmt, 19(5), 540-550.

Armstrong, M. (2005). Reward Strategies and Trends in the United Kingdom: The Land of Diverse and Pragmatic Dreams. Compensation & Benefits Review, 37(4), 41-53.

Brown, D. (2014). The Future of Reward Management: From Total Reward Strategies to Smart Rewards. Compensation & Benefits Review, 46(3), 147-151.

Glykas, M. (2011). Performance Measurement in Business Process, Workflow and Human Resource Management. Know. Process Mgmt., 18(4), 241-265.

Hancock, C. (2002). Effective Recruitment and Selection. LIM, 2(02).

IPMA-HR releases benchmarking survey on recruitment and selection. (2007). Women In Management Review, 22(2).

Jiarakorn, H., Suchiva, S., & Pasipol, S. (2015). Development of Recruitment and Selection Process for Assistant Teachers using Multiple Approaches. Procedia – Social And Behavioral Sciences, 191, 783-787.

Pashayan, N., Gray, S., Duff, C., Parkes, J., Williams, D., & Patterson, F. et al. (2015). Evaluation of recruitment and selection for specialty training in public health: interim results of a prospective cohort study to measure the predictive validity of the selection process. J Public Health, fdv102.

Santora, J., & Bozer, G. (2015). How nonprofit organizations can ensure stability and sustainability through succession planning: make HR a strategic partner in the process. Strategic HR Review,14(6).

Service Selection and Recommendation through Collective Intelligence. (2014). Computer, 47(4), 6-6.

Smith, A. (2006). Overcoming four HR outsourcing obstacles: Top tips for tackling a selection of HR outsourcing challenges. Strategic HR Review, 5(4), 28-31.

Son, E. (2015). How HR systems Can Work Better: the Moderating Effect of HR Content and HR Process. Academy Of Management Proceedings, 2015(1), 12255-12255.

Weinberg, C. (2001). Reward Strategies for Dot.Corp Organizations: Lessons from the Front.Compensation & Benefits Review, 33(1), 6-14.

White, G. (2009). Managing Employee Performance and Reward: Concepts, Practices, Strategies – Edited by John Shields. Industrial Relations Journal, 40(2), 173-175.

Yaseen, A. (2016). Recruitment and selection process of higher education sector and its impact on organizational outcomes. Ijhrs, 5(4).