The organizational practices Essay Example

an experienced recruiter's ability to identify discrepancies during the screening process. Additionally, the utilization of the concept of an applicant pool (Wood, R Payne, T 1998) allows for a database of eligible applicants to be maintained, who can be considered for relevant opportunities. Recruitment practices such as networking and a bias towards Ivy League graduates can also affect the effectiveness of the recruitment process.

This paragraph discusses the need for a fair and unbiased screening process for all job applicants, regardless of their network or educational background. The EEO Act is mentioned as legislation that promotes equal opportunities for all individuals. The use of interviews as a recruitment and promotion method has been practiced for a long time, but the concern of subjectivity in this process is expressed by both candidates and recruiters. Despite improvements in interviewing techniques, subjectivity still seems to persist in the recruitment process. To introduce more objectivity, interactive case studies are utilized to assess communication skills, subject knowledge, and analytical abilities. Placement of selected candidates after recruitment is also highlighted as a challenge faced by many organizations.

The prioritization of company objectives over individual needs when placing candidates is a topic of debate. This is perhaps why many organizations prefer contract staff, as it avoids permanent commitment to a specific location for employees. Employers benefit from disconnecting their benefit plans from contract staff (Waling, 2007). In recruiting, there are theories that work and those that don't. For instance, strictly recruiting internally for vacant positions may not be successful, as businesses may desire a fresh outlook by bringing in outsiders, even for top positions. This can cause disappointment among existing employees who had expectations

of advancement. Furthermore, there is the risk of showing favoritism under the guise of introducing fresh blood.

Recruitment can be a delicate activity as it involves bringing in personnel from outside the company, even though there may be qualified internal candidates available. It is important to manage this process with caution to avoid problems arising from a lack of synergy among the new hires, which may hinder the achievement of the company's objectives. According to Adler (2002), the first step in hiring talent is to define success, rather than focusing solely on skills. It is common for HR managers to feel helpless when it comes to putting theory into practice.

The main issue that all HR managers must handle delicately is subjectivity in the recruitment process.

Conclusion

The recruitment process is a highly involved process that requires a significant amount of time and money, especially in complex global organizations. One of the challenges faced by modern HR and recruitment managers is avoiding subjectivity while finding cost-effective ways to recruit. One way to measure the effectiveness of the recruitment process in modern business organizations is by looking at the dollars spent per candidate to acquire the right HR. Additionally, staying up to date with technological developments like SAP and PeopleSoft and effectively implementing them is more of an art than a science, depending on the situation. Organizations can encourage employee commitment and retention by offering ESOP's and ESPP's (employee stock ownership plans and employee stock purchase plans).

Many developments are taking place in the Recruitment Process and a creative manager always looks for opportunities to save Recruitment Cost by deploying all the different right strategies to acquire and retain the best

talent and thus benefiting the organization both in the short term and long term.

References

1. Adler, L (2002). Hiring With Your Head. Using POWER Hiring to Build Great Teams, 2nd Ed.
2. John Wiley and Sons, NJ. Houghton, A. L. N.D (1937) The Use of the Interview in Recruitment and Promotion. Public Administration 15 (3), 317–327
3. Sears, D(2003).Successful Talent Strategies: Achieving Superior Business Results Through Market-Focused Staffing. American Management Association.
4. New York. NY Vault Staff(20020.

Vault Guide to the Case Interview, 5th Ed. Vault Inc.

Vol. 4, No. 1. Wood, R, Payne, T (1998). Competency Based Recruitment and Selection.

John Wiley and Sons, UK