the Recruitment and Selection Systems Essay Example

Field (2001) define employee selection as the process of collecting and assessing information about an individual with the intention of offering them a job. They also state that recruitment involves actively seeking applications from potential employees, while selection techniques are used to determine the most suitable candidate for a specific vacancy.

According to Aaker (1989), businesses acquire human resources through recruitment and selection in order to maintain a sustainable competitive advantage over competitors. Similarly, Herriot (1989) emphasizes the importance of matching the capabilities and attitudes of potential candidates with the requirements and rewards of a specific job. Wood and Payne (1998, p2) view recruitment as encompassing everything from advertising to initiation, while selection is more concerned with the decision-making process and the methods used to assess candidates. The goals of recruitment and selection include obtaining a pool of suitable candidates for vacant positions, using a fair process, ensuring alignment with company goals and a positive company image, conducting activities efficiently and cost-effectively, and meeting legal and social responsibilities regarding workforce demographics. Effective recruitment and selection methods are crucial and can be assessed based on concepts such as validity, reliability, and popularity.The cogency of a choice method can be determined by how accurately it measures what it intends to measure. Relevant issues and arguments about selection methods are discussed, including their fit within the overall recruitment and selection system. According to Greuter and Algera (1989), the development and usage of selection procedures require standard development and job analysis. Research in this area has focused on the accuracy of psychological tests, interviews, and other selection methods in predicting successful job performance (Salgado, 1999). Salgado addresses two key questions:

how can selectors ensure that the candidates they choose will perform better than the rejected ones, and how can successful job performance be measured to evaluate the accuracy of selection decisions? Choice methods are popular in UK organizations, with three broad groupings identifiable.

The three primary methods of assessment - interviews, mentions, and application signifiers - are widely recognized, despite concerns about their predictive accuracy and reliability in practice. There is moderate, but growing, popularity in the use of ability tests, personality assessments, and appraisal centres. However, bio-data, graphology, and astrology have low levels of popularity in comparison (Shackleton and Newell, 1989). Psychological research has shown that interviews and mentions are not highly accurate methods of selection. The accuracy of a selection method can be evaluated by considering its reliability and validity. A good selection method is one that is both reliable and valid.

According to Mark (2004, p8) "A valid selection method accepts good applicants and rejects poor ones." A recent study in Belgium (Stinglahamber, Vandenberghe & Brancart, 1999) even reports that a candidate who does not like an organization's assessment methods may stop buying its products.

Good Practice of Recruitment and Selection

Good recruitment and selection is important because well-thought-out, agreed, and communicated policies, procedures, and practices can significantly contribute to effective organizational performance, good employee relations, and a positive public image. Ineffectiveness in recruitment and selection may lead to poor work performance, unacceptable behavior, internal conflict, low morale and job satisfaction, and dysfunctional labor turnover. In recent years, there has been much interest in the concept of "best practice" models of HRS in both the UK and USA. According to

Guest (2002:2), "Best-practice borrows from expectancy theory and implies that all the above-competence, commitment, motivation, and effective job design-need to be present to ensure the best organizational outcomes."

Positive employee behavior has the potential to positively impact a company's performance in various areas such as low absence rates, low quit rates, and reduced waste. In addition, it can also lead to higher levels of quality and productivity. However, the universal application of best practice models is debated by some authors. These models are referred to as High Performance Work Systems, High Commitment, or High Engagement. In a recent study conducted in North America, Pfeffer (1998) identifies seven fundamental components of best practice HR.

His analysis is based on the importance of the "human equation" in administrations, allowing "net income" to be "built by putting people first." He identifies seven components: employment security and internal labor markets, selective hiring and sophisticated selection, extensive training, learning and development, employee engagement, information sharing and worker voice, self-managed teams/team working, high compensation contingent upon performance, and reduction of status differentials/harmonization.

Job analysis is not only concerned with information about the content of a job or its tasks but also looks at how each job fits into the organization, its purpose, and the skills and personality traits required to perform it. "Job analysis is a form of considered research and defines it simply as a systematic process for obtaining detailed and objective information about a job, task or role that will be performed or is currently being performed." However, job analysis is an investment that requires significant expenditure of funds, human effort, and time. Although these costs can be spread out over time,

the information base can still be utilized to save costs, customize plans,
improve efficiency
and flexibility,
enhance quality control,
and drive operational change.

Occupational analysis is essential for formalizing existing plans, documenting specific plan requirements, and impacting various aspects of personnel management. This process generates information that is translated into a job description and a person specification. It is crucial to differentiate between these two output products. The information collected includes identifying the job and its place within the organizational structure, job objectives and performance measures, accountabilities, responsibilities, and organizational relationships, job duties and content, terms of employment and work conditions, required skills, knowledge, and competencies, as well as other unique job characteristics.

Informal and formal methods are available for conducting job analysis: questionnaires, interviews, observation, critical incident techniques, standard checklists; as well as maintaining work logs and journals. These methods offer benefits to both management and individuals.

The following text with

• Line managers need a clear understanding of their main duties.
• Line managers can utilize this information to make changes or improvements in their jobs.
• Line managers receive relevant information about any assessments they may have.
• Line managers have the opportunity to participate in setting their own short-term goals or objectives.

According to Ungerson (1983, p1), job descriptions must provide value to line managers and be seen as contributing to efficiency and profit. If they fail in this purpose, they are ineffective. This perspective emphasizes the role of human resources in job analysis. Even if one has a less subservient view of HR's role, it is still important to gain and maintain the confidence of line managers in this work.

According to Roff and Watson (1962, p2), job analysis systems can be categorized into three

types: job-oriented, content-oriented, and attribute-oriented techniques. Job-oriented techniques focus on the work being done, while content-oriented techniques are more concerned with the actions taken by the worker to perform the job. Attribute-oriented techniques describe jobs in terms of the traits or aptitudes required to carry them out.

One of the main outcomes of job analysis is the creation of a job description. The purpose of a job description is to cover all tasks that an individual may be asked to do, preventing later disputes about whether certain tasks are part of their role (Armstrong, 2003, p198-199). Armstrong suggests that each item in the job description should be connected to expected outcomes or key result areas that the employee should achieve or produce and also specify their responsibilities.

Job descriptions serve various purposes. For recruitment purposes, IRS (2003b, p43) found that over 75% of employers include copies of job descriptions in application packets and 82% use them when drafting job advertisements. Descriptions assist employers in making decisions about which candidate to hire from a pool of potential candidates. This ensures a clear distinction between the skills and expertise of the newly hired employee and the specific requirements of the position.

Job descriptions serve multiple purposes within organizations. They are commonly included in employment contracts, with approximately 40% of employers directly mentioning them (IRS, 2003b, p44). This inclusion helps establish employee expectations and responsibilities and can also function as a defense for employers in cases of alleged discrimination by providing evidence to support the employer's stance.

In addition, job descriptions are crucial in conveying an organization's expectations, priorities, and values to new employees. These descriptions outline what is expected from employees

and how their achievements will be recognized. While job descriptions traditionally focused on specific activities or tasks, organizations have started adopting accountability profiles or role profiles that emphasize accomplishments rather than adhering strictly to a job description format.

Ultimately, job descriptions play a vital role in employment contracts by offering legal protection for employers and ensuring alignment between employees and organizational expectations. Furthermore, personnel specifications or candidate profiles clearly state the desired qualities for specific job positions.

The forces specification summarizes the important knowledge, skills, and personal characteristics needed by a successful candidate to perform the job to a satisfactory standard. The relevance of the specification depends on the nature and scope of the job as described in the job description, with input from the manager if necessary. The seven-point program, developed by Professor Alec Rodger of the National Institute of Industrial Psychology, is the most widely used model for personnel specifications in the UK. It consists of the following points:

Physical Makeup: What is required in terms of health, strength, energy, and personal appearance?
Attainments: What education, training, and experience are required?
General Intelligence: What thinking and mental effort does the job demand?
Special Aptitudes: What skills need to be utilized in the job?
Interests: What personal interests could be relevant to job performance?
Disposition: What kind of personality are we seeking?
Circumstances: Are there any specific circumstances that the job requires of candidates?Munro Fraser's five point Grading, a popular categorization of human features used in making choices for forces, is mentioned in his book employment interviewing (1978).

Briefly, the five facets of the person are as follows:

• Impact on others

Acquired makings

Fraser is cognizant of the over five groups of the over-simplification of personal features implied by his theoretical account: We can non chop a homo being up into five separate subdivisions. However, he justifies his place as follows: `` Separating out these five groups of features is no more than a agency to an terminal. Its justification is its public-service corporation in concentrating attending on one aspect at a clip, each of which is a moderately self-contained and distinguishable form of traits or personal qualities '' Frasers model, like Rodgers does do an of import part to the enlisting and choice procedures in organisations. It provides a practical model for enabling pickers to do moderately consistent comparings between one campaigner and another.

Competency Frameworks

A competence attack is individual based instead than occupation based. The get downing point is therefore non an analysis of occupations but an analysis of people and what attributes history for their effectual and superior public presentation.

The research study on competence models in UK administrations (CIPD, 2001:2) states that there is confusion in the use of terms such as competency, competencies, competence, and competences. This confusion arises because these terms are sometimes used interchangeably, causing uncertainty about whether they refer to an activity, a personality trait, a skill, or even a task. Strebler et al. (1997) define a competence model as both a list of competences and a tool for expressing, assessing, and measuring competences. Wood and Payne (1998) also describe competences

as capabilities, abilities, standards of performance, critical success factors, criteria, dimensions, and traits that contribute to better performance. Competence models are similar to individual specifications in terms of their overall appearance and function. What sets them apart is how they are developed and their potential to apply to an entire organization rather than specific jobs. Whiddett and Kandola (2003, p33) demonstrate how competence models strongly influence job advertisements in many organizations. This can lead to a situation where individuals who could effectively perform a role but do not possess the defined competences are discouraged from applying. As a result, they are not given the opportunity to participate in the selection process.

According to a 2003 CIPD study, there was a significant increase in the number of employers using competence based interviews for selection decisions. The percentage of respondents using these interviews rose from 25% in 2002 to 58% in 2003.

Recruitment Ad

Force specifications and job descriptions are the foundation of every job advertisement. When there is a shortage of labor, advertisements need to entice potential applicants while also providing information about the basic characteristics of the job. Even when there is an abundance of labor, advertisements still need to attract candidates. As Plumbley (1985, p4) explains, "both in times of high or low employment rates, advertisers can receive a poor response: it seems that people prefer to rely on government assistance rather than risk further redundancy, and those who are employed will only consider new jobs if they offer exceptional opportunities." The content of job advertisements is likely the most important factor in attracting well-matched candidates.

However, research also indicates (Kaplan et al, 1991) that data format is

also important with factors such as the size of the advert, the amount of white space, the inclusion of graphics, and boundary influencing applicant response levels. According to IRS (2001b, pp34, 2003c) well over 1 billion is now spent each year on recruitment advertising in the United Kingdom.

Internal Recruitment

Most private sector employers, as a matter of course, attempt to fill vacancies internally before they consider looking for people outside the organization. (Newell and Shackleton 2000, p116, cipd 2003b, p11). In the public sector, by contrast, it is more common to advertise internally and externally at the same time. Fuller and Huber (1998, p621) identify four distinct internal recruitment activities:

• Promotions from within
• Lateral transfers
• Job rotation
• Re-hiring former employees

IRS (2002d) rightly point to an important and controversial feature of internal recruitment, namely.

The demand to handle situations in which candidates are unsuccessful is easier when it comes to external candidates. Turning down external candidates is more straightforward because it has no long-term effects on the organization's day-to-day management.

External Recruitment:

Recruiting externally is generally more expensive and time-consuming. However, it brings new individuals with fresh ideas into the administration. The main sources for advertising jobs outside the organization include:

• Local newspapers
• National newspapers
• Technical/professional journals
• Job centers
• Recruitment advisers
• Posters at the factory gates

Internet Recruitment:

The use of the internet as a recruitment tool has significantly increased in recent years. More than 70% of employers advertise some jobs on the internet (CIPD2003B, p15).

In the same year, research conducted by the Association of Graduate Recruiters revealed that approximately two-thirds of graduate

recruiters were using online methods for recruitment. This marked a significant increase compared to the previous year. Job search websites were investing large amounts of money in advertising through various mediums such as television, film, radio, sports sponsorship, and public relations activities in order to increase their visibility. According to Frankland (2000), the cost of creating a fully functional website from scratch is roughly equivalent to advertising one job prominently in a national newspaper. Consequently, it is not surprising to see a rapid proliferation of web pages carrying job advertisements, as there are minimal costs and numerous benefits for organizations (Amos, 2000). Recent data from IRS (2004c) indicates that the number of vacancies advertised online continues to grow, with cyber-agencies specifically gaining greater acceptance from employers.

It is logical to assume that more and more people will find their jobs through electronic sources as time passes.

Staff Selection

Once the organizations hiring activities have successfully attracted a sufficient number of relevant applicants from the external labor market, the goal of the subsequent selection activities is to identify the most suitable applicants and persuade them to join the organization. Organizations can choose from a wide range of selection methods, including shortlisting, references, interviews, tests, and assessment centers.

Shortlisting

The shortlisting of applicants is a selection process that may be solely based on the written information that applicants have provided or may involve gathering additional information about candidates, such as conducting a telephone interview. The CIPD (2004) notes that telephone interviewing has become more popular as an initial part of the recruitment and selection process, especially with the growth of call centers. The telephone interview can be used as a legitimate method

of testing the telephone skills of applicants.

In the late 1990s, some administrations started using the internet in their process of shortlisting graduates. They would have students complete online career and personality questionnaires which were then matched against specific competences. This allowed organizations to filter out up to 90% of applications early on in the selection process (Welch, 1998, p14).

The interview is seen as a vital component of the continuous flow of the recruitment and selection process. Almost every employer includes a face-to-face interview as part of their selection method. Despite research studies showing that interviews are not reliable predictors of future job performance, they remain the most popular and frequently used selection method (Farr, 1984). Farr describes an interview as a social interaction between two or more individuals, where conversation is the primary mode of communication.The text highlights that in conversation, the act of turn-taking is more formalized compared to casual interactions in everyday life. Skopec (1986p49) provides a simple and straightforward definition of selection interviews, stating that they are conducted by employers to match candidates with available jobs. Improving skills in successful selection questioning is not easy, but managers and others can enhance their skills in this area. By practicing the necessary skills and implementing systematic procedures, much of the uncertainty can be eliminated from the situation.

The text below provides a good pattern in choice questioning screening:

• Be prepared
• Welcome the campaigners
• Promote campaigners to speak
• Control the interview
• Supply necessary information
• Close interview
• Concluding stairss

Ability Testing

According to the CIPD (2003b), over 40% of employers now use some form of ability testing when selecting their employees. There is another selection method which we have not yet considered - the psychological test,

or selection test. The test is usually standardized tests designed to provide an objective measure of certain human traits by observing human behavior.

Assessment Centres

Assessment Centres involve assembling in one place several candidates who are applying for the same position and putting them through a variety of different tests.

According to CIPD (2003b), approximately half of organizations use assessment centres for staff selection. Studies have consistently shown that assessment centres have good predictive ability and are well-liked by candidates. The advantages of assessment centres include the collection of considerable information about candidates and the opportunity for candidates to demonstrate a range of knowledge and skills over a period of half to one and a half days. Assessment centres also have the potential for use as a staff development tool in addition to selection purposes. However, there are disadvantages to assessment centres, such as the complexities of setting one up, the cost of establishing and running one, and the inability to accurately measure silent skills or capabilities. Once a job offer is made and accepted, various activities are carried out to ensure that the new recruit becomes an effective, confident, engaged, and committed member of staff as quickly as possible. According to the terms of the Employment Rights Act 1996, as amended by the Employment Act 2002, new employees must be provided with written information about their main terms and conditions of employment within eight weeks of their start date.

The importance of initiation cannot be underestimated, as it plays a crucial role in encouraging employees to stay with the organization. It is necessary to demonstrate that effective systems are in place for introducing new employees to their roles

and the company. According to an IRS (2003g, 2003h) report, only 35% of organizations vary their initiation process based on the employee. To ensure good practices, employers have identified several features that improve the new hires' experience. These include regularly updating initiation procedures, directly consulting new recruits on how to enhance initiation, prioritizing initiation improvements within the organization, utilizing multiple communication methods, incorporating job-related training into orientation programs, providing a welcome resource pack, and involving senior managers in orientation sessions. Additionally, a recent study in Belgium (Stinglhamber, Vandenberghe and Brancart 1999) reveals that some assessment methods are more preferred by applicants than others.Campaigners generally prefer interviews, work samples, and appraisal Centres for evaluation purposes. However, they tend to dislike providing bio information, undergoing peer appraisal, or participating in personality trials.

Personality assessments and graphology are more accepted in France, though not highly popular. Studies show that people prefer evaluation methods that are job-related, but dislike being judged on aspects they cannot change, like personality (Cook M p 19).

Different Approaches to Staff Turnover:

Staff turnover refers to the movement of employees in and out of an organization. The level of movement reflects the stability of the workforce in the organization. Arthur (2001) argues that attitudes of the younger generation have a significant impact on turnover, as they are less likely to remain loyal to a single organization. This is partly due to witnessing their parents being affected by corporate downsizing. According to Arthur, the younger generation prioritizes challenging jobs over prestigious titles and positions, resulting in frequent job and career changes throughout their lifetime.

Hunt (1984, p1) suggests that there is a noticeable shift in the role of the

human resources function within organizations. Rather than focusing on recruiting and hiring, there is now a greater emphasis on getting rid of people. This contrasts sharply with the search for talent. Some individuals will leave voluntarily, seeking career advancement or higher job satisfaction elsewhere. Retirement is becoming an increasingly popular option for voluntary departures. However, many departures are involuntary, meaning individuals are forced to leave by the organization through various means. Taylor (2002, p6) states that finding suitable replacements for departing employees is becoming increasingly difficult and expensive, resulting in inefficiencies and missed business opportunities. Griffeth & Hom (2001) specifically focus on the distinction between voluntary and involuntary turnover, which is a major concern for organizations.

The text discusses the differentiation of voluntary turnover into two categories: functional (related to underperforming employees) and dysfunctional (related to effective employees). Inevitable resignations, such as for household moves, childbirth, or serious illness, are not within the control of employers. As a result, the focus is now on preventable resignations. This requires calculating turnover rates at the departmental level to identify problematic areas.

Reasons for turnover at different time periods

CIPD study (2005b) identified...