An assignment on the principles of recruitment and selection, with a demonstration

of knowledge regarding the best practice HR approaches.

By Lewis D’Arcy – 22771867

Introduction

David Waller, a recruitment executive from Budapest posted a journal article through

CIPD’s official webpage stating “How to recruit and deflect distraction from job

competencies through better candidate interviews” (Waller, 2014). He addressed

weaknesses recruiters encounter through simple lapses of judgement, often when

provided with untruthful information by prospective employees at interview. Despite

most organisations having a ridged selection process whereby a hired employee

would be suitable for said position. Often, forecasted situations fail to be met with

reality. Humans are unpredictable and within interview settings individuals can be

inclined to lie.

Tony Edwards defined recruitment as “the process of attracting candidates for jobs,

and the selection is through choosing the right person for the vacant position from

among the pool of applicants”. (Edwards, 2003). This quote can be attached to

recruitment worldwide as hiring the correct candidates has a significant impact on

business growth and achieving company goals. Barry Cushway (2011) stated that

diversity between employees should be considered at every stage of the recruitment

process in order to equip an organisation with the best work-force possible. The

recruitment process can be used for numerous reasons, regularly after the

acknowledgement that a particular entity is missing this can be skills, attributes or

lack of man-power. Ian Worthington (2010) expanded the concept of organisations

missing vital parts being influenced by modern working practices and company’s

having low employee retention rates.

When seeking to select new staff members, many recruiters use the best practice

approach. This approach looks to find ways in which companies can change areas to

improve operations. Marchington and Grugulis (2000) extended the concept of “Best

Practice” as a means to remove stress and animosity amongst staff through

recruiting the finest workers possible. The idea aims to allow members to have a

voice in deciding what attributes they want in co-workers. Despite seeming the

logical process to use many sceptics of this approach have questioned recruiters

integrity, Legge (1978) cryptically expanded his thoughts on the best practice

approach by stating “For whom is ‘best practice’ best?” this idea answers numerous

questions regarding hidden motives behind the recruitment of staff.

Following on from “best practice”, further research identifies seven clear steps work

alongside the approach. Making sure you have the right person, in the right place, at

the right time is essential. So, recruitment steps should be central for HR

Departments to be continuously considering.

“In best practice thinking, a universal perspective is preferred” (Boxall, 2014). This

quote shows recruiters should agree on a candidate as risk taking in recruitment is

not advised. After research from employment handbooks it can be stated that there

are seven key steps to recruitment, these are;

1. The Job Role

A clear job role description should be posted including a summary of the daily

tasks and operations the job is made up of, what the jobs purpose is (i.e.

door-to-door sales), what level of outputs are expected and the technical skills

an individual is required to have.

2. Ideal Candidate Profile

The HR department should develop a person specification that highlights all

the required criteria of staff members before they apply. A clear list of

competencies should be noted whereby the applicant can self-assess to

deem if he/she is suitable.

3. Correct Candidate

Recruitment usually relates to finding talent outside the workforce, however

organisations should consider internal pooling if possible. If a member of staff

has proven reliable time and money in the process of recruiting someone new

can be dissolved. This proves beneficial due to the average recruitment cost

hovering around £3,618.

4. Managing The Application Process

The two main types of application are, CV’s and Online Applications.

“Application forms are easier as information is consistent and makes it easier

to search through the applications for required content” (DAM, 2014). Online

systems are the norm due to some allowing you to pick out desired

experiences or characteristics from applicants. CV’s are the old school way of

applying. However, they show more personality unlike online applications.

5. Selection

Selection of candidates is the most important and can be broken down into

two sections, these are shortlisting and assessing. On average 39 graduates

apply for the same 1 position (Telegraph, 2014).

6. Right Appointment

After selection has taken place an organisations HR department should

contact the government office to see if the individual has a legal right to work

in the UK (ACAS, 2013). It’s the company’s responsibility to see and take

copies of documents such as passports, National Insurance cards, criminal

convictions or medical examinations

7. Induction

Induction is the last part of the process whereby the selected staff should

receive an orientation of the work area being told where things are, when to

use them and how to use them.

Issues regarding recruitment are critically important due to having huge influence on

organisational performance and the achieving of goals. Man-Power Planning is the

most significant, consisting of putting the right number people, with the right

attributes, in the right place at the right time, performing the right tasks. This process

encourages shortlisting of applicants which is an essential part of recruitment,

shortlisting should firstly be done subconsciously then once interviews commence

applicants can be placed within three sections; probable, possible and outsideable.

Martyn Laycock (2009) defined Human Resources Planning as “a systematically set

procedure which requires planning and to be continuously analysed”. The process of

MP-Planning has four steps within it, they are analyse the current manpower

inventory, making future manpower forecasts, develop employment programs and

design training programs. MP-Planning is important as it is key to managerial

functions through having a skilled workforce, promoting higher productivity amongst

peers and motivates better human relations between staff. MP-Planning is further

useful as it aids organisational strategy, they can be linked together alongside

recruitment as with the correct team and goals the end result could be achieved

quicker and usually cheaper.

Strict human resources management should take place whenever a job vacancy

becomes available. The HR team should reassess the job in question, create a clear

job analysis and asses the required skills to attract the appropriate candidates.

Alison Green (2012), a representative from Money US stated that “recruiting

appropriate candidates comes down to having a hiring process that treats candidates

with respect”. Green also stated that having a clear, easy to understand job

description that doesn’t play games, respects candidate’s time and is transparent

throughout is essential to find the right applicant. Once an applicant is seen to be

suitable, the HR team should arrange an interview allowing to delve in more about

behaviour within work environments. This allows to further ask the applicant to

provide answers to hypothetical situations they may face when in work and this gives

chance to see the individual in a physical presence.

Another issue affecting recruitment is person/organisational fit. Silversthorne (2000)

defined P-O Fit as a concept which assess the compatibility between employees and

the organisation. The idea stems from the action selection attrition (A-S-A) theory.

Van Dijk (2007) provided examples that include the recruitment of individuals who

the organisations feel have similar values to the organisation and similar traits to

what the company deem positive. Recruitment theorists such as (Kalleberg, 2000 &

Sekiguchi, 2007) have found, keeping staff members happy and allowing them to

see a congruent relationship from the work he/she does to the bigger picture will

contribute towards the success of the business.

Hackman & Oldham developed a job characteristics model in 1980 which consisted

of five core job components every employer should consider that directly affect work-

related outcomes.

1256 Words

References

Cushway, B., 2011. The Employers Handbook. 8th Edition. London: KoganPage.

Edwards, T., 2003. Introduction to Human Resources Management. 2nd Edition.

Midsummer Norton, Summerset: Oxford University Press.

Green, A., 2012. Money: US Weekly. Conde Naste: New York.

Kalleberg, A., 2000. High Perfomance Workplace Practice and Job Satisfaction. EU

Level: EurWORK.

Laycock, M., 2009. Theories of Strategic Planning, Business Planning. 2nd Edition.

Routledge: Taylor & Francis Group.

Legge, K. 1978. Management Studies. London: Volume 43.

Marchington, M & Grugulis, I. 2000. ‘Best Practice’ human resource management:

perfect opportunity or dangerous illusions? Routledge: Taylor & Francis Group.

Silversthorne, K., 2000. Effective P-O Fit – A literature study. Bandung: TELKOM

Management.

Sekiguchi, S., 2007. Industrial Adjustment in East Asia’s Poor Economies – E-

journal.

Van Dijk, P., 2007. Ten ways of managing person-organisation fit. Bandung:

TELKOM Management.

Waller. D. CIPD People Management Journal. 28th April 2014.

Worthington, I. 2010. The Business Environment. 4th Edition. London: Prentice Hall.

Website References

http://www.telegraph.co.uk/finance/jobs/10949825/Employers-receive-39-

applications-for-every-graduate-job.html

http://www.acas.org.uk/index.aspx?articleid=1371