Recruitment and Selection (Human Resource Management)
Transcript of Recruitment and Selection (Human Resource Management)
The Definition and Concept
Human Resource Management
Human resource management was mainly about selecting, placing, orienting,
evaluating and retaining people who were staff members of an organization. It is essential
for finding the right person for the right job at the right time and ensuring an
appropriately trained and satisfied workforce. Bucher and Krotee (2002) defines human
resource management as the process of accomplishing organizational objectives by
finding, acquiring, developing and keeping the right people to form a qualified
workforce.
Successful sport leagues, clubs, associations, retailers and venues all rely on good
human resources, both on and off the field to get their jobs done. According to Hoye,
Smith, Westerbeek, Stewart and Nicholson (2006), it is a central feature of an
organization’s planning system such as strategic planning, financial planning or
managing organizational culture and structure. It can both drive organizational success
and is a consequence of good management and planning. Besides, it involves a process of
continual planning and evaluation and is best viewed as part of a cycle in which an
organization aims to meet its strategic plan.
The Essentials of Human Resource Management
Most of human resource management in sports organization aims to provide an
effective, productive and satisfied workforce. Based on this statement, it refers to the
design, development, implementation, management and evaluation of systems and
practices used by employers to recruit, select, develop, reward, retain and evaluate their
workforce (Hoye, Smith, Westerbeek, Stewart and Nicholson, 2006).
Bucher and Krotee (2002) added that recruitment, selection, hiring, training,
motivating, and other consideration become the responsibility not only of management,
but of all staff members. It is because various individuals and groups understanding,
accepting each other and working together may lead to the ultimate achievement of the
organization’s goals and the development of high level performance.
Recruitment
Tan Kwang How (2001) describes recruitment as the process of finding and
attracting capable applicants in sufficient members and encouraging them to apply for
employment within the organization. It can be best define as the process by which an
organization tries to find the person most suited to the job that has been designed (Hoye,
Smith, Westerbeek, Stewart and Nicholson, 2006). The greater the pool of applicants, the
greater the chance the organization will find a suitable candidate.
Selection
The process of choosing from those applicants who are best suited for the
positions available is called selection. Hoye, Smith, Westerbeek, Stewart and Nicholson
(2006) refer it as the process condensing the candidates that applied for the position
during the recruitment phase to a short-list. This phase will usually include at least one
interview of the short-listed candidates, which will supplement the application form and
curriculum vitae submitted by the applicants in order to determine whether they are
appropriate in light of the job analysis and which the applicants is the best person for the
job.
The Needs for Recruitment
According to Tan Kwang How (2001), recruitment is an essential process to
ensure the company hires only competent, motivated and productive employees. It is
because the quality of the organisation’s human resource depends on the quality of its
recruits.
The Recruitment Process
After the planning phase, recruitment is considered as the second phase of the
core functions in human resource management. The human resource planning is
essentially about assessing and forecasting the staffing needs of organization. It will show
both present job openings and those expected in the future (Tan Kwang How, 2001). For
example, an organization must assess whether current staffing needs will be adequate to
meet future demand, whether staff turnover is predictable and can be accommodated,
whether the ratios of paid, full-time, part-time, casual and volunteer staff are appropriate
or adequate, whether specific capabilities will be required in the future that the
organization is currently lacking. (Hoye, Smith, Westerbeek, Stewart and Nicholson,
2006)
According to Tan Kwang How (2001), once openings have been identified, the
organisation will make a decision on whether there is a need for recruitment or to use
alternative ways to meet the demand. The recruitment process begins if there are no other
appropriate alternatives to choose.
Various Sources of Recruitment
Effective recruitment requires accessing a variety of different sources depending
on the job. The most important consideration in making decision of recruitment is to
determine whether to recruit qualified candidates from within the organisation or from
external sources such as universities or other organisations.
Recruiting candidates from within the company gives several advantages. First
and foremost, the employer knows their employees very well so that the company saves a
great deal of effort in trying to check references and going through the screening and
interview process. Therefore, the employees may have the opportunity to prove their
strength and capabilities. Besides, internal candidates are familiar with the way the
company operates so that there is no need to conduct any orientation program. Two
important tools that can aid in internal recruitment are the skills inventory and a
procedure of job posting and job bidding.
On the contrary, not all job vacancies can be filled through internal recruitment
especially when the organisation is expanding and new jobs are created, or the new job
requires specialised skills that are not present among the current employees. There are
also times in which the organisation plans to recruit young university graduates from
outside with the intention to obtain new blood with new ideas. The common methods
used for external recruitment are walk-ins and write-ins, open house and employee
referrals, and advertising.
When the sources of recruitment have been identified, appropriate methods are
used to obtain a pool of recruited individuals. A manager will initiates an employee
requisition form to the recruiter in the beginning of the recruitment process. Employee
requisition form is a document that specifies the details of the job. Then, the recruiter will
review the job description and job specification in order to know the characteristics of
both the job and the people who will fill them.
Job Analysis
Once an organization decides that a new staff member is required or a new
position is to be created, the organization must undertake a job analysis, in order to
determine the job content (primary and implied tasks), requirements (skills,
competencies, qualifications and experiences) and context (reporting relationships and
job characteristics). According to Tan Kwang How (2001), job analysis is the systematic
process of studying and collecting information relating to the operations and
responsibilities of a specific job.
There are various approaches can be used in job analysis such as questionnaires,
interview and observation. Selection of a method of job analysis depends on what the
information will be used primarily for and the approach most practical for the
organization.
Once the job analysis has been completed in as much detail as possible, the
organization ready to develop a job description and a job specification.
Job Description
Hoye, Smith, Westerbeek, Stewart and Nicholson (2006) define the job
description as a document that covers the job content and context. It provides information
regarding the tasks, duties, and responsibilities of the job.
Job Specification
Job specification is a statement of the minimum acceptable human qualities
necessary to perform a job properly (Tan Kwang How, 2001). It is best described as a
document that covers the jobs requirements, especially skills and knowledge base.
References:
1. Hoye, R., Smith, A., Westerbeek, H., Stewart, B. & Nicholson, M. (2006). Sport
Management Principles and Applications. Great Britain: Elsevier Butterworth-
Heinemann.
2. Tan Kwang How (2001). Recruitment & Selection in Malaysian Organisations.
Malaysia: McGraw-Hill.