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INDENTIFY AND DISCUSS THE MAJOR ISSUES RELATED TO
RECRUITMENT AND EXPLAIN HOW RECRUITMENT RELATED TO
ORGANISTAION STRATEGIES
ABSTRACT
This essay discusses the fundamental issue related to recruitment in the present organization and
how would recruitment allied to the organization strategic to achieve their definitive goal.
Recruitment, as a human resource management task is one of the activities that oblige most
significantly on the performance of an organisation.The recruitment process could be internal or
external or could also be online and involves the stages of recruitment policies, advertising, job
description, job application process, interviews, assessment, decision making, legislation
selection and training (Korsten 2003, Jonesetal, 2006).While it is implicit and accepted that
deprived recruitment decisions continue to influence organizational performance and limit
aspiration triumph it is taking a long time for e agencies in many jurisdictions to identify and
implement new, effective hiring strategies.People are the assets on which viable advantage is
built, whether in the public or private sector, whether in the corporate world or in the world of
education. In the words of the newest theory on human resource management, people are an
unique asset.
INTRODUCTION
Recruiting and retaining high-quality talent is significant to an organisations success. As the job
market becomes ever more aggressive and the obtainable skills grow more varied
recruiters need to be more selective in their choices, since poor recruiting decisions can
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erect long-term unenthusiastic effects, among them high training and development costs
minimizes the incidence of poor performance and high turnover which, in turn, impact staff
confidence the production of high quality goods and services and the retention of
organisational remembrance.
Recruitment is however not just a simple selection process and requires management decision
making and extensive planning to employ the most suitable manpower. Competition among
business organisations for recruiting the best potential has increased focus on innovation, and
management decision making and the selectors aim to recruit only the best candidates who
would suit the corporate culture, ethics and climate specific to the organisation (Terpstra, 1994).
This would mean that the management would specifically look for potential candidates capable
of team work as being a team player would be crucial in any junior management position.
HRM approaches within any business organisation are focused on meeting corporate objectives
and realization of strategic plans through training of personnel to ultimately improve company
performance and profits (Korsten, 2003). The process of recruitment does not however end with
application and selection of the right people but involves maintaining and retaining the
employees chosen. Despite a well drawn plan on recruitment and selection and involvement of
qualified management team, recruitment processes followed by companies can face significant
obstacles in implementation.
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Objectives of Recruitment
1. To attract people with multi-dimensional skills and experiences that suits the present and
future organizational strategies.
2. To induct outsiders with a new perspective to lead the company.
3. To infuse fresh blood at all levels of the organization.
4. To develop an organizational culture that attracts competent people to the company,
5. To search or head hunt people whose skills fit the company values.
6. To devise methodologies for assessing psychological traits.
7. To seek out non-conventional development grounds of talent.
8. To search for talent globally and not just within the company.
9. To design entry pay that competes on quality but not on quantum.
10. To anticipate and find people for positions that does not exist yet.
Sub-systems of Recruitment
The recruitment consists of the following sub-functions;
1. Finding out and developing the sources where the required number and kind of employees will
be available.
2. Developing suitable techniques to attract the desirable candidates.
3. Employing the techniques to attract candidates.
4. Stimulating as many candidates as possible and asking them to apply for jobs irrespective of
number of candidates required.
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Management has to attract more candidates in order to increase selection ratio (i.e. number of
applications per one job vacancy) in order to select the most suitable candidates out of the total
candidates. Recruitment is positive as it aims at increasing the number of applicants and
selection is somewhat negative as it selects the suitable candidates in which process the
unsuitable are automatically eliminated. Though, the function of recruitment seems to be easy, a
number of factors make performance of recruitment a complex one.
Factors Affecting Recruitment
Both internal and external factors affect recruitment. The external factors include supply of and
demand for human resources, employment opportunities and/or unemployment rate, labor market
conditions, political, legal requirement and government policies, social factors, information
systems etc.
The internal factors include the company pay package including salary, fringe benefits and
incentives, quality of work life, organizational culture, career planning and growth opportunities,
size of the company, company product/services, geographical spread of the company operations
viz., local, national or global, company growth rate, role of trade unions and cost of recruitment.
Complexity of the Function of Recruitment
Performing the function of recruitment i.e. increasing the selection ratio is not as easy as it seems
to be. This is because of the hurdles created by the internal factors and external factors which
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influence an organization. The first activity of recruitment i.e. searching for prospective
employees is affected by many factors like:
1. Organizational policy regarding filling up of certain percentage of vacancies by internal
candidates.
2. Local candidates (sons of soil).
3. Influence of trade unions;
4. Government regulations regarding reservations of certain number of vacancies to candidates
based on community/region/ caste/ sex;
5. Influence of recommendations, nepotism etc.
As such, the management is not free to find out or develop the source of desirable candidates and
alternatively it has to divert its energies for developing the sources within the limits of those
factors though it cannot find suitable candidates for the jobs.
The other activity of recruitment is consequently affected by the internal factors such as:
1. Working conditions; and
2. Promotional opportunities;
3. Salary levels, type and extent of benefits;
4. Other personnel policies and practices;
5. Image of the organization;
6. Ability and skill of the management to stimulate the candidates.
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It is also affected by external factors like:
1. Personnel policies and practices of various organizations regarding working conditions, salary,
benefits, promotional opportunities, employee relations etc.,
2.Career opportunities in other organizations;
3.Government regulations.
The degree of complexity of recruitment function can be minimized by formulating sound
policies. A few progressive companies in the world like Larsen & Toubro, Hindustan Lever,
Procter & Gamble, Toyota and a few others have exemplary policies of recruitment which even
International companies are trying to emulate. Of late multinationals have evolved their unique
methodologies in fast recruitment and selection processes.
Strategies
Organizations tailor their recruitment strategies to the specific position(s) they are seeking to fill.
These strategies may differ depending on the level of the position. The survey asked respondents
what strategies they use and the level of effectiveness. Table 1 lists the percentage of
organizations using each of the listed strategies, as well as the average effectiveness of each
strategies.
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The Internet and employee referrals are the most popular and effective methods for recruiting .
Internet allows organizations to reach large numbers of candidates easily and efficiently.
Thousands of candidates can visit a company web site and submit an application. Similarly, web-
based recruiting companies work with organizations to advertise jobs and screen candidates.
Although job and company web sites are becoming hot new tools traditional recruiting methods
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such as employee referrals are not yet obsolete. Newspapers, job fairs, andprofessional organizations
continue to be preferred methods and are used by well over half the survey respondents.
Overwhelmingly, organizations rely on internal job postings and employee referrals to recruit
candidates. Many companies also post job openings on the companys web site to attract
candidates. These are relatively easy, yet very effective ways to identify candidates both in and
outside of the company. In addition, posting jobs internally is an excellent method of offering
promotion opportunities to all employees and minimizing employee complaints of unfair
treatment and unlawful discrimination.
Top ten barriers to effective recruiting and selection of candidates
(Source from Development Dimension International collected data from 573 members of the
Electronic Recruiting Exchange)
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Acquire
Acquiring the best employees is the first step toward success in ensuring that we have the right
people doing the right work at the right time. To achieve this goal:
Work with our Human Resources colleagues, to develop a strategic sourcing plan for
anticipated hard to fill jobs and for succession planning.
Train supervisors how to effectively hire top talent. Develop a fair and effective selection
and recruitment process that integrates diversity into our hiring practices.
Develop a robust reference checking process.
Develop new employee/manager orientation process.
Development
To ensure that employees have the skills and training they need to fulfill the mission of
organisation and customer expectations and to close the skill gaps now and in the future In view
of that the employees given appropriate training and to the extent possible, retraining to
accommodate changing missions. This will be achieved through a number of exercises:
To ensure that employees have the skills and training they need to fulfill the mission and
customer expectations and to close the skill gaps now and in the future.
To ensure that the employees are given appropriate training and to the extent possible,
retraining
To accommodate changing missions. This will be achieved through a number of
exercises:
Develop the manager and supervisor training series.
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Build a staff development and career development series.
Succession Planning A critical piece of development is making sure we prepare
tomorrows leaders today.
An organisations vision, through these strategic initiatives, staff at all levels will see the direct
link between the employers mission and managing the human capital. Human Capital Strategic
Plan is intended to be a living document used on a regular basis to keep initiatives in line with
strategic goals. In conclusion plan has to be updated annually to incorporate progress on
initiatives and future priorities.
Retaining Employee
Companies today perceive themselves in terms of their competitiveness to attract
and retain talent. Aberdeen Group surveyed companies on a spectrum of categories relevant to
retention (Figure 1a to 1c) to get a baseline view toward key motivators and common
complaints of executive and managerial employees in three areas. Although no survey is the
entire truth, a snap-shot glance at the very good selections reveals a unique overview of the
recent success and future needs for retention and succession planning capabilities.
Corporate factors
Companies believe they are most equipped to offer employees interesting work (57%) and good
working conditions (41%), suggesting that companies rely on two very subjective factors across
talent to diminish the risk of loosing talent. This is especially discouraging as many professional
roles continue to migrate to remote or home-based office environments.
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Development factors
Companies believe they are relying on work-life balance, manager-employee relationship, and
recognition for work well done to develop talent. Setting aside the constant debate of balance,
other Aberdeen key findings shared in this report present key challenges in training managers
and funding recognition programs.
Employee-company interaction factors
Companies deem they are most excellent at providing sympathetic help on personal matters and
their loyalty to workers. Both noble traits, but each more and more elusive given dramatic shifts
in social and legal norms, not to mention generation X & Y interests. In the same regard, these
companies admit being poor at involving employees in decision making. The specific issue most
relevant to the post-boomer staff now entering managerial ranks.
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Case Study Best Practices in Employee Recruitment:
How Toyota Created a World Class Workforce & Effective Recruitment that reflect the
organizations business objectives and culture.
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TEMA History
1987First US production facility in Georgetown, KY
Brought standardized selection system used globally
2001Start-up in Tijuana, Mexico-Realized they had to make significant changes in their
approach to hiring
2003Next Biggest Challenge was opening a facility in a metropolitan area (San Antonio, TX)
April 1, 2006Manufacturing and Engineering became one company
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Detailed Application Process
New generation assessment process adopted by TEMA
Ability to handle mass volume applications
Automated application entry; paperless-IVR -Interactive Voice Recognition-On-line
Automated Scheduling and Scoring
1 Production Simulation Package
Consolidated Multi-Skilled Trades assessments
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Reduction to manpower to run the system
Ability to simulate the work environment to allow candidates to self-select out
Virtual Job Application
Pre-screen Automated, interactive application process allowing candidates to apply via
phone or internet
Entire process lasts 10 minutes
Screened out unqualified candidates, cutting costs in the next phase of the process
Automatically schedules candidates for next step in the process if they pass.
Virtual Job Assessment
Web Based Assessment
Measured basic competencies necessary for specific Toyota positions
Computer game graphics provided a virtual simulation of job relevant tasks
Production Exercise
Candidates physically perform work related tasks in a proctored environment
Able to see how candidates interact with others in team setting, handle daily tasks & deal
with stressful situations.
Virtual Job Interview
Realistic Job Fit Questions
Behavioral interview that allowed Toyota to identify the three main types of employee
behaviors:
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1. Builder Proactive, high energy, positive attitude, committed
2. Cutter Cynical, negative attitude, does the minimum required to get by, gossiper,
makes excuses, takes credit for others work
3. Maintainer Steadfast, dependable, very task focused, comfortable with status
quo, not looking for promotion.
Hiring Process Metrics
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Quality Candidates
Time-to-Hire
Cost-per-Hire
Turnover
Safety Incident Reporting
Keeping to the Project Plan
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Sharing Successes
Implementing the recruitment process to other facilities throughout North America
Expanding the recruitment process globally into facilities in the United Kingdom and
beyond
Top 4 Red Flags for Toyota Recruitment Teams Aware of:
1. Early planning
2. Ability to understand the Local Market & Demographics
3. Compressive research
4. Hiring managers are trained in structured behavioral interviewing
Top 4 Characteristics of a Best-in-Class Partner for Toyota Recruitment
1. Strong Technology
I/O Psychology Assessment Content
IT Infrastructure
2. Integrity
3. Proper Project Management
4.Flexibility
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CONCLUSION
It is essential that recruitment be analysis strategically and that it reflect the organizations
business objectives and vision. Thus, recruitment is means of delivering behaviors seen as
necessary to support the organizations culture and strategies. Organizational strategies and
culture determine whether the focus is on technical skills and formal qualifications or
personality, the ability to fit in and the potential for development.This gives HRM on the
apparatus to remain intact to and break out of the HR dilemma. The result is an HR function that
succeeds not only on the usual benchmarks, but on the only one that really counts: pulling ahead
of the competition, and staying there. Consequently, an organization can obliterate its unique
competitive advantage if it ignores its strategic mission, objectives and culture in recruiting
personal.
REFERENCES
Korsten A.D. (2003) Developing a training plan to ensure employees keep up with the dynamicsof facility management Journal of Facilities Management, Volume 1, Number 4, pp. 365-379(15)
Terpstra D.E. (1994) HRM: A Key to Competitiveness Management Decision, Volume 32,Number 9, pp. 10-14(5)
Korsten A.D. (2003) Developing a training plan to ensure employees keep up with the dynamics
of facility management Journal of Facilities Management, Volume 1, Number 4, pp. 365-379(15)
Retaining Talent: Retention and Succession in the Corporate Workforce (http://
www.Aberdeen.com)
Bernthal, P. R, & Wellins, R. S. (2001). Retaining talent: A benchmarking study. Pittsburgh, PA:
Development Dimensions International.
Byham, W. C. (1992). The assessment center method and methodology: New applications and
technologies (Monograph VII). Pittsburgh, PA: Development Dimensions International
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Byham, W. C. (1989). Targeted selection: A behavioral approach to improved hiring decisions
(Monograph XIV). Pittsburgh, PA: Development Dimensions International.
Dipboye, R. L. (1992). Selection Interviews: Process Perspectives, p. 118. As cited in R. D.
Gatewood & H. S. Field, Human Resource Selection (3rd Ed.). Orlando, FL: The Dryden Press.Pulakos, E. D., & Schmitt, N. (1995). Experience based and situational interview questions:
Studies of validity. Personnel Psychology, 48, 289-30.
How Toyota Created a World Class Workforce & Effective Recruitment that reflect the
organizations business objectives and culture (http:// www.selectinternational.com &
www.toyota.com)
http://www.selectinternational.com/http://www.selectinternational.com/