Definition Of Recruitment And Selection Process Essay
Definition Of Recruitment And Selection Process
1. Definition of recruitment and selection process
The recruitment and selection process is important for new and established businesses alike. Your human resources department has the support and expertise of employment specialists who assist hiring managers with the procedures to ensure your company leaders are making wise hiring decisions. There are several pieces to the recruitment and selection process: sourcing candidates, reviewing and tracking applicants, conducting interviews and selection for employment.
1.1 Sourcing Candidates
This is the first step in the recruitment and selection process. Sourcing candidates means your employment specialist is using a variety of methods to find suitable candidates for job vacancies. Sourcing can be done via online advertising on job and career sites or professional networking and participation in trade associations. Another creative sourcing technique employment specialists utilize is monitoring employment changes at industry competitors to recruit applicants familiar with the same type of business you are operating.
1.2 Tracking Applicants
The next steps in the recruitment and selection process are tracking applicants and applications and reviewing cv’s. Applicant tracking systems are becoming extremely helpful to employers, and this technology aids in the management of job vacancies and applications for every open position. Employment specialists use ATSs to review applications and cv’s. Following your employment specialist and applicant review, we can then decide which applicants we wants to interview. With some applicants can track application status. An ATS can be developed for organizations of any size, including small businesses.
1.3 Preliminary Phone Interview
Conducting a preliminary phone interview is essential for obtaining information about the applicant and background, work history and experience. When your employment specialist conducts a preliminary interview, the objective is to determine whether or not the applicant has the requisite skills and qualifications for the job vacancy. Consistent with widely accepted human resources practices, the Texas Association of Counties recommends, “A quick initial review will reveal those applicants who obviously do not meet the minimum requirements for the job.” While an employment specialist may probe further into the applicant & experience and interpersonal skills, the purpose of this interview is to narrow the field of applicants to send for consideration by the hiring manager.
1.4 Face-to-Face Interview and Selection
In this stage of the recruitment and selection process, the hiring manager reviews the applications and resumes the employment specialist forwarded to her. The hiring manager invites the applicant to interview face-to-face; communication about the interview and scheduling is generally handled by the employment specialist. This ensures that all qualified applicants receive the same information. At times, the employment specialist will prepare the applicant for the face-to-face interview. After the hiring manager interviews the applicant, she further narrows the field of candidates from which to select for the job opening. In many companies, there is an additional interview by the same hiring manager or perhaps a panel of interviewers.
2. 3 organisational benefits of attracting and retaining a diverse workforce
Workforce and working patterns are changing. Our working population is getting older, and increasing numbers of women and people from different cultural and ethnic backgrounds are entering the workforce. Valuing diversity is becoming increasingly important for businesses. Diversity is the art of thinking independently together. Organisations can’t thrive and grow if everyone in them thinks and behaves the same way. Having a diverse workforce with people from different racial, educational and social backgrounds and a diverse age range opens up a wealth of possibilities and helps to encourage creativity and foster innovation.
There’s also a clear competitive advantage to be gained from employing a diverse workforce. An organisation with a diverse range of employees is well placed to understand the needs of a wide range of customers, and can interact with a broad client base. Not only that, but it is also in a good position to recruit and retain staff in an increasingly diverse and competitive labour market. Embedding diversity of thought throughout an organisation also means that talent can be properly recognised and nurtured – wherever it may be. The best starting point for any organisation is to develop a good equality and diversity policy, backed up by a concrete plan of action.
3. 3 Methods of Recruitment
3.1 Job Advertisements
One of the most common recruitment methods for businesses is job advertisements placed in local and national print and online publications. The key is to advertise in places that are more likely to attract the kinds of candidates sought by the company. For example, technical businesses tend to advertise in specific trade publications and websites with high traffic rates. Advertisements and promotions typically include important information such as the location, job title, description, compensation package and instructions on how to apply for jobs.
3.2 Internal Bulletins and Personal Recommendations
Businesses sometimes use internal bulletins to alert staff to positions available. Their reasons are usually twofold: to pose an incentive for those seeking advancement to apply, and to seek referrals from employees. This can be a very effective way to isolate some of the best job candidates. Both existing staff and those they refer already have a relationship with someone connected to the company. This can easily save companies time and money in their recruitment efforts. Recognising this, some firms even offer bonuses for referrals who become employees.
3.3 Recruitment Agencies
Companies sometimes use employment and recruitment agencies as part of their staffing strategy. An employment agency can save businesses the hassle involved with the initial screening of outside cv’s, assessing qualifications and testing and checking references. Recruiters provide their services for a fee, often specialising in certain employment areas, such as financial services professionals, teachers, office workers and executives.
4. 3 Methods of Selection
All business suggests that you should schedule interviews when you know you will have uninterrupted time to review the job candidate’s cv and conduct an insightful interview. When conducting the interview, do not focus solely on the applicant’s credentials or experience. Instead, present hypothetical scenarios to the candidate and ask how she/his would evaluate and solve the presented problems. Listen to her/his answers without interruption and take notes on key points.
4.2 Candidate Selection
Using the interview notes you have taken, compare each interviewee with their cv and look to see if you have missed anything while reading his resume the first time. Make your candidate selection on the basis of how competently he answered your questions and what questions he asked during the interview. Interviewees who do not ask questions are either shy or uninterested in your business.
4.3 Panel Selection
All panel members should make notes on candidates’ answers during interviews to aid decision making. Notes should be based on the person specification which the interview questions will be framed around. The ‘Interview panel assessment form’ can be used to aid note-taking.