RECRUITMENT AND SELECTION PROCESS

RECRUITMENT:

Recruitment is the process of finding and attracting suitably qualified people to apply for job vacancies in the organization (Opatha, 2010). Recruitment is the process of generating a pool of competent individuals to apply for employment within an organization (Ofori & Aryeetey, 2011).

Recruitment is the entry point of manpower into an organization (Henry & Temtime, 2009) and the path an organization must follow from there on in order to make sure that they have attracted the right individuals for their culture and vibes so that the overall strategic goals are achieved (Henry & Temtime, 2009).

The most important five key stages of the recruitment process are recruitment objectives, strategy development, recruitment activities, and process variables and recruitment result. These stages are discussed in Figure 1.0

Figure 1. A model of the organizational recruitment process (Breaugh and Strake (2000)

SOURCES OF RECRUITMENT :

Basically, there are two types of sources of recruit. These are given in Figure 2.0

Figure 2. Sources of recruitment (Source: Prashant (2009).

SELECTION :

 

Selection is the process of making the choice of the most suitable applicant from the pool of applicants recruited to fill the relevant job vacancy (Opatha,2010). Selection is the process by which specific instruments are engaged to choose from the pool of individuals most suitable for the job available (Ofori & Aryeetey, 2011).

Selection process as cost effective as possible. Selection is the systematic process of deciding on a specific individual to fill an available position (Henry & Temtime, 2009). Often the performance of the organization relates directly to the people working within it, meaning the right people need to be hired to ensure organizational success (Henry & Temtime, 2009).

Selecting the right applicant can be a difficult task, but at the end of the day, the organization’s reputation is held by the people it employs (Henry & Temtime, 2009). Similarly, like recruitment have also divided selection process into six different phases. These phases are mentioned in Figure 3.0

Figure 3. Selection process (Erasmus et al., 2000)

Recruitment, Selection and Business Performance :

According to Montana and Charnov (2000), “Recruitment and Selection include sourcing candidates by advertising or other methods, screening potential candidates using tests and interviews, selecting candidates based on the results of the tests or interviews, and on-boarding to ensure that the candidates are able to fulfil their new roles effectively”.

Recruitment and selection form a major part of an organization’s overall resourcing strategies, which identifies and secures people needed for an organization to survive and succeed in the short to medium-term (Elwood & James, 1996).

Terpstra and Rozell (1993) have found a positive relationship between the extensiveness of recruiting, selection test validation and the use of formal selection procedures and firm profits. Other studies have shown that implementing an effective staffing process is positively related to organizational performance (Syed & Jama, 2012). Rauf (2007) also found that sophisticated recruitment and selection procedures are positively related to labor productivity.

REFERENCES:

·       Elwood., & James A. P. (1996). Productivity gains from the implementation of employee training Programs. Industrial relations. 33(4), 411-425.

·       Henry, O., & Temtime, Z. (2009). Recruitment and selection practices in SMEs: Empirical evidence from a developing country perspective. Advances in Management, 3(2), 52-58.

·       Montan, H., & Charnou, B. (2002). Human resource practices and firm performance of multi- national corporations: Influences of country of origin. Journal of International Human Resource Management, 9. 632-652

·       Opatha, H.H.D.N.P. (2010). Human resource management, Author published, Colombo

·       Ofori, D., & Aryeetey, M. (2011). Recruitment and Selection Practices in Small and Medium Enterprises: International Journal of Business Administration, 2(3):45-60.

·       Rauf, M.A. (2007). HRM sophistication and SME performance: A case of readymade garment manufacturers and exporters in Lahore. Pakistan Report, London: HMS

·       Syed, Z. J. W. (2012). Universalistic perspective of HRM and organizational performance: me- ta-analytical study, International Bulletin of Business Administration, 13.

·       Terpstra, E. D., & Rozell, J. E. (1993). The relationship of staffing practices to organizational level measures of performance Personnel Psychology, 46(1). 27– 48.