Literature Review on Recruitment and Selection Process

Literature Review on Recruitment and cream ProcessEmployee alternative is the play of collecting and evaluating information about an individual in order to extend an offer of employment (R.D. Gate wood and H.S. Field) Employee selection is berth of the over both facultying serve up of the brass instrument, which also includes human resource (HR) readying, recruitment, and retention activities. By doing human resource planning, the administration projects its likely demand for personnel with detail knowledge, skills, and abilities (KSAs), and comp bes that to the evaluate avail faculty of much(prenominal) personnel in the internal or external proletariat markets. During the recruitment phase of staffing, the organization attempts to establish contact with potential pipeline applicants by ponder postings within the organization, advertising to attract external applicants, employee referrals, and many former(a) methods, depending on the type of organization and the nature of the blood line in question. Employee selection begins when a crime syndicate of applicants is generated by the organizations recruitment efforts. During the employee selection process, a firm decides which of the recruited candidates will be offered a position.Effective employee selection is a critical dowry of a triple-crown organization. How employees perform their conjectures is a major factor in determining how successful an organization will be. note performance is essentially goaded by the ability of an individual to do a particular melodic line and the effort the individual is willing to put forth in performing the business concern. by representation of effective selection, the organization can maximize the probability that its natural employees will gain the necessary KSAs to do the rail lines they were hired to do. Thus, employee selection is one of the two major ways (along with preference and training) to make sure that new employees have the abilities required to do their jobs. It also wins the base for other HR practices-such as effective job design, goal setting, and compensation-that cause workers to exert the effort needed to do their jobs effectively, according to Gatewood and Field. mull applicants differ along many dimensions, such as educational and work experience, personality characteristics, and inbred ability and motivation levels. The logic of employee selection begins with the assumption that at least some of these individual differences argon relevant to a persons suitability for a particular job. Thus, in employee selection the organization mustDetermine the relevant individual differences (KSAs) needed to do the job andIdentify and utilize selection methods that will faithfully and validly assess the extent to which job applicants possess the needed KSAs. The organization must achieve these tasks in a way that does not illegally severalize against any job applicants on the basis of race, colour, religion, s ex, national origin, disability, or veterans status.An Overview of the Selection processEmployee selection is itself a process consisting of several important stages, as shown in Exhibit 1. Since the organization must determine the individual KSAs needed to perform a job, the selection process begins with job compend, which is the systematic study of the content of jobs in an organization. Effective job analysis tells the organization what people occupying particular jobs do in the course of performing their jobs. It also helps the organization determine the major duties and responsibilities of the job, as advantageously as aspects of the job that argon of minor or tangential importance to job performance. The job analysis often results in a written document called the job verbal description, which is a comprehensive document that details the duties, responsibilities, and tasks that make up a job. Because job analysis can be complex, time-consuming, and expensive, standardized job descriptions have been developed that can be adapted to thousands of jobs in organizations across the world. Two examples of such databases atomic number 18 the U.S. governments Standard Occupational Classification (SOC), which has information on at least 821 occupations, and the Occupational Information Network, which is also known as O*NET. O*NET provides job descriptions for thousands of jobs.An understanding of the content of a job assists an organization in specifying the knowledge, skills, and abilities needed to do the job. These KSAs can be expressed in call of a job specification, which is an2.2 Main Responsibilities of HRM2.2.1 Getting the Best EmployeesWorkforce planningSpecifying Jobs and RolesRecruitingOutsourcingScreening ApplicantsStaffing Selecting (Hiring) New Employees.2.2.1.1 Workforce planninga) Objective of Workforce PlanningWorkforce planning is one of the most important activities in any transcription. It starts with analysis of the strategical position of the wrinkle. The results of this analysis then feed into a forecast of the required demand for lying-in by the organisation and how this is likely to be supplied. The final examination stage involves the creation and implementation of a human resources plan which aims to deliver the right enactment of the right people for the Organisation.b) Strategy for workforce planThe strategic position and requirement of the organisation have the most important influence on workforce planningOrganisation objectives and scope of activities what be the objectives of the organisation? What products are to be sold, in which markets using what kind of distribution?Organisation location where is the organisation located? How are the various business units, divisions, functions distributed across the various locations? What specialiser skills are essential in each location? What are the workforce implications of decisions on organisation location?Labour environment what is happening to the si ze of the labour force? What key population and employment trends (e.g. the increasing numbers of people working on temporary or short-run contracts) affect the ability of the business to recruit staff? What provision needs to be made for employee pension what employment legislationTimetables to what extent does the strategic needs of the business require short-term changes in the workforce or can change be achieved over a longer period. For example, are new retailing or distribution locations to be opened in the next 12 months that require staff?c) Forecasting Workforce DemandPutting a good Human Resources plan in concert requires an organisation to make a reasonably accurate forecast of workforce size. Key factors to consider in this forecast areDemand for vivacious and new products/projectsOrganisation disposals and product closuresIntroduction of new technology (e.g. new production equipment)Cost reduction programmes (most usually involve a reduction in staff numbers somewhe re within the business)Changes to the business organisational structureBusiness acquisitions, joint ventures, strategic partnershipsForecasting Workforce SupplyThe starting point for estimating supply is the existing workforce an Organisation should take account ofScheduled changes to the composition of the existing workforce (e.g. promotions job rotation)Normal loss of workforce e.g. through retirement, normal labour turnoverPotential exceptional factors e.g. actions of competitors that create problems of staff retentionBy comparing the forecast workforce demand and supply it is possible to compile a forecast of net workforce size. This then needs to be compared with the strategic requirements for the organisation. The result is the workforce gap (which is a forecast of too few or too many workers). The role of HRM is to close the gapHRM Policies to Close the Workforce GapThe key HRM activities to manage the workforce gap compriseRecruitment plans (how many people, where, what type, how)Training plansRedundancy plansStaff Retention Plans (how the business intends to keep the staff it wants to retain)2.2.1.2 Specifying jobs and rolesThis phenomenon includes two processesJob specificationJob descriptionJob SpecificationDerived from job analysis, it is a statement of employee characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job or function.A job specification describes the knowledge, skills, education, experience, and abilities organisation believes are essential to performing a particular job. The job specification is developed from the job analysis.A job specification cuts to the quick with organisation requirements whereas the job description defines the duties and requirements of an employees job in detail. The job specification provides detailed characteristics, knowledge, education, skills, and experience needed to perform the job, with an overview of the specific job requirement s.Job DescriptionJob descriptions are essential. Job descriptions are required for recruitment so that organisation and the applicants can understand the role. Job descriptions are necessary for all people in the organisation. A job description defines a persons role and accountability. Without a job description it is not possible for a person to properly commit to, or be held responsible for, a role.Smaller organisations commonly require staff and four-in-hands to cover a wider or more mixed range of responsibilities than in larger organisations (for example, the office manager role can comprise financial, HR, stock-control, scheduling and other duties). Therefore in smaller organisations, job descriptions might necessarily contain a greater number of listed responsibilities, perhaps 15-16. However, whatever the circumstances, the number of responsibilities should not exceed this, or the job description becomes unwieldy and ineffective.Some feature in most job descriptions are as followingcommunicating ( How to communicate with upper and lower level of management from his/her level)Panning and organising.Managing information and general administration support.Monitoring and reporting.Financial budgeting and controlProducing things.Maintaining and repairing. feel control.Health and safety.Using equipment and system.Developing and creating things.Importance of Job DescriptionJob descriptions improve an organisations ability to manage people and roles in the following waysClarifies organisation expectations for employees.Provides basis of measuring job performanceProvides clear description of role for job candidatesProvides a structure and discipline for company to understand and structure all jobs and ensure necessary activities, duties and responsibilities are covered by one job or anotherProvides continuity of role parameters irrespective of manager interpretationEnables digest and grading systems to be structured fairly and logicallyPrevents arbitrary int erpretation of role content and limit by employee and employer and managerEssential reference animal in issues of employee/employer disputeEssential reference tool for discipline issuesProvides important reference points for training and development areasProvides neutral and objective reference points for appraisals, performance reviews and counsellorEnables formulation of skill set and behaviour set requirements per roleEnables organisation to structure and manage roles in a uniform way, thus increasing competency and effectiveness of recruitment, training and development, organisational structure, work flow and activities, customer service, etcEnables factual view (as opposed to instinctual) to be taken by employees and managers in career progression and chronological succession planningJob Description ComponentsJob TitleBased at (Business Unit, Section if applicable)Position reports to (Line Manager title, location, and Functional Manager, location if matrix management struc ture)Job Purpose Summary (ideally one sentence)Key Responsibilities and Accountabilities, (or Duties. 8-15 numbered points)Dimensions/Territory/Scope/Scale indicators (the areas to which responsibilities extend and the scale of responsibilities staff, customers, territory, products, equipment, premises, etc)Date and other relevant internal referencesHiringOrganisation basically has two main resources to get Human resourcesInternal PromotionRecruitmentOutsourcingInternal PromotionsIn this scenario existing employees of the organisation are promoted to fill the required locating in the organisation.RecruitmentIn this case organisation takes new employees in the organisation to fill the vacant places.OutsourcingOutsourcing refers to a company those contracts with another company to provide services.Recruitment and SelectionRecruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at th e organisation.Employee selection is the process of collecting and evaluating information about an individual in order to extend an offer of employment (R.D. Gate wood and H.S. Field) Employee selection is part of the overall staffing process of the organization, which also includes human resource (HR) planning, recruitment, and retention activities. By doing human resource planning, the organization projects its likely demand for personnel with particular knowledge, skills, and abilities (KSAs), and compares that to the anticipated availability of such personnel in the internal or external labour markets. During the recruitment phase of staffing, the organization attempts to establish contact with potential job applicants by job postings within the organization, advertising to attract external applicants, employee referrals, and many other methods, depending on the type of organization and the nature of the job in question. Employee selection begins when a pool of applicants is gen erated by the organizations recruitment efforts. During the employee selection process, a firm decides which of the recruited candidates will be offered a position.Effective employee selection is a critical component of a successful organization. How employees perform their jobs is a major factor in determining how successful an organization will be. Job performance is essentially determined by the ability of an individual to do a particular job and the effort the individual is willing to put forth in performing the job. Through effective selection, the organization can maximize the probability that its new employees will have the necessary KSAs to do the jobs they were hired to do. Thus, employee selection is one of the two major ways (along with orientation and training) to make sure that new employees have the abilities required to do their jobs. It also provides the base for other HR practices-such as effective job design, goal setting, and compensation-that motivate workers to exert the effort needed to do their jobs effectively. Gate wood and Field.Organisational document that details what is required to successfully perform a condition job. The necessary KSAs are called job requirements, which is simply means they are thought to be necessary to perform the job. Job requirements are expressed in terms of desired education or training, work experience, specific aptitudes or abilities, and in many other ways. Care must be taken to ensure that the job requirements are based on the actual duties and responsibilities of the job and that they do not include irrelevant requirements that may discriminate against some applicants. For example, many organizations have revamped their job descriptions and specifications in the years since the passage of the Americans with Disabilities Act to ensure that these documents contain only job-relevant content.Validity of selection methodsValidity refers to the quality of a measure that exists when the measure assesses a con struct. In the selection context, validity refers to the appropriateness, meaningfulness, and usefulness of the inferences made about applicants during the selection process. It is concerned with the issue of whether applicants will actually perform the job as well as expected based on the inferences made during the selection process. The closer the applicants actual job performances match their expected performances, the greater the validity of the selection process.Selection methodsA Organisation should use selection methods that reliably and accurately measure the needed qualifications. The dependability of a measure refers to its consistency. It is defined as the degree of self-consistency among the slews earned by an individual. Reliable evaluations are consistent across both people and time. Reliability is maximized when two people evaluating the akin candidate provide the same ratings, and when the ratings of a candidate taken at two different times are the same. When sele ction scores are unreliable, their validity is diminished. Some of the factors affecting the reliability of selection measures areEmotional and physical state of the candidate. Reliability suffers if candidates are particularly nervous during the assessment process.Lack of rapport with the administrator of the measure. Reliability suffers if candidates are turned off by the interviewer and thus do not show their stuff during the interview.Inadequate knowledge of how to respond to a measure. Reliability suffers if candidates are asked questions that are vague or confusing.Individual differences among respondents. If the range or differences in scores on the attribute measured by a selection device is large, that means the device can reliably distinguish among people.Question difficulty. Questions of moderate difficulty produce the most reliable measures. If questions are too easy, many applicants will ordain the correct answer and individual differences are lessened if questions are too difficult, few applicants will give the correct answer and, again, individual differences are lessened.duration of measure. As the length of a measure increases, its reliability also increases. For example, an interviewer can better gauge an applicants level of interpersonal skills by asking several questions, kind of than just one or two.Up to this point, our discussion has assumed that an employer needs to validate each of itsStudies summarizing a selection measures validity for similar jobs in other settings.Data showing the similarity amid the jobs for which the validity evidence is reported and the job in the new employment setting.Data showing the similarity between the selection measures in the other studies composing the validity evidence and those measures to be used in the new employment setting.Making final selectionThe extensiveness and complexity of selection processes vary greatly depending on factors such as the nature of the job, the number of applicants for each opening, and the size of the organization. A typical way of applying selection methods to a large number of applicants for a job requiring relatively high levels of KSAs would be the followingUse application blanks, resumes, and short interviews to determine which job applicants meet the minimal requirements for the job. If the number of applicants is not too large, the information provided by applicants can be verified with reference and/or background checks.Use extensive interviews and appropriate testing to determine which of the minimally qualified job candidates have the highest degree of the KSAs required by the job.Make contingent offers to one or more job finalists as identified by Step 2. Job offers may be contingent upon successful completion of a drug test or other forms of back-ground checks. ecumenical medical exams can only be given after a contingent offer is given.