1. Describe one element of the organization that is affected by recruitment and selection.

Evaluating your organization's strengths, weaknesses, opportunities and threats is referred to as

a SWOT analysis. For human resources, a SWOT analysis can be especially helpful in identifying
the external factors the company must consider when developing a recruitment and selection
process. Carefully weigh your decisions in modifying HR selection methods or strategy based on
external factors related to the labor market, economic conditions and industry competitors.
The availability of workers qualified to fill positions in your organization can affect your HR
selection methods. When there's a labor shortage or the labor market is tight, it generally refers
to limited availability of workers with the qualifications you need. Therefore, your selection
methods might begin with sourcing passive candidates. Passive candidates are people who aren't
actively seeking work mainly because many of them are already employed. However, they aren't
opposed to hearing about opportunities that may further their careers. Combining your passive
candidate recruiting and accepting applications from active job seekers increases the pool of
applicants from which your company can select.

2.Describe how an element of the organization affects recruitment and selection. (For example, if you
have a decrease of customer demand and sales, you may have to reduce wages. This would likely make it
harder to recruit employees.)
Size

Recruiting and selection are affected by the size of your organization. Generally, the smaller the

company, the more likely that recruiting and selection are done by the hiring manager. In larger

companies, a recruiter usually screens resumes and conducts the initial interview and then passes the

most qualified applicants on to the hiring manager for the final interview and hiring decision. With

smaller companies, there are fewer layers of management between the employee and upper management,

and everyone in a smaller company becomes involved in the hiring and recruitment process.

Pool of Candidates

With today's crowded labor market, hiring the right person is becoming increasingly important. A

company's organizational structure is affected when there is a constant need for people. If there is

constant turnover, then your human resources department will be constantly recruiting and hiring,

making it difficult to fully perform their other job duties. A company with an effective recruiting and

selection process also retains employees through excellent employee management processes. Retaining

good employees reduces turnover and the need to constantly recruit and hire new employees.

3.How does it affect recruitment and selection? What is/are the Current workforce profile

The following should be taken into account when implementing workforce planning:

✓ It needs to start with the business plan, ‘future-focussed’, and sufficiently

flexible to deal with constant change;

✓ It should be dynamic and reviewed regularly to ensure its still relevant;

✓ It’s not just about numbers. It is also about strengths, skills, potential and
how these are deployed and organised. As such it links into development,
succession planning , organisational and role design, and a number of other
people management practices;

✓ The process should enable co-operation between managers and minimise

any competition between departments for people resources;

✓ It brings together operational and the strategic planning processes. There’s

a need to be able to think strategically whilst taking practical action;

✓ It’s as much art as science. There is no single formula to give a ‘correct’

workforce plan. However, with a wealth of data available, the art is about
bringing this together and interpreting it in a meaningful way;

✓Your HR team will be able to help you support the people aspects of business
planning.

4.How does it affect recruitment and selection?

The recruitment policies of the competitors also affect the recruitment function of the organizations. To
face the competition, many a times the organizations have to change their recruitment policies according
to the policies being followed by the competitors.

5.Name an input, throughput and output of the recruitment and selection process. Explain your answer.

Input is something put into a system or expended in its operation to achieve output or a result. The
information entered into a computer system, examples include: typed text, mouse clicks, etc. Output is the
information produced by a system or process from a specific input. Within the context of systems theory,
the inputs are what are put into a system and the outputs are the results obtained after running an entire
process or just a small part of a process. Because the outputs can be the results of an individual unit of a
larger process, outputs of one part of a process can be the inputs to another part of the process. Output
includes the visual, auditory, or tactile perceptions provided by the computer after processing the
provided information. Examples include: text, images, sound, or video displayed on a monitor or through
speaker as well as text or Braille from printers or embossers.

6. What sort of feedback do we need to gain from the internal and external environment to ensure the
success of our recruitment and selection methods?

t can be an enlightening experience to consider the internal forces that affect recruitment efforts, or those

that you can control. Some of these forces may require more determination from you than others.

Consider:

● The age of your business. Of course you cannot control how long you've been in business.
But new businesses often don't have established human resource protocols, and the lack of
them can hinder recruitment efforts. Taking the time to identify the most suitable
recruitment sources is time well spent; they may look similar, but they tend to draw
different types of candidates. The size of your business. Another vexing reality of small-
businesses: As they grow, the operation may become more complex and yet also more
streamlined. For now, you may not have the need or the resources to justify a full-fledged
human resources department. Outsourcing this function may be a smart choice – and level
the playing field with bigger companies with deeper pockets that are competing for the
same talent. Your recruiting budget. Recruiting job candidates isn't cheap, and training can
easily represent 50 percent of an employee's annual salary. Taking the long view on
recruiting isn't always easy for small-business owners, who often are in a hurry to fill key
 roles and watch business suffer until they do. But it pays to be patient and calculate a
return on your investment, even if it means investing in that outsource firm or at least in
skill- and personality-assessment tools, which can ease hiring decisions.
● Your compensation package. It can be a challenge to offer what is often called a
“competitive” salary and benefits package when you know your pockets aren't as deep as
the other guy's. But it might be easy to dangle what you can call an “incentive package,” or
those things big businesses may shirk from: flexible work schedules, work-from-home
arrangements and, if you can, a financial stake in your company's growth.* Your
company's reputation. You may pity the owner of a large, respected business whose single
job ad spawns hundreds of applicants. He either has a rich talent pool to draw from or an
administrative avalanche to shovel out from. In either case, there has long been a strong
connection between a company's reputation and its ability to draw job candidates. You
want the best people to seek you out for work – and not just after you've posted a job ad. Do
what you can to burnish your good name whenever you can. Public-relations activities can
help.
Stay Alert to External Factors

If reviewing internal forces can be empowering – because you can do something about them – then

perhaps considering the external forces can be a bit deflating. After all, even if you hired a lobbyist to

represent you in your state capital or in Washington, there is little you can do about these forces except

stay attuned to the business climate and do your best to prepare and confront the challenges that threaten

to imperil your small business.

For this reason, it makes sense to leave the most empowering external factors for last:

● Business law changes

● Demographic shifts
● Economic fluctuations
● Labor law updates
● Political elections
● Supply and demand of eligible workers
● Unemployment rate
● Competition.