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Topic: Analyse the recruitment process. 1.0 The Recruitment Process.

Recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organisation. While it is understood and accepted that poor recruitment decisions continue to affect organisational performance and limit goal achievement, it is taking a long time for public service agencies in many jurisdictions to identify and implement new, effective hiring strategies. In some areas, existing laws inhibit change; in others, the inhibiting factor is managerial inertia (Richardson). Acquiring and retaining high -quality talent is critical to an organisation s success. As the job market becomes increasingly competitive and the available skills grow more diverse, recruiters need to be more selective in their choices, since poor recruiting decisions can produce long-term negative effects, among them high training and development costs to minimise the incidence of poor performance and high turnover which, in turn, impact staff morale, the production of high quality goods and services and the retention of organisational memory. At worst, the organisation can fail to achieve its objectives thereby losing its competitive edge and its share of the market. In other words, the recruitment process provides the organisation with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies. Successful recruitment begins with proper employment planning and forecasting. In this phase of the staffing process, an organisation formulates plans to fill or eliminate future job openings based on an analysis of future needs, the talent available within and outside of the organisation, and the current and anticipated resources that can be expended to attract and retain such talent. Also related to the success of a recruitment process are the strategies an organisation is prepared to employ in order to identify and select the best candidates for its developing pool of human resources. Organisations seeking recruits for

human resource department manager will review the job description carefully. they might ask their other employee to work overtime to replace and complete the work or they also can reorganisation the position. often recruited from external sources. job descriptions can also be a great value to employers. Most organisations utilise both mechanisms to effect recruitment to all levels. senior administrative. If the activity is to be effective. Then if they needed job description for the position then will do job description. At the middle levels. The organization should identify whether the company really need new employer or need to do replacement for a position. These applicants are usually recent high school or university/ technical college graduates many of whom have not yet made clear decisions about future careers or are contemplating engaging in advanced academic activity. Creating a job description often results in a thought process that helps determine how critical the job . At first the organization need to do assessment to determine the current and future human resource requirements of the organisation.base-level entry positions often require minimum qualifications and experience. Usually this section is the most lengthy. has usually been at the senior executive levels. Let say the organization need a new worker for a new position for that organisation. the organization may find alternative solution for their present problem. This is because. highquality talent. For an example. The push for scarce. the human resource requirements for each job category a nd functional division or unit of the organisation must be assessed and a priority assigned. the company should come out with the job description for the job. technical and junior executive positions are often filled internally. It should detail any supervisory functions in addition to being as specific as possible describing tasks the employee will face every day. It details what the job actually entails and can be quite specific. If the organizations want to hire a worker to replace a person who left from the company. This is also the best place to indicate whether the person will deal with customers After that.

and magazines and then they will determine the selection If they want hire staff among the worker. Internal recruitment does not always produce the number or quality of personnel needed. then they will place inter nal advertisement so that the workers know what they can do forward. advertising vacancies in newspapers. identify whether they want hire their new staff from internal staff or external staff. the organisation needs to recruit from external sources. either by encouraging walk-in applicants. . in such an instance. how this particular job relates to others and identify the characteristics needed by a new employee filling the role. The next step is. Lastly they select candidate for the organization.

focusing on behavioural characteristics. This is because to ensure that selection processes effectively match applicant skills and interests with entity staffing needs.Topic: Analyse The Selection Process. The selection process start with the applications which sent by candidates. To review resumes or applications in advance to obtain some general familiarity with the applicant's background and to identify gaps in the information or areas which need special attention. skills. academic achievements and any other achievements. the higher will be individual and organizational productivity. They will reject those candidates who unsuitable for the job. the better the applicant's knowledge. case interviews that assess your approach to problem solving and case presentations in order for them to be able to showcase candidate ability to present their ideas. assignments. and abilities fit the nature and scope of the job. and tasks in a manner which complies with both entity goals and objectives and applicable legislation. The screening recruitment process can be thought of as being a three-stage procedure which is unsuitable. potential and marginal. The purpose of the selection process is to hire sufficient and capable staff to assist the entity in achieving its desired objectives. The purpose of this interview is for us to get a personal impression of candidate as well as give the interviewer the chance to learn more about the candidates. All applications received are evaluated by our consultants based on the following dimensions: past experience. job requirements. Marginal candidates will put aside first while the human resource department Manager bring the potential candidates for interview. Generally. Human Resource Managers will screen all the application. Human Resource Management Manager use a combination of personal interviews. .

For those candidates they feel unsuitable or their reference list is not satisfied the Manager. Human Resource Management Manager will compare the candidate s information to the ideal applicant profile.During the interview. then the candidates will ask to sign up in the contract. If they wish to assess again the application then they will do so. they will offer the job for the candidate. There interviewer will do comparison within the candidates in specification way. If the interviewer feels the candidates are not suitable for the job during the interview. Once. If they company need contract. interviewer wills categories the candidates into three groups which is unsuitable. suitable and marginal. For those candidates in marginal range. clientele. If the interviewer fells that candidates are suitable for the job then they will select them. Sources of references include the immediate supervisor. th en they will reject the candidates. After the interview. and candidates will also be given the opportunity to ask questions and learn more about the company. will categories in reserve part. the interviewer will discuss different topics with you. Develop questions for the reference check in the same manner used to develop questions for the interview. or peers. past employers. They will always check references. . coworkers. the Human Resource Department already check the selected candidates reference list there they do filter on the candidates. Most references are checked by telephone. If not they will reject the application. then they will reject or put in reserve site. Successful candidates will be invited to a meeting with a Director to go through the signed offer and resolve any questions from the candidate. bo th personal and general. although in-person and written references are common. From there. the officer check the reference list and they satisfies with the reference list. Once.