HR/Business Practice: Recruitment and Selection Process in the Organization
Table of Contents
The report critically analyses the best practices vital to the conduct of the recruitment and selection process in the organization. The recruitment and selection process serves a fundamental purpose to the organization of ascertaining the performance, productivity, and competitiveness of both the employees and the organization. Thus, the analysis seeks to address the significance and impacts of effective recruitment and selection process in a.) employee motivation, b.) capacity to acquire the most suitable and qualified personnel to fill the vacant positions in the organization and c.) adhere to the U.S. Equal Employment Opportunity Commission (EEOC) rules and regulations in conducting the best practices.
The report is informed by vast research of secondary academic resources, including scholarly, journal, and peer-reviewed materials. The resources are based on professional research, and extensive review of studies respectively conducted to inform their publications with empirical evidence and insights. Thus, provide informed arguments and recommendations to the best practices of the recruitment and selection process in the organization.
The key findings of the best practices of the recruitment and selection process indicate the profound importance of the process to maintain the organizational culture, privacy and confidentiality of the candidates, effective utilization of the candidates’ information, and transparency.
The recommendations note the importance of ascertaining transparency in the recruitment and selection process to motivating both the recruits and the current workforce. Also, transparency is recommended as integral to the organization’s culture, which culminates in the commitment, productivity, innovativeness, and performance of the workforce. The use of Social Networks Services (SNSs) is crucial to access a vast pool of candidates to apply for the vacant position. As well, aids in the selection process as the SNSs are essential to the filtering of the candidates, ensuring the best and most suitable candidate is selected to join the organization. Thus, ascertain a free and fair process – vital to comply with the U.S, EEOC regulations of best practices.
The conduct of the recruitment and selection process is crucial to every organization. The capacity to run an efficient, transparent, and credible recruitment and selection process is fundamental to impact on the functionality of an organization. The paper critically analyses the best practices that can enable the organization to impact positively on employee growth and development. The capacity to acquire the most suitable candidates to fill the vacant positions in the organization is essential for the competitiveness, productivity, and profitability of the organization. The organization marred with the problem of a.) ascertaining employee motivation through effective recruitment and selection processes, b.) acquiring the most qualified candidates to fill the vacant positions in the organization, and c.) assuring the adherence of the organization to the U.S. Equal Employment Opportunity Commission in conducting effective recruitment and selection process – enhances the realization of the best practices vital to the consistency of the organization.
Kapur (2018, 1) identifies recruitment as the process in which “identification, screening, shortlisting and hiring of potential human resources is conducted to fill a vacant position in an organization.” The recruitment process guarantees business consistency and the acquisition of qualified personnel vital to boost the existing human resource. The efficiency in conducting thorough and effective recruitment promotes the operations of an organization leading to long-term competitiveness. Ekwoaba et al. (2015, 2) note that there is a direct relationship between recruitment and employee performance. Saviour et al. (2017, 2) assert that recruitment impacts on the development of the human resources in the organization, enhance the workforce competencies, and induce competitive organizational performance.
The selection process in an organization comprises of the practice in which it picks the best and most suitable candidate to fill the vacant position. Kapur (2018, 1) states that selection directly relates and impacts the strategic goals and objectives of the organization through acquiring talents vital to the achievement of the strategic plan. The selection process is guided by merit, skills, competencies, abilities, and knowledge that best fits the requirements of the organization (Saviour et al., 2017, 2). The efficiency of selection practices in the organizations enhances the productivity and profitability of the organization, as well as, sustain a good relationship between the employees and the employers (Andoh, 2016, 3). This is a significant feature of the organization that ascertains proper mechanisms of the organization that are maintained and give the best outcome. Hence, increased productivity, profitability, and competitiveness is ascertained in the organization.
The conduct of the recruitment and selection processes in the organization are designed in such a way that transparency is the primary objective of the practices. The Human Resource department pursues a policy in which transparency is guaranteed through running an open process that involves the candidate every step of the way (Djabatey, 2012, 2). The capacity to ascertain transparency affects the trust of the employees on the organization and the reputation that the organization creates. The ability to conduct transparent recruitment and selection process is fundamental to creating values and organizational culture of the organization. The conduct of the recruitment and selection process serves as the cornerstone of the organizational culture and values shaping the conduct and performance of the employees (Anand et al., 2018, 2755).
As well, Adeola and Adebiyi (2016, 70) state that “many organizations recognize the use of human resources as a major influence on their success.” Organizations relate the functionalities of the human resource as vital to their competitiveness and high performance. The motivation of the employees in an organization begins at the recruitment and selection processes. According to Ekwaoba et al. (2015, 3), motivated employees strive for high performance by making more changes, commitment, and desire to see every level of the organization succeed. The recruitment and selection process directly motivates the employees through the presentation of the organizational objectives, strategic goals, and evaluation of the understanding of the organization’s operations (Saviour et al., 2017, 2). It is fundamental for potential employees to understand and feel motivated about joining the organization. The recruits show the zeal that is tapped into the productivity and competitiveness of the organization.
According to Adeola and Adebiyi (2016, 71), the recruitment and selection process creates an opportunity in which employees learn more about the organizations. Employees are potentially filled with high expectations in access to the unique opportunity to join the organization. This spirit and attitude are vitally incorporated into the practices and operations of the organization leading productivity and competitiveness. The recruitment and selection process challenges the employees to show high resilience and determination (Gamage, 2014, 37). This motivates the employees on the value of the organization and brand of the employee. Hence, culminate in heightened commitment to high performance in the respective field they join the organization.
The involvement of the current employees in the conduct of the hiring process induces positive impacts on the workforce. The involvement of the employees indicates the value and recognition of the employees as necessary to the organization and an integral part of the organization’s future (Andoh, 2016, 3). In turn, the recruitment and selection impacts on the motivation of the employees through value and importance. The understanding of the employees is critical to enabling the organization to acquire the most qualified persons to fill the vacant positions in the organization.
The conduct of the recruitment and selection process in the organization stipulates strict adherence to the EEOC laws and regulations. This is critical to attaining a diverse workforce and equality in the organization (Ekwoaba et al., 2015, 3). An organization guided by values of fairness, equality, and equity impacts on the productivity and competitiveness of employees and organizations at large. The EEOC laws and regulations cut across critical factors that influence the performance and productivity of the employees, including age, gender, nationality, origin, colour, sex, and persons with disabilities (Selmi, 2014, 937). The values of fairness, equality, and non-discrimination to employment opportunities create a robust organizational culture. In turn, high performance, productivity, and commitment of the employees is guaranteed in the organization (Kmec and Skaggs, 2014, 530).
According to Tomčviková (2016, 2), “the recruitment and selection process form the fulcrum on which all human resource management functions operate.” This is based on the fact that the inexistence of the right workforce that has been chosen in the right and effective manner – all other functions of the human resource management and planning will not operate successfully (Otoo et al., 2018, 199). The recruitment and selection process is the foundation of all activities of human resource management. This implies that the recruitment and selection process is an integral area of human resource practices in an organization.
In human resource management, the recruitment and selection process acts as integral in the organization as it impacts on the employees, the human capital availability, and the organizational capacity to execute different strategies (Tomčviková, 2016, 2). The approach enables the acquisition of the right persons, skills, and competences vital to enhance the employees as an asset to the organization. That is, with effective functioning and operational capacity – employees are considered a fundamental asset in the organization. Human capital availability in line with the organizational objectives and strategies is vital to the performance and competitiveness of the organization (Otoo et al., 2018, 200). Human capital availability provides the necessary skills, expertise, and abilities crucial to successful operations. This impacts the inoperability of the organization and the capacity to pursue diverse objectives. The organizational capacity is enhanced through the recruitment and selection process that is in line with the growth, development, and expansion of the organizations (Tomčviková, 2016, 3). Organizations must hire and fill vacant positions with competent persons as needs arise to enable the continuity of the organization and strategic positioning of the organization (Karthiga et al., 2015, 1).
Adeola and Adebiyi (2016, 70) evaluate the significance and relationship between recruitment practices and employee motivation in the performance and Nigerian banks. The study involved a conveniently selected sample of 60 employees from the seven selected banks in Nigeria. The study focused on evaluating the relationship exhibited in the relationship between the recruitment practices exercised by the banks, employee motivation, and how they impact the performance of the banks in a competitive industry (70). The authors utilized face-to-face surveys and interviews to acquire necessary and vital information on what motivates the employees. More so, applied correlation and thematic analysis to illustrate the “strong positive relationship in the motivation of the employees, the recruitment process, and the organizational performance” (Adeola and Adebiyi, 2016, 70).
The authors indicate that there is profound importance in utilizing firmer selection processes essential to the performance and functionality of the banks. The selection processes impact on enhancing the efficiency of identifying unsuitable candidates leading to the potential of creating sufficient room for productive employees. The capacity to identify competent employees impact on the improved performance of the banks (Adeola and Adebiyi, 2016, 71) Thus, ascertain the motivation of the employees and their commitment to the organizations. Hence, the conduct of recruitment and selection is vital to employee motivation and organizational performance.
Karthiga et al. (2015, 1) emphasize the need to “have a well-defined recruitment policy in place essential to effectively get the best fits for the vacant positions in the organization.” Karthiga et al. (2015, 1) note that the recruitment and selection process in an organization is very costly, requiring the potential to fill the vacant positions with the right personnel. The occurrence where an organization selects the wrong candidate or dismisses the right candidate can induce profound costs on the organization. The mistakes can prove to be hefty on the organization in its operational capacity and affecting the existing workforce with redundancies and inefficiencies. This risks being spread across the organization leading to subsequent losses and failure.
The authors utilized a sampling technique of 100 participants to determine the significance of the recruitment process and the importance of an effective selection process to the performance of the organization. The study analysis utilized the One-way ANOVA, Correlation, and Chi-Square techniques to get thorough insights from the research (Karthiga et al., 2015, 3). The job analysis impacts profoundly on running an efficient recruitment and selection process in an organization. Thus, guarantee the most suitable and qualified persons are selected to fill the vacant position.
The capacity to promise the best practices in the recruitment and selection process is vital to the organization. The efficient recruitment and selection process induces rationality and efficiency to the decision making process in the entire process. The organization and Human Resource Managers exercise extensive decision-making in the recruitment and selection process to assure the organization attains the most suitable candidates (Saviour et al., 2017, 2). This attracts the need for the emphasis on the organizational culture to be maintained by illustrating the core values that guide the organization. The recruitment and selection process constitutes of the first aspect that exposes the potential employees to what the organization is about – values and principles (Ekwoaba et al., 2015, 4). Therefore, assurance of the organizational culture is paramount in the best practices of the recruitment and selection process.
Figure 1: Recruitment and Recruitment Marketing Sample
The ability of the organization to keep track of the crucial information provided by the candidates enables the organization to learn from every recruitment and selection process they implement. The best practices combine the value of positively utilizing the lessons in future occurrences, ascertaining the best for the organization (Tomčviková, 2016, 3). Also, the information is vital to filter a committed workforce ready to join the organization. Therefore, the utilization of the candidate’s information is in a way that privacy and security are assured. Therefore, from the start, build trust and confidence in the organization.
The tendency to transform with the changes in the business world and HR practices around the world is fundamental. The adoption of technology is vital to the improved capacity to run a smooth and efficient recruitment and selection process. The technological advancements of the social network services (SNSs) create an opportunity to access a vast pool of diverse candidates that can expand the workforce of an organization (Vickers et al., 2015, 53). The SNSs provide extra crucial information essential to the selection of candidates. The utilization of tools such as Plum is critical to filtering the enormous pool of candidates as the recruitment process advances to the selection level. Thus, ascertain the best for the organization (Tomčviková, 2016, 4).
Figure 2: Recruitment and Selection Process Practices.
Furthermore, the practice of agile hiring approach enables the organization to adjust the recruitment and selection method as needs arise. This gives the necessary flexibility to the organization to adjust to changes in the recruitment and selection process as influenced by the diversification and development of strategic objectives of the organization (Ekwoaba et al., 2015, 3). The recruitment and selection process in an organization often entails a lengthy process in which various factors may change. Therefore, flexibility to change as new needs arise is crucial to the functionality and competitiveness of the organization.
The recommendations indicate that to address the concerns raised in the study revolving impacts of the recruitment and selection process on the employee motivation, capacity to acquire the most qualified persons to fill the vacant positions in the organization, and adherence to the U.S. EEOC laws and regulations – the best practices offers critical insights in the conduct of the recruitment and selection process in an organization. The recruitment and selection process is integral to the organization and the HR management and planning practices. The capacity to acquire the most qualified personnel guarantees the productivity, performance, and competitiveness of the employees and the organization. The long-term performance and survival of the organization depend on its capacity to fill vacant positions with the right candidates. Thus, efficiency in the recruitment and selection process culminated in the competitiveness of the organization.
Additionally, the conduct of a transparent recruitment and selection process is critical to install the right principles and values to the organizational culture in which the employee adopts. The recruitment and selection process is the basis for the organization to connect with its employees. Therefore, transparency allows employees to learn about the organization and experience a free and fair process. All employees can access opportunities equally – enhancing the organization’s capacity to adhere to the EEOC regulations. This motivates the employees to be the best and take extra measures to ascertain performance, productivity, and innovativeness in the organization. Thus, it achieves the high competition of the organization in its capacity to achieve strategic objectives.
Finally, it is essential to consider having a thorough recruitment process that accesses a diverse pool of potential candidates. This can be enhanced through the use of SNSs to access a large number of qualified persons to apply for the job. The SNSs creates convenience, availability, and ease of applying for a job and undergoing several recruitment and selection processes. The SNSs are essential to enable the candidates to participate in several pre-selection processes. Hence, filter suitable and qualified personnel with the potential to likely join the organization. The final selection should involve candidates signing compliance with the winning of one of the candidates to achieve the vacant position. This indicates high levels of transparency and value accorded to the employees and recruits. Thus, certify the organization as one of the best employers and utilize the best practices in the recruitment and selection processes.
Saviour, A.W., Kofi, A., Yao, B.D. and Kafui, L.A., 2017. The impact of effective recruitment and selection practice on organizational performance (a case study at University of Ghana). Global Journal of Management And Business Research.
Selmi, M., 2014. The Evolution of Employment Discrimination Law: Changed Doctrine for Changed Social Conditions. Wis. L. Rev., 937.
Tomčíková, Ľ., 2016. The effective recruitment and selection practices of organizations in the financial sector operating in the Slovak republic.
Vickers, G., McDonald, M.P., and Grimes, S.J., 2015. A Cross Country Comparison of Best Practices in Recruitment and Selection. Journal of Management and Marketing Research, 15, p.53.