selection process, but sometimes hiring additional employees is not the best recruitment and selection can be staggering; hiring new employees should occur . PDF | On Mar 17, , Radhika Kapur and others published Recruitment and Selection. recruitment and selection practices in the Taiwanese cultural context. questionnaire on HRM and recruitment and selection (HRMRS) was addressed to.
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Recruitment and Selection. A guide to help you review your existing approach to recruitment and selection. In seeking to get the most from your employees a key. Recruitment and Selection is an important operation in HRM, designed to of Recruitment and Selection that an HR manager handles for hiring a right. Recruitment and Selection is the 10th chapter in the Resource Kit. CHAPTER. 1 An Introduction to Workforce Development. 2 Clinical Supervision. 3 Developing .
Hence, it is essential to develop and maintain efficient HRM practices and policies that enable them to recruit select and retain competent employees.
The HR practices include recruitment, job analysis, compensation, training , performance appraisal, communication, employee empowerment, job security, job design, employee security, employee relations, motivations Murphy and Murrmann, HRM is a managerial function involving procurement of suitable human resource, train and develop their competencies, motivate, reward effectively and create in them an urge to be part of management team who aims to render dedicate and committed service for the success and growth of organization.
Human Resource Management is a strategic approach to manage employment relation which emphasized the leveraging of peoples capabilities to achieve sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices Bratton and Gold Hence, employee is primarily responsible for the growth and survival of hotels.
Post Advertisement. Arrange the Interviews 5. Conduct the Interviews 6. Selection of Candidates. Joining Formalities. The recruitment process includes analyzing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring, and integrating the new employee to the organization. Sanjaykumar M. Gaikwad et tal The hospitality industry must focus on the practical solution based approach or methods for recruitment and selection which will increase the motivation level of employee, productivity and brand image of organization.
The recruitment expenses can be reduced by adopting a good talent retention strategy.
V et tal The most important task of HR Dept in hotel industry is to identify the best suitable candidate for job requirement and preferences. The right candidate should be fit in right position with work experience, qualification and education, personality skills which suits the job perfectly.
This indicates scientific recruitment practices and leads to motivate employee with positive attitude and commitment. Karthiga et tal Recruitment and Selection Process in the organization must be modified depending on the job profile and there is dependency of gender while choosing the sources of recruitment.
Kazi Huda et tal Recruitment is a tool for searching essential employees who creates enough motivation and environment to make the profession attractive. Milind A. Peshave et.
Poor employment practice is the threaten for success in tourism and hospitality markets as well as providing only low quality employment for many people This study analyzed the interdependency of Employee productivity and employment practices followed in the hospitality industry for star categories.
The findings of his research state that employment practices adopted by the hotel industry have a positive impact on the productivity of its employees. Ahmad Rasmi AlBattat By keeping focus of long working hours at the work place, the managers should select proper employee for retaining and reducing the turnover crises. De Villiers, J.
D Good recruitment system must involve workforce with similar habits and attributes in a department to make cause easier and gain big returns for organization. Objective 1. To study the Recruitment and Selection process in Hotel Industry. To examine the relation between demographic pattern and recruitment sources.
To understand the reasons for seeking employment in hotel industry. Explorative Research. Star Category Hotels, Nashik. Sample Frame: Employees of 3 Star Category Hotels. Sample size: Sampling Technique: Some of the benefits from the centralized recruitment that appears in the insurance Group are: The recruitment practices of the three famous insurance companies are decentralized: The insurance Group continues to focus on finding employees with the right skills, expertise and qualifications, best for the position and the Group.
The other three insurance companies seek candidates that possess state-of the-art-expertise, dynamism, team spirit and they are committed to the development of their professional profile. Talent management is been considered as considerably important for these insurance companies. A large percentage of interview cases in the insurance Group is been conducted by video conference method communicating over video.
As far as the other three insurance companies are concerned, their most powerful tool during interviewing is the face-to-face method, which enables them to communicate and interact live with the candidates, due to the fact that their feelings as enthousiasm, concern, confusion and understanding are much more visible. On the other hand, the three leading insurance companies involve headhunters in the recruitment and staffing process. Last but not least, after the most appropriate for the position candidate is been carefully selected, the final decision is been made unanimous by more than two executives of higher ranking level.
Each step in the decision making process in the three famous insurance companies is allowed to be taken by one or maximum two successful colleagues of higher professional level. Insurance is confronted with high attrition rate. Therefore it makes recruitment and selection a critical function in the organization. In order to grow and sustain in the competitive environment it is important for an organization to continuously develop and bring out innovations in all its activities.
It is only when organization is recognized for its quality that it can build a stability with its customers. Thus, an organization must be able to stand out in the crowd. Effective Selection is not Just for Big Business. Business, 40 3: Amstrong, M. Human Resource Management: Strategy and Action. Kogan Page. Appel, T. Beaumont, P. Key Concepts and Skills, London: Brewster, C. International Human Resource Management, 2nd edition, London: CIPD House. Compton, R. Dale, M. Institute of Directors.
Dawson, C. Introduction to research methods: A practical guide for anyone undertaking a research project. How To Books Ltd. Dessler, G. Pearson International Edition. Gatewood, R. Human Resource Selection, seventh edition. South Western: Cengage Learning. IPD, IRS, The state of selection 3, Recruitment and Development Report.
Lewis C. Employee Selection. Martin, M. Personnel Practice, 3rd edition, London: Mathis, R. Human Resource Management, 12th edition, London: McCourt, W. Global Human Resource Management. Managing People in Developing and Transitional Countries. Cheltenham UK: Edward Elgar Publishing. Paraskevopoulou-Kollia, E. Roberts, G. Recruitment and Selection, 2nd edition, London: Chartered Institute of Personnel and Development.
Schramm, J. Exploring the Future of Work: Stone, R. Human resource management, 5th edition, Australia: Storey, J. Developments in the Management of Human Resources. Taylor, I. Measuring Competency for Recruitment and Development.
Kogan Page Limited. Torrington, D. Human Resource Management, 6th edition, NY: Prentice Hall. Whitehall, A. Japanese management: Tradition and Transition. Yeung, R.
Successful Interviewing and Recruitment. Extensive research in this area highlights the following: In brief, competencies predict success. Organisational competencies are attributes for achieving competitive advantage and people competencies are characteristics that superior performers exhibit more often with better success.
Competency-based selection shifts focus to observable behaviours which are indicators of these underlying characteristics. Spencer, Jr. Develop competency model s for the target job s. There are various approaches to developing a competency-based selection model.
A shorter competency model process is one based on expert panels as shown below. If possible, a few superior incumbents are interviewed to confirm and provide narrative examples of competencies identified by the expert panel. Data Analysis. Data from the expert panel and the BEIs are analysed to identify behaviours and personality characteristics that distinguish superior from average job incumbents and those that are demonstrated by all incumbents adequately performing the job.
Validate the Competency Model by rating or ranking a criterion sample of superior and average performers on the competencies identified and confirming that superiors are ranked higher than averages on competencies. Step 2: Select or develop assessment methods to assess the competencies of candidates for jobs. A popular and cost effective assessment method is the Behavioural Event Interview BEI which is high in validity and fast to implement.
Those who are conducting assessments need to be trained. Usually, most people can in two or three days learn to conduct and code a BEI with sufficient reliability to make effective selection decisions. Step 3: Develop a competency-based job and person database and matching system. Once more than a few jobs have been studied and people assessed, a system is needed to track job competency requirements, employee competencies and job-person match data.
This system will assist to prompt the most appropriate candidate for the job. Benefits of Competency-Based Selection Method While competency-based selection requires a high initial investment, companies can reap numerous benefits after implementation.
Refer to case example for more information. High job performance predicts high retention because good performers need not be fired; and satisfied employees are less likely to quit.
New hires with the relevant set of competencies to do a job become fully productive earlier. As such, changing organisations need to know which employees have the competencies to adapt and be successful in their future jobs. Case Example20 Competency-Based Selection A US based company needs over new executives each year to meet its worldwide growth objectives. However, the average tenure of the executives it hired from outside was only three years.
Those who grew within the company and made it to the executive ranks typically lasted four years, a slightly better record. The result of the company previously cited had a very interesting discovery after using the competency-based selection. This group of outstanding executives identified by the company had incredibly positive respect for individuals. They were very optimistic about what they and others could achieve, and were motivated by forming strong personal relationships.
Experienced external executives who came in and expected their position power to yield results instead of person-relationships were also often rejected.
The findings changed the way the company recruited. They discarded traditional interviews and began using structured interviews based on critical incidents which better identified characteristics that made for a good fit with the organisation, thus leading to superior job performance. Increasing the odds of Success with Outside The end result was a much lower turnover rate -attrition declined by 80 per cent. But no process is complete without an evaluation of its efficiency and success.
Increasingly, discussion has been centred on the use of metrics to measure the success of recruitment and selection. Why use Metrics?
Metrics contribute to Human Resource attaining the level of being a business partner within the organisation. The use of objective numbers allows Human Resource to speak the language of business by tying staffing functions to business objectives.
Metrics also help push continuous improvement. Comparing results over time tells you whether and how fast you have improved. Objective numbers help focus recognition and attention on recruitment and selection programmes that are good.
Quantifying and comparing the success of each process in recruitment and selection underscore where resources should be better allocated.
While reviewing each recruiting approach gives an idea of what works and what does not, allocating resources based on objective analysis results in cost effectiveness in recruitment.
What to Measure? As the recruiting profession continues to evolve, metrics have likewise grown in size. Given the numerous metrics that have been developed, which ones truly measure the right thing?
The answer is to focus on strategic impact areas that align with overall business objectives as follows: Exhibit 3 shows examples of metrics that measure each strategic area of impact. Exhibit 4 is a sample questionnaire for measuring the expectation and performance of hiring manager. Available at http: Use these refer to sample day new employees are numbers to arrive at the questionnaire in on the job. Exhibit 4: Timeliness of initial recruiter contact 1 2 3 4 5 1 2 3 4 5 2.
Effectiveness of planning 1 2 3 4 5 1 2 3 4 5 3. Timeframe to refer candidates 1 2 3 4 5 1 2 3 4 5 8. Quality of referred candidates 1 2 3 4 5 1 2 3 4 5 9. Quantity of referred candidates 1 2 3 4 5 1 2 3 4 5 Diversity of referred candidates 1 2 3 4 5 1 2 3 4 5 Information provided to candidates 1 2 3 4 5 1 2 3 4 5 Assessment of candidates 1 2 3 4 5 1 2 3 4 5 Coordinating, scheduling, Communications from recruiter 1 2 3 4 5 1 2 3 4 5 High level recruiting skills 1 2 3 4 5 1 2 3 4 5 Helpfulness of recruiting staff 1 2 3 4 5 1 2 3 4 5 Summary Overall Satisfaction Comparing all ratings, assess how closely the recruiter met your expectations: This is because failure of new hires is a very costly phenomenon.
Anomaly alert recruiters to identify and resolve any inadequacies in the recruitment and selection processes refer to Exhibit 5. Exhibit 5: It is useful for organisations to track their costs and ratios so that there will be an objective indication of what can and should be improved.
Due to its increasingly global and multicultural stance towards its customers, suppliers and strategic partners, Agilent must be positioned to relate and react to diverse needs and expectations.
Agilent Singapore has to compete with and convince business decision-makers worldwide why operations are best located in Singapore. The business case for Agilent Singapore is contingent on the re-skilling of Singapore labour force, rigorousness of workforce planning and the ability to attract talents. The task to attract talents complicates when the economy expands. Agilent needs to poise itself uniquely and adopt a robust strategy to counter competition from big brand names.
Given the stifling competition for talents, Agilent believes success accrues in seizing candidates before competition does. To do so, hiring managers now take over the scheduling and conducting of interviews instead of having recruiters act as intermediaries. In addition, through continuous human resources support in the areas of seminars and knowledge transfer, hiring managers in Agilent are well equipped with information such as competitive market pay ranges to offer outstanding candidates a position at the first instance.
Maximise Technology To reach out to the diverse pool of job applicants, Agilent revolutionised the technology behind recruitment. Employment application is confined to on-line process for building a database that Agilent can tap globally.
One added merit of technology is the ability to trickle candidates for another open position in Agilent. In view of the fact that skill sets differ for the various business groups in Agilent, candidates who are unsuitable for a particular position may well be suitable for another position. Candidates are automatically prompted by the system if a position that arises matches their career profiles.
Develop Referral Having experienced high success rates with referral, Agilent is actively pursuing and developing its referral channel for hiring excellence. Knowing the key to a successful referral programme lies in awareness creation, Agilent markets the campaign the way marketers promote brands. Like headhunters, Agilent aims to conduct its own research on the types and sources of jobs that are in high demand in Singapore.
This would mean reduced cost in print advertising, agency costs, etc. Moreover, equipped with headhunting skills, recruiters in Agilent would be able to undertake complex hiring assignments including those that require them to look beyond the shores of Singapore to fill jobs. Finally, recruiters who function more like headhunters are better able to contract with hiring managers on hiring requirements when they approach recruiting from a consulting perspective.
Agilent feels that recruitment does not stop short at a successful hire. Efforts need to be directed to its current workforce to re-engage them in their current job. With a presence in more than countries, Citigroup is a leader in the financial services sector and a choice partner of corporations, consumers and high net worth individuals. To remain a leading force, Citibank recognizes the importance of excellent recruitment and selection processes.
Cost effectiveness and the incorporation of best practices are also rigorously pursued in the recruitment process. The selection process includes a vigilant screening for competencies, skills, experience and integrity before an offer is made. Decentralised Recruitment Recruitment used to be centralised and led by a team of recruitment specialists. The country recruitment specialists have since been decentralised. They are now employed within each business group as a HR generalist offering a spectrum of HR services including selection and recruitment.
The bank also outsourced the task of resume management to an external vendor and invested in a web-based resume management system which enables recruiters and line managers to have real time access to curriculum vitaes remotely. The centralised database with a vast reservoir of talent allows recruiters to mine for suitable candidates, thereby optimising cost of advertising and agency search fees.
Outsourced Administration The HR function is inevitably saddled with a variety of administrative activities, which often distract HR practitioners from their true purpose, which is to provide value-added HR services. The outsourcing of such administrative chores liberated substantial time and resources for HR practitioners, allowing them to be more strategic and effective in their roles. The net effect in outsourcing has been substantial in terms of cost synergies, standardised and simplified processes, and reduced bottlenecks in recruitment.
Productivity and morale among the HR practitioners also improved as a result of outsourcing. This is done once a year. Through disciplined and consistent practice over the years, it has become a robust succession-planning tool built on a comprehensive talent inventory database. It also highlights the staffing and development actions needed to build and maintain a world-class leadership team.
Internal Job Posting An internal job advertisement policy is diligently practised for all job openings. Internal staff are encouraged to apply for positions across the franchise locally and globally. Employee Referral Programme The bank has a successful employee referral programme to complement its other recruitment activities. It enables employees to play a part in identifying potential candidates for permanent and contract positions in the organisation.
The rewards for successful referrals vary, depending on the level of the hired candidate. Structured Interview for Selection Success Interview process to screen candidates for the organisation is highly disciplined.
It can also go far in helping to predict how a person will react to a specific set of circumstances. Moving Forward Citigroup continually assesses its recruitment and selection strategies, policies and processes, with the objective of hiring the best in the shortest time and at the lowest cost, whether such hires are from internal or external sources.
The HR system is currently being enhanced to achieve even better efficiency. The system will allow candidates to be identified using objective selection criteria. Self-service portals will be available to candidates, hiring managers and HR throughout the recruiting cycle. Some of the enhancements include real-time tracking of position openings, candidates status, success profile, cost per hire, cycle time and market salary data.
In the pipeline are plans to set up a regional shared service center for more streamlined HR processes and cost synergies.
Going against the current of a burgeoning life sciences industry, DSO is faced with an uphill task of creating a compelling reason for the young to take up a career in research and development. Through media exposure, sponsorships and various communication programmes, DSO has progressed swiftly in making their brand seen, heard and recognised. DSO focuses a lot on delivering its superior employee value proposition through a cohesive and consistent message which it believes is key to reaching out to the right candidates.
As the continuous supply of qualified manpower resources is contingent on the academic path chosen by students, DSO invests heavily in school events to promote development sciences and DSO concurrently. On top of it, the objective for holding school events is to identify talents as young as possible. One such investment is a mentorship programme for junior college students in Singapore. Targeted Talent Pool Building As the nature of jobs in DSO is highly specialised and technical, recruitment cannot and should not be confined to as a human resource function.
Exploiting its connections with key industry and interest groups, line management is encouraged to network with external groups and assist in talent spotting. Leveraging Industrial Attachment Programmes DSO has experienced success from their industrial attachment programmes conducted in partnership with tertiary institutions. The industrial attachment programme is a low cost and effective screening method to determine the predictive fit between the person and the job, the work group and the organisation.
DSO has good records of participating students returning to and succeeding in the organisation after graduation. Moving Forward DSO will continue to explore innovative channels to source for the right candidates. For instance, it will collaborate with overseas partners such as overseas outreach groups to attract talents.
These groups will assist DSO to build its brand name overseas, target Singaporean students studying abroad and attract them to be a part of DSO. To attract talent, the task was to put Great Eastern on parity with other multi national corporations through a top-notch policy in rewarding and developing its people, creating a great work culture and environment and other features, which are often seen as lacking in local companies.
For Great Eastern, employer branding is more than just advertising and mouthing catchy slogans. Great Eastern wants to build a brand that starts from within and permeate throughout the organisation. The company wants to be known as the employer who creates opportunities for its people to develop himself or herself, create something new and make an impact.
The new space also symbolises the sovereignty of Great Eastern and serves to foster a sense of pride for people working in the company. The concerted efforts towards brand building have helped Great Eastern tremendously in recruiting fresh talents.
With its new image today, people are excited to become a part of the company. For example, hiring managers can review resumes, rank candidates, conduct background checks and pursue or reject candidates for job vacancies.
This facilitates coaching and mentoring once the candidates are recruited. When using personality profile analysis, Great Eastern ensures that the criteria for selection is not based solely on personality types that are suitable for the job but also those that will replicate the desired culture and spirit of the organisation.
Moving Forward To perpetuate Human Resource as a strategic partner, Great Eastern will empower line departments with skills such as effective interview techniques and diagnostic skills in assessing candidates.
The increased skills and abilities complemented by the existing HR infrastructure will encourage line departments to adopt an active role in recruitment and selection. Ownership and vested interest in recruitment ensures that hiring managers continue their efforts to induct, orientate and train new hires for subsequent high job performance.