In this contemporary business setting, selection and recruitment of potential employees is said to be significant in the attainment and accomplishment of companies’ goals in the global scene. The HRM functions apparently draw the line between a company’s endurance and obliteration especially in recruiting and selecting the people to compose the workforce. Meanwhile, companies worldwide undergo changes and utilize various job selection and recruitment methodologies, there is a need to reevaluate and study the HRM functions of an organization in order to meet the demands of the target market. Specifically, selection and recruitment traditional techniques and training are now at stake due to some technological advancements and innovations.
QUESTIONS:
1. How do we select recruiters?
Like any other employment situation, a recruiter who is engaged in the process of selection and recruitment of individuals to fill up any positions available within the bounds of the organization is said to pass all the necessary requirements and qualifications imposed by the executive board or the management. It is a requisite that a recruiter has an in-depth background and experience in personnel or human resource management particularly in the specific roles that he/she needs to fulfill in relation to the affected areas within the organization. Also, a recruiter must be all-inclusive or multifunctional and able to serve the major and general HR roles such as selection, hiring, dismissal, interviews, employee conflicts, contracts, remuneration and fringe benefits, and others. The capability of recruiters especially in a specific role on the activity of recruiting, which takes all their time must be first-rate and coupled with practical applications. The objective of employee recruitment is to hire the best, if not the most qualified candidate available for the position (Sims 2002). To the extent that the company and its management is able to achieve this objective, the company is likely to attain high productivity and the employee will most likely fin his/her work satisfying and rewarding. With these facts, recruiters must be selected through strict and detailed evaluation of their overall capability in relation to the functions expected on them. All the criteria are said to be based on the needs and demands of the process of employee selection and recruitment or even the entire HR process.
2. Who are going to select recruiters?
Recruiting today is taken a lot more seriously and given a lot more thought than it used to be. Gaining competent employees at all levels of the organization is more than a matter of training. It stems from changes in recruitment and selection philosophy (Ashkenas et al. 1995). Recruiting the most competent employees for each and every organization is continuous challenge for the HR experts. The recruiters are mainly selected by the authorized representative of the senior management (Hornsby and Kuratko 2005). In most cases, a recruiter is a member of the organization and characteristically works in the HR department. This means that he/she is under the management of HR department who maybe an existing employee of the company. On the contrary, some companies hire contractual recruiters to do the job of recruiting potential members of the organizational workforce.
3. Who is going to train them?
Most recruiters are trained through experience (Sims 2002). However, before they begin any HR activity, they are given several guidelines based on the needs of the management from the authorized individuals within the company and the position available (e.g. the job description, responsibilities, requirements and qualifications). On a few special cases, recruiters may undergo comprehensive training or series of seminar-workshop to upgrade their knowledge in relation to HR roles particularly on recruitment. There are specialized individuals who facilitate such activity, but then again, it could be said that recruiters are mainly trained through their constant exposures and professional experiences to the field of HRM.
4. How do we train them?
Training of employees is basic to every organization. The value of human capital is enhanced by gaining higher performance potential such as new tasks, functions, and knowledge, skills, abilities, personal attributes, or KSAPs obtained and cultivated during trainings (Ulrich 1998). This is where the importance of employee training recognized as a crucial issue for businesses. It has been suggested that organizations are likely to increase their reliance upon the utilization of employee training programs in years to come (Hornsby and Kuratko 2005). A considerable number of companies have developed some set of frameworks to standardize the process of recruitment. It is an essential part of the period of recruitment that recruiters are trained so as to face various trends in the worldwide market such as large-scale competition, increasing development, improved business paradigms, and corporate reorganization. The continuing transformation from the traditional industrial framework to modernized and globalised business paradigms paves way to a more challenging recruitment process. Thus, training recruiters is similarly imperative as looking for the best market for a new product or service. The process of training recruiters may be in form of seminar-workshop that aims to refresh the existing knowledge on the recruitment and HR processes and also to learn and integrate the new trends in the overall HR functions. There are also specialized training programs offered by commercial and professional consultancy and management firms that recruiters may choose to avail. With the hierarchical companies worldwide, knowledge-founded financial system and intelligent corporations, altering ideas regarding the social contract involving employers and employees that involves a progressively more adaptable pool of talent and a body of workforce, necessitates HR purposes particularly the recruitment process to realign and relocate itself in the vicinity of these corporate business drivers. The effectiveness of training interventions in organizations is likely to become even more salient in the future (Schermermon 2001).
5. Why do we have to train them?
In the era of globalization (Kim and Weaver 2000; Ohmae 1990; Naisbitt and Aburdene 1990), every organization must keep itself along with all the other organizations on being globally competitive. Corporate or organizational competitive advantage does not only depend on the organization’s financial resources but on the human resources too. That is, for the organization to achieve competitive advantage, the people involved in the organization must also be competitive. Relating competitiveness to training recruiters, it can be claimed that recruiters do the most crucial job of selecting the most appropriate and qualified members of the workforce. Thus, if recruiters are trained and equipped with the needed skills, chances are high that they will be able to choose the best candidate by employing their most outstanding skills in recruitment process. These best candidates will be able to contribute to the entire organizational productivity and competitive advantage. According to Sims (1998), “recruiters are in a position to offer useful information on the Knowledge Skills Abilities and Other Characteristics (KSAOCs) of new employees and the changing expectations of new employees as related to training and development opportunities when compared to competitors” (p. 26). By allowing recruiters to undergo training, they will be able to maximize their knowledge and skills especially in performance of their anticipated duties. Again, through the spill-over effect, high productivity is ensured as equipped and skilled recruiters are guaranteed to get the best individual to fill in the vacant position.
6. Who is going to evaluate recruiting?
According to Daniel and Metcalf (2001), recruiting is part of the over-all management function of staffing that serves a major role player in ensuring that company strategies will be implemented. Recruiting new employees to fill existing vacancies is an important function within HRM. Doverspike and colleagues (2000) identified five interrelated stages in the recruitment process namely: planning, strategy development, searching, screening, and evaluation and control. These routine dimensions of the recruiting process are integrated into the daily routine of many HR departments and once a system is established, there appears to be little need for additional planning or analysis with regard to how the recruiting process should proceed. The selection and recruitment process is directly associated with the general HR function. This simply means that the HR Manager or Director is responsible to the evaluation of the recruitment process.
7. How do we going to evaluate recruiting?
Spencer (2004) emphasized that staffing requires the process of attracting, recruiting, and selecting prospective personnel’s capabilities and competencies with the company position. It is perhaps the most important function because it is the starting point in the whole HR process. Spencer added that recruitment and staff selection are interdependent, non-separate, continuous process which should be given adequate and immediate follow-up action. Its importance is noted by Drucker (1992) as he said that “every organization is in competition for its most essential resource: qualified, knowledgeable people” (p. 96). Recruitment is defined as the process of discovering, developing, seeking and attracting individuals to fill actual and/or anticipated job vacancies (Sims 2002). It has three general purposes: to fulfill job vacancies; to acquire new skills; and to allow organizational growth. In this case, evaluating the recruitment process may involve several factors which influence recruiting efforts such as organizational reputation, attractiveness of the job, cost of recruiting, recruiting goals and recruiting philosophy (Sims 2002). These factors are imperative as they serve as guides and policy framework in appraising the entire recruitment process. Also, another way to evaluate recruitment process is by providing a comprehensive and understandable Employee Recruitment Policy so as not to make the applicant be confused in the job position offered. There is a step by step procedure in the recruitment process in which the Employee Recruiting Policy should be based so that the HR function will have the assurance that the employee that they have recruited deserves the position allotted. In addition, Employee Recruiting Policy program is done in order to have an appropriate and accurate recruiting and in order to have the most suitable and competent employees that will contribute to the success of the organization or institution. All in all, recruiting people to suit a vacant position requires a satisfactory ability to think more systematically and strategically in handling one of the most valuable factors within the organization – its human resources. The HR function of recruitment and selection should be able to develop a successful organizational culture as well as stable member of the entire organizational workforce.
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