Introduction

Recruitment and selection are the processes of selecting the best candidate from a group of candidates who can deliver the result defined in the job description (Armstrong and Taylor, 2020).

Further, he has divided the entire process into 10 subsections.

1. Defining Requirements	6.  Assessing candidates
2. Attracting candidates	7.  Obtaining references
3. Sifting applications	8.  Checking applications
4.  Interviewing/Assessment centers	9.  Offering employment
5. Testing	10. Following up

 Figure 1.0 shows the traditional approach to the recruitment and selection process and the relationship between sub-processors to workforce planning (John and Jerry, 2012)

Figure 1.0 – The stages of Recruitment & Selection Process

Recruitment

Recruitment is the process of selecting a pool of candidates to fill a vacancy in an organization. (Michael Armstrong with Stephen Taylor, 2020). Sometimes organizations take the necessary steps to create a pool of qualified candidates to fulfill organizations' future human resources needs. But often the recruitment process begins only when a need arises (Devi and Banu, 2014).

As the study done by Nikolaou and Oostrom (2015, p. 22) have stated:  

 

The job description very often constitutes the basis of the recruitment advertisement and establishes the ways by which the information will appear reflected. As such, it affects the degree of attraction of the recruitment advertisement that is perceived by the potential candidates and, consequently, has important implications for the success of the entire selection process and for the fulfillment of the job vacancy.

 

According to the research done by Ahmed Al-Harerat (2020), below are the most common steps in the recruitment process.

1.  Identify the need for a vacancy
2. Define the job description,
3. Decide skills & qualifications required
4. Refer recruitment policy and procedure of the organization
5. Decide on recruitment sources
6. Select a suitable method
7. Design the advertisement
8. Publish the vacancy through all communication channels
9. Select a pool of potential candidates
10. Screening of applications

  

Selection

The selection process is the most critical section of this hall exercise. It is the process of picking up the most suitable candidate for the vacancy from a pool of applicants. In the selection process, there are several important steps to follow, after receiving the applications (Leighton and Proctor, 2006)

1.     Perform basic inspection procedure
2. Combination of interviews such as face to face, skill tests, psychometric tests, etc, etc.

 Leighton and Proctor (2006, pp 63 -7) have further mentioned as ‘Selection procedures should be objective and should be seen to be objective’

 In this key human resource activity, organizations will focus on their internal applicants and external applicants to fulfill vacancies in hand as well as future vacancies while concentrating on serious implications that can make on company branding, performance productivity, and feasibility of the organization. (Nankervis, et el 2020)

 The new technology available in the current context is making a considerable impact on the employee selection process. Hence, the selection process is given extra attention.  To get the best effect of the employee selection process, it should align with the organization’s strategic direction and the HR plan.  It is the responsibility of the HR professionals to ensure that the above plans are properly integrated with the selection process and that any change in the strategic direction of the organization is addressed with immediate effect.  (Nankervis, et el 2020)

 

 

 

REFERENCES

 

Ahmed Al-Harerat 2020, ‘A Review of recruitment and selection process’, viewed 13^th April 2022, < www.researchgate.net/publication/341787517>

 

Armstrong, M with Taylor, S 2020, Armstrong’s Handbook of Human Resource Management Practice, 15^th edn, KoganPage, UK, ISBN 978 0 7494 6550 6.

 

Bratton, J and Gold, J 2012, Human Resource Management: Theory and Practice. 5^th edn; Palgrave MacMillan.

 

Devi, BR Mrs, Banu, PV Dr Mrs 2014, ‘SSRG International Journal of Economics and Management Studies (SSRG-IJEMS)’ – vol issue2 Sep 2014,  Viewed 2^nd April 2022, <http://www.internationaljournalssrg.org>

 

Leighton, P and Proctor, G 2006, Effective Recruitment – A Practical Guide to Staying within the Law. Thorogood Publishing Ltd, UK. pp. 63 -7

 

Nankervis et al. 2020, Human Resource Management: Strategy and Practice.  Cengage Learning Australia. ISBN: 9780170286077

 

Nikolaou, I and Oostrom, KJ 2015, Employee Requirement, Selection, and Assessment. Psychology Press, New York, p.22

Effective Methods of Recruitment Process

Mainly the recruitment process can be divided into two parts. That is INTERNAL and EXTERNAL.

While giving first preference to internal candidates, it is always worth trying to persuade former employees to return to the organization or get suggestions from existing employees (Referrals). (Armstrong 2012).  He has also mentioned the options of obtaining records from talent banks that record the information of the candidates electronically.

In addition to internal options, organizations also have the following external options to receive the information of candidates to meet the organization’s recruitment needs (Armstrong 2012). 

• Online Recruiting
• Advertising
• Recruitment Agencies
• Job Centres
• Recruitment consultants
• Executive search consultants
• Recruitment process outsourcing providers
• Direct approaches to educational establishments

 

Online Recruiting

Searching for information about job candidates and their private information by using Internet searchers, social networking websites and other social media channels have become more common with most employers in the modern world. ( David et al. 2016)

Editors believe that the aforementioned social media channels can provide additional information on prescreening and human resource selection practices rather than traditional human resource selection methods.

Publishing job vacancies on corporate web site also has become a popular method for the online recruitment process. (Armstrong 2012).  Armstrong has further mentioned that most companies have a dedicated section on their corporate website for the above purpose including the facility to submit an online application form and conduct tests for new candidates.

 

Advertising

While many organizations are gradually turning to online recruitment, agencies, or consultants, the traditional advertising recruitment approach is still important, especially at the local level  (Armstrong 2012). Armstrong has further stated that the below information is important to appear in an advertisement while having bold letters for job title, salary, and other key benefits such as company vehicle to gain more attention of candidates.

Information in a Recruitment Advertisement

• The Organization
• The Job
• The Person required - qualifications, experience, etc.
• The pay and benefits offered
• The location
• The action to be taken

 

Recruitment Agencies

Agencies such as government-sponsored networks, and private consultants executive search firms help to recruit qualified staff (Nankervis, 2020). He also has mentioned that private consultants charge a substantial fee and provide specific needs for their corporate clients by tailoring their services. Some agencies are serving only in specific occupational areas or in the specific professional field is something which was highlighted by Nankervis.

Executive search firms called ‘head-hunters’ role is to find candidates with suitable qualifications to fulfill the vacancies with their client organizations (Nankervis, 2020).

 

Job Centres

Mainly manual workers, clerical staff, sales staff, and call center assistants are making use of job centres operated by governments to meet their job requirements (Armstrong 2012).

 

Recruitment Consultants

By charging a percentage ( 15 to 20 ) from the basic salary of the job as the fee, recruitment consultants provide the service to reduce the workload of their customers by advertising, interviewing, and providing detail of shortlisted candidates (Armstrong 2012).

 

Executive search consultants

They are also known as 'Headhunters' who use their own contacts as the first approach and help organizations to fill any vacancies in higher positions and as the fee, they charge nearly 30 to 50 percent from the first year's salary of the candidate (Armstrong 2012).

 

Recruitment process outsourcing providers

Recruitment process outsourcing providers manage the entire recruitment process by involving defining the requirement, deciding the best way of attracting candidates, processing applications, and setting up interviews (Armstrong 2012).

 

Direct approaches to educational establishments

As per Armstrong (2012), this process refers to finding candidates from schools, universities, and other educational establishments. 

REFERENCES

Armstrong, M 2012, Armstrong’s Handbook of Human Resource Management Practice, 12^th edn, KoganPage, UK, ISBN 978 0 7494 6550 6.

 Davison, HK et al. 2016, ‘Social Media as a Personnel Selection and Hiring Resources: Reservations and Recommendations’ in Landers, RN et al. (eds), Social Media in Employee Selection and Recruitment, Springer, Switzerland, pp.41-63

 

Nankervis, A 2020, Human Resource Management : Strategy and Practice, 10^th edn, Cengage, Australia

Pros & Cons in Recruitment Methods

 Online Recruitment Method

Advantages: -

1. Armstrong (2012) has stated the below points as advantages of the online recruitment process.
2. The possibility of attracting a wider range of potential candidates
3. Fast and cost-effective compared to the advertising method
4. More details can be provided on the site and collect CV’s and applications electronically which is easy to match
5. Candidates can be attracted by using the corporate website
6. Can be used keywords when searching

As per Kaspe et al. (2012) below points also can be mentioned as advantages.

1. Wider access and geographical spread
2. Good chance to find the right candidate with greater effectiveness
3. Accessible 24/7 hence no waiting time
4. Time-saving and cost-saving
5. Relatively cheap
6. Access passive jobseekers
7. Reduction of unqualified candidates
8. More opportunities for smaller companies

Wilkinson, A et al. (2019) has stated that 68% of job seekers use their mobile to search the internet on this topic also an advantage.

Disadvantages: -  

Below points are some of the disadvantages mentioned by Armstrong (2012)

1. Can receive a large amount of irrelevant and poor applications
2. Creating websites are expensive and still, need to use of other media to direct the traffic to the website
3. Employers must manage their own profiles on social media

Further, Landers, et al. (2016) also have mentioned the issues that can come up with the reliability and validity of the information.  In addition to that Landers et al also mentioned the legal issues that can come up in the information published on the internet.

In addition to the above points, Kaspe et al (2012) also highlighted a few disadvantages of e-recruitment.

1. Screening and checking will be a difficult task since a huge number of applications
2. Difficult to reach candidates who don't have internet facilities and literacy
3. Sometimes Organizations cannot fully depend on this method

Wilkinson, A et al. (2019) has stated that 68% of job seekers use their mobile devices to search the internet on this topic also an advantage.

Advertising Method

Advantages: -

Possible to attract those who are not actively looking for a job (Armstrong, 2012)

Disadvantages: -

Valid for a very short period of time (Armstrong 2012)

 

Recruitment Agencies

Advantages: -

Since they have an established pool of candidates, it is always convenient and saves time if this method is used for recruitment (Armstrong 2012)

Disadvantages: -

If the pool of candidates with an agency is limited, there may be poor quality of selection (Armstrong 2012)

Consultants may be encouraged to submit applicants that do not match the role of the consultant, the role, or the client to provide professional services and earn a fee (Nankervis, 2020).

 

Job Centres

Advantages: -

Armstrong (2012) has highlighted this method as a free option with many choices

Disadvantages: -

Limited to relatively routine jobs is something mentioned by Armstrong (2012) as a disadvantage

 

Recruitment Consultants  

Advantages: -

As per Armstrong (2012) organizations can take the advantage of utilizing the expert knowledge had with recruitment consultants and reduce the workload

Disadvantages: -

Organizations have to pay for the expert knowledge having with consultants and it is expensive (Armstrong 2012)

 

Executive Search Consultants  

Advantages: -

The possibility of reaching top-level people is an advantage of this method (Armstrong 2012)  

Disadvantages: -

Due to the high cost, this method can be used only to fill vacancies having in top-level jobs is a disadvantage highlighted by Armstrong (2012).  

 

Recruitment Process Outsourcing  

Advantages: -

As one of the advantages of this method Armstrong (2012) indicates, that involvement of outside experts to handle the recruitment process can save time for the HR team, and therefore HR team can engage with more value-adding tasks.

Disadvantages: -

One disadvantage may be that the outsourcing company may not be able to understand the real issues and deal with them, which can lead to loss of control (Armstrong 2012)

 

Educational Establishments  

Advantages: -

According to Armstrong (2012), this can be known as the main channel of finding future talents.

Disadvantages: -

The investment to be made to conduct recruitment campaigns is more compared to other methods (Armstrong 2012)

 

 

REFERENCES

 Armstrong, M 2012, Armstrong’s Handbook of Human Resource Management Practice, 12^th edn, KoganPage, UK, ISBN 978 0 7494 6550 6.

Kapse, AS et al. 2012, ‘E-Recruitment’, International Journal of Engineering and Advanced Technology, vol. 1, issu. 4

Landers, RN et al. 2016, Social Media in Employee Selection and Recruitment, Springer, Switzerland.

Nankervis, A 2020, Human Resource Management: Strategy and Practice, 10^th edn, Cengage, Australia

Wilkinson, A et al. 2019, The SAGE Handbook of Human Resource Management, 2^nd edn, SAGE, UK.

 

Effective Methods of Employee Selections

 Selection Interviews

A most common method of employee selection is “Interviews” (Armstrong and Taylor 2020). Armstrong also stated that there are few ways to conduct interviews. The traditional face-to-face interview is the most common way which establishes close contact between the interviewer and the candidate is something that Armstrong and Taylor (2020) have elaborated on in their book. He has also mentioned conducting interviews via telephone calls and video or Skype calls as valid methods in this section.  He has further mentioned bout two types of interviews, Structured and unstructured interviews.

A smooth screening of resumes to be performed to remove applicants whose education, experience, or work history does not match the job profile and select the right profile will save time and effort (Meneses and Kleiner, 2002).

Structured Interviews: -

This will be done in a defined framework where all candidates ask a set of predetermined questions and answers are rated through a rating system that indicates whether the candidate has the required knowledge, skills, abilities, and level of behavioral competencies (Armstrong 2012).

A directive interview is a highly structured interview that closely adapts to a detailed set of questions in specially formulated forms (Nankervis et al. 2020).  Further, Nankervis has mentioned, that the training, as well as the standardization of the procedure required for the structured interview, have contributed to its high results.

Competency-based interviews are falling under the structured interview section which can be used to assess those who don’t have work experience, especially graduates or school leavers (Armstrong and Taylor 2020).

Unstructured Interviews: -

This is also known as a non-directive interview where the interviewer asks open questions and allows the candidate to talk freely (Nankervis et al. 2020). More responsibilities fall on interviewers’ shoulders as he/she has to carefully listen to the candidate and grab all important points is something highlighted by Nankervis.

Selection Testing

Selection tests are used to measure the level of abilities, intelligence, personality traits, aptitudes, and achievement capabilities of candidates with evidence (Armstrong and Taylor 2012). Different types of tests mentioned by Armstrong were intelligence tests, ability tests, and aptitude tests.

Psychological and Psychometric tests are two famous components in this section (Nankervis et al. 2020). As per Nankervis et al., the psychological test has become more polar during World War II as it has been used as a selection tool to recruit soldiers.

Some companies are making use of psychological tests, handwriting analysis, and decision-making software for employee election or elimination of potential candidates (Perry and Kleiner 2002, p. 9). However, perry and Kleiner think that these entries are subject to claims that infringe on the applicant's right to privacy. 

Job knowledge tests: -

Some organizations are following this strategy to measure applicants’ level of understanding of a particular job (Nankervis et al. 2020).

 Job sample tests: -

As per Nankervis et al. (2020), this particular test is conducted by allowing the candidate to perform some activities that are actually part of the job going to be done.

Assessment Centres

This is known as the most sophisticated selection method to measure candidates’ different skills such as communication, social and analytical (Henderson, 2017)

This selection method can be effectively used for international managerial candidates from a large pool. The variety of tools available in this method is capable of measuring candidates’ capability of adapting to a different cultural environment (Nankervis et al. 2020).

According to Armstrong (2012), below are some of the key features of assessment centres,

• One-to-one role-plays and group exercises that show the behavior of the job
• Candidates are interviewed and tested
• Measure the competencies required to perform the job
• Allow candidates to interact with each other and assess
• Several trained appraisers or observers are used to increase the objectivity of the assessments

Figure 1.0 - Employers should consider “Can Do” and “Will Do” factors in selecting personnel

(Source : Nankervis et al. 2020, p. 244)

Figure 2.0 - Correct and erroneous selection decisions

(Source : Nankervis et al. 2020, p. 245)

References

Armstrong, M and Taylor, S 2020, Armstrong’s Handbook of Human Resource Management Practice, 15^th edn, Kogan Page, UK

Armstrong, M, 2012, Armstrong’s Handbook of Human Resource Management Practice, 12^th edn, Kogan Page, UK

Henderson, I 2017, Human Resource Management for MBA and Business Masters, UK.

Meneses, A and Kleiner, BH, 2002, How to Hire Employees Effectively’ in Management Research News, vol. 25, no. 5, p. 39

Nankervis, A, et al. 2020, Human Resource Management: Strategy and Practice, 10^th edn, Cengage, Australia.

Perry, A, and Kleiner, BH, 2002, ‘How to Hire Employees Effectively’ in Management Research News, vol. 25, no. 5, p. 9

Elements and Importance of Job Analysis

Job analysis is the process of gathering, analyzing, and processing job information to form the basis for a job description and to provide data for recruitment, training, job evaluation, and performance management (Armstrong & Taylor 2020).

Each job consists of a number of outcomes, responsibilities, tasks, and functions, and are considered building blocks of an organization (Nankervis 2020). Further, Nankervis (2020) has described, that these responsibilities and outcomes, along with the authority and responsibilities and skills requirements assigned to the job to achieve those outcomes, can include not only the definition of a particular job, but also a range, team, or cluster of jobs. These are then linked to other jobs within the team, division, business unit, department, or division. As a complete unit, all jobs in the organization, if properly planned, must achieve organizational or strategic objectives. To ensure that this happens, jobs need to be accurately analyzed, planned, and executed. This process is called job analysis according to Nankervis.

The information which should be available in a good job analysis (Armstrong & Taylor, 2014), 

1. Overall Purpose – the reason for the existence of the job and, in summary, the expectation of the organization from the job holder
2. Organization – Job holder reports to whom and who is reporting to the job holder
3. Content - Nature, and scope of work in terms of tasks and operations to be performed and duties to be performed

Also, Armstrong and Taylor (2014) have mentioned, If the results of the job analysis are to be used for job evaluation purposes, the job is also analyzed according to the factors or criteria used in the job evaluation scheme.

• Job redesign - Job analysis and job design are intrinsically linked, through job redesign to make the same more effective (Brannick et al. 2020)
• Law - Job usage sometimes leads to lawsuits and court cases, so it is not surprising that job analysis is often a major resource in legal battles (Brannick et al. 2020).
• Training - Trainers can clearly recognize what work to do for those who were trained to ensure the effectiveness of training, and that training helped their work done efficiently.  (Brannick, et al. 2020)
• Evaluation of Performance - To get the status information for every employee, the purpose is to distinguish the good performance of employees, bonuses, and forfeit
• Career Planning - The individual’s skills and aspirations should match the emerging opportunities of the organization (Anderson et al., 2018). Further, they have pointed out as an example, that some corporate employees leave the company for other companies to have more important jobs to attract, in fact, this enterprise has a similar vacancy, but when the company knew it was too late, which reflects the management lack of career planning, and communication channel is not smooth, and result in the brain to drain.

 Figure 1.0 : Use of Job Analysis Information

Source:  Dessler, 2017

According to Armstrong & Taylor, (2014), there are techniques / Methods of Job Analysis and are given below.

1. Questionnaire - Under this method, a job analyst prepares a questionnaire and distributes it among the workers to get the desired information.
2. Personal observation - Under this method, the job analyst observes the activities of the workers on the job and asks questions wherever necessary from the workers.
3. Personal interviews - Under this method interviews with workers and supervisors are arranged to get the necessary information.

The ultimate purpose of job analysis is to improve organizational performance and productivity (Cardy et al.., 2012). Further job analysis is segmented into job descriptions and job specifications (Dessler, 2017). Job description includes the job title, duties that one has to perform during the period of employment, some distinguishing characteristics of the job, and the powers and responsibilities of the job holder. (Armstrong & Taylor, 2014).

Job specifications indicate the minimum acceptable qualifications that a potential candidate must have to perform a job. (Armstrong & Taylor, 2014). The information which is acquired from job analysis, and job specifications identify the skills, knowledge, and abilities required to do a job (Armstrong & Taylor, 2014). Furthermore, Job evaluation is an important part of compensation administration that distinguishes and gives information to make a comparison between two or more same kinds of task/jobs.  

References

Anderson, N et al, 2018, The SAGE Handbook of Industrial, Work and Organization Psychology, 2^nd edn, SAGE, London

 Armstrong, M, and Taylor, S 2014, Armstrong’s Handbook of Human Resource Management Practice, 13th edn, Kogan Page, UK.

 

Armstrong, M, and Taylor, S 2020, Armstrong’s Handbook of Human Resource Management Practice. 15th edn., Kogan Page, UK.

 

Brannick, MT, et al., 2020, Job and Work Analysis Methods Research and Applications for Human Resource Management, 3^rd edn., Sage Publications, USA.

 

Cardy, RL, et al 2012,  Managing Human Resources, 7^th edn, Prentice Hall, USA.

 

Dessler, G 2017, Human Resource Management, 15^th edn., PEARSON, New York, p 98.

 

Nankervis, A, 2020, Human Resource Management: Strategy and Practice, 10^th edn, Cengage, Australia.

 

 

 

 

Evolution of Recruitment and Selection processes

 With the introduction of the internet and intranet in the early ’90s, the involvement of internet-based technology including social media and other software tools has significantly grown high in the employee selection and recruitment process. (Hopkins and Markham, 2003).

Various researchers indicate that online recruitment has given the opportunity for organizations to conduct recruitments and selections in a cost-effective manner and save the time for HR community (Hart et al. 2000).  The editors further emphasize how the effectiveness of the various online platforms involved in the recruitment and selection process has benefited organizations.

Further, Armstrong and Taylor (2020) have stated, that cross-platform sharing and messaging feature has given additional benefits as each social network has a different audience and can have a greater number of potential recruits. The editors further point out that the feature built on “matching” technology developed by using the principles of online dating in job searching has given immense advantages to candidates as well as employers.

 

E-recruitment process

In the e-recruitment process, vacancies can be advertised or posted on the internet by providing information about the job, requirements, and the information about the organization and facilitating multiple communication channels between candidates and organizations (Armstrong 2014). In addition to the above facilities, Armstrong has mentioned the ability to conduct interviews and tests when using an e-recruitment facility.

Further, according to Armstrong and Taylor (2020), any social media platforms such as LinkedIn, Twitter, and Facebook which use Web 2.0 technologies for networking or sharing can be used for the e-recruitment process. 

The main online sites involved in this process are;

• Corporate website: provides details of job opportunities and collects data for the same
• Job boards: publish job advertisements on behalf of employers and agencies (in Sri Lanka – Eg. topjobs.lk)
• Online testing: Evaluation of candidates over the Internet
• Social media: quick reach out to potential candidates (Eg. LinkedIn)

According to Armstrong (2014) the advantages of E-recruitment:

• Cost-effective as it's generally free and minimizes labor cost
• Reaches a bigger audience as the user can target a far wider audience without having to pay extra
• User friendly
• Enables dynamic content making user adds more appealing to job seekers
• Shortens hiring process
• Immediacy as most posts and replies appear in real-time

According to Armstrong (2014) the disadvantage of E-recruitment:

• Not suitable for senior positions where the pool of prospective candidates is much lower
• A high volume of responses including a large number of unsuitable candidates
• Technology issues that come from standardizing the application process

Modern selection process

Use of AI

Artificial Intelligence can revolutionize the entire recruitment process and machine learning algorithms can reshape the recruitment process much faster than humans (Armstrong and Taylor 2020). Further, Armstrong and Taylor (2020) mentioned the data mining algorithms which can be used to search for information on social media postings.

Applicant Tracking System (ATS) in candidate sourcing

AI-Based Video Interview Software

Table 1.0 – Advantages and disadvantages of psychometric test

Advantages of Psychometric Tests	Disadvantages of Psychometric Tests
It is accurate and appropriate	The method can become a fake one
Cheap to acquire	Can make a candidate nervous
Highly cost saving	Incompatible with others
Unbiased approach	Not complete in the whole sense
Highly time-saving	Squeeze the hard-earned money
Reviews can be done	The base is
Helps to pick the right person	Cultural barriers are present
Understand the employee	False answers
Reveals motives	Inaccuracy:
Candidates find their job	Answers are fixed
Improves efficiency	Depressed
Tools are used	Requirement for training
Psychometric testing can be used in any stage of the recruitment	Costly

References

AI-based Video Interview Software Recruitment Software: Birbal, Always Right, viewed 5 May 2022 < https://www.youtube.com/watch?v=W1vKhRzjCSY&t=3s>

 

Armstrong, M and Taylor S, (2014), Armstrong’s handbook of human resource management practice, 13^th edn, Kogan Page, UK.

 

Armstrong, M and Taylor S, (2020), Armstrong’s handbook of human resource management practice, 15^th edn, Kogan Page, UK.

 

Hart, C., Doherty, N & Ellis-Chadwick, F. (2000). Retailer adoption of the Internet Implications for retail marketing. European Journal of Marketing,34(8), 954-974.

 

Hopkins, B and Markham, J (2003), E-HR: using intranets to improve the effectiveness of your people, 1st edn., Routledge. UK, ISBN 9781138709300

 

Schmidt, F L and Hunter, J E (1998) The validity and utility of selection methods in personnel psychology: practical and theoretical implications of 85 years of research findings, Psychological Bulletin, 124 (2), pp 262–74