Recruitment and selection pdf

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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 Pdf

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 .

Skip to main content. Log In Sign Up. Case Study Series Recruitment and Selection. Abubakar Ramzan. On the contrary, poor recruitment and selection often result in mismatches which can have negative consequences for an organisation. He can also adversely affect the morale and commitment of co-workers and negate efforts to foster team work. Training your way out of a wrong hire can be very expensive. Effective recruitment and selection are therefore not only the first step towards organisational excellence, but are important cost control mechanisms as well. The second part is an illustration of the recruitment and selection strategies of five showcase companies operating in Singapore with highlights of their unique and successful practices. The percentage of people aged between 15 to 29 and 30 to 49 has decreased by more than one percentage point and two percentage points respectively, while the age group is clearly increasing by about three percentage points in a four-year period between and

The key target of the partnership is to better serve the customers of the Bank in insurance business. The European Group, whose experience in insurance industry dates back to , is among the top 5 Life European Insurers that covers many millions customers in many different countries.

This experience will help the aim of the merging European Group and the Bank to maintain the leading position in the insurance market, and to strengthen its position in the Greek market claiming a market share corresponding to its banking market share and to target for new insurance markets in countries where the Greek Bank already has banking presence, according to the Hellenic Association of Insurance Companies www.

Having the right person, at the right time, at the right place, is crucial to organizational performance. The Human Resource Department of the Greek Insurance Group is focused on identifying and selecting the best candidate for the job and for the organization. It believes that effective recruitment is central and crucial to the successful day-to-day functioning of the organization.

Successful recruitment depends upon finding people with the right skills, expertise and qualifications to deliver organizational objectives and the ability to make a positive contribution to the values and aims of the organization. As a rule, the Group will consider seriously applications for positions sent to the company by fax, email or through the postal service.

Candidates should be contacted by the HR Department of the Bank in order to inform them that their CV will be sent to the insurance companies and get their approval. The department has the option of keeping a vacancy in abeyance. There are two sources of recruitment, the internal and the external one. Usually, the transfers, promotions and upgrading are the most common used sources of recruitment. In addition, campus selection and placement is often used in the Group as an external source of recruitment, a program conducted within educational institutes by the company so as to recruit students to do their academic project in the industrial environment.

First stage short listing usually is done mechanically by matching the specifications rigidly and rejecting all candidates who do not qualify.

Introduction to Recruitment and Selection - Recruitment and Selection

Based on the preliminary discussions if it was felt that potentiality of the candidature is in doubt the candidate may be dropped from the process and duly informed.

If the selection involves any tests or exercises this would be administered by the HR Manager and further short listing may be done in consultation with the Head or the General Manager of the Greek insurance company.

Written tests are an excellent tool when technical knowledge is required.

The format of the test can vary—multiple choice, short answer, translation of a text to English. Computer-based tests may also be relevant tools.

A usual good test question is to give the applicant a hypothetical problem and ask what steps he or she would take to solve it. The recruitment process is immediately followed by the selection, i. The panel of the final interview would record the comments and discuss briefly with the HR Manager of the Group regarding designation, salary, extra benefits as mobile, car, a budget for hospitality expenses, etc.

The HR Manager of the Group would inform the candidate accordingly and set time for salary negotiation.

(PDF) recruitment and selection project report phpapp02 | Jai Yadav -

Salary Negotiations The insurance company initiates salary negotiations only after satisfying the suitability of the candidate. On verbal acceptance of the offer, the selected candidate would be given an offer letter by appropriate authority indicating the exact position, gross salary, place of joining and acceptable date of joining. The department concerned would also be informed. The candidate would be asked to confirm acceptance of the offer. The selected candidate on joining the company will be under probation for a period of six months and then there is the capacity of proceeding on signing a permanent duration contract.

In total, the questionnaire was given to a sample of 10 executives, who formed the landscape of this research methodology. The questionnaires were carefully designed by taking into account the parameters of our study and they include 20 questions see Appendix 1 Dawson, ; Paraskevopoulou-Kollia, Initially we contacted the above mentioned departments through telephone in order to explain to them the purpose of the research, and secondly all the questionnaires were delivered to them via email.

The data escalation and answers of the questions are based on frequency distributions with the usage of Microsoft Excel Following this method the conclusions are clear.

Qualitative research is specifically used so that the data of this in-depth interview could be intensely reviewed so that a wealth of insight could be obtained and analyzed from these specialists in the HR field. The presentation of the questions Appendix 2 with the help of diagrams and analysis of the results that is been presented Dawson, ; Paraskevopoulou-Kollia, The ages of the interviewees vary. These significant and responsible positions do not allow ages below In the 2 Groups educational qualifications play a vital role and they consist of the most significant factor for establishing the executives at such high managerial levels.

So, it is truly apparent that the insurance Holding and the Bank have taken care of building the job description for every position, as its analysis considers the areas of knowledge and skills needed for the job.

Job advertisement and head hunter are not such familiar recruitment methods. From the last 2 questions and answers we easily understand that both the insurance companies and the Bank prefer more traditional recruiting ways, when sourcing candidates. This means that the recruiters decide what sort of person, usually in terms of personality, would be ideal for the specific job role. There is a minority which has a different opinion. Interviews are inevitably the most effective method of selection.

We understand that in very rare cases or almost never a person goes through only 1 internet during the phase of selection. Personality provides information about issues like a person's management style, how he or she will be perceived by others, whether or not the person will be a leader or a follower. Informing the interested person right after the interview or various other methods are not so common ways of contact in the two Groups.

There seems to be additional roles that the HR executives have to fill within these global companies and alliances.

The integrated Human Resource Management System remains the core platform for the human resource information management and the automation of the relevant procedures.

The job description is a useful tool in the two Groups and as their executives believe that it sets out the purpose of a job, where the job fits into the organisation structure, they have taken care of building one for each position.

As far as the recruitment procedure is been concerned, its most common channels are apparently the internal transfers from one company to the other internal recruitment Page 10 Progressive Academic Publishing, UK www. Less importance and emphasis is been given on various other recruitment methods as job advertisement or head hunting companies. Regarding the latter, it is used very rare and this for serving not only recruitment purposes but also advising ones. The executives involved in recruiting decide what sort of person would be ideal for the specific job role and so they always take care of fitting the person to the job and not the job to the person.

Searching the appropriate person for the required position in the three insurance companies, great emphasis is been given on personality and also personal characteristics as cooperation and group spirit.

Initiative and strong perception are not considered so essential in the insurance Group. Decisions made in the course of a recruitment and selection process are essentially fair and admissible to all parties, including people who have been rejected. We should mention that we investigated exclusively the recruitment and selection methods and principles of the three Greek insurance companies. Organizations tailor their recruitment strategies to the specific positions they are seeking to fill.

These strategies differ depending on the level of the position and from company to company. Posting jobs internally is an excellent method of offering promotion opportunities to all employees and minimizing employee complaints of unfair treatment and unlawful discrimination.

On the other hand, the other three insurance companies work in the global contest to win talent and they do everything to attract the most sought-after specialists from the global talent pool. And more specifically at the central HR department. Some of the benefits from the centralized recruitment that appears in the insurance Group are: reduction of administration costs, better utilization of specialists, uniformity in recruitment, reduction of favoritism.

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. London: Kogan Page. Appel, T. Beaumont, P. Brewster, C. Compton, R. Dale, M. Institute of Directors. Dawson, C. Introduction to research methods: A practical guide for anyone undertaking a research project. Oxford : How To Books Ltd. Both methods are extremely powerful.

Nevertheless, both methods present their corresponding advantages and disadvantages. Classic Trio: Assessment centres contain greater validity rather the classic trio Callinan, Techno adopts a combination to maximise validity and reliability.


The major disadvantage is the lack of non-verbal communication IRS, Face-to-face interviews are widely undertaken selection method Moscoso, The questions must be structured to provide equal opportunities. Techno must include behaviour-based interviews as is a useful technique in predicting subsequent performance rather than situational interviews, Melum, Techno will also undertake behavioural interviews, requesting candidates to reflect on past experience; the evidence will enable interviewers to evaluate if candidates will be able to control similar future job behaviours Arnold et al, Despite the popularity of interviews, they have been heavily criticised as a stereotype process Taylor, Furthermore, Bozionelos revealed that interview process is a political arena with pre-judged criteria.

Parson et al, declare that interviewers hire candidates similar to them halo and horns effect , without placing significant emphasis on additional factors expertise.

Thus, male and female managers unintentionally favour men over equally qualified women Koch et al, To overcome the drawbacks, Techno will implement a panel of three director, manager and HR representative asking pre-selected questions.

The panel must use a score mechanism appendix 2 and record the process, the mechanism must be documented. This method will minimise stereotypes and maximise validity. After evaluating interviews HR must notify both successful and unsuccessful candidates appreciating their time and effort. Techno will provide a case study and request candidates to evaluate and assess their performance in group level. The panel will evaluate the analytical thinking, decision making, and time management.

Creativity and teamwork are considered to be the most important traits. In order to verify accuracy, certain factors must be ensured. The group exercise must be realistic in terms of clear goals regarding time, but the selectors must be well trained to listen actively and seek evidence needed.

It will prove to be ideal if the panel is trained in interview skills and simultaneously to be approachable to ensure that candidates feel comfortable with the environment. Employment legislation imposes legal conditions to prevent candidate mistreatment on the following criteria: To overcome the negative effects, Techno must implement structure systems to integrate employees.

Hence, Techno will look at strategic broad issues and long-term sustainability and integrated levels link various organisational aspects individuals and teams. This is evident by employee testimony: In contrast, well-designed performance systems encourage employees to develop plans fostering commitment and performance.

Structure PM seeks to maximise: Performance improvement: Through the organisation regarding individual and team organisational effectiveness. Provide a sense of continuous improvement and development of individuals and teams.

Managing behaviour: Encourage individuals to behave openly in creating enhanced working relationships. This report suggests: Employees engagement with vision: To maintain high levels of organisational performance where energy is buzzing, managers must engage employees with the vision to ensure mutual support.

Higher than average compensation: Offering higher compensation not only increases employee commitment but also attracts and retains high-quality labour Pfeffer, To ensure effectiveness, the rewards will reflect the different levels of worker and contribution. Evidently, Appealbaum proved that high performance systems paid off ensuring employee commitment.

Recruitment and selection

Employee empowerment: Empowering employees increases satisfaction providing the sense of trust and the sense that employees are valuable for organisational performance Blessing, Employees feedback: Managers must receive feedback from employees regarding their attitude and behaviour as leadership is not authority but subordinates influence appendix 6.

This strategy ensures harmony and synergy that a required change will be welcome. Psychological contract: Managers must ensure that Techno fulfils employee needs in terms of flexible working and additional benefits i.

At this stage this report does not recommend degree feedback as it can be very time consuming and employees might feel uncomfortable giving their co-workers a formal critical review or it can create conflicts. As Techno is currently trying to build an environment of trust and harmony, this approach can be considered in the future. The following factors seem to be ideal in making PM successful with the support of HR.

Goal setting: Managers must evaluate job descriptions to ensure that employees have a transparent understanding of their responsibilities. The importance of making employees aware of the long-term values has been stressed by KPMG, prompting managers to remind employees of the five attributes of the company. The more tangible the goal becomes the easier to engage employees. Although, visualising the future is a powerful strategy to increase motivation and employee commitment.

Coaching and milestones: Techno must implement short-term milestones to ensure goal achievement and increased levels of motivation. Techno must provide additional training programs regarding customer care to avoid service failures as satisfied customers are likely to spread positive word-of-mouth. To meet their goals, managers must provide honest feedback.

The feedback does not need to be formal as organisations are trying to minimise bureaucratic systems to build a trustworthy relationship. Employee voice and relations: Techno must get rid of bureaucratic authorities, implementing open-door policies and allowing employees and managers to work in synergy.

Managers must be good listeners, as front-line employees are those that have a strong understanding of customers. The new system will seek bottom-up engagement, rather than top-down, ensuring flexibility.

Reviewing performance and structures: Unmet goals must not demotivate managers and employees. Hence, it is crucial to re-establish new, more realistic goals after evaluating performance. HR must provide the sense of a learning culture as it is impossible to learn something when you perceive that you know it Holiday, Work-life balance: Techno needs employees to be excited about organisational goals but not to neglect their family and other life aspects.

Techno acknowledges that treating employees in such a way is unethical, decreases brand value and causes employee burnout. The role of HR is imperative in supporting PM. The proposed methods will work when employees have a transparent understanding of what constitutes performance and that PM is a continuous cycle and not a one off-event appendix 7.

The objective specifies what Techno is trying to achieve. This report states that Techno must increase market share and customer satisfaction. Specifying objective is important because it prepares employees and managers. It must be measurable to become tangible and provide a solid understanding of what needs to be achieved.

Techno must examine the external environment, the resources and capabilities of the organisation, to maximise the chances of achieving its targets. The timescale for the objective set is 6 months.

This report argues that this is realistic as the marker is moving rapidly and organisations must keep up in sustaining their competitive advantage. Structure recruitment is necessary for Techno to successfully attract suitable candidates. The new best fit approach is looking for ways to increase performance levels and re-gain competitive advantage.

Moreover, different techniques are implemented in ensuring a successful selection method. PM is vital for enhancing organisational success. However, PM is powerful only when individuals have a transparent understanding of their requirements. The role of HR is imperative in engaging employees with the organisational vision, ensuring maximum commitment. And lastly, the report examined the importance of SMART objectives in ensuring that management clearly sets the objectives.

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