Human resources Management Recruitment and Selection †Free Samples

Question: Discuss about the Human resources Management Recruitment and Selection. Answer: HRM Initiative: Recruitment and Selection The recruitment and selection process of hiring employees is one of the most important jobs of human resource management. This is because it cannot be a blunder that the success of any organisation will depend to the type of talents and human resources it employs in the firm. The quality of the services and products that and organisation provides is always dependent on the talents of the people working in the firm(Derous Fruyt, 2016). In this regard, an effective recruitment and selection process is very important and crucial to the success of the day to day functioning of the organisation. The success of the process will also depend on the people being able to find the right qualifications, skills and expertise that will deliver the objectives of the organisation and enable it make a positive contribution towards the aims and values of the organisation. Also the issue of power and authority at the organisational level is usually shaped by the cultural aspects of the country. For example in china the elderly people have more authority in professional life since it is always believed that they have more experience at work than the young employee who could be knowing the job much better. Such issues also come up whenever an organisation is working toward promoting a fellow employee. In this manner it becomes a challenge for the human resources department to decide on leadership of the multinational company as well qualified and experienced young person cannot be given a chance for promotion or employment(Zhao Liden, 2011). Also after establishing the necessary framework for the establishment of the company in a host country, it is important for the main office to continue regulating the way recruitment and selection is done. Some issues include irregular employment and political interference in the recruitment processes where they pus h for their people to be given priority even when they may not the required qualifications of the post(Askarian, et al., 2010). Process According to Ali, (2016), the recruitment and selection process needs to be obtained at the minimum cost of the quality and number of employees who are required to satisfy the need of the human resources department and that of the organisation. In this manner, Armstrong identified stages that companies need to achieve in order to meet the process. This is as follows: Job Analysis : this is the first step of the recruitment and selection process. The reason for a job analysis is to prepare a job description and specification that will assist the organisation in hiring the right workforce in the organisation(Beardwell Claydon, 2010). The process is usually important as it enables the human resource to generate information that will be later converted in to the tangible outputs used in drafting the job description and specifications of the person the company is looking for. During Job specification, one looks at what has to be done and the person to do it before the recruitment of the vacant position. It is advised that the human resources needs to invest in this time gathering information about the job. Here one does not only have to think about the content of the job but also the purpose of the job and they type of outputs that will be required for the person winning the job to fill the gap. It is also important that the required skills and personal experience in the job is well performed(Demuijnck, 2015). The analysis thus looks at the convincing details on tasks description, the knowledge, relationship of the job and the standards of employment and requirement from the employee. A job analysis is usually conducted by the Human resources department and can entail interviews, observations on incumbents, supervisors and incident investigations. Job Description: This is the second part of the process and it entails a concise deception of the job duties and responsibilities. It is important that the human resources states the content of the job being advertised and what will be expected from the candidate of the particular job. This usually takes different forms that include; summary of the job where there is an overview of the job position and brief description of the most important human resource functions(Derous Fruyt, 2016). The summary will provide readers with what they are expected to have and to do in the designated job. This is where the company can sell jobs to possible candidates and attract as many applicants as possible. There is also the Job specification will gives the required qualifications that will enable the person do the work to the satisfaction of the company. Specification can be used to enable the application learn more about the job including skills, knowledge and ability(Lewis, 2007). Issues such as experience and education, physical requirements of working conditions will also be discussed. The description should be put in a way that it remains beneficial to both the employer and employee. Person Specification: in this stage, the human resource will describe the requirements of the persons going to hold the job so that it gets a person who can do the work to the satisfactory level. This will include training and experience, education and qualification and qualities and attributes(Lewis, 2007). Person specification is thus important as it describes the candidate for the job and will form as a basis for the selection process in order to get the right person. Recruitment sourcing : for any organisation, there are usually two sources for candidates to be recruited. This will also apply to a multinational like Tesco. These sources are either external or internal depending on the budget and the need. The integration of internal sources is usually consistent with the human resource system of the organisation and can always lead to organisation success(Derous Fruyt, 2016). The recruitment and selection process will be the most important part of identifying and finding prospective candidates. In addition, when an internal process is used by the organisation, the main part will entail identifying and finding the prospective candidate. The organisation will thus turn to the existing employees to encourage them to apply for open positions. This is used as part of job rotation program that is as a result of redundancies in other areas of the organisation and a temporary acting position. There are however other factor for internal process which can attract a lot of walk in applications. For such applications interested applicants hand their papers and expect that they will be considered in the internal application or be considered for future vacancies. Interviews and selection: interviews are usually considered to be effective when appraising the application. The approach is said to be imbued with open ended inquiries and other work related questions during the interview sessions. At this point the candidate will be needed to convince the pane of interviewers about their qualifications and skills if they need to be selected, failure to which they will not(Ali, 2016). The interviewer will assess both the intellectual and working skills of the candidate which will be impartially screened during the exercise and interview in the assessment centres. While performing the interviews, the human resources management should be assured that they are going to objectively appraise the candidate, this will be done in both verbal and nonverbal manner. In most cases interviews check several skills and qualification; the evaluation skills, technical skills, critical thinking and occupational attitude toward issues like teamwork. All these qualifications will be measured and the candidate needs to be aware. In this regard interviews are the best ways to do a proper recruitment or selection process(Chen Klimoski, 2007). Job Offer : after the candidate has been taken in the above steps, then the available information will be reviewed in comparison to the rest of the applications. The job offer stage will be granted to people who passed the interview. The human resources will also congratulate the individual and provide them with the details about the rate of pay, working conditions, location and time and where they will be expected to report to work. This will also include a formal introduction to the company employees and allow them to ask additional questions. It is however be remembered that a job offer does not mean the applicant has actually gotten the job. Cost Benefit Analysis The recruitment and selection process will always include the acquisition of costs, the learning and development costs. The acquisition costs ,the direct costs and indirect costs of recruitment and selection with will usually be determined by their hiring from the company or outsourcing for candidates outside the company. There are also the development and learning costs, here direct costs will include those in formal training and training on the job. There will also be the indirect costs which looks at the cost of productivity and time of trainers(Chen Klimoski, 2007). In this manner, direct costs will usually cover the security costs, administrative expenses, advertising, fees and wages to the recruitment agencies, room rentals, travel expenses, design costs jobs and medical examination costs. The indirect cots on the other hand will look at costs of information time, the learning for the candidate the enable them become well fit for the job and personal contribution. It will also look at time and integration costs of new employees, personnel specification, the cost of preparing the job description of each, the time and cost of integration of the new employees to the organisation, the cost of paying for the interviews and the cost spent on administrative issues. It is also important that the company considers other costs such as those that were used in placing the announcements, test interviews, arranging the administration for the interview, registration of new employees in the organisation, review of payment and the cost that come with low productivity of the planned process(Derous Fruyt, 2016). This shows that recruitment and selection process is a huge investment that will have costs which are directly and indirectly calling for quality verification of the results. In this manner, it is also important to incorporate the tangible costs that include writing, consulting costs, advertising cost, interviewing, screening and training, travel expenses and testing new employee setup. When looking at the intangible costs, these are usually less productive with regard to the employee, they will entail costs for the rework of increased recruitment errors, or that of the new person on the job, the cost of paying experienced staff to take on the addition work during the vacancy period(Demuijnck, 2015). Lost productivity from the challenges of team during the period the post was not filled and the cost that will come with reduced performance in case a company decides to closes its store for logistical purpose. There can also be an issue with employee morale especially if the advertising is done and an unlikable examples surround him. There is finally the cost of recruitment which will look at the advertising costs in newspapers, television or notice boards when the recruitment is done internally(Lewis, 2007). The cost of the recruitment agency will also be considered including the cost of the people who recommend candidates for the company and the cost of associations to subscribed professionals. Return on Investment (ROI) For a company like Tesco, return on investment will be measured by the performance of the recruited employees. The company invests close to $6 million in the recruitment, selection and training processes each 2 years. Return on investment are measures that are used to ensure that the cost for recruitment and selection was able provide the required results in the process. Return on investment looks at all aspects of the selection process that include research, advertising, hiring agencies, salary negotiations and agreement and contracts between the employer and employee. Productivity is the most common way of measuring a return on investment(Lewis, 2007). Here Tesco will have to look at whether the people hired are able to perform better on the job. This is usually dependent on the accuracy of the recruitment and selection process. If it is was done well then productivity will definitely increase. It is also important to notice that turnover will occur in organisation. When an organisation has improved in its selection process then they may be able to reduce turnover. One of the reasons for turnover is poor job designations that can be avoided through improved selection processes. The process needs to focus aggressively on screening for motivational fit and identification of individuals that can present high risk for the organisation. A good selection process will also enable the company reduce legal costs(Baskerville, 2003). This is because the job hiring process will be straight and well documented to avoid costly lawsuits that come with summary dismissals and other factors like poor salaries and misuse of employees. By creating and avenue for a legally defensible selection process, companies are able to achieve their goals. The process thus helps organisations hire candidates that are more productive, can make few mistakes and can stay loyal to the organisation for a long t ime thus saving it millions. To get the return on investment in financial terms then the cost will be calculated by 12 months which will be 6,000,000 x 12,000,000 = 72,000,000. This is the total amount that the company expects to make in any recruitment processes.(Lewis, 2007). Good selection process will also ensure that the company has an improved utilization of resources. It is important that during the process the company managers are involved to ensure there is unnecessary waste of time. One of the main goals for organisations is to ensure a smooth entry for different positions and make job offers to candidates they interview. Evaluation With regard to the recruitment and selection process as discussed above, it can be said that Tesco has been doing well. As a multinational company, Tesco needs to consider the above processes when hiring new employees especially in the multinational centres. This is because different countries will have their own requirements. The issues such as qualification and experience will always play in the selection process. It is important that the company considers and internal way of selection when it comes to managerial position and external processes for the other positions. Critical reflective analysis So far Tesco has been performing well when it comes to the recruitment and selection processes. According to Derous Fruyt (2016), a multinational company like Tesco and Small Medium Enterprises of any size usually face a lot of challenges when it comes to the recruitment and selection process. For SMEs they can resolve in filling vacancies of their establishment with relatives and friends, however this is different for multinational companies who will have to spend a lot of money through screening a huge bag of applications in reference to the advertising in the media or internally(Lewis, 2007). There are some issues that are always identified with the recruitment and selection process in most multinationals like the increasing pressure for employment, country laws and regulations, utilisation of the sources of recruitment, ways to delegate the recruitment function and describing the job description including the cost of hiring new employees. These challenges are so rampant that they have resulted to the inadequate use of standard employee and job description during the process. Other factors that come in is the educational standard of the country in which the multinational company is doing the recruitment, this leads the company to spend more financial resources in fine tuning the employed staff and at times they will be forced to overhaul the recruitment and selection process through various aptitude and psychometric tests. References Adler, R. Elmhorst, J., 2010. Communication at work: principles and practices for business and the professions. 10th ed. New York, NY.: McGraw Hill. Ali, A., 2016. Investigating project management practices in Public sector organisations of a less developed country. [Online] Available at: https://researchbank.rmit.edu.au/eserv/rmit:7523/Ali.pdf Askarian, M., Heidarpoor, P. Assadian, O., 2010. A total quality management approach to waste management. Waste Management, 30(11), pp. 2321-2326. Baskerville, R., 2003. Hofstede never studied culture. Accounting, Organizations and Society, 28(1), pp. 3-7. Beardwell, J. Claydon, T., 2010. Human Resource Management: A contemporary approach. 6 ed. Harlow: Financial Times Prentice Hall. Chen, G. Klimoski, R., 2007. Training and development of human resources at work: Is the state of our science strong?. Human Resource Management Review, 17(2), pp. 180-190. Demuijnck, G., 2015. Universal Values and Virtues in Management Versus Cross-Cultural Moral Relativism: An Educational Strategy to Clear the Ground for Business Ethics. Journal of Business Ethics, 128(4), pp. 817-835. Derous, E. Fruyt, F. D., 2016. Developments in Recruitment and Selection Research: Editorial. International Journal of Selection and Assessment, 24(1), pp. 1-3. Lewis, P., 2007. Skills, Training and Human Resource Development: a Critical Text By Irena Grugulis. Human Resource Management Journal, 17(3), pp. 307-308. Markets.ft, 2017. Tesco Plc.. [Online] Available at: https://markets.ft.com/data/equities/tearsheet/summary?s=TSCO:LSE [Accessed 6 May 2017]. Zhao, H. Liden, R., 2011. 2011, "Internship: a recruitment and selection perspective". The Journal of applied psychology, 96(1), pp. 221-229.