Recruitment and Selection

MODULE NAME TOPIC NAME ASSIGNMENT TOPIC SUBMISSION DATE PRESENTED BY STUDENT ID

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DIRECTING THE BUSINESS HUMAN RESOURCE MANAGEMENT RECRUITMENT AND SELCTION 1ST APRIL, 2011 MUHAMMAD SALEEM 42831

BRITISH INSTITUTE OF TECHNOLOGY AND E-COMMERCE (BITE)

Recruitment and Selection

Sr. No. 1 2 3 4 5 6 7 8 9 10 Introduction Recruitment Selection

Description

Page No. 1 2 2 3 4 6 7 9 9 10

Recruitment and Selection Process Strategic Human Resource Management Human Resource Planning& strategic Business plans Link between Business &HR Strategy Linking Recruitment & Selection with Strategic Business Plans Conclusion Case Study

Recruitment and Selection Recruitment and selection are only really effective when they complement HRM strategy and the companys overall business strategy. Discuss. The basic function of human resource management in an organization is efficient and effective management of its employees. All the human resource functions must be interlinked with each other and of course to the overall goals and strategies of the organization. Human resource planning plays an important role in developing such processes that help the organization to achieve its objectives through recruitment and selection of right quantity, quality and mix skilled employees at the right position at the right time.

Right People

Right Place

Right Time

HRM

The core functions of human resource department include: y y y y y y y Human resource planning Recruitment and Selection Training and Development Career Planning Transfers & Promotions Reward & Benefits Performance Appraisal

Recruitment & Selection Preamble: Recruitment and Selection are two interrelated functions of Human resource management but yet different. Recruitment can be defined as the process in which a pool of application is created by attracting the candidates for a job. On the other hand selection is the process of choosing the best candidate from the number of available candidates by matching the desired knowledge and skills with the available attributes e.g. M/s XYZ Plc wants to employ 15 new people in marketing department. The company may call 50 people for test or interview and out of 50 applicants may 3

Recruitment and Selection select 20 best candidates who qualify for the desired position. Now that is selection that out of 20 they only need 15 candidates who they feel are the perfect people for the job. So recruitment comes first and helps to selection of right candidate. Recruitment: Recruitment process is associated with identifying and establishing sufficient pool of candidates that includes maximum possible number of qualified applicants. In recruitment processsources of human resource are identified in order to cope with the requirement of staffing schedule and to use effective measures for attracting the manpower to facilitate effective selection of right candidates.

(Recruitment) Selection: Selection is a process whereby an organization choose an applicant for a job from a pool of candidates already employed by the organization. Each candidate is assessed for particular experience and ability e.g. job knowledge, skills, competencies, and other characteristics against predetermined criteria of key expertise for selection established at the time of job analysis of that particular vacancy.

(Selection) 4

Recruitment and Selection Recruitment and Selection Process: Recruitment process starts with identification of need for new employee followed by job analysis whereby basic requirements to perform the job, major duties and responsibilities, environment and conditions of employment and social background of the job are examined, suggested and a criteria is determined. Job description analyzes the basic data regarding the title, scope of major duties and responsibilities essential for that particular job. The compatibility with job budget is also check before attracting applicants for the vacancies. Finally the selection of efficient applicants is made from available pool of candidates. Recruitment and Selection Process Flow chart

Dynamic Environment

Recruitment requisition

Job analysis

Vision
Job description

Strategic Business Plan

Human Resource Strategy

Human Resource Plans and Policies

Recruitment Process

Position assessment

Key Stakeholders

Job Budget

Sourcing

Pool of Applicants

Dynamic Environment
Selection Process

Source: Nankervis, A, Compton, R, Baird M, 2005, Strategic Human Resource Management (6thed), Cengage, South Melbourne

Recruitment and Selection As per the statement Recruitment & selection are only really effective when they complement HRM strategy and the companys overall business strategy which is true. An organization's HR strategy should formulate interconnected and correlated recruitment and selection policies in order to meet the overall business strategy. An HRM strategy thus is a master plan, regarding the application of particular HRM functional areas.

Strategic Human Resource Management : HRM involves a concept that employees are human capital, not unlike other organizational resources such as finance and technology, which required to be managed in similar (and different) ways in order to arrive at optimum level of productivity and profitability results. Specific Human resource management functions then provide the resources by which employees are hired (e.g human resource planning, job analysis, recruitment and selection), developed (e.g human resource development, reward and benefit systems, performance appraisals and career management) and ultimately dismissed (e.g. termination, retirement and lay-off programs) as per organizations requirements. It thus involves a human resource management strategy and a human resource management plan, interlinked with overall organizational strategies, which subsequently feed into each of the interrelated human resource functions. In the strategic human resource management it is ensured that all the HR functions including job design & analysis, recruitment & selection, human resource development, performance evaluation& appraisal, rewards & benefits, etc. are interlinked with each other and to overall organizations goals and objectives. Secondly it is also emphasized that human resource functions also correlated to the long term strategies of the company, its budget and culture in order to accomplish the goals of the organization.

Recruitment and Selection

Diagram: Recruitment & Selection as a Strategic HRM tool

Dynamic Environment

Job analysis, recruitment and selection processes

Vision

Human Resource Strategy

Human resource development plans

Strategic Business Plan

Diversity management plans

Remuneration and reward systems

Strategic Organizational Outcomes Performance Productivity Effectiveness Cost Effectiveness Profitability

Key Stakeholders

Human Resource Plans and Policies

Performance management strategies Career development plans

Achievement of Business Outcomes

Dynamic Environment

Employee relations strategies

Source: Nankervis, A, Compton, R, Baird M, 2007, Human Resource Management: Strategies and Processes (6thed), Cengage, South Melbourne The above process flow chart shows the relationship that exists between organizational strategies and human resource strategies, its plans and functions. Further it also demonstrates the critical significance of recruitment and selection process in the overall human resource framework. From human resource management point of view, recruitment and selection reflect vast staffing strategies and represent the first step of management of human resources i.e. employees towards the objectives of the organization. They are regarded as the most difficult and yet very important of all human resource management strategies. Recruitment and selection of best people are always considered as bonus for the organizations but on the other hand hiring less 7

Recruitment and Selection than the best can create massive disruption, less output, interpersonal difficulties, disturb team work, and long term costs.

Human resource Planning and Strategic Business Plans: The horizontal and vertical placement of human resource management objectives, strategies, procedures and functions with the strategic business plan are vital to the strategic human resource management. The stage of an organizations development i.e. whether it is just starting up, in a growth phase, merging with another company, or even in temporary decline, will indicate the numbers and types of employees it requires in both the short term and long run. Human resource planning will, for example, furnish organizational planning team with details of the anticipated demand for human resources in the business planning period, their levels of qualifications, work experience and any specific expertise. In case of mergers or takeovers, it will need to balance the numbers and types of employees required for the new organization from the former ones. It should also specify whether new staff will be hired on permanent, contractual or casual basis, and their associated conditions and entitlements. These, of course, should derive from the organizations financial plans. Recruitment and selection programs must be correlated with the other human resource functions, particularly performance appraisal, career management, rewards and benefits systems and various data analysis programs, as well as integrated into the overall human resource plan. In short, Benefits of human resource panning include: y To provide clear linkages between human resource functions and organizational objectives y y y Effective demands on labour markets Cost effective recruitment and selection strategies Systematic and responsive human resource policies and practices in all area

Recruitment and Selection The Link between Business & HR Strategy: The desirable nature and viability of the relationship between organizational strategy and HR strategy is a consistent subject which can be analysed with the help of following different approaches, which will help in understanding how this relationship works in particularly in the context of strategy and resource based approach of the organization. Separation Model Separation model (A) shows that no correlation exists between business and HR strategy at all, if indeed organizational and human resource strategydoes exist in an obvious form in the organization. This approach reflects a general situation that was in practice two decades ago, but this model still prevails in todays world as well, particularly in small scale business organizations.

Separation A
Organizational Strategy HR Strategy

The fit model (B) The model shows anemerging recognition of the significance of human resource in the accomplishment of organizational strategy. Manpower is considered as important resource in the application of the stated strategy of organizationand human resource strategy is also designed to correlate with the business strategy.

Organizational Strategy

HR Strategy

Fit

Recruitment and Selection The dialogue model (C) The above model takes the liaison one step ahead, as it emphasizes communication on both ends and some dialogue. Sometimes it happens that the demands of the organizations strategy may not seems to be as viable and urge to look for some alternative opportunities.

Organizational Strategy

Dialogue HR Strategy

The holistic model (D) The holistic model (D) emphasize on the development of mutual relationship between HR strategy and over all organizational strategy where people of organization being recognised as the main source to competitive advantage rather considering just a tool to implement the business strategy.

D
Organizational Strategy

HR Strategy

Holistic

The HR-driven model (E) The HR-driven model (E) recognises people as the key to competitive advantage, then as the capabilities of employees will definitely affect the accomplishment of any stated strategy, it would be wise able to consider human capital as driving force in formulation and development of strategic direction. HR Driven E
Organizational Strategy

HR Strategy

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Recruitment and Selection Linking Recruitment and Selection with Strategic Business Plans: The strategic aim of most commercial organization is to improve and further strengthen their long term growth and sustainability. Most often, their strategy focus on enhancing their competitive edge and improving their capabilities to survive and make their position in the market. It is important to note that the relationship between the HRM strategy and the overall corporate strategy is very essential in order to achieve organizational objectives effectively by applying a firm's manpower requirements with the goals/objectives of the organization. As an example, a firm in the business of sales of automobiles may develop a business strategy to enhance its sales by 20% within a time span of 3 years. Subsequently, the HRM strategy would facilitate in order to achieve the target by managing the human capital. Particular HRM functions, such as recruitment and selection would be designed in such a way that ultimately leads towards the fulfillment of corporate objectives. Conclusion: Recruitment and selection inside an organization is considered to be the essential element of that organizations general human resource management and planning processes.When HR strategy and policies are compelled by business strategies they have tendency to be implemented in order to meet strategic requirements. The holistic and human resource driven models as discussed above should be followed by the organizations to achieve business outcomes in terms of efficiency, productivity and cost effectiveness.

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Recruitment and Selection Case Study:Recruitment and selection at Tesco Tesco brief Introduction

Tesco employs more people than any other private sector firm. It employs more than 360,000 people. Tesco has stores in 12 other countries round the world. It is vital for Tesco to find the right people to fill a wide range of store and non-store roles. These include: y y y check-out staff, stock handlers and specialists like bakers stock management and other staff in depots Head Office roles such as finance and marketing.

Tesco aims to ensure all roles work together to drive its business objectives. It needs toensure it has the right number of people in the right jobs at the right time. To do this, it has astructured process for recruitment and selection to attract applicants for both managerial andoperational roles. Workforce planning Workforce planning looks at Tescos future staffing needs. It allows Tesco to plan for the future. Jobs arecreated through: y y y people leaving their jobs, for instance, retiring or being promoted new stores opening both in the UK and abroad changes in the technology and processes that Tesco uses requiring new skills.

Tesco uses a workforce planning chart to plan its needs for new staff. Many people are promoted fromwithin the business. The appraisal process, carried out each year, helps staff identify what job they wouldlike to do next and how to get it.A key part of workforce planning is to describe the job role clearly. A job description describes the job titleand role. A detailed person specification is also needed. This describes the type of person who would fit the job. These documents provide the information for job advertisements. They also show recruiters how and where a person would fit into Tescos structure. Skills Tesco needs employees to have specific skills and behaviours at each level of the organization. Tescosorganization chart has customers at the top. This shows Tescos clear aim is to serve 12

Recruitment and Selection their needs. The work in Tesco is split into six work levels. These range from front-line jobs working with customers through support roles, to leaders with responsibility at the top level. Tescos strategy is set out by managers at the top level. Attract and recruit Tesco first needs to attract the right standard of worker. Tesco advertises jobs in a number of ways. Firstly, it looks within the business. It has an internal talent plan showing which workers are looking to move and what skills they can offer. Outside the company, it advertises on its website and in stores. For more specialist jobs, like bakers, it puts adverts in trade magazines, online or via TV and radio.

Selection

Tesco needs to choose the best people from those that apply. It screens them to make sure that they fulfill its needs. First, they will look at a candidates CV. This gives education and work history. Those who passthis screening are interviewed. Candidates may then go to an assessment centre, run in a Tesco store bymanagers. Here, they are carry out a number of exercises involving team working and problem solving.Those who pass this assessment then have a second interview. Conclusion Workforce planning is a vital tool for Tesco. It is vital for any business train existing staff to take on new responsibilities and to recruit new staff to fill vacancies or to meet skill shortages.Tesco is a major international company with many job opportunities, including management, graduate, school leaver and apprentice posts. Tesco needs to have people with the right skills and behaviors to support its growth and development. Tesco has clear organizational structures, detailed job descriptions and person specifications. It provides user-friendly ways of applying for jobs and a consistent approach to recruitment and selection. This means it can manage its changing demand for staff. Source: www.thetimes100.uk.co

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Recruitment and Selection Bibliography: y Robert-Leigh Compton, William Morrissey and Alan Nankervis, Title Effective Recruitment and Selection Practices, Edition: 5th, 2009 CCH Australia Ltd, printed in Australia by McPhersons Printing Group. y Rosalind H. Searle, Selection & Recruitment, 2003, The open University (printed by The Alden Group Oxford)

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