Impact and Effectiveness of Recruitment and Selection

 

CHALLENGES FACED IN RECRUITMENT AND SELECTION

 

An Organisation should have a clear-cut recruitment policy to the recruit brightest candidates select qualified people in the right position (Petts 1997).

 

Selecting right number of people with right skills, experience and capabilities:

 

In Recruitment and Selection, the HR needs to get the right number of people with right skills, experience and capabilities, but poor HR planning is a common problem. Recruitment and Selection could be done effectively only if the HR team is dedicated and competent (Kaplan and Norton, 2004).

 

Selecting a person who fits to the job:

 

After a recruitment process selecting an employee is expensive in terms of time and money and therefore it is vital to appoint a person who fits to the job (Djabatey, 2012).

There could be mishaps if the person appointed is not fit for the job as in the example explained below.

In the Logistic Company that I presently work for, a staff member was Recruited and Selected for a sales and marketing position who had experience and qualifications in the same capacity, but who has previously got involved in a different type of a business. Despite having knowledge, he could not fit into the job because the nature of the business was strange to him and for not having the required contacts to bring in business he could not cope up with the job.

 

Selecting of quality manpower:

 

As the quality of manpower is vital to the success of Organisations, attracting best human resource has become important to achieve excellence. While attracting the best if the selection becomes wrong, it can sometimes ruin the business of the Organisation (Djabatey, 2012).

Referring to the same example explained above, due to the above said wrong Selection, the said Logistic Company also lost some of its business to its competitors during the period of the said employee.

Selecting people towards the growth of the Organisation:

 

Since the ultimate goal of Organisations is to achieve organisational goals though the initial concerns are to build an image among the public, when Recruitment and Selection is done HR should strategically plan to Select employees for the short-term, medium-term and long-term growth of the organization (Djabatey, 2012).

 

Selecting better workers:

 

Selection of workers just to replace vacancies should not be the target, but the proper HR role play when Selecting should be to replace committed workers who could work at a higher level (Dessler, 2000).

For example, In the Logistic Company I presently work for, when Selecting a replacement, the priority is given for multi workers.

Selecting for administrative roles:

 

It becomes a challenge when selecting a candidate for an administrative role and discussions would difficult for the HR when Selecting the best person for administrative roles (Djabatey, 2012).

As an example, to face this challenge, the Outsourcing Company that I worked for previously had the following mechanism developed.

The Company had manuals with regard to the process, procedures and guidelines for all the active jobs within the Company and they were periodically updated and therefore when a new Selection is done, it becomes an advantage to pick a suitable candidate.

 

Fair practice on Selection:

 

Providing with equal opportunities, ensuring justice and fair treatment to all candidates is a challenge when Recruitment and Selection is done, (Mullins, 1999).

For example, in the Logistic Company I am presently working for, in certain instances having many suitable candidates in the recruitment pool, Selections being done with influence later proved to be unsuccessful.

 

Identifying the best method of Selection:

 

According to Djabatey (2012) choosing the most suitable method of Selection is important in accordance with the requirements of the business, the relevant job and expected skill level for the job.

 

References

•  Dessler, G (2000). ‘Human resource management’, Prentice Hall Incorporated,
  3rd edn, Upper Saddle River, New Jersey.
• Djabatey, E., (2012). Recruitment and Selection Practices of Organisations: A Case Study of HFC Bank (Gh) Ltd., s.l.: Diss.
• Kaplan, R. S., Norton, David P. (2004), Measuring the Strategic Readiness of Intangible Assets, Harvard Business Review 82(2): 52-64.
• Mullins, L. J. (1999), Management and Organizational Behaviour, 5th Edition, Pearson Education, Essex.
• Petts, N (1997). ‘Building growth on core competences-A practical approach’,Journalof Management.