Human Resource Management
Synopsis
Purpose - The purpose of this report is to explore the hypothesis that recruiters have more power but less costs of employment in recruitment and selection than candidates do, and to offer recommendations.
Findings - The report finds out the difference between recruitment and selection and the methods used in recruitment and selection.
Discussion – According to the findings, the paper discuss the different result and effect in recruitment and selection separately.
Conclusion – The findings partial support the hypothesis. In recruitment, it costs less relative to selection for both recruiter and applicant. And the applicant dominates in recruitment. Nevertheless, in selection, it costs much time and resource for both recruiter and applicant. And the recruiter is more powerful in this relationship.
Recommendations – The paper provides four recommendations for recruiter and applicant respectively to overcome the asymmetrical power relationship in recruitment and selection.
Introduction
The successful recruitment and selection have proved to be a vital part of business success. Recruitment and selection have proved to be a human resource planning activity and play a significant role on an organization’s overall strategic plan. Some believe that recruiters and employers dominate the recruitment and selection process. Many people desperate to find work and would have been prepared to accept anything to which they are remotely suited. Whilst others argue that candidates take the initiative in recruitment and selection in recent years. Applicants openly discuss their willingness to take jobs for which there are over-qualified.
Existing researches in this argument have demonstrated the factors which affect the recruitment and selection. Interpersonal and communication skills including written and oral, academic qualifications and work experience are proved to be three priorities in all selection criteria. Managers and recruiters both rated work
Purpose - The purpose of this report is to explore the hypothesis that recruiters have more power but less costs of employment in recruitment and selection than candidates do, and to offer recommendations.
Findings - The report finds out the difference between recruitment and selection and the methods used in recruitment and selection.
Discussion – According to the findings, the paper discuss the different result and effect in recruitment and selection separately.
Conclusion – The findings partial support the hypothesis. In recruitment, it costs less relative to selection for both recruiter and applicant. And the applicant dominates in recruitment. Nevertheless, in selection, it costs much time and resource for both recruiter and applicant. And the recruiter is more powerful in this relationship.
Recommendations – The paper provides four recommendations for recruiter and applicant respectively to overcome the asymmetrical power relationship in recruitment and selection.
Introduction
The successful recruitment and selection have proved to be a vital part of business success. Recruitment and selection have proved to be a human resource planning activity and play a significant role on an organization’s overall strategic plan. Some believe that recruiters and employers dominate the recruitment and selection process. Many people desperate to find work and would have been prepared to accept anything to which they are remotely suited. Whilst others argue that candidates take the initiative in recruitment and selection in recent years. Applicants openly discuss their willingness to take jobs for which there are over-qualified.
Existing researches in this argument have demonstrated the factors which affect the recruitment and selection. Interpersonal and communication skills including written and oral, academic qualifications and work experience are proved to be three priorities in all selection criteria. Managers and recruiters both rated work
References: Billsberry, J 2008, Experiencing recruitment and selection, John Wiley & Sons Ltd, Chichester, England. Cameron, LC 2008, Staff recruitment, selection and retention in family-owned small businesses, Southern Cross University, Lismore, NSW. Compton, R, Nankervis, A & Morrissey, B 2009, Effective recruitment and selection practices, CCH Australia Limited. Daly, AJ, Baker, MC & McCarthy, P 2004, ‘Preferences in recruitment and selection in a sample of Australian organisations’, International Journal of Organisational Behaviour, vol. 9, no. 1, pp. 581-593. Difference between recruitment and selection n.d., Management Study Guide, viewed 17 May 2013, . Hacker, C 1997, ‘The cost of poor hiring decisions and how to avoid them’, HR Focus, vol. 74, no. 10, pp. 13-14. Kramar, R, Bartram, T & De Cieri, H 2011, Human resource management: strategy, people, performance, 4th edn, McGraw-Hill Australia Pty Ltd, NSW.