Unit 13 D1 Recruitment And Selection

Unit 2 Focus Paper:

Karl Gibson

GM546-01N

Recruitment and Selection

December 22, 2014

Professor
Dr. Vincent Pellettiere

Introduction The recruitment process is an integral part of human resource management (HRM). It isn’t achieved without proper strategic planning. Recruitment is defined as a process that affords the organization with a pool of competent job candidates from which to choose (Florea, 2014). Before companies recruit, they must implement proper staffing plans and forecasting to determine how many people they will need. The basis of the forecast will be the annual budget of the organization and the short- to long-term plans of the organization, for example, the possibility of expansion. In addition
to this, the organizational life cycle will be a factor (Bechet, 2000). This paper will further discuss recruitment, staffing, and talent management and other HR issues an organization should consider before implementing a strategic recruitment process.
History and Background Human Resources is a business function, which manages, leads, enables and specifies tools for the human wealth management in the corporation. HR sets strategic methods and practices, runs problematic and multifaceted communication operations as the organization seeks to attract the best talents from the job market. Therefore it is their objective maintain them with the attractive compensation packages or it develops them in talent elaboration programs (Rosenfeld, 2008). HR runs many processes, which are critical for today’s evolving organization. It’s difficult to believe that the successful business could exist without the Recruitment and Staffing, Compensation and Benefits, Training and Development or the Leadership Development. However, in the past the companies did not use any of the HR value added processes. The speedy expansion of Human Resources started in the beginning of 20th century. Most organizations introduced the Personnel Management. The personnel department had huge accountabilities. It was dealing with issues, introducing the new law requirements. It had the responsibility for the execution of diverse social and work place safety programs (Ranade, 2010). Everything was focused on the productivity of employees. The regular productivity increments were the key measure for the management of employees.
HR/Recruitment recruitment/staffing/talent management Concerns Human resources, as a strategic business partner, drives an organization 's recruitment and retention to create a workforce that 's productive, fully engaged and highly motivated. In addition to HR strategy, enabling management and communicating with employees are key elements to sustaining an employee pool (Ferris, Schellenberg, & Zammuto, 1984). Staffing, employment and recruitment are among the most serious HR function areas that contribute to the organization’s business strategies. The HR department of a business typically faces numerous encounters in recruiting new employees. A business 's ability to overcome these encounters is dependent on several factors including the economy, the competence and commitment of the recruiter and the attractiveness of the company to new employees (Martocchio, 2013). Many human resource departments have complications with the hiring manager and other recruitment personnel. Often, the person in charge of designing job descriptions or making the final decision about who is hired puts in insufficient effort to find the most qualified candidate, picks a candidate based upon personal characteristics rather than professional competence or fails to use effective interview tactics (Bechet, 2000). For this reason, some HR departments choose to play a more direct role in recruitment or use a full-time hiring manager within the department. Applicant or candidate quality is almost always an issue, particularly in an altering economy where new technologies, awareness of global economics and increasing educational requirements are in high demand. First-Class candidates are rapidly snapped up, and it can be difficult to lure them to a new job, particularly if the job doesn 't have a first-rate compensation package. Compensation, benefits and working environment are all substantial factors in employee recruitment.
In an intimidating economy, many businesses cut back benefits, which makes it much more difficult to attract the best candidates. HR departments often have to find creative strategies to make a job or job listing more appealing (Ranade, 2010).
Alternative Actions In order to overcome issues such as hiring manager conflicts, compensation issues, job incentives and employee retention. Managers and leaders have to think global today; they have to understand different cultural backgrounds. This is a fantastic opportunity for Human Resources. The global HR policies drive processes in different countries, but the processes produce comparable results (Rosenfeld, 2008). Employees relocate from country to country, the future of Human Resources is bright, and globalization cannot be stopped because nations collaborate. New technologies will bring other revolutions to offices. It is the role of the strategic Human Resources department to develop innovative ideas to retain employees, capture the best talent and initiate collaborative compensation packages through various recruitment tactics.

Summary and
Conclusion No longer can the HR be considered the personnel department as it has been known in the past. Their job has become more than just simply administering benefits and hiring candidates. Because of the ever-changing technologies, growing needs of the corporate world and the recent growth in our global economy, it has become imperative for the HR to take on a more diverse role. The recruitment strategy defines the different recruitment channels and different recruitment measures. The strategic recruitment is usually reported to the top management. It is designed to react quickly on the changed circumstances on the job market, and it supports the growth of the organization in key business areas. HR has to act independently. The selection of strategic job positions to be hired is not easy. Managers push to demonstrate their strategic role in the organization. HR has to demonstrate support for the daily operational recruitment, and it has to point the strategic job positions with the special care.

HR cannot hire all job positions as strategic ones.
The costs would exceed the recruitment budget quickly. The strategic recruitment is expensive. The top management closely monitors it. It can be monitored as the top managers can recognize the importance of the job positions for the organization. They can lose the commitment, when all job positions are strategic.

References

Bechet, T. P. (2000). Developing Staffing Strategies That Work: Implementing Pragmatic, Nontraditional Approaches. Public Personnel Management, 29(4), 465.
Ferris, G. R., Schellenberg, D. A., & Zammuto, R. F. (1984). Human Resource Management Strategies in Declining Industries. Human Resource Management, 23(4), 381-394.
Florea, N. V. (2014). Implementing A Model Of Strategic Communication To Obtain Organiztional Performance. Revista Academiei Fortelor Terestre, 19(3), 256-266.
Martocchio, J. (2013). Strategic Compensation.A Human Resource Management Approach 7th Ed. Upper Saddle River, New Jersey: Pearson Education.
Ranade, S. (2010). Reframe Jobs, Reap Rewards. People & Strategy, 33(2), 32-40.
Rosenfeld, R. B. (2008). "All about people: Why leaders need to know the human side of innovation". Leadership In Action, 27(6),
13-17.