Recruitment and Selection

Recruitment and Selection

MODULE NAME : DIRECTING THE BUSINESS

TOPIC NAME : HUMAN RESOURCE MANAGEMENT

ASSIGNMENT TOPIC : RECRUITMENT AND SELCTION

SUBMISSION DATE : 1ST APRIL, 2011

PRESENTED BY : MUHAMMAD SALEEM

STUDENT ID : 42831

BRITISH INSTITUTE OF TECHNOLOGY AND E-COMMERCE (BITE)

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Sr. No. Description Page No.

1 Introduction 1

2 Recruitment 2

3 Selection 2

4 Recruitment and Selection Process 3

5 Strategic Human Resource Management 4

6 Human Resource Planning & strategic Business plans 6

7 Link between Business & HR Strategy 7

8 Linking Recruitment & Selection with Strategic Business Plans 9

9 Conclusion 9

10 Case Study 10

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“Recruitment and selection are only really effective when they complement HRM strategy and

the company’s 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.

The core functions of human resource department include:

Human resource planning


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

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Right People Right Place Right Time

HRM


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 process sources

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)

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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

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

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Vision

Strategic Business Plan

Key Stakeholders

Dynamic Environment

Dynamic Environment

Human Resource Strategy

Human Resource Plans and Policies

Recruitment requisition

Job analysis

Pool of Applicants

Sourcing

Job description

Position assessment

Job Budget

Recruitment Process

Selection Process


As per the statement “Recruitment & selection are only really effective when they complement

HRM strategy and the company’s 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 organization’s 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

organization’s 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.

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Diagram: Recruitment & Selection as a Strategic HRM tool

Source: “Nankervis, A, Compton, R, Baird M, 2007, Human Resource Management: Strategies and Processes (6th ed), 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

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Vision

Strategic Business Plan

Key Stakeholders

Dynamic Environment

Dynamic Environment

Human Resource Strategy

Human Resource Plans and Policies

Job analysis, recruitment and selection processes

Human resource development plans

Employee relations strategies

Career development plans

Diversity management plans

Remuneration and reward systems

Performance management strategies

Strategic Organizational Outcomes Performance Productivity Effectiveness Cost Effectiveness Profitability

Achievement of Business Outcomes


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 organization’s 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 organization’s 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:

To provide clear linkages between human resource functions and organizational

objectives

Effective demands on labour markets

Cost effective recruitment and selection strategies

Systematic and responsive human resource policies and practices in all area

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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 strategy does 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 today’s world as well, particularly in small scale business

organizations.

Separation

A

The fit model (B)

The model shows an emerging 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 organization and human resource strategy is also

designed to correlate with the business strategy.

BFit

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Organizational Strategy HR Strategy

HR StrategyOrganizational Strategy


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 organization’s strategy

may not seems to be as viable and urge to look for some alternative opportunities.

C Dialogue

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.

DHolistic

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 DrivenE

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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 organization’s 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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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:

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 to

ensure it has the right number of people in the right jobs at the right time. To do this, it has a

structured process for recruitment and selection to attract applicants for both managerial and

operational roles.

Workforce planning

Workforce planning looks at Tesco’s future staffing needs. It allows Tesco to plan for the future.

Jobs are created through:

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 from within the business. The appraisal process, carried out each year, helps staff

identify what job they would like 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 title and 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 Tesco’s structure.

Skills

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Tesco needs employees to have specific skills and behaviours at each level of the organization.

Tesco’s organization chart has customers at the top. This shows Tesco’s clear aim is to serve

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.

Tesco’s 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 candidate’s CV. This gives education and work

history. Those who pass this screening are interviewed. Candidates may then go to an

assessment centre, run in a Tesco store by managers. 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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Bibliography:

Robert-Leigh Compton, William Morrissey and Alan Nankervis, Title Effective

Recruitment and Selection Practices, Edition: 5th, 2009 CCH Australia Ltd, printed in

Australia by McPherson’s Printing Group.

Rosalind H. Searle, Selection & Recruitment, 2003, The open University (printed by The

Alden Group Oxford)

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Documents

Recruitment and Selection