Recruitment Process in Organizations

Introduction

The process of recruiting personnel in an organization refers to the rational distribution of employees by structural departments and workplaces by the system adopted by the given company. Yu (2014) states that abilities, needs, expectations, and business qualities of potential employees that meet the requirements of the content of the work to be performed should be noted by human resource (HR) managers. To ensure that the staff selection process is effective, there is a need to consider the implementation of the organization’s strategy, and it should be taken into account at the very stage of developing strategic plans for the company.

Recruiting is not just a game of human numbers anymore. For HR professionals, this means going a step further than developing a recruitment plan. It means working closely with the management on shaping organizational culture and looking closely at the job attribute preferences of its current and future employees. (Rehman, 2010, para. 14)

HR strategy of the organization

The recruitment strategy should be integrated into the overall HR strategy of the organization. Proceeding from this strategy, operational and current plans of organizational measures for the implementation of the recruitment strategy are to be created. To determine the operational goals of staff recruitment, one should consider information obtained during the planning of the organization’s human resource management.

It is essential to conduct a thorough analysis of the vacancy, outline detailed requirements for it, identify the most appropriate types of personality, and so on. All these actions are to be made based on requirements for the candidates formulated by an employer. HR managers are expected to perform independent testing of candidates for compliance with these requirements (Rehman, 2010). Interviews are the most common method of evaluating candidates for a position. In the interview process, not only an employer receives information about a candidate, but the candidate himself or herself receives the opportunity to learn more about working conditions.

To conclude the corporate culture of the target organization, a candidate can evaluate the level of organization and conditions of the interview, the professionalism of the interviewer, etc. In this regard, it becomes evident that the effectiveness of the organization as a whole depends on the quality of the selected personnel and staff recruited (Yu, 2014). Therefore, errors in the selection of personnel can be costly to organizations, and the recruitment of appropriate employees is regarded as a successful investment.

Since employees are hired to an organization based on the requirements of both tactical and strategic tasks, it is necessary to ensure that while recruiting, the most suitable for the organization employees were selected. The psychological climate of the organization and personal expectations of potential employees should also be taken into account.

Conclusion

In general, while deciding on the recruitment of personnel, it is significant to correctly select the methods and tools that increase the level of predictability of this process. When organizing a competitive recruitment process, HR managers are recommended to implement a comprehensive program for evaluating candidates based on tests, interviews, and their expectations and any other specific features that may be critical in the process of work.

The results will allow describing the potential attitudes, a person’s orientations, and those specific ways of acting that he or she already presents. An opinion on a candidate’s ability to professional and personal growth, the specificity of motivation, peculiarities of an individual style of activity, etc. is also essential for HR managers who are engaged in recruitment processes.

References

Rehman, M. S. (2010). Considering HR-job performance linkages: Role of the recruitment process. Journal of Humanities and Social Sciences, 18(1). Web.

Yu, K. Y. T. (2014). Person–organization fit effects on organizational attraction: A test of an expectations-based model. Organizational Behavior and Human Decision Processes, 124(1), 75-94. Web.