The organization plan for recruitment process involves the three main phases of the recruitment process. These are generation of applicants, maintenance of applicants’ status, and the job decision or choice of an applicant. In this case, it is advisable to take into account each portion in this cycle. The first is the pre-planning stage where the Human Resource department determines the needs of the organization, both present and future. It is from this that they determine the recruitment process. The first phase is the applicant generation, this refers to the applicants, which the organization will target and search for to fill the available positions, or provide the much-needed skills to the organization. The second stage is the maintenance of an applicant’s status; this is to ensure the applicant remains interested in the job.
The second phase has two steps, the first one being initial screening and interview. This session allows the recruiters to get information from the applicants and provide them with information about the organization. The second step is attraction or recruitment after the initial interview. This involves follow up procedures such as visits to the site, selection procedures and administrative procedures. The third and final phase in the recruitment process is influencing on the job choice. This is where the new recruit either accepts or rejects the offer for employment given by the recruiter for a position in the given organization. Acceptance of the offer completes the recruitment process while rejection of the offer crashes the entire process and it has to restart a new (Caruth, Caruth & Pane, 2008).
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There are two main recruiting techniques used by government agencies and companies to fill vacant positions in their organizations. These are proactive and reactive recruitment. Proactive recruitment is the process of continuously seeking out qualified applicants in order to build a pool of talents before the positions become vacant. The costs involved are more upfront. Reactive recruitment involves waiting until a position becomes vacant before engaging in the recruitment process. The costs in this case are very costly especially if the positions remain unfilled for extended periods. Both methods employ different strategies, starting with the employee recruitment strategies. Human Resource Managers in proactive recruitment emphasize on the staffing needs anticipations, while reactive HR managers only work to meet the identified needs in the organization. Such managers do not review applications to their companies unless a need arises.
The HR risk management is more containable in proactive recruitment as managers use their strategies to anticipate any crisis in the staffing levels and needs, and employee training of their organizations. This enables them develop strategies to mitigate such shortcomings and keep their productivity at a constant, hence even flow of revenue and incomes. Reactive HR managers act after a crisis occurs in the organization. This reduces the productivity of the organization due to fluctuations in the staff levels or the lagging in training of employees as the department scrambles for workable solutions. A proactive HR strategy coupled with competitive and attractive benefit packages for employees is necessary i.e. business strengths, industrial position, and long-term goals. This makes the brightest and the best workers notice the organization and send their applications for jobs. A reactive HR strategy only attracts and secures the best employees who happen to apply for the open position within the company, and sadly not the best that the industry has to offer. The money problem is critical in a proactive HR strategy especially in the early years of formation of the company. Therefore, it runs on reactive model until in a position to form a credible and sustainable recruitment panel.
Modern recruitment techniques now take a more intensive strategy compared to the traditional ones. A traditional source of applicants for recruitment involves the old and normal way. This is by the use of advertisements and interviews for vacant job positions in the firm. On the other hand, innovative recruitment models would involve new and unique ideas to get the required staff for your organization. This could be through the internet, or recruiting the winner of a contest. This is the new vision that defines the future of recruitment. This is because the current global landscape for recruitment is ever changing, and there is an increased global war for the best talent available in the market, and in all industrial sectors.
Many dynamics come into play as companies muscle each other for the best. The best tool for sharpening the competitive advantage of a company is the expertise, experience, and motivation of their staff. Some of these dynamics include not everyone is searching for a job. Almost ninety percent of the best candidates for a given position are not looking for the jobs at that time. Therefore, this intensifies the global war for the best talent among the ten percent of the active job seekers. Another philosophy is that everyone is a brand ambassador, or a potential candidate, even your consumers. Therefore, the companies have to create the candidates necessary to fill the job requirements and not merely wait for them to volunteer, especially through job applications.
The third philosophy states that the brand for employment is pivotal to the success of talent acquisition. Employment brand is how a business builds and packages its identity, from its values and origins. It also involves what it promises to deliver to the employees emotionally for them to deliver consistently to the company. The other philosophies of innovative recruitment are the people’s psychology, the company not being in control of what people say about it, and the key role of building relationships and communities. This innovative model of recruitment is gaining ground due to the boring nature of the recruitment process. An innovative recruiter must combine the following set of skills: messaging and PR, marketing, direct marketing, market segmentation, sales, communication and presentation skills, and candidate relationship management.
Pre-recruitment foundations involve evaluation of jobs specifications by employers every time there is a vacancy. This involves reviewing growth opportunities, benefits, salaries, union status, exemptions, environmental factors, reporting relationships, job requirements, and responsibilities on a given position. This answers the four key questions, which aid in the familiarization process. The first question seeks to find out if the employer is thoroughly familiar with the qualities that the company is searching for in an applicant. The second question answers the question whether these qualities sought after are realistic and job-related. The third question answers the question whether the employer can communicate the responsibilities and duties of the said position to the applicants. The fourth and final question answers the question whether the employer is ready to provide additional information that is relevant about the company and the job to the applicants (Arthur, 2008).
Competency-based interviews, also referred to as behavioral, situational, or competency interviews, is a new style of interviewing candidates to evaluate their competence, especially when there is difficulty in selection basing on technical merits. A good example is in a particular graduate job or graduate scheme where it is less important to have relevant experience, or not required at all. However, nowadays companies are increasingly using competency-based interviews during the selection process of experienced recruitment. This helps to give valuable insights into the preferred style of working of an individual and help in predicting their behaviors in future situations. Competency interviews feature questions probing candidates’ knowledge of the company and industry. This tests their commitment and motivation to the career. Usually, they last only an hour and standardized, thereby applicants go through identical questions.
A particular quality that recruiters of a company decide is desirable for the employees to posses is a competency. These are benchmarks used by assessors to evaluate and rate candidates. A company usually selects several key skills to look for among candidates during interviews. Some of the key competencies that employers typically search for are teamwork, responsibility, commitment to career, commercial awareness, career motivation, decision-making, communication, leadership, trustworthiness, results orientation, problem solving and organization. The four main key competencies that an organization should include in its competency-based interviews are team working, communication, commercial and business awareness, and problem solving (Arthur, 2008).
Candidates appearing for interviews should also go through cultural fit tests in order to develop integrated selection. There are several steps used to develop an integrated recruitment process, which includes prescreening for cultural fit. The first step is to analyze the culture, e.g. cultural values such as teamwork. The second step is developing a strong brand, because branding provides an opportunity for companies to inform potential candidates of what their business deals with e.g. virtual job tours, testimonials, top executives’ messages, and career portals. The third step is using properly validated assessments. This involves rigorous professional and legal standards used in screening and decision-making. The fourth step is conducting behavior-based interviews to vet candidates in order to establish if they possess core competencies, values or drivers that are central to the culture of the company.
Other cultural fit mechanisms of interviewing are inclusion of auditions and role-play. Here, employers assign role to candidates and observe them in action as they try out the job directly, online, live simulation, and role-playing. This helps companies observe candidates in selling situations that are live and active. All interviews and test must follow the laws of the land. Therefore, they should not discriminate on basis on disparate impact and disparate treatment. They should also have affirmative action and contract compliance, and testing processes to make the hiring process a lot fairer. Another cultural fit element is production of meaningful metrics, i.e. isolating data within time-to-fill, cost-per-share, and quality-of-hire statistics. Others are training interviews, keeping good records, and monitoring. The latter in the critical role of Human Resource, ensuring that policies and procedures designed provide the right fit and conform to the law.
The process of job preparation is very tasking to both the candidates and the recruiters. The best way for a candidate to prepare for an interview is following the following set of steps. The first one is to know the company. The candidate should ferret about the basic details concerning the company they are applying to e.g. if they can wear a nose ring to the interview. The second step is to research about the people involved, i.e. the people the candidate will talk to when they get to the company like their name and title. The third step is finding an insider to fill you in about the company. This insider must have full knowledge about the company and provides you with valuable insights and details about the kind of work you will be doing at the company.
The fourth step is to know what is coming, for example, what exactly they are to get from the interview room. The final step is to study the resume to ensure that you meet the requirements of the job. This enables you know the requirements of the job, the relevant work experience, and the qualifications (Arthur, 2012). Job description of the position the candidate applies to plays a major role in preparation for the interview. It enables him or her to know the responsibilities charged to that position and evaluate whether or not they are able to meet their demand. Another dimension is the job analysis, which involves the type of work they deal with. Finally, the right fit of the job is necessary if the candidate has the capacity and will power.
Behavioral selection, also competency-based selection has numerous advantages to the company. The key advantages of competency-based selection are employer’s legal protection, consistency of hiring decisions, improved objectivity that leads to true acquisition of talents, and improved consensus on hiring across multiple stakeholders. It works objectively by setting up a target through that enables the company to measure an individual’s capability. These competencies measure behaviors like work adaptability, working under pressure, and customer management. The response derived from these questions enables the company to rate the candidate. Such interviews enable employers to verify employment qualifications of their employees and find out those that are outstanding and fit for the job. Other procedures also ensure protection of the organization and cover the legal issues surrounding background checks (Arthur, 2006).
It is important to conduct a background check for employees to verify the accuracy of the information that they provide in their resumes and during interviews. This also helps determine the character and integrity of the person the company is employing, and builds their confidence in their ability and prowess in performing the said tasks. When conducting a background check, the company should check out the following. They should look for mistakes, and not merely a mistake. This involves looking at certain behavioral patterns, or repetitive behaviors. They should also be careful with credit checks on employees. The checks should be consistent not to find your organization in a lawsuit involving employment discrimination. It is also important not to forget checking the college career of the candidate because our history determines the future behaviors of the individual. Good companies do a seven-year background check on the history of a candidate. Finally, follow up is necessary when something bad surfaces. A few steps necessary when conducting a background check for employees is to get permission from the prospective employee first, then confirm their identity, call for deal breakers, call references, and finally compile a list of questions (Robin, 2009).
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