Analysis of Effectiveness of a Recruitment Process in an Organisation

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ANALYSIS OF EFFECTIVENESS OF A RECRUITMENT PROCESS IN AN ORGANISATION

CONTENT
1.Introduction3
2.The recruitment process3
3.Recruitment strategy5
4.Posting vacansies5
5.Recruiting from internal sources6
6.Recruiting from external sources7
7.On-line application / recruiting on the internet9
8.College recruitment11
9.Job fairs12
10.Conclusion13
11.References14

INTRODUCTION
This article gives introductory guidance. It provides advice to help improve the effectiveness and fairness of your recruitment process and documents the stages of the recruitment and selection processes. It also comments on the use of external recruitment services.

Having the right person, in the right place, at the right time, is crucial to the performance of the organisation. Recruitment is a critical activity, not just for the HR team but also for line managers who are increasingly involved in the selection process. According to Jeff Kaye, president and chief operating officer of Kaye/Bassman, an international management recruiting company, “The demand for talent has never been higher, and the supply has never been lower” (Egger, 1999).

THE RECRUITMENT PROCESS
Recruitment is described as „the set of activities and processes used to legally obtain a sufficient number of qualified people at the right time and place so that the people and the organisation can select each other in their own best short and long term interests“(Schuler, Randall S.; 1987).

Succesful recruitment involves the several processes of:
1.development of a policy on recruitment and retention and the systems that give life to the policy; 2.needs assessment to determine the current and future human resource requirements of the organisation. If the activity is to be effective, the human resource requirements for each job category and functional division/unit of the organisation must be assessed and a priority assigned; 3.identification, within and outside the organisation, of the potential human resource pool and the likely competition for the knowledge and skills resident within it; 4.job analysis and job evaluation to identify the individual aspects of each job and calculate its relative worth; 5.assessment of qualifications profiles, drawn from job descriptions that identify responsibilities and required skills, abilities, knowledge and experience; 6.determination of the organisation’s ability to pay salaries and benefits within a defined period; 7.identification and documentation of the actual process of recruitment and selection to ensure equity and adherence to equal opportunity and other laws.

Documenting the organisation’s policy on recruitment, the criteria to be utilised, and all the steps in the recruiting process is as necessary in the seemingly informal setting of in house selection as it is when selection is made from external sources. Of special importance is documentation that is in conformity with Freedom of Information legislation (where such legislation exists), such as: ocriteria and procedures for the initial screening of applicants; ocriteria for generating long and short lists;

ocriteria and procedures for the selection of interview panels; ointerview questions;
ointerview scores and panellists’ comments;
oresults of tests (where administered);
oresults of reference checks.

RECRUITMENT STRATEGY
Recruitment may be conducted internally through the promotion and transfer of existing personnel or through referrals, by current staff members, of friends and family members. Where internal recruitment is the chosen method of filling vacancies, job openings can be advertised by job posting, that is, a strategy of placing notices on manual and electronic bulletin boards, in company newsletters and through office memoranda. Referrals are usually word-of-mouth advertisements that are a low-cost-per-hire way of recruiting. Internal recruitment does not always produce the number or quality of personnel...
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