Explore how organisations can use resourcing strategies to strategically enhance organisational performance.
This paper reviews current recruitment and selection strategies in an Irish organisation – American Airlines (Dublin European Reservations Office).
Recruitment and Selection
Recruitment and selection are central and boundaryless functions of the organisations (Nelson, 1997). An effective recruitment process follows these steps: job definition, person specification, designing of recruitment and selection process, job marketing, job application designs, receiving and documenting applications, running the selection process, carrying-out final checks, offer employment agreeing on employment terms and conditions including contract and induction (Peel and dale, 2001, p. 9).
The whole recruitment process per se is more complex that encouraging people. It aims at attracting the right people at the right time, interest them in what is on offer and tempt them to react through submitting an application (Dale, 2003, p. 50). In addition, recruitment leads to application and to short-listing. Its effectiveness is influenced by the recruitment content and medium. Then, followed by information gathering, prediction, decision-making and information supply. Information gathering deals with physical, behavioural and biographical characteristics of applicants. The process of transforming and relating these informations on future behaviour and the resulting contribution of the applicant to organisational goals is known as prediction. A plan for action (decision) and a subsequent information production regarding the applicant are the third and fourth concept, respectively (Dale, 2003, p. 94).
Selection, on the other hand, concerns training needs identification, health and safety determination, rational and acceptable salary structure, performance appraisals and re-organisation of the company workforce (Cooper, Robertson and Tinline, 2003, p. 31). Some organisations use selection utility models to facilitate selecting decisions. The model contains three basic attributes: quantity – number of staff to be recruited with a particular selection procedure; quality – outcomes associated with particular selection procedure and costs – resources consumed by the selection procedures (Cooper, Robertson and Tinline, 2003, p. 68).
The selection process must answer the query: “What is required by the job?”. Thus, recruiters must take into account the bona fide occupational qualification (BFOQ) or the job-related criteria to avoid illegalities (Montana and Charnov, 2000, p. 216). Moreover, the selection process purports on legal and competency-based interviews, effective documentation of each interview, relevant tests and comprehensive background and reference checks. Prior to the agreement of the hiring manager and the HR representative on whom to hire, the process must consider job-specific tangible and intangible qualities, the company’s affirmative action goals and assessment of the organization-wide and departmental diversity levels (Arthur, 2005, p. 271).
Recruitment and Selection Practices in American Airlines (Dublin) American Airlines (AA) is the world’s largest commercial passenger airline that provides scheduled jet service to destinations throughout North America, the Caribbean, Latin America, Europe, Pacific and Asia. In spring 1996, the business opened the Dublin European Reservations Office. The office deals with all aspects of customer service and reservation sales from several European countries.
Careers and hiring requirements within the airline passed through networking wherein the company had outsourced their key HR functions to IBM. In March 2007, the company had turned-over most of its HRM operation in IBM under an outsourcing agreement (McDougall, 2007). IBM has now the power to hire and employ recruitment strategies and selection systems. They are also responsible for applicant short-listing and for the...
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