Recruitment and Selection
Ray F ren c h a n d S a lly R u m b le s
LEA RN ING OU TC OMES
After reading this chapter, you should be able to:
comprehend the potential importance of recruitment and selection in successful people management and leadership
identify aspects of recruitment and selection which are needed to avoid critical failure factors understand recruitment and selection policies and procedures which are said to be asociated with high performance, commitment and successful organisational outcomes evaluate selection methods according to criteria of professionalism including reliability, validity and fairness
appreciate the links between recruitment and selection and other activites which integrate workers within an organisation and ensure their longer-term successful working.
ov e r vie w
In this chapter we examine the important role of recruitment and selection within the process of leading, managing and developing people. Recruitment and selection is pivotal in this regard in certain important respects. At the most basic level our focus in this book is on people management within the employment relationship. Those charged with recruiting people to posts in work organisations take a crucial ‘gatekeeper’ role; only those people selected for employment can be led, managed and developed. So in the most fundamental sense the decision to employ (or not) underpins the whole area of managing people. Issues associated with exclusion from the workplace also highlight the need for professionalism, fairness and ethical behaviour on the part of those engaged in this activity. Recruitment and selection also has an important role to play in ensuring worker performance and positive organisational outcomes. It is often claimed that selection of workers occurs not just to replace departing employees or add to a workforce but rather aims to put in place workers who can perform at a high level and demonstrate commitment (Ballantyne, 2009). We will elaborate on the sometimes complex linkages between recruitment and selection and performance later in this chapter.
A free sample chapter from Leading, Managing and Developing People, 3rd edition by Gary Rees and Ray french
Published by the CIPD.
Copyright © CIPD 2010
All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www.cipd.co.uk/bookstore.
Leading, Managing and Developing People
Recruitment and selection is characterised finally by potential difficulties and it is necessary to keep abreast of developments in research in the field. Research from the CIPD (2009a), for example, concluded that organisations should increasingly be inclusive in their employment offering as younger generations have grown up with the notion of flexible working, while older people have an interest in flexible working as an alternative to retirement. This is just one example of how current research can inform practice and also shows the critical importance of the social context in which recruitment and selection takes place.
in t r oduc tio n
Recruitment and selection forms a core part of the central activities underlying human resource management: namely, the aquisition, development and reward of workers. It frequently forms an important part of the work of human resource managers – or designated specialists within work organisations. However, and importantly, recruitment and selection decisions are often for good reason taken by non-specialists, by the line managers. There is, therefore, an important sense in which it is the responsibility of all managers, and where human...
References: Thompson and McHugh (2009) go further, taking a critical view on the general
use and, in particular, the validity of employee selection methods
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