Acquiring and retaining excellent talent is crucial to the success of an organization. As the available skills become more diversified and the job market becomes highly competitive, recruiters ought to be more fastidious in their choices because poor recruitment decisions may trigger long-term negative impacts. Recruitment relates to the set of processes and activities used to legally acquire an adequate number of qualified individuals at the right time and place to enhance the selection of employees according to the organization’s short and long-term interests (Absar, 2012). The recruitment process always provides the company with a pool of potentially qualified job applicants from which prudent selection can be executed to fill the available vacancies. A successful recruitment process often begins with an effective employment forecasting and planning strategy. During the staffing process, a company usually develops plans to eliminate or fill future job vacancies based on the evaluation of future needs, the available talent outside and within the organization, and the future and current resources that could be expended to retain or attract talent.
The HR department should use the recruitment management system (RMS) during the recruitment process. A recruitment management system, commonly referred to as the e-recruitment or online recruitment system, is a software application system used during the development and implementation of a recruitment plan by an organization. The software application system often identifies the vacant positions in the organization and the applicant’s required proficiencies with regards to the vacant position. The software is geared towards the employee procurement upgrade within an organization, and it provides a platform for users to think effectively, efficiently, and strategically with the presence of data for decision-making with the help of technology. The software helps the HR department to match jobs with applicants effectively. The dimensions of the remote management system include candidate hiring system, candidate evaluation system, and applicant attraction system (Absar, 2012).
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Applicant Attraction System
RSM attracts applicants through the listed job openings on the corporate website or job board, screens applicant resumes and generates interview requests to promising applicants via e-mail through its applicant attraction system. The RMS’ candidate attraction system is associated with the listing of openings on job boards or websites via the job posting software, generation of candidates’ online applications via the job application software, and generation of interview requests to potential candidates via the scheduling software (Sindhu & Kaul, 2017).
Candidate Evaluation System
The remote management system is a cloud-based application system which gives full access to its users at any time and from any device or gadget with internet access; this includes tablets and smartphones. The RMS is designed to aid in the attraction of candidates, the evaluation of the data provided by the applicants on the company’s website, and the management of the provided information since it constitutes part of the company’s database. Other features of the RMS’ candidate evaluation system include individual candidate tracking, automated resume ranking, requisition tracking, multilingual capabilities, pre-screening queries, and response tracking, and customized input forms. The system provides a powerful toolset that allows one to review, single out, and share candidate information and screen applicants thereby, providing an inbuilt mechanism for managing duplicate applicants, parsing data, applicant pre-screening, tracking applicants, and complying with the essential job requirements. The RMS’ candidate assessment section constitutes different database domains for information contained on a resume; this includes an applicant’s name, work experience, education, contact details, job titles, employment period, and employer names. The system attempts to identify this data on a job applicant’s curriculum vitae. In summary, this system evaluates data provided by candidates by screening their curriculum vitae using analytic software, tracks applicants and their skills, responses, and requisitions through the tracking software, and it builds databases for the recruitment procedures through the warehousing software (Dery, Tansley, & Hafermalz, 2014).
Applicant Hiring System
Companies often attempt to ensure that their HR departments can appeal to the new era of talent, evaluate the required technology to adapt and modernize the recruitment approaches and recruit the best applicants. The RMS is usually typified by web-based portals which are coordinated with the company's website. The RMS is designed to match an organization's hiring procedures and employment workflows to upgrade the candidates' details. Employers often develop their centralized database of expertise and carry out advanced searches, schedule interviews, send emails, and run reports. The RMS system, therefore, collects and process the different forms of information, for instance, the listing of vacant positions, the requirements, and duties associated with to these positions, a listing of scheduled employee retirements, details of employee appraisals, and terminations and transfers (Dery, Tansley, & Hafermalz, 2014). Other inputs in the RMS include information regarding turnover rates and the success of previous placements. Through the applicant hiring system, the RMS is considered as a multi-component software equipment configured to automate and facilitate the procedures involved in the searching, attracting, evaluation, interviewing, and recruitment of new personnel. The RMS’ candidate hiring dimension aids in the integration of the RMS with the recruitment procedures and workflows via the integration software, enhancing the recruitment process, facilitates the hiring procedures using the report generation software and conveys employment offers via a contract generation software.
The most effective internal recruiting method to be used in this scenario is the promotion from within strategy which gives employees an opportunity to acquire a better job in reference to the qualifications and provides the motivation necessary for employees to perform their assigned incumbent responsibilities and duties effectively. The vacancy alerts may be posted on the internal job boards, internal websites, or sent to employees via e-mail. The method will allow the company to recruit individuals equipped with a better understanding of the organization and its subsequent environment, reduce biases during the recruitment process, provide all company employees with an opportunity to advance their careers, and it will improve employee loyalty (Sindhu &Kaul, 2017).
There are various advantages associated with the selected HR recruitment strategy. First, the method of recruitment is not time-consuming. During external recruitment, the HR teams often find candidates through job posting or sourcing, assess them, and possibly convince them to join the company; this entire process is time-consuming, Internal recruitment involves applicants who are already part of the organization and, therefore, the time required to find and engage the applicants is significantly lower than the latter. The assessment of internal applicants is easier than the latter because these candidates have already undergone the pre-screening process for culture aptness, their track record is readily available, and they may not often require a full interview process with managers. Secondly, the process is less costly than external recruitment. Studies reveal that external recruitment may cost two times more than internal recruitment mainly because, in internal hiring, companies do not often need to post ads on external job boards or even pay for background checks (Absar, 2012). Thirdly, internal recruitment often strengthens employee engagement. Promoting from within the company usually shows that the employer values his employees and therefore, the need to invest in them. Giving your workers many opportunities to advances their careers is often good for their morale. Employees whose company roles change via promotions often develop professionally; this subsequently enhances employee retention and engagement. Lastly, internal recruitment often shortens the onboarding period. Every individual often needs time to adjust to a new role. However, internal recruits are quick onboard as opposed to external hires mainly because they are familiar with the company’s operations and its practices and policies, may be familiar with other employees in their new duties and may be familiar with the context and content of their new duties especially in instances where there is an interconnection amid their previous and new duties.
Some of the disadvantages associated with internal recruitment include resentment amid workers and managers, a constrained pool of applicants, inflexible culture, and the existence of gaps in the company's workforce. Workers considered for a particular responsibility may feel resentful in instances where an external applicant or colleague is hired. Managers may also be uncomfortable with losing his team members and may go as far as hindering an employee's promotion or transfer process. Promoting an employee to fill a vacant position may render his previous position vacant, and this could subsequently disrupt the company's operations and force one to opt for external recruitment (Sindhu & Kaul, 2017). An employer’s dependence on internal recruitment may cost him the chance to hire individuals with new ideas and skills. Inflexible cultures may arise in instances where employees get so comfortable with the company’s processes that they struggle to identify inefficiencies and adopt new ways of working.
The Equality Act 2010 interdicts discrimination during the hiring and employment process. There are nine sets of protection provisions under the Equality Act 2010. Every employer is required to offer equal salaries or compensation for similar work under the Equal Pay Act of 1963. Discrimination on the basis of one’s national origin, color or race in all activities or programs that receive federal financial aid is proscribed under Title VI of the Civil Rights Act of 1964 (Sindhu & Kaul, 2017). Title VII under The Civil Rights Act of 1964 proscribes labor unions, employment agencies, and employers from discriminating individuals based on their national origin, sex, religion, color, and race. Section 503 and 504 of The Rehabilitation Act of 1973 interdicts job discrimination based on mental or physical handicap, presuming that the candidate is in other respect, qualified for the advertised position. Employers are also obliged to actively hire qualified handicapped individuals as part of the established affirmative action program. The discrimination against disabled veterans of the Vietnam period by employers is prohibited under the Vietnam Era Veterans Readjustment Assistance Act (Section 402). Employers are obliged to adopt the affirmative action to promote the employment opportunities for veterans. The Revised Order #4 of the Executive Order 11246 attempts to enhance and ensure equal opportunity for all individuals without considering nationality, sex, religion, color, and race of individuals seeking jobs with government contractors.
The order mandates edicts that the Affirmative Action Programs be delineated in written schedules, with particular objectives and timetables for upgrading, hiring, and recruiting Blacks, women, and minorities. Sex discrimination in any educational establishment that receives government assistance is proscribed under Title IX of the Educational Amendments of 1972. Employers are prohibited from discriminating against individuals aged forty years and above in any field of employment due to age under the Age Discrimination in Employment Act of 1967 (Sindhu & Kaul, 2017). The Immigration Reform and Control Act of 1986 interdicts employers with over three workers from discriminating on the basis of citizenship or pending citizenship status and proscribes employers with over three workers that are not otherwise protected by Title VII from discriminating on the basis of national origin. The Ohio Revised Code 4112.0 of The State Law Against Discrimination interdicts discrimination in the state of Ohio due to public employment and accommodation, housing ancestry, national origin, age, religion, color, handicap, sex, and age. The National Labor Relations Act and Related Laws interdicts discrimination based on national origin, religion, or race. Under these laws, it is illegal for employers to get involved with unions in a way that promotes racial division amid workers or for unions to preclude people discriminatorily from being members of the union.
To avoid legal issues during the internal recruitment process, I will implement lucid non-discriminatory policies and a set of practices covering all phases of the selection and recruitment procedures, sanctioned by the senior management. Secondly, I will ensure that the individuals involved in the selection and recruitment process fully understand the conceptualizations of indirect and direct discrimination. Thirdly, I will ensure that the provided job descriptions and specifications don’t constitute statements requirements or criteria that are indirectly or directly discriminatory on any interdicted grounds. Fourthly, I will ensure that the company’s job advertisements are not discriminatory for instance, they do not contain age limits. Fifthly, I would ensure that any positive actions by the HR department do not go beyond the details sanctioned by the law and are supported by the company’s senior management.
During external and internal recruiting one should not publish job adverts or postings that give reference to age, sexual orientation, sex, race, color, religion, marital status, gender identity, ancestry, mental or physical disability, and religion. During the interview process, there are a few primary points to consider when structuring questions (Sindhu & Kaul, 2017). One should ensure that the interview process is not unintentionally or intentionally asking queries on proscribed grounds. When conducting reference checks, one should avoid asking illegal questions. When making a job offer, it is important not to discriminate amid workers in terms of sex and compensation schemes.
References
Absar, M. M. N. (2012). Recruitment & Selection Practices in Manufacturing Firms in Bangladesh . Indian Journal of Industrial Relations , 47(3), 436–449.
Dery, K., Tansley, C., & Hafermalz, E. (2014). Hiring in the Age of Social Media. University of Auckland Business Review , 17(1), 44–51.
Sindhu, S., & Kaul, N. (2017). Critical Evaluation of the Recruitment Process of Business Development Executive at Private Sector Bank, Pune. CLEAR International Journal of Research in Commerce &  Management, 8(8), 55–59.
