Recruitment and selection is one of the primary objectives of any modern HR. The ability to recruit the best talents and staffs who value the tradition of the organization is complex than most people may seem to think. The high costs of recruitment and selection that most modern organizations are undertaking is evidence that failure to acquire the best talents for any organization results in reduced productivity, skills and ability to prevent the top talents from joining their competitors. The case study demonstrate that the traditional form of recruiting and selection have led to disqualifying some of the better suited candidates. Before the changes of the traditional secretive manner of selection, the selected candidates tended to leave the institution after serving for a short period (Yaseen, 2015). The change that improved online testing, panel integration and training improved the selection as the selected candidates worked for longer and had higher productivity. The case also demonstrate that the feedbacks were positive with the candidates not selected applied for different vacant places.
The proposed psychometrics may be improve the recruitment process but is not enough for enabling the best selection possible. The selection method main objectives are picking the right individuals for the vacant position, matching the job requirement with the individual’s profile, using multiple tools and techniques to determine the best candidate and enabling the chosen candidate is the best in most of the requirements (Altmann, 2015). The lack of a selection method that is the best in all instances if challenging but according to the case study, the institution needs to improve its structure. By using the selection tests on online platforms will increase the number of talented or skilled applicants. Although resumes are important to differentiate or grade the applicants, it tends to limit people with practical skills from gaining a chance to get selected. The interview should be use both formal and informal procedures and but the informal interviews should be undertaken in the classrooms. The candidates should be monitored on their ability to teach and associate with the students rather than using informal structured questions.
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The use of a real world application in the informal interview will ensure that the applicants do not just practice to pass the interviews but must be efficient in the tasks they intend to perform when hired. The other major change would be the training of the applicants should be graded whether it is mandatory or not to ensure that applicants demonstrate their willingness to go beyond the stipulated requirements if it needs more efforts to ensure success of the students (Yaseen, 2015). The training will ensure the applicants are able to acquire skills such as cultural values of the organization thus reduce the expenses of having to repeat the entire process after short periods due to dissatisfaction of the hired candidate.
The change will ensure that the candidates do not only use the institution to gain experience that will benefit rival institutions. The company needs to change the feedbacks to the unselected candidates to ensure they know the reasons they were not selected. The feedbacks will improve these unselected candidates. The employment of formal assessment models and tools that will only discredit a candidate for the position for merit or skills possession will reduce dubious selection (Ekwoaba, Ikeije, & Ufoma, 2015). The institution should also ensure that they use scientific and psychological methods to ensure the selected candidates have the abilities to improve the skills and productivity in the institution.
References
Altmann, P. (2015). Managing Human Resources and Technology innovation: The impact of process and outcome uncertainties. International Journal of Innovation, 7(2), p91-1066.
Ekwoaba, J., Ikeije, U., & Ufoma, N., (2015). The impact of recruitment and selection criteria on Organizational performance. Global Journal of Human Resource Management Vol.3, No.2, pp.22-33
Yaseen, A., (2015). Recruitment and Selection Process of Higher Education Sector and Its Impact on Organizational Outcomes. International Journal of Human Resource Studies Vol. 5, No. 4. http://dx.doi.org/10.5296/ ijhrs.v5i4.8822
