In recent years, increased importance on the development of human resources has infused organizational objectives as one of the prime focal points of success. The input of individuals is highly vital to the development of organizations and their ultimate profitability and success in all aspects. Highly motivated and productive employees offer values, attributes, and perspectives that when managed effectively can result in immense benefits for the company. A study by Djabatey (2012) indicates that increased attention to the capabilities of human resources within organizations has led to credence and an augmented attention to the relational and people aspect of wealth within organizations. In essence, this study revealed that an organizational wealth has its basis on individual talent and specialties. This is so since the growth of people, their development process, and their competencies are the fundamental pivot that balances out human resource management. Pertinent to this development and on a broader picture the development and success of organizations is the ability to select and recruit potential candidates from outside and within an organization. While the process of recruitment lies in the identification and attraction of high-quality personnel, the selection process commences the identification of the right caliber of candidature (Ekwoaba, Ikeije & Ufoma, 2015).
Topic Description, Analysis, and Hypothesis
As stated above, recruitment is a human resource function; and one that is most critical to the overall performance of an organization. While most corporations comprehend the need for quality recruitment and that poor recruitment decisions and processes affect and limit organizational goal achievement, most business endeavors are reluctant in the identification and application of contemporary strategies that are effective when it comes to recruitment. Some areas also exhibit directives and law that are an inhibition to change, while in other premises, managerial inertia causes organizations to derail recruitment processes. Traditionally, some corporations have little to worry concerning pertinent company affairs such as the market share, increased competition due to operations in a monopolistic environment, and many more. However, recent dynamics within the markets, as dictated by consumerism, has brought organizations to a point whereby the importance of sound recruitment processes is now a pivotal need and an added advantage on company performance. In addition, certain strategies are related to the success of the recruitment process within a company. These strategies are important since they identify and select prospective candidates. A good example is in organizations that seek candidates for base-entry level positions. In such a case, the strategy of requiring minimum experiences and qualifications is increasingly decisive in most organizations. As such, having a perceptive on exemplary recruitment processes is equally significant to the company. This paper discusses the hiring process within large corporations, carefully scrutinizing each stage and applying the premise that if proper recruitment processes are applied, then the performance of a company augments incrementally.
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Hypothesis Support
When an organization focuses on the selection and recruitment of employees, some basic guidelines detrimental to the performance of these companies become relevant and large corporations usually employ these procedures. First, organizations realize that recruitment involves a delicate process with key levels, all of which coalesce to form an enhancement of chances in finding the worthy candidate for advertised positions. Second, large organizations understand the value of sound recruitment, especially in terms of managing and leading employees, because lack of proper respect to these employees results in an uphill struggle for any company. Another consideration is that while seeking worthwhile candidates, most large corporations seek to fill these vacancies through internal candidature and promotions to available posts that are significant for the running of day-to-day operations. Large corporations also focus on all recruitment aspects. Here, you find that senior managers usually pay more attention to the hiring process, its quality, suitability, and relevance to the company as a whole. Another guideline is that in colossal corporations, one finds that specialized individuals are the carriers and effectors of proper interviewing. In most businesses, interviewing is a task typically assumed to be the manager’s prerogative. However, large corporations employ the use of appropriately trained individuals for the conduction of interviews. Lastly, organizations usually face quite a number of legal issues, as such; the recruitment process takes place with the full observance of all legislation processes. Thus, through the observance of these guidelines and the selection of an applicable recruitment process, organizations are able to realize immense productivity, which in turn translates to revenues
The Hiring Process
Each recruitment element makes a notable contribution to the entire process of hiring. These elements work together to effect suitability in candidature selections of varied posts. Normally, in large corporations, eight recruitment stages are pertinent to the success of the hiring process. These eight stages include the job vacancy, job analysis, potential candidate attraction, the screening of applications, interviewing prospective candidates, the selection and appointment of candidates, the introduction to training and finally the evaluation of trained and inducted recruits as full-time employees (Nagano, 2014). Naturally, organizations advertise for job vacancies, and this represents the initial step in the recruitment process. On the side of the organization, there are a number of considerations to be made to ensure smooth vacancy periods for the organization and prospective candidate selection. Such considerations for the corporation include a clear definition of the need of vacancies. Here, reasons for vacancies are carefully deliberated in a bid to generate relevant reasons for the vacant positions. Another consideration is the fact that due to the lost position, strains on company productivity place organizations in positions whereby they need to settle on the possibility of going through losses or the redesign of jobs, the use of part-time workers, or other ways that lead to the generation of savings. In the end, such considerations are influential in deciding the nature of the job vacancy, its duration of availability, and many other attributes.
The second hiring process in large corporations is the job analysis aspect. The recruitment of employees is a potentially subjective matter unless mitigations are put in place to reduce such levels of subjectivities. Most businesses make wrong recruitment decisions based on gut feelings. This non-professional approach often results in employees who do not display necessary levels of competence and the much-needed productivity. Furthermore, failure to make the interview process objective diminishes the propensity to select “fit” employees. Such a scenario results in the selection of individuals who are like-minded and who do not have the potential of effecting real change within the organization. In major companies, diversity always originates from objective selection and recruitment. While some may have the notion that being subjective is healthy for a corporation, the truth is that subjectivity kills business effectiveness. Using proper job analysis, large corporations significantly reduce subjectivity in recruitment. Doing this requires the answering of pertinent questions. The most significant question should answer the kind of work employers need employees to perform. While some may argue that the knowledge of prospective employee work is basic, it is an imperative prerequisite that should be stipulated well. An answer to this question brings about more questions pertinent to job analysis.
The process of job analysis is typically regarded as the most crucial and influential process within recruitment. As a method, the process of job analysis entails various important subsets such as job descriptions. Descriptions are quite useful as part of the recruitment process. Their main use is the managing of employee performance. An employer cannot place expectations on an employee without properly defining the roles each employee needs to take, and the contributions they need to make. As such, descriptions offer detailed approaches to work ethics required of a potential employee. In most companies, managers go through the laborious task of setting a benchmark for recruitment policies within a company. In some settings, managers and recruitment officers usually set their targets and benchmarks from the perspective of previous applicants and those who displayed exceptional qualifications. While this strategy may prove effective in some instances, in others, the benchmarks are set below industry standards, and this affects corporate productivity and overall success. As such, organizations usually set ideal candidate benchmarks through detailed job descriptions. Such descriptions usually denote the education and training levels required of each prospective candidate; the level of work or experience needed; the specific skills and knowledge areas that are needed and that are an added advantage; the communication skills required; personal attributes; and overall personality (Stabilet, 2002). Commensurately, using descriptions as effective benchmarks, organizations are able to scout for potential candidates
The third stage entails the attraction of candidates. The major purpose of job analysis within large corporations is the need to have and retain a clear picture of all the requirements of a particular job and the type of prospect candidate to recruit. Following this clarity, organizations usually follow up with the attraction of apposite candidates for the position. Here, the number is less important than the quality of candidates. In other words, quality and not quantity is the basis of selection. Large corporations do not have the time to instill relevant fundamental skills needed. Therefore, their major goal relies on attracting quality candidates suitable for advertised jobs. Within the process of attracting candidates, organizations usually employ two approaches, which are the internal and external recruitment processes. Internal recruitment refers to the hiring, selection and promotion of individuals within organizational ranks. Most large corporations normally fill their ranks internally before looking for external recruits. Particularly, this strategy is relevant to positions that are managerial and supervisory. In the outlook of large corporations, internal recruitment is pivotal. Besides, it normally has the consideration of being first before any other recruitment process.
Organizations usually follow internal recruitment strategies due to the many advantages they offer. To begin with, internal hiring processes substantially reduce costs within organizational operations. Another advantage is that internal candidates have the benefit of familiarity with the companies they are looking for work. This attribute sets organizations on internal recruitment crazes that are hard to match. Another advantage of internal recruitment is that in a real sense, an external candidate is essentially an “unknown quantity” no matter the rigorousness of the selection process, while the organization largely knows an internal candidate. As such, most large organizations depend on internal candidature due to their “already known” nature. Overall, although organizations prefer to recruit internally, it is not always the best option as some corporations look for talented individuals who possess integral skills relevant to new company ventures. This need for added advantages brings about external recruitment. External recruitment refers to the outside source of employees and is the most frequently employed method of skills recruitment. Using this strategy, corporations employ the use of strategies such as website advertisements; agencies of recruitment; advertisements through local, trade and national journals; and the employment of seminars, fairs and open days.
The fourth stage in the hiring process entails the screening of candidates. More often large corporations receive immense application requests. Therefore, in most of these organizations, the screening stage is a significant one in the hiring process. Most organizations employ the golden rule of interviewing fewer people for longer periods. This way, they are able to assess candidates carefully and precisely, determining the most applicable attributes to their organization. This process usually involves relating the job descriptions and employee specifications to the curriculum vitae. Also, most large corporations employ the use of telephone interviews to gain the suitability of individuals. In a more general sense, this method of using interviews is the most useful since candidates are often unprepared and the employer can get a natural sense of the candidate’s personality and self. The sole purpose of screening processes in huge corporations is the ability to narrow down the application field and the increase of time spent on learning each candidate or for the formal interview. In addition, it is imperative to note that employers cannot contact previous employers without explicit permissions.
The fifth stage involves the interviewing of candidates. Old sages have a saying that while one fails to prepare, they are evidently preparing to fail. This saying applies to the stage of interviewing candidates since to get the most suitable candidate both the employer and the employee have to prepare for the interview process. Candidate preparation usually entails; the adequate issuance of interview notices in terms of time, date and venue; the sensitization of prospective candidates in terms of liaisons upon arrival and other pertinent requirements; and the provision of information regarding documents and information needed. On the other hand, preparation of the interviewer is also necessary to ensure the responsive flow of questions, requirements, and answers. Interviewers are required to prepare themselves in the sense that; they should review all pertinent information beforehand such as job descriptions, profiles of employees, application forms, among others; they should prepare relevant venues making sure disruptions are substantially reduced; they should allow passable intervals within each interviews giving time for notes finalizations and other activities. Such preparations are essential for the proper functioning of the hiring process, and they ensure the observance of integrity, according to organizational standards. Aside from interviewing, other methods within this stage entail group or individual tests, formal presentations, role-plays, psychometric tests, case study analysis among others (Needleman, 2017).
The selection and appointment of candidates is normally the sixth process in the hiring model. Since interviews are inherently subjective, and through this mode, they select the suitability of candidates, the selection and appointment process works to minimize this subjective nature and brings about the induction of objectivity. Consider this example: in an interview, the interviewer is pleased with a certain candidate, and he or she feels that they are the right person for the job. After this consideration, the interviewer is more likely to ignore being objective with other candidates owing to their previous selection. This does not essentially give equal opportunity to competing candidates, subsequently making the interview process obsolete. Therefore, to get objective results, the selection and appointment process is a highly determinant one. Here, the selection criterion comes in handy and different strategies are necessary to effect proper selection. During appointments, it is the company’s prerogative to define their own appointment processes. Steps such as verbal appointment through telephone calls, the use of appointment letters, the signing of contracts, among others are used.
The seventh and eighth processes entail the induction and training of new employees and their subsequent evaluation. Induction refers to the process of welcoming and receiving employees during their first day in the organization. The aims of induction include; the smoothening of job stages and the bringing of familiarity to new employees; the establishment of complimentary attitudes within the company; and acquiring outputs that are effective to new employees. Usually, the induction process entails two stages, which are, company induction and employee induction. The former deals with the understanding of the corporate structures while the latter deals with comprehending daily activities and work objectives. Employee evaluation entails the monitoring of performances through on-going activities. In new employees, definitive phases such as the end of the first day or end of the week performance evaluations are pertinent to gauge performance and on a broader scale, recruitment strategies. Ultimately, the hiring process is highly essential within organizations, and it ensures the right people gain access to corporate activities, bringing with them productivity.
References
Djabatey, E. (2017). Recruitment and selection practices of organizations: A case study of HFC Bank (GH) Ltd . Kwame Nkrumah University of Science and Technology. Ghana.
Ekwoaba, J., Ikeije, U., & Ufoma, N. (2015). The Impact Of Recruitment And Selection Criteria On Organizational Performance. Global Journal Of Human Resource Management , 3 (2), 22-33.
Nagano, H. (2017). Trends in Corporate Hiring of Recent Graduates. Japan Labor Review , 11 (2), 23-36.
Needleman, S. (2017). Lifting the Curtain on the Hiring Process . WSJ . Retrieved 21 September 2017, from https://www.wsj.com/articles/SB10001424052748703808904575025250789355156
Stabilet, S. (2002). The Use Of Personality Tests As A Hiring Tool: Is The Benefit Worth The Cost? Journal of Labor and Employment Law , 4 (2), 279-306.
