Human Resource Management and Recruitment of employees

A study of the job to be done should be written as a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics is a shortcoming.

The below are some factors to help an analytical study of the tasks to be performed to determine their essential factors:

Buying

Recruitment is a kind of buying an employee through the wage or salary multiplied by probable years of service. So the selection should be effective. Otherwise it can be very expensive. That is why some companies use external expert consultants for recruitment and selection.

Substitution

In the case of substitution of staff a critical questioning of the need arise to recruit. And the replacement should rarely be an automatic procedure.

Well trained interviewers

Also some small organizations exist to 'head hunt', i.e. to attract staff with high reputations from existing employers to the recruiting employer. However, the 'cost' of poor selection is such that, even for the mundane day-to-day jobs, those who recruit and select should be well trained to judge the suitability of candidates.

Medias for interview

Some of the sources we have to depend for selection are internal promotion and internal introductions, careers officers and careers masters at schools, university appointment boards, agencies for the unemployed, advertising often through agents for specialist posts or the use of other local media.

Process

If it has some identifying logo as its trade mark for rapid attraction where the organization does its own printed advertising it is useful. Care should be taken not to offend the sex, race, antidiscrimination legislation either directly or indirectly etc. The form on which the applicant is to apply (personal appearance, letter of application, completion of a form) will vary according to the posts vacant and numbers to be recruited.

Through check

It is important in many jobs that claim about experience and statements about qualifications are thoroughly checked and that applicants unfailingly complete a health questionnaire (the latter is not necessarily injurious to the applicants chance of being appointed as firms are required to employ a percentage of disabled people).

Appointment

Before letters of appointment are sent any doubts about medical fitness or capacity (in employments where hygiene considerations are dominant) should be resolved by requiring applicants to attend a medical examination. This is especially so where, as for example in the case of apprentices, the recruitment is for a contractual period or involves the firm in training expenses.

Interviewers

Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by panels of interviewers or in the form of sequential interviews by different experts and can vary from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are probably the most important.

The techniques to help judgment include selection test for:

Aptitudes (It is useful for school leavers)

General intelligence

Attainments

Other techniques for more senior posts other are:

Command exercises

Leaderless groups

Group problem solving

And these are some common techniques - professional selection organizations often use other techniques to aid in selection.

Conclusion

Guidance in interviewing and in appraising candidates is clearly essential to good recruitment. Largely the former consists of teaching interviewers how to draw out the interviewee and the latter how to xratex the candidates. For consistency and as an aid to checking that rating often consists of scoring candidates for experience, knowledge, physical/mental capabilities, intellectual levels, motivation, prospective potential, leadership abilities etc. Application of the normal curve of distribution to scoring eliminates freak judgments.