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Recruitment and Selection

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Recruitment and Selection 1. 'Recruitment and Selection is arguably the main human resource activity and as a result demands careful attention by line managers and where appropriate, human resource managers.' Based upon this statement critically examine the whole process and the activities to support it, from the perspective of both these managers and from the candidates' viewpoint. Part of your critical analysis should consider the traditional and the processual approaches to this process. Table of Contents Introduction 2 The Need for and Importance of Strategic Recruitment and Selection 3 Recruitment and Selection in Context 4 The HR Managers' Involvement in the Recruitment and Selection Process 5 Line Managers' Involvement in the Recruitment and Selection Process 7 The Candidate 10 Strategy Integration 11 Conclusion 12 Bibliography 13 Appendices 15 Appendix 1 - Recruitment and Selection Models 15 Appendix 1a - Demand and Supply of Labour and Pricing 15 Appendix 1b - The process of human resource planning 16 Appendix 1c - Recruitment and Selection Model 17 Appendix 1d - Strategic Recruitment and Selection 18 Appendix 1e -Internal and External Controls on Organisational Decisions 19 Appendix 1f - Strategic recruitment and selection: an explanatory model 20 Appendix 2 - Context 21 Appendix 2a - PEST Analysis of Coffee ShopIndustry 21 Appendix 2b - SWOT Analysis of Starbucks 22 Appendix 3 - Tables 23 Appendix 3a - Porter's Vertical Fit between HR and Competitive Strategies 23 Introduction 'Recruitment and selection practices are the fulcrum on which all HRM functions operate, as without the right staff, chosen using the right methods, none of the other functions will operate successfully' (Compton et al, 2009,pvi). The extent to which line managers attribute the right amount of attention to recruitment, selection and retention depends highly on the business' culture and overall strategy. Human resource strategies can prove very effective and efficient into adding value to the company; nonetheless, the extent to which value is added depends highly on whether the strategies are horizontally and vertically integrated with the business' strategy. ...read more.


Line Managers' Involvement in the Recruitment and Selection Process 'When considering a new hire it is appropriate [for line managers] to refer to the human resources plan to ensure that the decision to recruit is in line with the short, medium and long-term requirements of the organization in terms of skills, competencies and diversity mix' (Compton et al, 2009, p17). Line managers have the role of implementing the policies and procedures of the recruitment and selection process conducted by HR managers. Armstrong (2009, p97) cites Purcell et al (2003) to state that 'the way line managers implement and enact policies' is crucial in achieving greater competitive advantage. This process spans from gathering the potential candidates for a job position to short listing and in the final stages, selection. This is done at the lowest managerial level but where the span of control is wide, thus managing many subordinates, it requires demanding competencies to carry out this job. The line manager therefore is the closest of management to its employees and would likely know the more specific qualities needed for various job vacancies in their department than other management (Haywood, 2009, p.375). They may have this knowledge of suitable candidates; however it is the ability to recruit the 'right' people for the 'right' job through, essentially, a systematic and fair, procedural process. Furthermore, they may have benefited from direct feedback from their resigning subordinates on reasons why they are leaving, in order to tackle labour turnover and improve retention, highlighting the importance of giving 'careful attention' to the recruitment process. Interviewing prospective employees and supporting the HR manager in writing up job descriptions, along with updating department reports and liaising with HR managers are a few of the key functions of the line manager. Job descriptions or person specifications provide the information for drafting advertisements, posting vacancies on the internet, briefing agencies or recruitment consultants and then assess the candidates by interviews and selection tests. ...read more.


In practice, integration of strategies at all levels is hard to achieve depending on the management style and size of the company, as well as its culture and employee involvement. Nevertheless, its importance is highly prominent in large companies which deal with high labour turnover and low motivation levels. Williams et al (1997), quoted by (Millmore et al, 2007, p279) go so far as to argue that 'where SHRM strategies in general and selection specifically are coherent and aligned to current and future business strategy, personnel selection will make a significant contribution to organizational performance'. Conclusion Recruitment, selection and retention are seen as the main human resource activity because, seen from a processual approach, they are 'designed to deliver an organisation's strategic objectives rather than an isolated activity conducted in a vacuum' (Millmore et al, 2007, p285). Whether recruitment and selection is carried out because of a growth strategy or because of a vacancy, the strategy devised by HR managers need to be vertically integrated with the business strategy and horizontally integrated in the bundle on HRM strategies. Additionally, it has to be a fair and indiscriminative process in order to be of benefit to the company and to the candidates. HR managers need to work together with line managers and advise them on policies and procedures that need to be carried out in order to recruit and select the candidate with the right competences or with the ability to achieve the competences desired. Recruitment and selection as a HR activity is indisputably significant in importance, for line and HR managers alike, but also the candidate. The HR manager puts the restrictions and procedures in place, and the line manager, after carrying out job analyses, where such vacant job positions may have changed, then sifts through the pool of candidates. It is the line manager's duty and 'careful attention' however, to select the right people in the final selection stage that will hopefully add value to the potential job, evidently giving that all important competitive advantage. ...read more.

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