HRES2202 Recruitment and Selection

Introduction

In this report, the major focus is to be drawn on the Human resource management concepts with the main purpose of defining the importance of Organisation strategy, Legal framework of Human Resource Management from the federal provincial perspectives and at last the difference between the process of recruitment and selection while defining each and every step that is involved in this process.

Organizational Strategy

Organisation Strategy is a framework that is used by the companies to make a plan for allocation of their resources including, human resource, money and inventory with the main aim of supporting different departments that are established in a company including, Production, Marketing, Sales, Inventory and other main activities, etc.

Recruitment and Selection is a strategy that helps in ensuring that the organisation is capable of meeting company's strategic and system initialization, expertise and qualities. Ensures that supply complies with consumption needs (Ahsan et.al., 2013). Increases the pool of candidates. Some of the important recruitment strategy that are adopted by the organisations and most of the companies include social media Recruiting, Online Competitions, Campus recruitment and many other Employee Referral Program, etc.

When it comes to define the number of factors that defines that it is important for an organisation to conduct a recruitment and selection process, then the first thing that comes in mind is that this policy not only meet work needs but also guarantee that a firm remains committed to providing workers with equal opportunities (Warrick, 2017). Compliance with such a strategy will allow to recruit the organization's top available prospects. In addition to it, the recruiting procedure guarantees that the applicant is only recruited after fulfilling all the legal responsibilities of the organisation. It also helps to reduce the stresses of the business and having all the relevant documentation which the worker needs to operate in the business.

Moreover, in order to relate the recruitment and selection strategy with the organizational strategy, then it has been depicted that Recruitment process is on acquiring and employing people, whereas business strategy is a collection of long-term ambitions. The integration of both approaches helps guarantee that the company has the right to achieve these long-term objectives (Avery et.al., 2016). Therefore, if there is no alignment between the organisation and recruitment strategy then it may lead to failure of plans and framework that was set up before. It may also lead the decline in employee morale and confidence if they did not get what they deserve or expect from the management.

Talent Management and Employee Management

Talent management is the whole range of HR procedures for attracting, developing, motivating and retaining high-performing staff. Talent management aims to improve corporate performance by making workers and employees of the organisation more productive.

On the same hand, Employee management is a procedure that helps the employees perform best and accomplish their company objectives. It's a comprehensive process including practically all the people management, like new hiring, administration of pay, evaluation and more (Hamann, 2019).

Moreover, when it comes to define the link or interrelation between talent management, recruitment and selection and employee engagement, then it has been found that everything a business does to attract, maintain, educate, promote, and motivate its personnel to be the next greatest workers that can be falls under the umbrella of talent acquisition. Employee engagement examines an employee's willingness to devote their work, talents, ideas, creativity, energy, and expertise into their company. So, using all these strategies will help in increasing the participation and involvement of employees at the workplace or any team meetings if occurs.

After having a discussion about the connection among all the related factors of Talent and employee management, it is very important to define the difference between Recruitment and selection process while differentiating the steps involved in the process. Accordingly, it has been stated that recruiting process includes the creation of appropriate tactics to attract more applicants to a vacancy, whereas the selection process comprises determining the best appropriate individual for the job. Recruiting is a great activity to attract ever more job candidates (Leidner et.al., 2019). Therefore, there is no doubt in this that all the steps and stages that are involved in the process of selection like application, screening, interview, assessment and references may differ from the stages or steps involved in Recruitment process because it involves the taking and attracting more and more employees towards the organisation and further process is included in terms of selecting the employees for the job.

Hence, Employees would become more active and involved if they felt that HR procedures were driven more by commitment of the organization to excellent service and the welfare of people than by the drive to decrease expenses and mistreat employees (Simpson, 2017).

Legal Considerations

The legal framework consists of two legislative bodies typically referred to as Employment Law and Labour Law. Employment laws comprises laws applicable to all workers. And that is what this module covers. Labour law contains laws relating to syndicated workers. The impact of the legal and institutional environment on the human resources management.  HR managers have to comply with several regulations and regulations in the area of human resource management, that are created to safeguard the welfare of their workers and their interest at work. Hence, the reason behind considering the both legal perspective of HRM in the organisation is to think about the perception or employment while considering the labour law as the most effective way to generate employment for them as well (Tomlinson et.al., 2018).

The exact meaning of term “Legally Defensible” is a Job Relevant to the position in question and business consistent. Furthermore, it is important to consider this aspect during hiring decision because a recruiting procedure is legally defensible if it is accurate and forecasts work performance, with placed to ensure addressed across all categories.  By implementing a genuinely fair process, companies' recruiting will become stronger and “safety - so they'll be certain of finding the ideal individual for the post (Kennedy et.al., 2012). Therefore, Job candidates even until they become staff members have rights under the law. Under federal law, a company cannot criminally discriminate based of race, domestic origin, sexuality, childbirth, age, handicap or belief in his/her recruitment processes (Lee, 2021).

Job Analysis

Job analysis is an organized procedure by which data on the characteristics of a job, attributes and skills needed to execute a work, personal and social skills needed for a job, tasks and responsibilities and physically and mentally effort, essential skills to do a job is collected.

Job analyses assist to identify jobs important and relevant success competence, so that we can identify suitable selection instruments and establish a good reason for the recruitment and selection process method (Nambury et.al., 2013)

A job analysis offers objective criteria for managers to make educated personnel, selection, productivity, career development and pay choices. There was a mistake. "A job description is a written procedure that captures all work according to moral and ethical norms (Tsai et.al., 2010).

Conclusion

Therefore, from the above discussion based on the number of factors and different aspects of Human resource management, it has been concluded that every thing in the organisation depends upon the different kinds of strategies and human resource management. As a result, all the above-mentioned aspects will provide the best result if they were adopted in an effective manner while considering all the legal frameworks and policies in mind for the employee as well as organisation success.

References

Ahsan, Kamrul, Ho, Marcus, & Khan, Sabik. (2013). Recruiting Project Managers: A Comparative Analysis of Competencies and Recruitment Signals from Job Advertisements. Project Management Journal, 44(5), 36–54. https://doi.org/10.1002/pmj.21366.

Avery, Derek R, & McKAY, PATRICK F. (2016). Target practice: an organizational impression management approach to attracting minority and female job applicants. Personnel Psychology, 59(1), 157–187. https://doi.org/10.1111/j.1744-6570.2006.00807.

Hamann, Julian. (2019). The making of professors: Assessment and recognition in academic recruitment. Social Studies of Science, 49(6), 919–941. https://doi.org/10.1177/0306312719880017.

Lee, Y. (2021). Bridging employee advocacy in anonymous social media and internal corporate social responsibility (CSR). Management Decision.

Leidner, S., Baden, D. and Ashleigh, M.J., 2019. Green (environmental) HRM: Aligning ideals with appropriate practices. Personnel Review.

Nambury Raju; John Scott; Jack Edwards. (2013). Evaluating Personnel Selection Systems. In The Human Resources Program-Evaluation Handbook. SAGE Publications, Inc. https://doi.org/10.4135/9781412986199.n6.

Simpson, A. M. (2017). Understanding Established Firms' Employment Practices and Cultures to Scale Social Enterprises.

Suess Kennedy, Sheila, & Magjuka, Richard J. (2012). Reducing Identity Politics in the Workplace A Modest Proposal. American Journal of Business, 17(1), 33–42. https://doi.org/10.1108/19355181200200003.

Tomlinson, George, & Freeman, Sydney. (2018). Who really selected you? Insights into faculty selection processes in top-ranked higher education graduate programmes. Journal of Further and Higher Education, 42(6), 855–867. https://doi.org/10.1080/0309877X.2017.1323192.

Tsai, Wei-Chi, & Yang, Irene Wen-Fen. (2010). Does Image Matter to Different Job Applicants? The influences of corporate image and applicant individual differences on organizational attractiveness. International Journal of Selection and Assessment, 18(1), 48–63. https://doi.org/10.1111/j.1468-2389.2010.00488.

Warrick, D. D. (2017). What leaders need to know about organizational culture. Business Horizons, 60(3), 395-404.

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