Recruitment and Selection of Top Women in Organizations
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This assignment discusses the recruitment and selection process for top women in organizations, highlighting the challenges and biases they face. It provides recommendations for improving the process.
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1 Human Resource Management
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2 Executive Summary This assignment distils a result of two gender analysis and imbalances in senior roles in anorganization. In a multinational company, the term leadership, research and human resource management,discriminationandviolenceareallgendered.Thisassignmentreflectsthe supplementary research about the hiring process of an organization in terms of women’s. It reviews factors of women's full equal opportunities and effective participation for leadership at alllevelsofdecisionmakinginanorganizationrespectively.Itconcludesbyrelatingthe organizational change to gender inequality movement in the higher society and in the global community. This paper reflects the present scenario of an organizational development involved in the field of recruitment and selection and highlights of common mistakes made in the top talent of the recruitment process.
3 Table of Contents Introduction......................................................................................................................................4 Overview of External Recruitment and Selection Process, especially for top women...................4 Selection Process for Top Women:.................................................................................................5 Discussion of common mistakes made in the recruitment of top talent women’s..........................6 Analysis of the role of the Senior Leadership, Line Managers, and HRM in the Recruitment and the Selection process (especially for women).................................................................................8 Recommendations on Recruiting and Selecting of top women.......................................................9 Conclusion.....................................................................................................................................10 References List..............................................................................................................................11
4 Introduction The term Human Resource is considered one of the most important factors of an organizational structure. It serves as a functional backbone in an organization. The success of every company depends upon the skilled, innovative and the creative labour force. As all organization likely to get skilled and innovative labour force the employee recruitment and selection is very crucial to every organization.The hiring for top and talented women in the superior position of an organization results in failure of gender-neutral language in the job ads. In many organization, men have occupied the senior's management position which results in gender inequality and severe inconvenience for women's to get recruited or hired. The process of recruiting talented women faces several issues like single person interview, fails to check reports and references. Many top and skilled women do not want to work in the top position as it faces sexual harassment, gender discrimination, different recruitment structures for themandprejudice of women illegitimacy. Overview of External Recruitment and Selection Process, especially for top women The term external recruitment means hiring people from outside the organization. The concept of externalrecruitmentgenerallytakesplaceintheformofadvertisementlikeadsinthe newspapers, employee referrals, telecasting and many more(Nielsen 2015, p.390).It fails to use gender-neutral language in the job advertisement. There are some advantages relating to external recruitment like a bigger pool of candidates and the chance of getting new skills whereas it suffers from certain disadvantage like time-consuming and costly. The method of external recruitment generally includes online recruitment, job boards, social media, job fairs, events and recruitment agencies.In many multinational companies, the recruitment and the selection process goes viral for top and talented women. There are very common issues that prevail in an
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5 organization for talented women's like men's vs women's issue, gender bias, sexual harassment, work-life imbalance, maternity leaves, lack of role models, ego clashes and an unsupportive appearance(Tafti, Mahmoudsaleh andAmiri 2017, p.18). Selection Process for Top Women: 1.Preliminary Interview:This stage is for the basic interview of womenfor superior posts; so as to eliminate them who are not that much good from appearance and physique. 2.Receiving Applications:Many tops and the talented women's apply for the job by sending resumesapplicationstotheorganization.Theapplicationgivesbasicinformationtothe candidate about the past record and work experience for the suitable post(Mann, 2018, p.85). 3.Screening of Applications:After receiving the resumes applications; special screening for top and talented women’s are performed. It depicts the qualification, appearance, physique and body language. 4.Employment Tests:In this stage, the organization asks the women’s for their talent and skills in a particular field. This can be done through several employment tests, personality tests and proficiencytests(StoneandDeadrick2015,p.144).Thisstageexcludeswomen’s distributionchanneland organizational benefits.
6 Figure1: Selection Process (Source:Op de Beeck, Wynen and Hondeghem 2016, p.1915). 5.Interview:The next process is the interview process. The purpose of the interview is to find out the suitable candidate for the work profile. The main motive of this stage is to select the right people for the right job(Mann 2017). 6.Reference Checking:The respective person who gives a reference for the potential employee is also a very important source of an organization. The information provided by the referee is to be kept confidential in the human resource department. This also includes confidentiality in women’s character, appearance, body language, marital status, etc. Many employees work as a solicitor for another employee(Op de Beeck, Wynenand Hondeghem 2016, p.1910). 7.Medical Examination:For the top and talented women in multinational company medical examinations is quite different as compared to a low level of management. It includes pregnancy tests, maternity tests and some fewer medical examinations relating to personal biases. 8.Final Selection:This is the final step of the selection process. After proper examination of above-mentionedselectionprocedures,theemployeeissent anappointmentletterwhich contains all the necessary information regarding the organization's portfolio. Discussion of common mistakes made in the recruitment of top talent women’s There are many such common mistakes made in the recruitment of top talent which generally includes affinity bias, attribution bias, beauty bias, conformity bias, gender bias and horns effect (Allcorn, Stein and Duncan 2018, p.8).Along with, there are certain other biases that affect the recruitment of top and talented women's in big multinational companies which are as follows: Recruitment Biases:The term recruitment biases affect the talented women's, and it also reflects the organizational decision-making process in a number of different ways. It includes perception,
7 attitude, behaviours, listening skills, and attention and micro-affirmations. The most common biases in a recruitment process which affects the top and talented women’s are conformity biases and beauty biases (Rai 2017).This is in the view that the most beautiful women will work more successfully. It mostly focuses on attractive women's who will work for their organization at a topmost level as a superior. It works as a horn effect like if any negativity lies in a woman's character by interviewing; the recruiter hence ignores that spore and judge them as an intelligent woman as she is an attraction for that vacant position(Nielsen 2015, p.395).Whereas, it can also be seen that at a topmost level, mostly male candidates capture the place and crafts an infirmity for women's post by minimizing the other organizational benefits and etc. This results in women's gender discrimination. Organization Culture Assumptions:The organizational culture assumptions are based on the judgments, belief system and thinking. It works as an invisible, taken from granted values and beliefs that form the culture of an organization. In a large multinational company, it depicts the underlying values of interacting that contribute to the psychological and social environment of an organization(Lawrence, Lonsdale and Le Mesurier 2018, p.308).For recruiting top and talented women’s for the top level,theassumptions influence how much women identifythemselves within their organization. Usually, the organization culture assumptions are not easily found, neither discussed nor written. They are generally comprised of unconscious perceptions, beliefs, feelings and thoughts of an employee(Auster and Prasad 2016, p.180). Selection Methods:The selection methods of top and talented women's comprises of various common mistakes which adhere to the recruitment process of an organization. Oftentimes, there is no consensus among the evaluators on the specific skills, and there is insufficient information regarding the job postings. The recruitment process takes too long. This results in many talented
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8 women's jump ship during the selection process. There is no selection structures method in hiring top and talented women’s. There is no proper consensus due to lack of cooperation and communication between department and staff(Fox and Hooper 2018, p.50).Due to invaluable information sometimes interviewer asks wrong questions to the women’s. Especially, believing that level of experience in the selection process, it is enough to identify the eligible women’s; going by guts feelings, or choosing someone just because of how long they have been experienced working at the company. AnalysisoftheroleoftheSeniorLeadership,LineManagers,andHRMinthe Recruitment and the Selection process (especially for women) The role of senior leadership, line managers and the human resource manager plays a very vital role in the recruitment and selection process. Like all managers, the line manager is also responsible for directing and planning the workgroup of an individual. They used to monitor the work and take suggestive measures as when necessary(Golik, Blanco and Czikk 2018, p.240). For the top and talented women's the senior leaders work as a proactive talent pipeline strategy. They build a nurturing relationship by building a market map. It signifies the study of the market area that how much pay scale the competitors are offering for the same job profile for top and talented women’s. Likewise, line managers have the responsibility to get the selection and the interview process right and to represent the organization positively as an employer of choice (Beaman, Keleherand Magruder 2018, p.130).Overall, the line managers prepare and conduct for the interview, use assessment techniques, check references, rate the women's application overall and finally makes a choice that which women's are suitable for the superior post.The line managers also gauge the women’s ability to meet the current role requirements through the variety of interviewing technique.
9 Finally, the role of HRM works as a future workforce planning for an organization.HRM recruits superior employees in forthcoming the organization future. HRM is focused on designing and development of an integrated package of procedures and policies; after that, the process of selection and recruitment involves the crucial steps in finalization of employees(Nie, Lamsa andPucetaite 2018, p.35).The main duties of HRM for top and talented women’s is to seek out the right combination of education, skills and experience to fill a particular position.HRM also works with other hiring managers to write job descriptions and develop recruiting plans for top andtalented women’s. Recommendations on Recruiting and Selecting of top women On the basis of above-mentioned issues and outcomes, there are some recommendations required for the recruitment and the selection of top and talented women's for the superior position. Some of these are mentioned below: Before starting recruitment and a selection process for any organization the job description must be defined clearly and in a concise manner. It must adhere to the gender-neutral language in job ads. The policies and the procedures of recruitment and selection must be crystal transparent by following some organization principles. The job ads must provide specific and useful details about open roles especially for hiring top and talented women’s. The process must boost women’s empowerment sources by building talent pipelines. The evaluation of talented women’s must be done efficiently and effectively. Instead of focusing the qualities like character, appearance and physique in a women's figure; it must focus on skills, education and experiences of the past job. It will result in better flexibility and informative in terms of organization perspective.
10 From the above study, it can be assumed that in the superior post mostly male candidates are present for hiring which results in top and talented women's to face certain sexual harassment preachmentandgenderdiscrimination.Thismustbechangedimmediatelytoavoidthe impairment in an organization. Conclusion From the above study, it can be concluded that the recruitment and the selection process in big multinational companies suffer from severe demerits which led top and talented women's to face certain difficulties like gender discrimination, sexual harassment and etc. The term recruitment andselectionprocessareconsideredone ofthemostimportantpartsofan organizational structure.However, it faces certain disruptions and demerits for the particular superior posts. This assignment mainly reflects the recruitment and selection procedures, especially for top and talented women, are who seeks for the superior post, and later it led them to face certain difficulties in an organization. This paper also provides some recommendations based on some prevailing issues which many organizations must overcome to impoverish the recruitment and selection process.
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11 References List Allcorn, S., Stein, H.F. &Duncan, C.M., 2018,‘The Fallacy of Selecting the Right Person for the Job’,InternationalJournalofLeadershipandChange,Vol6,no.1,p.8.Availableat: https://digitalcommons.wku.edu/ijlc/vol6/iss1/8/[Viewed 3rdMay, 2019] Auster, E.R. & Prasad, A, 2016,‘Why do women still not make it to the top? Dominant organizational ideologies and biases by promotion committees limit opportunities to destination positions’,SexRoles,Vol7,no.5-6,pp.177-196.Availableat: https://link.springer.com/article/10.1007/s11199-016-0607-0[Viewed 3rdMay, 2019] Beaman, L., Keleher, N & Magruder, J., 2018,‘Do job networks, disadvantage women? Evidence from a recruitment experiment in Malawi’, Journal of Labor Economics, Vol 36, no. 1, pp.121- 157.Available at: https://www.journals.uchicago.edu/doi/abs/10.1086/693869[Viewed 3rdMay, 2019] Fox, C. & Hooper, N., 2018,‘How to make your board smarter’, Company Director, Vol 34, no. 2,p.50.Availableat: https://search.informit.com.au/documentSummary;dn=114654376968291;res=IELAPA[Viewed 3rdMay, 2019] Golik,M.N.,Blanco,M.R.&Czikk,R.,2018,‘Onthetrailoflinemanagersastalent spotters’,Human Resource Development International, Vol 21, no. 3, pp.232-253.Available at: https://www.tandfonline.com/doi/abs/10.1080/13678868.2017.1385195[Viewed 3rdMay, 2019] Lawrence,J.,Lonsdale,C.&LeMesurier,N.,2018,‘Exploringthecausesofthelow representationofwomeninseniorexecutivepositionswithinprocurement’,Journalof PurchasingandSupplyManagement,Vol24,no.4,pp.304-313.Availableat: https://www.sciencedirect.com/science/article/pii/S147840921830116X[Viewed 3rdMay, 2019]
12 Mann, A.M., 2018,‘The value of future first talent strategies’, In Future First Vol. 80, no. 92, pp80-92)RoutledgeinassociationwithGSEResearch.Availableat: https://www.ingentaconnect.com/content/rout/28g81s/2018/00000001/00000001/ art00009[Viewed 3rdMay, 2019] Nie, D., Lamsa, A.M. &Pucetaite, R., 2018,‘Effects of responsible human resource management practices on female employees’ turnover intentions’, Business Ethics: A European Review, Vol 27,no.1,pp.29-40.Availableat: https://onlinelibrary.wiley.com/doi/abs/10.1111/beer.12165[Viewed 3rdMay, 2019] Nielsen, M.W., 2015,‘Limits to meritocracy? Gender in academic recruitment and promotion processes’,ScienceandPublicPolicy,Vol43,no.3,pp.386-399.Availableat: https://academic.oup.com/spp/article-abstract/43/3/386/2363449[Viewed 3rdMay, 2019] Op de Beeck, S., Wynen, J. &Hondeghem, A, 2016,‘HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution’,The International Journal ofHumanResourceManagement,Vol27,no.17,pp.1901-1919.Availableat: https://www.tandfonline.com/doi/abs/10.1080/09585192.2015.1088562[Viewed 3rdMay, 2019] Rai, S., 2017,‘Mainstreaming gender, democratizing the state: Institutional mechanisms for the advancementofwomen’,Routledge.Availableat: https://www.taylorfrancis.com/books/9781351507738[Viewed 3rdMay, 2019] Stone, DL & Deadrick, DL 2015, ‘Challenges and opportunities affecting the future of human resource management’, Human Resource Management Review, Vol 25, no. 2, pp.139–45. Available at: https://www.sciencedirect.com/science/article/pii/S1053482215000042[Viewed 3rd May, 2019]
13 Tafti, M.M., Mahmoud Salehi, M &Amiri, M, 2017,‘Critical success factors, challenges and obstacles in talent management’, Industrial and Commercial Training, Vol49, no. 1, pp.15- 21.Availableat:https://www.emeraldinsight.com/doi/abs/10.1108/ICT-05-2016-0036[Viewed 3rdMay, 2019]