Recruitment and Selection Strategies

This assignment delves into the crucial aspects of recruitment and selection within Human Resource Management. It examines a range of strategies employed to attract and select qualified candidates, emphasizing best practices, legal considerations, and the impact of technology on the process. The document also discusses the importance of creating a positive candidate experience and aligning recruitment efforts with organizational goals.

Working With and Leading People

Table of Contents
Introduction.................................................................................................................................................2
Task 1 Using Recruitment, Selection and Retention Procedures.................................................................2
1.1 Documentation for Recruiting and Selecting New Staff Members....................................................2
1.2 Impact of Legal, Regulatory and Ethical Considerations in Recruitment and Selection Process.......4
1.3 & 1.4 Participating in Selection and Evaluating my own Contribution..............................................6
Task 2 Understanding the Styles and Impact of Leadership........................................................................7
2.1 Managerial Skills and Attributes.......................................................................................................7
2.2 Differences between Leadership and Managerial Skills....................................................................8
2.3 & 2.4 Situational Leadership.................................................................................................................9
Task 3 Working Effectively in a Team......................................................................................................11
3.1 Assessing Benefits of Teamwork.....................................................................................................11
3.2 Resolving Conflicts in Teamwork...................................................................................................12
3.3 Strategy for Improving the Effectiveness of the Team.....................................................................13
Task 4 Assessing the Work and Development Needs of Individual..........................................................14
4.1 Factors for Assessing the Work Performance..................................................................................14
4.2 Planning and Delivering the Assessment of the Development Needs of the Employees.................14
4.3 Evaluating the Success of Assessment Process................................................................................15
Conclusion.................................................................................................................................................15
References.................................................................................................................................................16
1 | P a g e

Introduction
Business organizations in the recent times have understood the importance of the people and so
they tend to value their employees and promote teamwork through effective leadership.
Moreover, in this context, I have recently been appointed as the General Manager of Cloudreach
that is involved in facilitating its clients to become digital revolutionaries by facilitating them
with the platforms, tools and people (Cloudreach, 2016). The company is planning to develop a
core team that can perform to the level of expectation of the company towards successful
achievement of its goals and objectives. The company is characterized with 25 members at
present who are working on a regular basis and it is also planning future developments for which
they need to recruit and develop some more staff members for proper operation and enriching
teamwork. So, it has been observed that the company needs to hire ten more staff members.
So, taking into consideration the above aspects and plan of the company the report emphasizes
upon being able to make an effective use of the recruitment, selection and retention procedures
that are adopted by the company, gaining an understanding of the styles and impact of
leadership, working efficiently in team and assessing the work and development needs of the
individual.
Task 1 Using Recruitment, Selection and Retention Procedures
1.1 Documentation for Recruiting and Selecting New Staff Members
From the case study it is observed that Cloudreach is planning to recruit some new staff members
and so it is important for the HR Department of the company to prepare documentations for the
initiation of the recruitment and selection process. The following documentation need to be done:
Recruitment approval
The recruitment process would be initiated by approval from the concerned authority and the
head of the departments that require new staff members (Sparrow, 2006). The head of the
departments would prepare a draft with proper designation, job description and person
2 | P a g e

specification in consultation with the top management and once approved moves to the HR
department for the initiation of the recruitment and selection.
Position Description
It is important that before publishing the advertisement for recruitment, the description of the job
position for which the recruitment is being conducted need to be analyzed and it is important
because, the designation or job position cannot be changed once the advertisement is published
(Currie and Horsfield, 2007). So, in this context the company plans to recruit staff members for
administrator position, operational trainer, management executive and customer executive.
Advertisement
Before publishing the advertisement for recruitment, the HR department of Cloudreach needs to
get it approved by the executive director of the HR department. Moreover, appropriate media
should also be selected for placing the advertisement i.e. taking decisions regarding whether the
ad should be published through electronic media, the print media or over website and the
advertisement should be clearly evaluated to analyze whether it contains the number of vacancy,
the terms related to payment and the number of vacancy is clearly communicated and laws
pertaining to advertisement of the vacancy is adequately followed.
This can be illustrated with the help of an example as follows:
Recruitment Advertisement: For the post of Administrator
Starting date for receiving applications: 25/11/2016
Closing date for receiving applications: 5/12/2016
Employment type: Permanent
Location: Newcastle
Working hours per week: 40
Vacancy: 2
Salary: £3000 p.a.
3 | P a g e

Brief Organizational Introduction
Cloudreach offers tools, platforms and people to its clients to help them become digital
revolutionaries and invites application for administrator position and is looking self motivated,
creative and innovative individuals who can lead the business to new heights.
Responsibilities
 The candidates would be responsible to meet the weekly, monthly and yearly targets.
 He would be responsible to enhance the organizational operations and strive towards
minimizing the cost of operation.
 To efficiently implement and monitor the health and safety regulations.
 He would be responsible for maintaining an effective relationship with the colleagues,
superiors and the subordinates.
 Promote team working.
 Take active participation in the strategy formulation and decision making.
Skills and Experience
 The candidate must have a degree or diploma certificate in business discipline. MBA
would be preferred.
 He must possess efficient communication skills and must be proficient in English and
other languages of Europe.
 Must have a minimum of 10 years of experience in the relevant field.
1.2 Impact of Legal, Regulatory and Ethical Considerations in Recruitment and
Selection Process
For efficiently conducting the recruitment and selection, it is important on the part of the HR
manager of the Cloudreach to have an enhanced understanding of the rules and regulations that
need to be followed during the entire recruitment and selection process and the implications of
the same has been discussed below:
Sex discrimination act The HR manger should not make no
discrimination in the recruitment and selection
process on the basis of the sexual orientation of
4 | P a g e

the candidates (Yeung, 2011).
Race relations act The HR manager should take care of the fact
that the vacant job is advertisement not for
particular nationality or race and thus it should
welcome all the candidates who possess the
legal permission to work in UK.
Equality regulations act According to this act, all the candidates who
qualify and apply for the advertised vacant job
position should be given equal opportunity
irrespective of their race, religion, caste, sex,
disability, nationality and ethnicity, etc.
Law implications in advertising stage It guides the HR manager to design the
advertisement that is not offensive and do not
make discrimination of any kind and the job
advertised as per the implemented law
(Gopalia, 2011).
Law implications in interview stage The HR managers should prevent themselves
from asking questions that might appear
offensive for the candidate in terms of the
religion, caste, nationality and political views
of the candidate. All the candidates should be
treated in fair and just manner equally without
any personal biasness and equal opportunities
should be provided to all.
Right to employment The HR manager is also responsible to verify
whether the candidate has the legal rights to
work in UK.
Statement of employment The candidates selected for the job should be
provided with statement of employment and it
should clearly provide all the details that
5 | P a g e

include the remuneration, holidays, working
hours and other employment terms and
conditions (Murray, 2009).
1.3 & 1.4 Participating in Selection and Evaluating my own Contribution
I have recently been appointed as a new General Manager of Cloudreach andit has been observed
that the company planned to recruit certain individuals for the growth and development of the
company. Thus, analyzing the vacant job position, I emphasized upon working collaboratively
with the HR department and other departmental heads to design the job description and person
specification and take effective decisions in context to the advertisement media and vacancy for
each designation or job position (Dale, 2007). Moreover, during the entire recruitment and
selection process, I provided them with specific instructions in various aspects as follows:
Panel for recruitment and selection
I advised the HR department to strategically design the interview panel. The recruitment was
being made for three different job positions and so I advised to form three different panels and
ach panel is characterized with high qualified and experienced individuals and they should be
related with the department for which the recruitment is being made.
Short listing
In the process of shot listing the candidates, I advised the HR department to conduct the selection
process in different phases. In the first phase, the applications should be selection that meets the
required criteria. The selected candidates should be called for Aptitude test, IQ test and
Psychometric test. The candidates who would qualify the above tests would be sent for HR round
interview followed by the technical round interview for efficient staffing.
Interview
Before the interview, I conceited a meeting with the HR manager, the departmental heads and
the others involved in the process to clearly discuss about the dos and don’ts for selecting the
right candidate and putting the right skills for the right job. I also monitored the all the entire
6 | P a g e

interview process through CCTV footage to analyze and monitor whether the instructions are
being followed or not.
Appointment
The HR department and the interview panel was selected and instructed in manner that can prove
to be beneficial in avoiding cases of personal bias and discrimination of kind and select the
candidates who only fulfils the required criteria i.e. performance based selection. Moreover, I
advised the HR department to conduct a reference and medical check efficiently before offering
the appointment letter.
So, it can be said, I was involved in the entire plan of the recruitment and selection process and
this was mainly because I wanted to pick the talent from the labor pool that can enhance the
organizational efficiency and so I was personally involved in panel formation, shot listing,
interview and appointment process of the selection process.
Task 2 Understanding the Styles and Impact of Leadership
2.1 Managerial Skills and Attributes
Managers are responsible for getting the things done by others in an efficient manner and thus it
becomes important on their part to possess certain skills and attributes that can make the staff
members to trust and listed to the managers. The skills and attributes cab be listed as follows:
Personality Traits Self motivated, set high standards, confident,
optimistic and positive, accountable, courage,
engaged, passionate, integrity, respectable,
ethical, charismatic and loyal (Chabon-Berger,
2006).
Self Awareness Should efficiently manage one’s own and
others emotions i.e high emotional intelligence,
understanding of opportunity cost, maintain
discipline, perspective, risk manager and time
management.
7 | P a g e

Communicate Lead by example, relationship builder,
friendly, charismatic, social skills, public
speaking skills, honest and transparent, bold,
reasonable, listening skills, compassion and
empathy, ability of confronting others and
negotiation skills.
Delegate Ability to teach, clarity, trust in the team,
ability to inspire, vision sharing skills, ability
convert vision into reality, deriving the best
from others, motivation skills, responsibility
taking, ability to set clear expectations, fair and
just (Mainiero and Tromley, 2007).
Agility and Adaptability Sense of urgency, decisiveness, commitment to
vision, consistency, courage to take risk, ability
to pivot, open minded, tough minded,
resourceful, ability to take good decisions,
strategic thinker, proactive, flexible, ability to
manage uncertainty, creative and organized.
Cultivate Wisdom Ready to pursue new experiences, competence
i.e. well qualified, focused, good learner.
Effect change Help others to succeed, knowledge of
direction, ability to challenge the process,
performance driven, servant skills,
independent, assertive and patient (Mainiero
and Tromley, 2007).
2.2 Differences between Leadership and Managerial Skills
Leaders Managers
Approach to tasks The leaders tend to identify
the problems and then
emphasize upon devising
The managers formulate
policies and strategies to
promote teamwork and
8 | P a g e

unique solutions. smooth functioning of the
organization.
Decision making Leaders facilitate in the
decision making process.
Managers are involved in the
decision making process for
effective decision making.
Focus Leaders aim leading the
individuals to accomplish the
tasks.
Managers manage the work
and emphasize upon getting
the tasks accomplished by the
staff members (Moyer &
Dunphy, 2007).
organization Leaders have followers
(Giuliani and Kurson, 2010).
Managers have to deal with
the subordinates.
Orientation Leaders are people oriented Managers are task oriented
Risk approach Leaders are risk takers Managers are risk averse
2.3 & 2.4 Situational Leadership
In above discussed recruitment and selection process at Cloureach, I emphasized upon making an
effective use of a mix of leadership styles. Where at one hand, I emphasized upon working in a
collaborative manner with the departmental heads, the HR managers and other individuals
involved in to the process to design the job descriptions and person specifications, I emphasized
upon maintaining the control of the recruitment and selection process in context to the phases in
which the recruitment and selection would be conducted and maintenance of the policies,
procedures and legislations in the recruitment and selection process. Thus, from the above
discussions, I can say that I used both the democratic and autocratic leadership styles depending
upon the situation. Where in case of democratic leadership, I followed the ‘I share’ philosophy to
encourage the members to take active participation in the decision making process, on the other
hand I adopted the autocratic leadership style where I emphasized upon the ‘I tell’ philosophy to
ensure that the entire recruitment and selection process is conducted as per my directions and
maintained the authority to take final decisions in all aspects (Hersey, 2006).
9 | P a g e

I have been appointed as a General Manager at Cloudreach and for efficiently leading the
organization towards success, I emphasize upon motivating my staff members with the help of
Maslow’s Need Hierarchy theory and Herzberg’s Motivation Hygiene Theory.
Maslow’s Need Hierarchy Theory
I personally try to satisfy the basic needs of my staff members so that they can be motivated
towards achieving the higher level of needs.
[Source: Duncan, 2006]
The employees are offered competitive remuneration as clear from the job advertisement so that
their basic needs are satisfied. I facilitate the new employees with the required training and
development programs to continuously update their skills to secure their job. I promote team
working and encourage the Hr department to organize events so that the employees can know
and understand each other to satisfy their social needs. I encourage the employees to put forward
their ideas and feedbacks and be creative in their approach and encourage them to take active
participation in the decision making process to develop their confidence that tends to satisfy their
esteem needs (Duncan, 2006). Moreover, growth and development opportunities are also
available by facilitating the staff members to move to higher level position that tends to satisfy
their self actualization needs.
Herzberg’s Motivation Hygiene Theory
10 | P a g e

[Source: Jones and Page, 2006]
In this context, I emphasize upon facilitating my employees with both the hygiene factors and
motivators to keep their motivation level high and achieve performance that can lead the
organization towards success.
Task 3 Working Effectively in a Team
3.1 Assessing Benefits of Teamwork
When a team is formed it is characterized with diverse skills, experience and knowledge and it
proves to be beneficial for the team members to acquire the required knowledge and enhance
11 | P a g e

their skills through knowledge sharing which in turn enhances the operational efficiency of the
team (Chapple, 2006). Again team working also contributes to organizational success in
following ways:
Enhanced Employee Relationship
Team working provides an opportunity to the employees to understand their co members by
understanding their attitudes, values and beliefs. This proves to be beneficial in developing a
strong bondage and a sense of trust and mutual respect among the employees. So this motivates
them to put shared efforts to achieve the organizational goals and objectives. The team members
also start recognizing the efforts of the each other and this facilitates in the development of a
harmonious organizational culture (Frazer and Oswald, 2009).
Enhanced efficiency
The employees working in a team strives to share their skills, experience and knowledge among
each other and so this proves to be beneficial in reducing overload of work (Gregory, 2013).
Moreover the skills and knowledge shared by team members proves to be beneficial in overall
development of the team members that leads to enhanced efficiency of the team.
3.2 Resolving Conflicts in Teamwork
Conflict can be looked upon to be inevitable in team and this is mainly because of the differing
values, attitudes, beliefs and perception of the team members (Stone, 2006). So, in this context, it
is important to deal with the conflicts in an efficient manner rather than simply ignoring it
(Gregory, 2013). Effectively dealing with the conflict can lead to enhanced efficiency and team
performance. Moreover, I would like to illustrate it with the help of example.
Being the General Manager at Cloudreach, I am responsible to take care of the activities that are
being conducted. In this context I observed that sales team of the company was responsible for
developing business for the company but they were not performing up to the expectations. The
sales team members used to provide varying information that used to contradict with each other
and they were also not aware of the updates that are being made by other team members. They
neither used to communicate with other team members and at time it was observed that they
were unaware of the team members and this resulted in visiting the same client by different sales
12 | P a g e

members. This led to conflicts and misunderstandings among the team that deteriorated the team
performance.
Looking into the matter, I conducted a meeting with the sales manager of the different regions
and the sales team members were also asked to participate in the meeting. It was observed that
even though the different regional members were aware of each other, the sales team members
were neither aware of each other nor they used to update each other with relevant information or
discuss any updates nor they were also highly territorial. Thus in this context, I emphasized upon
the fact that the no team members would be allowed to work for a particular region for more than
6 months and it region would also change depending upon the performance. In the imitation
stage this decision was opposed and I was awaiting the same. Thus the next I step I took was to
put forward the benefits associated as follows:
 Achievement of target within six months for a particular region would come with rotation
and monetary reward benefits.
 Successive three achievements would make the team member eligible for promotion and
permanent salary hike.
However, even though the above conditions were agreed upon by the team members, they also
negotiated with the duration that the duration of rotation should be increased to one year. So, in
this context, I emphasized upon the fact that it would depend upon the performance.
3.3 Strategy for Improving the Effectiveness of the Team
For enhancing the team effectiveness, it is important to enhance the team cohesion and this can
be achieved by facilitating the team members with the opportunity of interacting with each other
and understand each other (Salas et al., 2007). This can be done by organizing sales meetings,
sales events after the achievement of the targets, celebrating the success of individual team
members and making it mandatory for the sales members to keep the other team members
updated with the latest news and updates. These aspects would facilitate the team members to
interact with each other, know each other, and recognize the efforts of each other and develop a
sense of trust and mutual respect that proves to be beneficial in establishing a harmonious team
culture and a knowledge sharing culture that can enhance the efficiency of the team.
13 | P a g e

Task 4 Assessing the Work and Development Needs of Individual
4.1 Factors for Assessing the Work Performance
The factors that need to be taken into consideration for efficiently assessing the work
performance of the employees include the following:
 Contribution of the employees towards the achievement of the team goals and their
individual achievements.
 Efficiency with which the employees use the resources to accomplish their tasks.
 Time taken by the employees to accomplish the tasks.
 Quality of the tasks delivered.
 Timely completion of tasks by the employees (Buchanan & McCalman, 2006).
 The care of the machinery and equipments that are used by the employees to achieve
their tasks.
 Trust, coordination and respect and behavior of the employees towards the colleagues,
superiors and subordinates.
4.2 Planning and Delivering the Assessment of the Development Needs of the
Employees
The development needs of the employees can be identified on the basis of various factors as
follows:
 Abilities and skills possessed.
 Soft and hard skills required for accomplishing the tasks.
 The plan of the employees for their future (Qin & Mu, 2013).
 Gap that exists between the possessed skills of the individual employees and the skills
required for accomplishing the tasks.
Thus, it becomes important that the skills gap need to be identified and the resources required for
accomplishing the task should be facilitated and made available to the employees and the
employees’ performance should be evaluated and monitored on a continuous basis. So, if it is
observed from the evaluation that the employees have been successful in achieving their set
goals and objectives then it can be said that employees are well equipped with the skills for
14 | P a g e

accomplishing the tasks of they fail to achieve their goals, then it can be said that they are no
efficient in efficiently utilizing the available resources and that they need to undertake
development programs to update their skills.
4.3 Evaluating the Success of Assessment Process
The evaluation approach designed above can be explained as the most appropriate approach as it
assist the staff to work on their own in the workplace, make any required decision and execute
the reprocess in the way they intend to use to reach the set objective in the context of the given
task. Therefore it can be stated that the above assessment approach provide them sufficient scope
to put in their best endeavour by applying the skills and capabilities required to execute the
assigned job (Huselid, 2006). On the other hand this assessment process helps to understand their
own strength and weaknesses so that they can take the required training to improve their skills. It
also helps the training manager to conduct the training and development need analysis. Based on
the training and development need identified the training manager can design the training for the
staffs and employees and develop the training agenda in accordance with the training and
development needs identified for the employees and staff.
This training program designed for the employees and staffs helps them to develop their
individual skills and knowledge so that they can execute the assigned task more effectively. In
addition the new skills and knowledge acquired by them in the training help them to improve
their career prospect in the workplace (Huselid, 2006). It results in career promotion and career
growth. Therefore it can be stated that the assessment approach is effective and it would enable
Cloud reach to fulfill the training needs of staff and it is beneficial for the employee and
organization as well.
Conclusion
It can be concluded that for smooth functioning of the organization, effective leadership is
important since it can foster team working and team cohesion.
15 | P a g e

References
Buchanan, D., & McCalman, J. (2006). High performance work systems (3rd ed.). London:
Routledge.
Chabon-Berger, T. (2006). Managerial skills. [Boca Raton, FL]: BarCharts, Inc.
Chapple, C. (2006). The benefits of teamwork and strength through diversity. Neurourology and
Urodynamics, 26(1), pp.1-1.
Cloudreach. (2016). Cloudreach: Not if. When Cloudreach. [online] Available at:
https://www.cloudreach.com/gb-en/ [Accessed 8 Nov. 2016].
Currie, J. and Horsfield, T. (2007). Recruitment & selection. 2nd ed. Manchester: Open College.
Dale, M. (2007). A manager's guide to recruitment & selection. 3rd ed. London: Kogan Page.
Duncan, W. (2006). Organizational Behavior 1: Essential Theories of Motivation and
Leadership/Organizational Behavior 2: Essential Theories of Process and
Structure/Organizational Behavior 3: Historical Origins, Theoretical Foundations, and the
Future. Academy of Management Review, 31(4), pp.1102-1108.
Frazer, R. and Oswald, P. (2009). Teamwork!. New York: Simon Spotlight.
Giuliani, R. and Kurson, K. (2010). Leadership. 3rd ed. New York: Hyperion.
Gopalia, A. (2011). Effectiveness of online recruitment and selection process.
Gregory, H. (2013). Teamwork. North Mankato, Minn.: Capstone Press.
Hersey, P. (2006). Situational leadership.
Huselid, M. (2006). The impact of human resource management practices on turnover,
productivity, and corporate financial performance. Academy Of Management Journal, 38(3),
635--672.
16 | P a g e

Jones, L. and Page, D. (2006). Theories of Motivation. Education + Training, 29(3), pp.12-16.
Mainiero, L. and Tromley, C. (2007). Developing managerial skills in organizational behavior.
Englewood Cliffs, N.J.: Prentice Hall.
Moyer, M., & Dunphy, M. (2007). Management vs. leadership. Advanstar Communications Inc..
Murray, P. (2009). The Right to Equal Opportunity in Employment. California Law Review,
388--433.
Qin, Y., & Mu, D. (2013). Study on the Impact of Individual Heterogeneity on Human Resource
Development Needs. Springer, 325--332.
Salas, E., Vessey, W. and Estrada, A. (2007). Team cohesion. 2nd ed.
Sparrow, P. (2006). International recruitment, selection, and assessment. London: Chartered
Institute of Personnel and Development.
Stone, F. (2006). How to resolve conflicts at work. 2nd ed. New York: American Management
Association.
Yeung, R. (2011). Successful interviewing and recruitment. London: Kogan Page.
17 | P a g e