Best Practices in Recruitment and Selection: A Critical Evaluation

This report provides a comprehensive analysis of best practices in recruitment and selection within human resource management. It begins by emphasizing the importance of aligning recruitment with organizational culture and goals. The report then delves into various best practices, including keeping detailed candidate information, adopting agile hiring methods, ensuring candidate privacy, and optimizing the selection process through interviews. It also highlights the significance of identifying candidates who demonstrate critical thinking and resourcefulness. The methodology section describes in-class activities focused on evaluating interview types and assessment methods. The discussion section links the literature review to the in-class activity, evaluating the decisions made regarding recruitment practices and identifying areas for improvement. Overall, the report underscores the critical role of effective recruitment and selection in achieving organizational objectives.

Running head: BEST PRACTICES IN SELECTION AND RECRUITMENT
Best Practices in Selection and Recruitment
Name of the Student
Name of the University
Author Note

1BEST PRACTICES IN SELECTION AND RECRUITMENT
Table of Contents
1. Aims.........................................................................................................................................2
2. Review of Literature.................................................................................................................2
3. Methods....................................................................................................................................7
4. Discussion................................................................................................................................8
Conclusion.......................................................................................................................................9
References and Bibliography.........................................................................................................12

2BEST PRACTICES IN SELECTION AND RECRUITMENT
1. Aims
Recruitment and selection constitutes one of the most vital practices in the domain of
human resource management. This is the process by which the HR manager of a business
organization maximizes the employee strength of the organization in order to help it achieve its
strategic goals and objectives (Chungyalpa & Karishma, 2016). The process of recruitment and
selection entails the sourcing, screening and the shortlisting of candidates, after which the right
candidates are selected for vacant positions in the business organization. Recruitment and
selection is quite an elaborate procedure and it is performed over an expansive period of time,
with HR managers putting a lot of time, energy and effort into making sure that this is carried out
in the desired manner. A lot rests on the process of recruitment and selection as this is one of the
key ways by which appropriate employees are enrolled into a business organization. It is through
recruitment and selection that an organization is able to pool the right and sufficient number of
human resources that it needs in order to achieve its goals and objectives and in order to establish
a competitive edge over its rivals in the market and the industry where it is seen to operate (Dany
& Torchy, 2017). This assignment reviews how best practices in recruitment and selection can
impact the way by which such a process is implemented on the part of a business organization.
2. Review of Literature
One of the best known practices to implement in the area of recruitment and selection is
to place an emphasis on the culture of the organization at the time of recruitment. An effort must
be made on the part of the business organization to let the prospective employees of the
organization understand the goals, the ideals, the vision and the mission of the organization so

3BEST PRACTICES IN SELECTION AND RECRUITMENT
that candidates who are ultimately recruited into the organization are aligned well enough with
the ideals that influence the operations of the organization. They will have a full and thorough
understanding of what it is that the organization wants to achieve through its goals and objectives
and the path that it wishes to take for the attainment of the same (Gardener, 2018). HR managers
who take it upon themselves to inform candidates at the time of interview what the culture of the
organization stands for, will do a successful job of recruiting the right people into the
organization, as only employees who identify with the goals, objectives and culture of the
organization are likely to end up joining it (Herscheberg et al., 2018).
Keeping track of the information that is provided by candidates during the process of
recruitment and selection is something that is quite essential and it is also one of the best
practices that can be deployed by HR managers when partaking in the recruitment of candidates
(Herscheberg et al., 2018). By keeping track of information that is given by candidates, HR
managers and executives can end up doing a good job of determining which employee is suitable
or appropriate for which type of job position as offered by the business organization.. In order to
avert such a problem from arising, HR managers need to keep track of all information that is
provided to them at the time of recruitment so that they end up selecting the right people into the
organization, that is, people who have the ability the serve the organization over a long period of
time (Holland & Jeske, 2017).
Adopting agile methods of hiring candidates is another way by which the recruitment and
selection process can be implemented to perfection. For instance, HR managers who opt for
online recruitment and selection process will be do a far quicker job of shortlisting the desired
candidates for filling up vacant positions in a business organization (Holm & Haahr, 2018). A
lot of the paperwork that must normally be undertaken when engaging in the recruitment and

4BEST PRACTICES IN SELECTION AND RECRUITMENT
selection of candidates, will be done in a smooth and hassle free manner if the recruitment
process is partially undertaken online (Hunter et al., 2017). The recruitment and selection process
is quite lengthy and tenuous and in order to ensure that it is a perfect job that is being done, it is
best to hire a number of executives who can work effectively under the guidance and the
direction of the HR manager to recruit the right candidates for a job position in a business
organization (Kanth, 2020).
Ensuring the privacy of candidates is also something that is quite imperative for HR
managers to do when they engage in the process of recruitment and selection. In doing so, they
will be able to gain the trust and the confidence of the people who are looking to be recruited
into the organization and in lieu of the respect that is shown to them they will want to join the
organization and serve the organization over a long period of time (Rozario et al., 2019).
Optimizing the process of recruitment and selection is definitely one of the key ways by
which a business organization can end up recruiting the right number of employees with the right
set of skills and abilities. The recruitment and selection process is one that should be optimized
to include only interviews and discussions with the candidates instead of getting them to appear
for tests and examinations which in turn are aimed at detecting their skills and abilities (Rudolph
et al., 2017). A lot of information about a candidate and his or her intentions with respect to
working for an organization can be gleaned from the interview itself. Hence it is definitely a best
practice to limit the selection and process to CV screening and then interviews, as this will help
the business organization to save a considerable amount of money on the selection process
(Holland & Jeske, 2017).

5BEST PRACTICES IN SELECTION AND RECRUITMENT
Another one of the best practices that can be deployed by an organization when engaging
in the recruitment and selection process is to choose candidates who tend to think out of the box
rather than those who are good at bookish learning (Holland and Jeske, 2017). This implies that
recruiters or HR managers need to ask employees a number of tricky questions to determine
whether or not they have the ability in them to think quick in difficult situations and to come up
with solutions or measures that can help the business organization in a situation of difficulty
(Herscheberg et al., 2018). All of this can be determined when the HR manager takes the
initiative of grilling candidates during the interview using a number of difficult and tricky
questions, thus determining their ability to think quick to think and act on the feet and respond
accordingly. There is nothing that is more useful than recruiting an employee who is resourceful
and who has the mental acumen which is necessary to steer the organization in forward direction
(Gardener, 2018).
3. Methods
There was a diverse range of activities that was performed in the classroom as part of this
course on human resource management. To begin with, an assessment and evaluation was
undertaken of the various types of interviews that can be conducted as part of the recruitment and
selection process, be it face to face interviews or structured interviews that they are commonly
known as, and informal discussions. The in-class activity also involved assessing and evaluating
different types of tests and examinations that can be taken by HR executives and managers to
determine the key competencies of employees or prospective employees in an organization. The
methods that were put to the test in the classroom were done so to see which of these would
prove to be the most effective when carrying out the recruitment and selection of employees in

6BEST PRACTICES IN SELECTION AND RECRUITMENT
an organization. Specifically, an attempt was made, to see what type of qualifications and
experiences that recruiters should look for when they hire candidates for a business organization,
that is, candidates who have the potential to work for the organization over the long term and
will in all likelihood have the skills and the abilities to perform the job duties that they are
assigned upon joining the organization.
4. Discussion
The in-class activity is one that was designed to determine the type of best practices that can
be deployed in order to recruit the best possible candidates in a business organization. As has
been mentioned in the review of literature, it is not a mean task to select a candidate into the
ranks of a business organization, that is, a candidate who has the skills, the potential and the
ability that is needed to perform the jobs roles that are assigned to him well enough and who also
has the capacity to work for the organization for an extensive period of time. The job of selecting
the right candidate for a business organization is one that is for the most part, the responsibility
of the HR manager and usually such a person is assisted by HR executives in the recruitment and
selection process. More often than not, an effort is made by the HR manager to hire the most
talented and skilled of employees into an organization and in order to ensure that the recruitment
and selection process has been carried out to perfection the HR manager deploys a number of
best practices. Several of these practices have been discussed in the review of literature and
during the class activity, an attempt was also made to study and understand the types of
interviews that can be taken with candidates. Specifically, an attempt was also made during the
class activity to understand the sort of questions that can be asked to prospective candidates in
order to gauge their strengths and weaknesses or their ability to serve the organization for as

7BEST PRACTICES IN SELECTION AND RECRUITMENT
extensive a period of time as possible. The ways by which the key competencies of an individual
can be assessed was studied as part of the class room activity as well.
All in all, the classroom activity was quite thrilling and it was lots of fun to engage with
group members when discussing the best recruitment practices that can be deployed by an HR
manager for the proper selection of candidates for a business. Group work implies that we had to
engage with one another to brainstorm on ideas, thoughts and suggestions concerning best
practices for recruitment and selection processes and in the bargain, we got to know a lot more
about the subject of recruitment and selection than we would have had we confined ourselves to
textbook learning. Indeed the discussions and the activities were a lot of fun and there was much
that we all learnt at the time of undertaking the activity. Finally, what is worth mentioning is that
the group activity gave us all the scope to express our own views and thoughts on the matter of
recruitment and selection. We were able to express our ideas in front of each other, which in turn
enabled us all to gain a better understanding of the subject than usual. A number of thought
provoking questions were raised during the class room activity, enabling us to think in a novel
and experimental manner about the recruitment and selection process adopted by business
organizations. Personally speaking, the class room activity was quite a wonderful learning
experience since it fostered a collaborative spirit and energy and where we all had to depend on
one another for thoughts and ideas with which to complete the activity and make the learning
process as constructive as possible. It was not hectic and there was absolutely no pressure that
was imposed while the activity was in progress. There was plenty to learn, to absorb and
remember, making it one of the most effective learning experiences for a student of human
resource management/

8BEST PRACTICES IN SELECTION AND RECRUITMENT
Conclusion
There are quite a few best practices that can be adopted by a business organization when
it comes to the recruitment and selection process and which are likely to work well for the
business organization in the long run. The aim of an HR manager or executive is to hire the right
people to work for an organization and more often than not the process of doing so is one that is
quite elaborate in nature. The HR manager or executive needs to pay careful attention to the
recruitment and selection process as this is the process using which the correct candidates are
employed by the organization and using whom the organization will seek to attain its goals and
objectives over the long term. As a result, using a number of best practices during the
recruitment and selection process will enable HR managers to make sure that the people who are
made to join the organization are skilled, they have the abilities necessary to perform the
different job roles on offer within the organization and that they are also well represented. Best
practices are seen to make the implementation of the recruitment and selection process more
efficient and more accurate for a business organization.

9BEST PRACTICES IN SELECTION AND RECRUITMENT
References and Bibliography
Chungyalpa, W., & Karishma, T. (2016). Best practices and emerging trends in recruitment and
selection. J Entrepren Organiz Manag, 5(173), 2.
Dany, F., & Torchy, V. (2017). Recruitment and selection in Europe Policies, practices and
methods 1. In Policy and practice in European human resource management (pp. 68-88).
Routledge.
Gardner, A. K. (2018). How can best practices in recruitment and selection improve diversity in
surgery?. Annals of surgery, 267(1), e1-e2.
Herschberg, C., Benschop, Y. W. M., & van den Brink, M. C. L. (2018). The peril of potential:
Gender practices in the recruitment and selection of early career researchers
Holland, P., & Jeske, D. (2017). Changing role of social media at work: Implications for
recruitment and selection. Electronic HRM in the smart era, 287.
Holm, A. B., & Haahr, L. (2018). e-Recruitment and selection. In e-HRM (pp. 172-195).
Routledge
Hunter, S. T., Shortland, N. D., Crayne, M. P., & Ligon, G. S. (2017). Recruitment and selection
in violent extremist organizations: Exploring what industrial and organizational psychology
might contribute. American Psychologist, 72(3), 242.
Kanth, R. R. (2020). Strategies of Recruitment and Selection: A Study of the Influence on
Performance with Respect to Textile Business. Our Heritage, 68(1), 5794-5803.

10BEST PRACTICES IN SELECTION AND RECRUITMENT
Rozario, S. D., Venkatraman, S., & Abbas, A. (2019). Challenges in Recruitment and Selection
Process: An Empirical Study. Challenges, 10(2), 35.
Rudolph, C. W., Toomey, E. C., & Baltes, B. B. (2017). Considering age diversity in recruitment
and selection: An expanded work lifespan view of age management. In The Palgrave handbook
of age diversity and work (pp. 607-638). Palgrave Macmillan, London.

11BEST PRACTICES IN SELECTION AND RECRUITMENT
Appendix 1 – Group Members List
 HR Manager
 Operations Manager
 Assistant Manager of Operations
 HR Executive
 Accounts Manager
 Business Head
 Customer Care Executive

12BEST PRACTICES IN SELECTION AND RECRUITMENT
Appendix 2 – Job Description – HR Manager
About Our Client
A pioneer in the Asia FinTech industry, our client is one of the strongest FinTech players in the
Asia market with excellent financial backing and rapid expansions plans across Hong
Kong and Asia Pacific. The HR Manager will work alongside with the senior
management team and existing HR Generalist to focus on streamlining HR operations,
take charge in strategic HR projects such as C&B, talent mapping and succession
planning.
Job Description
Reporting directly to the CAO, the selected HR professional will work very closely with
leadership teams to develop and drive the full spectrum of HR strategies and HR
operations across the growing firm. You will provide sound advice to senior management
on all relevant subjects to ensure that all HR needs of the company are being met and are
aligned with all business objectives.
Key Responsibilities Include:
● Manage the day-to-day all-round HR functions while leading a small HR support team
● Ensure all C&B operation and practices running smoothly and compiling with legal &
governance requirements
● Implement and manage all recruitment activities pursuant to business direction in selecting
the right candidates

13BEST PRACTICES IN SELECTION AND RECRUITMENT
● Assist in further development of existing HR Strategies and policies by frequent liaison with
all other departments
● Monitor the training programme and activities which align with the corporate developmental
plan
● Maintain the employee relations and implement the performance management process
● Develop corporate plans for a variety of HR matters such as compensation, benefits, in line
with company values
● Develop programs at company level to boost Employer brand and enhance Company Culture
● Act to support the human factor in the company by devising strategies for performance
evaluation, training and development, etc.
● Oversee all HR initiatives, systems and strategies
● Serve as the point of contact for employment relations and compliance to local labour laws
● Lead adhoc HR projects as required

14BEST PRACTICES IN SELECTION AND RECRUITMENT
Appendix 3 – Person Specification (Group Work)
Must Have (Core) Can Have (Desirable)
Qualification
s and
Know
ledge
● Bachelor’s Degree in HRM or Business
Management required
● Good computer literacy
● Well versed in HK Labor Law
● CIPD Skill
● DISC Skill
Experience ● 8 years of overall Human Resource
experience
● At least 4 years in management position
● 8+ years of overall Human
Resource experience
● Training experience
● Working experience in Fin
Tech Industry is an
advantages
Competencie
s
● Leading & Deciding -
Lead adhoc HR projects
● Supporting & Co-operating -
Being a good team player with strong
sense of responsibility
● Interacting & Presenting –
Maintain the employee relations

15BEST PRACTICES IN SELECTION AND RECRUITMENT
● Analyzing & Interpreting -
Self-motivation, able to complete
multiple tasks; turn complex idea into
simple expression
● Creating & Conceptualizing -
Develop programs at company level
● Organizing & Executing --
Good interpersonal and organizational
skills;
● Adapting & Coping -
able to complete multiple tasks under
pressure and within tight deadlines
● Enterprising & Performing – Presentation
& Communication skill
Other ● Flexibility to Travel
● Good command of written and spoken
English and Chinese (Cantonese and
Putonghua)
● Knowing others Asian
Language – Japanese;
Korean; Thai; Vietnamese;

16BEST PRACTICES IN SELECTION AND RECRUITMENT

17BEST PRACTICES IN SELECTION AND RECRUITMENT
Appendix 4 – Selection Tools (Group Work)
Choice of Selection Tools Reason
Type of Interview: Structured Based
● Face to Face Interview:
knowing the real reaction behavior
● Telecomm Communicate Before
Interview:
knowing basic communication skills
Personality Test: ● OPQ 32
Other Psychometric Tests: ● BIG5 – OCEAN
In-tray ● Presentation
● Communication
● Analytical
Assessment Centre ● Not applicable because the selected
measurements are covered already by
others Tools. It’s also too costly.

18BEST PRACTICES IN SELECTION AND RECRUITMENT
Other
Appendix 7 – Decision Matrix Sample Form
Application
Form
with
CV
Interview
(Face
to
Face/
Teleco
m)
Personality
Test
(OPQ3
2)
Psychometric
Tests
(BIG5)
In-tray
exercis
es
(Prese
ntation
, etc.)
Qualifications
✔
Knowledge ✔ ✔
Experience ✔
Leading &
Decidin
g
✔ ✔ ✔
Supporting & ✔ ✔ ✔ ✔

19BEST PRACTICES IN SELECTION AND RECRUITMENT
Co-
operatin
g
Interacting &
Presenti
ng
✔ ✔ ✔
Analyzing &
Interpre
ting
✔ ✔ ✔
Creating &
Concept
ualizing
✔ ✔
Organizing &
Executi
ng
✔ ✔ ✔
Adapting &
Coping
✔ ✔ ✔
Enterprising &
Perform
✔ ✔

20BEST PRACTICES IN SELECTION AND RECRUITMENT
ing
Others ✔ ✔

21BEST PRACTICES IN SELECTION AND RECRUITMENT
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https://www.testingtalent.net/wp-content/uploads/2017/04/2016-100-Yrs-Working-
Paper-on-Selection-Methods-Schmit-Mar-17.pdf

22BEST PRACTICES IN SELECTION AND RECRUITMENT
❖ Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in
personnel psychology: Practical and theoretical implications of 85 years of research
findings. Psychological bulletin, 124(2), 262. http://psycnet.apa.org/buy/1998-10661-006
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(available in HK library – any publication)
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competence. books.google.com

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