Human Resource Management: Online Recruitment in NZ Universities

This report analyzes the advantages and disadvantages of online recruitment, assessing its impact on New Zealand universities. It explores the shift from traditional methods to online platforms, emphasizing the need for effective strategies to attract global talent. The report also examines the influence of decentralized approaches on applicant reactions, highlighting the benefits and drawbacks of empowering various departments in the recruitment process. Furthermore, it identifies ways to enhance employer branding, recognizing the critical role of a positive image in attracting skilled candidates. The report concludes by emphasizing the importance of a strong employer brand, authentic brand development, and a focus on employee success stories to attract top talent. The report uses case studies to analyze different recruitment methods and offers recommendations for improvement.

Running head: HUMAN RESOURCE MANAGMENT
Human Resource Management
Name of the student
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Table of Contents
Discussing the advantages and disadvantages of online recruitment:.............................................3
Analyzing the impact of decentralized approach in influencing the reaction of the applicants:.....5
Identifying the ways of enhancing employer’s brand:....................................................................7
References:....................................................................................................................................10
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Discussing the advantages and disadvantages of online recruitment:
In the highly competitive business environment, appropriate management of human
resources is very much needed in order to accelerate organizational productivity. Noe et al.,
(2017) commented that this is the way, through which an organization can attain organizational
productivity. The rapid advancement of technology is playing a critical role for the employers to
attract highly competent staffs. According to the case study, New Zealand Universities are
following the traditional recruitment method which is making it difficult for them to drag largest
pool of talents. Ekwoaba, Ikeije & Ufoma (2015) observed that the traditional recruitment
method is limited to that of the newspaper advertisement which is restricting them to attract the
global talent. As per the case study, Paul O’Toole, the Director of Human Resources is aiming to
implement online recruitment method through social media.
Cascio (2015) showed that as the degree of competition in the market is increasing in a
rapid manner, online recruitment is the greatest way of hiring the potential candidates for the
vacant job position. As the traditional recruitment is hampering the ability of the New Zealand
Universities to attract extremely competent candidates, it is imperative for them to implement
online recruitment method, which can serve the universities with the ability to figure out the
suitable talents who can satisfy the fundamental goal of the employers.
Online recruitment comprises of multiple tools such as pre-employment screening,
testing and pre-employment screening which can help the employers to select the qualified
candidates by assessing their skills and competencies effectively. With the assistance of the
above mentioned tools, the staffs can select the candidates who can work in accordance with the
organizational values, goals and objectives. Bratton & Gold (2017) shaded light on the fact that
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the inclusion of recruitment software’s such as Zoho Recruit, BambooHR, Interview Mocha et al
which can make it easy for the New Zealand Universities to customize their recruitment method
on the basis of their goals and objectives. However, DeCenzo, Robbins & Verhulst (2016)
contended by saying that as the intensity of accessing internet across the globe is increasing in a
rapid manner, everybody can see the job posting. This is the reason, for which the New Zealand
Universities can get the unqualified candidates which is a great threat towards improving
organizational productivity. In addition to that, using the using the online platform to recruit the
candidates is very costly. The New Zealand Universities have to pay high fees for subscribing
the software. Noe et al. (2015) stressed on the fact that this can make it challenging for the
universities to conduct the recruitment in a cost effective manner.’
According to the case study, the academic recruitment method conducted by the New
Zealand Universities is extremely slow. In New Zealand, the practice of service six months of
notice period is being followed. Therefore, the traditional recruitment method, followed by the
New Zealand Universities is restricting them to place the job advertisement until the resigning
staff is actually leaving. There lies the reason, for which Paul is putting stress on the online
recruitment method in order to recruit the staffs in a timely and cost effective manner. Brewster
(2017) commeted that unlike the traditional advertisement method, online recruitment is the
major way of getting qualified talents and thus attain long term success. Successful
implementation of online recruitment method can help the New Zealand Universities to reach a
larger base of audiences. Through this way, it can be easy to select the right talent with specific
skill.
Still, Sparrow, Brewster & Chung (2016) opposed by saying that the online recruitment
method is not applicable all the time. This method cannot satisfy all the job requirements.
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Moreover, the logistical problem is there in the online recruitment method which can make it
complicated for the companies to carry out the screening process via online. The inclusion of
logistical issues can also challenge the New Zealand Universities to conduct the interview
process through e-mail. Yet, Berman et al., (2019) perceived that in the contemporary times,
internet is the global phenomenon with wide ranges of users. There lies the significance of online
recruitment method which can help the universities to gain more exposure towards attracting
huge pool of talented staffs. Online recruitment is the most efficient strategy of hire resourceful
young staffs which is the key of promoting growth in business (Brewster et al., 2016).
Analyzing the impact of decentralized approach in influencing the reaction of
the applicants:
According to the case study, in the New Zealand Universities, the higher authorities of
the various departments hold the responsibility of conducting the recruitment program. Thus, it
can be said that the universities are following decentralized approach in order to hire skilled and
competent staffs. Stewart & Brown (2019) put stress on the fact that the decentralized approach
plays a major role for the different to recruit staffs in accordance with their roles and
responsibilities. This decentralized approach can also have a firm impact on influencing the
reaction of the competent staffs. The fundamental aim of the universities to implement
decentralized recruitment approach is to amplify the effectiveness by increasing the match in
between the qualification of selected candidates and the fundamental job requirement. It is
imperative to note here that by applying the decentralized approach, the universities are
becoming able to use the local staff which is the key of mitigating the issue of unemployment.
As discussed by Brewster, Mayrhofer & Morley (2016) the decentralized approach can have a
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firm impact on influencing the reaction of the local candidates. This makes it easy for the local
people to get job in accordance with their skills and competencies. The decentralized recruitment
process is closely associated with that of the public management framework which put stress on
corporate planning, performance management and devolution of the authority.
Wilton (2016) opined that this recruitment process can have a positive impact on the
reaction of the candidates this recruitment process also flexible organizational structure and
process. This is positively impacting the emotional wellbeing of the staffs by enabling them to
make a balance in between the personal and professional life. In addition, the decentralized
recruitment process is also helping the staffs to maintain consistency within their roles and
responsibilities. Nankervis et al., (2016) stressed on the fact that flexibility, innovation and
responsiveness are some of the major features of decentralized recruitment process. This type of
recruitment is paving the way for the Australian universities to empower the staffs within the
decision making process. This can influence the local staffs to get their desired job based on their
qualification and skills. Stone et al., (2015) said that with the assistance of this centralized
decision making process, universities in New Zealand are becoming able to maintain healthy
relationship with the staffs by keeping them informed regarding the organizational policies and
procedures. At the same time, this recruitment process also supports in ensuring the accessibility
of the better decision making process.
However, Stone et al., (2015) contended by stating that as the decentralized decision
making process is only concerned with recruiting the local candidates, the universities in New
Zealand can face challenges in the way of recruiting global talent which the key of sustaining in
the hardcore competition in the market. This can pose major efficiency related risk for the
universities. At the same time, lack of consistency is another major negative aspect of the
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decentralized recruitment process. As this type of recruitment is concerned with the decision
taken by the various departments of the university, it is highly time consuming. Thus, it is
imperative for the Universities to modify recruitment process (Brewster, Mayrhofer & Morley,
2016). It is imperative for the New Zealand universities to conduct their recruitment process in
the global level. At the same time, the universities should also include others in the recruitment
process in order to add value to their hiring process.
In-depth assessment of the candidates is one of the most critical factors in hiring
extremely proficient staffs. The university should assess the technical skill, background and the
experience of the candidates before selecting them. The HR department of the universities must
also ensure that the recruitment process is consistent for all the candidates. Sparrow, Brewster &
Chung (2016) highlighted by saying that the recruiter must ask same questions to every
candidate. As the completion in the global level is increasing in a rapid manner, it is imperative
for the universities of New Zealand to follow the centralized recruitment process which is the
key of conducting the recruitment process in a comprehensive manner. In the process, the higher
authority of an organization holds the responsibility of taking the relevant recruitment related
decision. As the cost of recruiting the staffs in this process is extremely low, implementation of
centralized recruitment process can help the universities in New Zealand to run their recruitment
in a timely and cost effective manner. DeCenzo, Robbins & Verhulst, 2016) showed that a
comprehensive job description is to be created as it is the key of dragging the potential pool of
talents.
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Identifying the ways of enhancing employer’s brand:
The image of the employer plays a major role in terms of getting the skillful and
competent staffs. According to Noe et al., (2017) there are various factors such as work-life
balance, the opportunity to promote the career, flexible and healthy working environment,
appropriate organizational culture and flexible work arrangements are the critical factors in terms
of strengthening the image of the employers among the job seekers as well as the employees.
The internet and technology in the form of online review is playing a critical role in building the
brand image of the companies. Ekwoaba, Ikeije & Ufoma (2015) showed that this is framing the
attitude to the job seekers towards an organization. According to the case study, the
University of Canterbury is aiming to change their recruitment process in order to hire extremely
efficient employees.
However, in order to change their recruitment process, it is imperative for the
University of Canterbury to improve their brand image initially. Building a strong and
recognizable brand image will help in connecting the efficient candidates. As the employees are
the vital asset to attain long term success, improving employer brand can help
University of Canterbury to attract largest pool of talent in a timely and cost effective manner.
In-depth research regarding the degree of competition is the initial step of improving the
employer brand (DeCenzo, Robbins & Verhulst, 2016). This is the way, through which
University of Canterbury can learn about their gap and take necessary action in order to mitigate
the same. Developing authentic brand is another vital way of improving the employer brand. It is
important for University of Canterbury to set strong mission and vision and align it with that of
the business goals. Based on the observation of DeCenzo, Robbins & Verhulst, (2016) it can be
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said that this is the way, through which the university can be able to strengthen their value as the
employer among the job seekers.
Strong connection in between the employer brand with that of the organizational culture
is a vital factor in enhancing the employer brand (Stone & Deadrick, 2015). The people are
becoming very much tech savvy in the contemporary times. It is the general tendency among the
job seekers to conduct complete research on an organization before applying for job. Thus, it is
imperative for University of Canterbury to post the success stories of the employees in their
official website. This is the way of acquiring a large pool of talent as the people are becoming
more intended towards applying for the job in that companies who share real stories of the
employees. As per the perception of Wilton (2016) in the highly talent driven market,
strengthening employer brand can help University of Canterbury to hire best suitable candidates
who can satisfy organizational mission and vision.
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Berman, E. M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2019). Human resource
management in public service: Paradoxes, processes, and problems. CQ Press.
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.
Brewster, C. (2017). Policy and practice in european human resource management: The Price
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Brewster, C., Mayrhofer, W., & Morley, M. (Eds.). (2016). New challenges for European
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Brewster, C., Vernon, G., Sparrow, P., & Houldsworth, E. (2016). International human resource
management. Kogan Page Publishers.
Cascio, W. F. (2015). Managing human resources. McGraw-Hill.
DeCenzo, D. A., Robbins, S. P., & Verhulst, S. L. (2016). Fundamentals of Human Resource
Management, Binder Ready Version. John Wiley & Sons.
Ekwoaba, J. O., Ikeije, U. U., & Ufoma, N. (2015). The Impact of Recruitment and Selection
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Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management:
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Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2015). Human resources
management. CRC Press.
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Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource
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Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015). The influence of
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Wilton, N. (2016). An introduction to human resource management. Sage.
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