Performance in Recruitment and Selection Process: HRM 2003 Report

This report explores the critical role of performance in the recruitment and selection process within organizations, particularly in the Canadian context. It addresses the question of whether recruiters should prioritize past performance or future potential when evaluating candidates. The report highlights the shift towards hiring individuals with potential and relevant experience, emphasizing the importance of assessing past performance to gauge a candidate's ability to adapt to organizational culture and contribute effectively. It also acknowledges the challenges of relying solely on past performance due to evolving work environments and the need for diverse skill sets, including cross-cultural competency and technological knowledge. The report concludes that while past performance is a valuable indicator, organizations must use appropriate performance indicator tools to ensure candidates align with current and future needs, ultimately reducing training costs and fostering a more efficient and engaged workforce. The HR strategies for better employee selection process has also been discussed in the report with proper referencing.

Running head: RECRUITMENT
RECRUITMENT
Name of the student:
Name of the university:
Author Note:

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Introduction:
Recruitment is the process of identifying and attracting the most potential sources to fill up the vacant
positions of the organisations. This process sources the potential candidates in such a manner that their abilities as
well as attitudes can match the criteria of the organisation to meet its objectives. Recruitment is the process of
identifying the vacancy of jobs, analysing of the requirements, reviewing the applications, shortlisting, screening
and selecting the perfect candidate for the organization. It is the process of increasing efficiency of hiring for which
the human resource management follows five important methods like recruitment planning, strategic development,
searching, screening and evaluation and control.
These are essential for the designing and implementing the right recruitment as well as hiring strategies for
the organization and retaining the best talents on board. Therefore, performance has been one of the most important
part in the recruitment and selecting process of the organisation. Hence the human resource management need to
judge the potential or past performance of the candidates before employing them in the organization. This report will
be discussing various aspects of performance in the selecting and recruitment process in an organization.
Discussion:
In selecting and recruiting the perfect employee matching the criteria of the organization, the human
resource management follow different strategies. Due to this reason, the recruitment process becomes a person
driven process which is particularly dependant upon the individual judgement as well as bias steering the decision of
selection of the employees. In Canada, unlike other western originated countries, the organizations particularly
follow structured selection and recruitment process on the basis of performance. In this regard, one important
conundrum faced by the recruiters whether to assess the past performances of the new recruited employees as well
as their future potential while screening the candidates (Kurtz & William, 2017).
In order to assess the talents of the employees on the basis of their performances, the HR managers use
performance indicators so that the factors of performance among the employees can be clear before selection
(Farndale, Nikandrou & Panayotopoulou, 2018). The job of the recruiters is to bridge the talent gaps that align the
business needs with the talent of the recruited. Today in Canada, the HR domain is recording the new hiring
paradigms which focuses on the hiring of potential beings rather than the comparatively fewer potential ones.

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The hiring of potential concept has moved away from the traditional understanding of training the
employees after recruitment in the organisation and then align them with the structure and expectations of the
organisation. However, the new system of hiring has given more support for hiring the employees with past
experience in working with the other organisations supports the idea of judging the past performance to understand
whether the employee will be able to understand the need of this organisation and perform in the future also.
In addition to this, the judgement of past performance is necessary to understand the potential of the
employees recruited. This is due to the fact that thus the HR management understand the traits of the employees
before selection in what position they will work comparatively better than the others. In choosing the employees, the
performance in the past job also help the recruiters to understand the journey that the employee has already made
and successfully executed their responsibilities (Murage, Sang & Ngure, 2018). This helps the management to
understand whether the organiostioanl culture and working style can be matched with that of the candidate.
However, the employees who used to perform better in the past organisations may not perform in the
present or future companies. In that case, the judgement methods are responsible. The changing work culture and
dynamic process of working in the companies have changed the expectation pattern of the organisations and
therefore, the employees are needed to have different skills both in the behaviours, attitude, understanding and
problem-solving matters as well as technical skills. The Canadian organizations in these days have become
dependent upon the international business processes in which the business environment is volatile, uncertain,
complex and ambiguous (Bouckenooghe, Zafar & Raja, 2015).
This are the reasons why the companies are undergoing some critical changes that are affecting the external
factors of the companies. With these changing scenarios, the skills of the employees are also expected to be diverse.
The companies while expanding in the other regions of the world need to employ the staffs who have cross cultural
competency along with the technological knowledge. In such cases, the candidates who have more knowledge about
these things both theoretically as well as practically are more competent in the placement process. If theses
candidates or employees possess some past experience in the business organisations, they are more welcomed by the
companies. These employees with working experience in other companies either in the similar industry or the other,
can apply for selection. These candidates are judged in the context of their performances. This enhances their

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opportunity to get employed or selected by the human resource managers in comparison to the freshers or candidates
having no or less performing experiences.
This is due to the fact that the companies are responsible to give proper trainings to the employees before
they are hired. In such cases, the companies face many issues. These issues may include the cost of these trainings to
the new joiners in the company. This responsibility is solely performed by the human resource management of the
companies and this is a point that each and every company try to avoid. In addition to this, the companies when
select a candidate for the organization gives an overall idea of the company’s operation. In that case, if the candidate
knows much well, the training process which is quite time consuming, gets reduced and the company can utilise the
talents of the candidate more effectively.
The organizations give the performing employees chance more than the others so that they do not need to
train the employees. The trend of recruiting well performing candidates allow the organization to have ready
employees. This enable them to enjoy cost cutting as these employees do not need ant training. Moreover, if the
management hire this type of employees, they also do not need to think about the organisational culture or conflict
regarding decision making, these well performing or already experienced employees know to manage trivial issues
to handle without engaging their leaders in the issues.
Another important factor that has proved to be important for the companies is the organizational culture.
The employees when work with any organisation must adapt the culture so that they can work more engagingly and
collaboratively. In such cases, different companies have different organizational culture. Therefore, the experienced
employees have some knowledge how they need to mingle with the culture of the other company. This limits the
issues of unprofessional behaviour among the employees. Similarly, in case the company hires the fresher
candidates, they may not know how to adapt with the culture of the organization which may caret issues in the
organization itself. On the contrary, the fresher employees may be more adaptive of other organizational culture as
they do not have any experience of other culture which may create a positive workforce without any problem.
There are few areas of the business model that can help the human resource management to enhance their
employee selection process. Therefore, the HRs of the global companies are following six important steps for the
betterment of the employee selection process. Firstly, the HRs always carefully hire the best talents possible who
will commit for performing better and meet the goals of the organisations. Secondly, time needed for the selection

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process may hamper the selection process. In many cases, the HRs hurry to fill up the vacancy for which they regret
later. Thirdly, identification and hire process of the best possible talent needs partnership with the stakeholders.
Fourthly, they HRs use job benchmark with valid pre-employment personality assessment. Finally, they use a
structured interview as well as hiring scorecard which may help the organizations to select those who will work
more engagingly.
Conclusion:
Therefore, it can be concluded that the employers in the current global context are trying to judge the
candidates on the basis of their performance. Before hiring a candidate, the human resource management of
organizations, are trying to judge the potential of the candidates on the basis of their past performance of the other
organisational and preferring them to employ in the company so that the cost of the employee training can be
reduced effectively. In order to judge the potentiality of the candidates, it is often questioned whether the past
performance can really affect the future performances as many employees can perform worse in the new
organisations. Therefore, the management need to use proper performance indicator tools for the candidates so that
they can understand whether the candidates will be really performing well for them or not.

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References:
Kurtz, J., & William, A. (2017). Influential role of employee perception of recruitment and selection on
performance. australian journal of economics and management sciences, 7(5).
Farndale, E., Nikandrou, I., & Panayotopoulou, L. (2018). Recruitment and selection in context. In Handbook of
Research on Comparative Human Resource Management. Edward Elgar Publishing.
Murage Sarah, N., Sang, A., & Ngure, S. (2018). Ethical Issues in Recruitment, Selection and Employee
Performance in Public Universities in Nyeri County, Kenya.
Bouckenooghe, D., Zafar, A., & Raja, U. (2015). How ethical leadership shapes employees’ job performance: The
mediating roles of goal congruence and psychological capital. Journal of Business Ethics, 129(2), 251-264.